Georges River Council Annual Report 2021/22

Annual Report 2021-2022

Acknowledgement of Traditional Owners

Georges River Council acknowledges that the Bidjigal people of the Eora Nation are the traditional inhabitants and custodians of all land and water in which the Georges River region is situated.

Council recognises Aboriginal and Torres Strait Islander people as integral to the Georges River community and highly values their social and cultural contributions. Georges River Council pays respect to Elders past, present and emerging.

Georges River Council is committed to showing respect for Aboriginal people as Australia’s first peoples. Council has adopted the practice of acknowledging the Traditional Custodians of Country at events, ceremonies, meetings and functions.

Community by Aunty Annette Webb

Translation information

IMPORTANT

For help to read and understand this document, Council can arrange interpreter services for you. Please contact Language Assistance Services on 131 450.

Annual report

This annual report is a comprehensive report on Council’s activities throughout the preceding financial year. It is intended to supply the community with information about Council’s activities and financial performance. It also looks at key achievements by Council and its staff, as well as challenges faced by Council over the same period.

Our annual report also helps inform our future planning by providing progress on implementation of our Delivery Program and progress towards achieving our Community Strategic Plan outcomes Our financial performance against annual and longer-term budgets is part of the way we are accountable to our community.

For more information, please contact Council on 9330 6400 or email mail@georgesriver.nsw.gov.au.

Translation information

重要

市议会为您准备了口译服务，帮助您阅读和理解本文档。

请拨打131 450联系语言协助服务处。

年度报告

这份年度报告是市议会在上一财年活动的综合报告，旨在为 社区提供市议会活动与财务状况的信息。报告还涵盖了市议 会及其工作人员的主要成绩，以及市议会在这同一时期所面 临的挑战。

年度报告还汇报了交付计划（Delivery Program）的实施进 度以及社区战略计划（Community Strategic Plan）的进展 成果，有助于了解市议会的未来计划。在年度和长期预算之 下，保持财务状况稳健是我们对社区所担负责任的一部分。

欲了解详情，请拨打9330 6400或致信电子邮件 mail@ georgesriver.nsw.gov au 联系市议会。

اﻟرﻗم ﯾﻣﻛن ﺄﻧ ﺗوﻓرـــ ﻟك

ΣΗΜΑΝΤΙΚΟ

Για βοήθεια στην ανάγνωση και κατανόηση αυτού

του εγγράφου, η Δημαρχία μπορεί να προσφέρει

διερμηνευτικές υπηρεσίες σε εσάς. Παρακαλούμε, επικοινωνήσετε με την Υπηρεσία Βοήθειας Γλωσσών στο 131 450.

Ετήσια Έκθεση

Αυτή η ετήσια έκθεση αποτελεί μια εμπεριστατωμένη

έκθεση σχετικά με τις δραστηριότητες της Δημαρχίας καθ’

όλη τη διάρκεια του προηγούμενου οικονομικού έτους.

Προορίζεται να παρέχει στην κοινότητα πληροφορίες

σχετικά με τις δραστηριότητες της Δημαρχίας και τις

οικονομικές της επιδόσεις. Επίσης, εξετάζει τα βασικά

επιτεύγματα της Δημαρχίας και

του προσωπικού του, καθώς και τις προκλήσεις που

αντιμετωπίζει η Δημαρχία κατά την ίδια περίοδο.

Η ετήσια έκθεσή μας συμβάλλει επίσης στην ενημέρωση

για τον μελλοντικό μας σχεδιασμό ενημερώνοντας για

πρόοδο της εφαρμογής του Προγράμματος παροχής

Υπηρεσιών (Delivery Program) και για την πρόοδό

μας προς την επίτευξη των στόχων του Κοινοτικού

Στρατηγικού Σχεδίου μας. Η χρηματοοικονομική μας

επίδοση σε σχέση με τους ετήσιους και μακροπρόθεσμους

προϋπολογισμούς είναι μέρος του τρόπου με τον οποίο λογοδοτούμε στην κοινότητά μας.

Για περισσότερες πληροφορίες παρακαλούμε

επικοινωνήστε με τη Δημαρχία στο

9330 6400 ή με ηλεκτρονικό ταχυδρομείο στο mail@ georgesriver.nsw.gov.au

मह�पूणर्

कािउ�लले तपाईलाई यो कागजात पढ्न र बु� म�तको लाि◌ग

दोभाषे सेवाह� �वस्था गनर् स�छ । कृ पया भाषा सहायता

सेवा १३१ ४५० मा स�कर् गनर्◌ुहोस् ।

वाि◌षक� िप्रतवेदन

यो वाि◌षक� िप्रतवेदन िअघ�ो ि◌व�◌ीय वषर् भरी कािउ�लको

िगितिवधह� समावेश बारे एक ि◌व�ृत िप्रतवेदन हो । यसको उ�े�

कािउ�लको िगितिवधह� र ि◌व�◌ीय प्रदश�नको बारेमा समुदायलाई

पूणर् जानकारी ि◌दनु हो । यसले कािउ�ल र यसका कमचा�रीह�ले

गरेका प्रमुख उपिल�ह�को साथै कािउ�लले सोही अिवधमा सामना

गनर्◌ुपरेको चुनौतीह�लाई िपन हेरेको छ ।

हाम्रो वाि◌षक� िप्रतवेदनले हाम्रो ि◌वतरण कायक्र�मको काया��यनमा र

हाम्रो सामुदाि◌यक रणनीि◌तक योजनाको नतीजाह� प्रा� गन�

ि◌दशाि◌तर प्रिगत प्रदान गरेर हाम्रो िभव�को योजनालाई सूि◌चत

गनर् िपन

Table of contents

Acknowledgement of Traditional Owners

About this report

Our vision, mission and values

Message from the Mayor

Message from the Acting General Manager

Our commitment to the environment

The year in review

Organisational and financial performance

Highlights and Challenges

Impact of COVID-19

Community and civic events Significant media coverage

Our place, our community

Profile and history

About Council

Georges River at a glance

Services, activities and service locations

Customer service

Information management

Technology

Connecting with the community and stakeholders

Community and civic events

Volunteers

Public art

Economic development

Advocacy Governance

Democratic governance

Wards

Role of Councillors

Our Councillors

Council and committee meetings

Statutory information

Corporate governance

Audit Risk and Improvement Committee

Internal audit

Contracts and procurement

Our organisation, our people

Awards and recognition

Our organisation

Our

Our performance

Meeting legislative requirements

Pillar 1 - A Protected Environment and Green Open Spaces

Statutory information

Pillar 2 - Quality, well planned development

Statutory information

Pillar 3 - Active and accessible places and spaces

Statutory information

Pillar 4 - A Diverse and Productive Economy

Statutory information

Pillar 5 - A Harmonious and Proud Community with Strong Social Services and Infrastructure

Statutory information

Pillar 6 - Leadership and Transparency

About this report

This is the Georges River Council annual report for the financial year to 30 June 2022.

It represents an accountability mechanism between the community and Council and is prepared in accordance with Section 428 of the Local Government Act 1993 and the Office of Local Government’s Integrated Planning and Reporting Guidelines.

This report outlines our financial and operational performance against the key objectives, strategies and priorities of our Community Strategic Plan 2018-2028, Delivery Program 2018/2019 – 2021/2022, Operational Plan 2021/22 and Budget.

It also reports on the six themes, or pillars, identified by the community during the development of the Community Strategic Plan.

This annual report encompasses the range of activities undertaken and services provided. It is an important tool to inform residents and ratepayers, local businesses, non-government organisations, partners and government departments and agencies about our achievements, challenges and plans for the year ahead.

This report also informs our employees on how we have performed over the year, how their efforts have contributed to our vision and what to expect in the coming year. Our performance section details progress towards proposed goals and actions.

This report is divided into seven sections: Our performance

The year in review

Summarises highlights and challenges, important events, media coverage and financial performance.

Our place, our community

Overviews the profile, history, services and connections within the Georges River Local Government Area (LGA).

Governance

Details democratic and corporate governance arrangements and councillor profiles.

Our organisation, our people

Provides information on our organisation and staff – structure, workforce demographics, employee performance review process, external awards and nominations.

Summarises how Council performed against financial and strategic objectives and on major projects. Presents major achievements under the six pillars of the Community Strategic Plan, Delivery Program and Operational Plan.

Additional statutory information

Summarises 2021/22 funding to community organisations, a glossary of terms and indexes in accordance with Section 428 of the Local Government Act 1993.

Financial report

Provides the audited Financial Statements of Council for the year ended 30 June 2022.

Our vision, mission and values

Our vision

Naturally connected to place, community and Country.

Our mission

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

Our values United

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

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

Honest

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

Accountable

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

Our Plans

The integrated planning and reporting framework bring various plans together so that we can leverage our efforts. This approach recognises that councils can be an advocate for the community’s vision for the future and inspire others to participate in that vision.

Councils develop short, medium and long-term plans to meet the community’s needs through the Community Strategic Plan (10+ years) Delivery Program (four years) Operational Plan (one year).

A supporting 10-year Resourcing Strategy consists of a Long-term Financial Plan, Asset Management Plan and Workforce Management Plan. We include a Digital Resource Management Plan in the Resourcing Strategy.

These plans describe how we will consult with the community and meet our long-term objectives. After each council is elected, it must review the plans, ensure they will be used effectively and ensure they are updated annually. We adopted our 2021/22 integrated planning and reporting documents in June 2021.

Bracken Fern, Gannons Park, Peakhurst

Message from the Mayor

Last December, a new council was elected, and I was sworn in as the mayor early in 2022.

I would like to thank the outgoing Council for their exceptional service to our diverse community.

The new Council adopted the Community Strategic Plan 2022 – 2032 (also known as The Plan), which takes into account the feedback and input of our community, as well as the challenges which have become the “new normal”. Despite the COVID-19 lockdown, 709 people had direct input on the priorities of our area to create a strong foundation across six core pillars: Our Community, Our Green Environment, Our Built Environment, Our Place in Sydney and Our Governance.

Highlights

With lockdowns and restrictions easing, Council was able to re-establish community events within a safe capacity. Events are important to our community, bringing people together and celebrating our diversity from cultural days of significance to youth and community programs.

We celebrated the Year of the Tiger with the month-long In Good Taste Little Lunar food festival. The streets of Hurstville were filled with mouth-watering aromas with locals and Sydneysiders alike immersed in the melting pot of Asian culture, delicious food and cultural entertainment to celebrate Lunar New Year.

As Mayor I attended many multicultural events and addressed persons from diverse origins. Council also funded and supported functions related to small business.

Un[contained] also returned to Kogarah this year, with over 37,000 visitors over the three-day festival. A showcase of large-scale installations, live art murals by Sydney artists and performances spilled on to the streets, pushing the boundaries of ‘art’ and encouraging the community to come together again in a safe way after the pandemic.

Art and culture continued to be a focus, providing greater connections with our heritage through exhibitions including the highly successful Our Journeys | Our Stories exhibition, and public art murals cross the local government area.

The last year brought on many challenges with COVID-19 impacting the community. In turn, this enabled us to learn from the experiences and grow stronger together as a community.

Our Libraries have had exciting additions to their collections including a new musical instrument collection and media lab at Hurstville Library and the First Nations Collection consisting of approximately 600 items.

On the transport front, 22 Bus Zones were installed and 1 Bus Zone was updated in front of a school. Council also adopted the Georges River Transport Strategy 2021. 100 percent of school safety zones were patrolled. All 38 schools in our area were patrolled at least once with the majority being patrolled two or more times. Alarmingly, 1,665 Penalty Notices were issued for school zone offences. The safety of our children comes first, and hopefully these penalties serve to remind people of their responsibilities around school zones.

Our local economy has stayed strong through the challenges of COVID-19 with many people choosing to stay and spend locally. To keep our centres attractive, all 24 commercial centres were cleaned daily. Council's Deep Cleansing Program combined with the bi-annual deep cleanse of Hurstville and Kogarah CBD's continues to ensure a focus on improved service standards in our town centres.

We continued to promote the benefits of economic development to the community. We partnered with industry experts like Service NSW, Innovative Manufacturing CRC (IMCRC), University of Technology Sydney, Bayside BEC (Business Enterprise Centre) and RiSe Women (Confidence for Women) to deliver a range of events to help small business succeed.

The Georges River Local Environmental Plan 2021 was gazetted and this will provide for additional homes close to where people work, transport, restaurants and open space. It will increase the number of local jobs and keep our economy growing.

We are working towards achieving the ambitions for the Kogarah Health and Research Hub Collaboration Area. Council has worked with Bayside Council as well as health and education stakeholders in Kogarah to form a new Leadership Group with a narrowed focus on advocacy and economic development.

Recognition

Despite the challenges of the year, Georges River Council won several awards and was recognised for its work across a diverse range of activities, including:

• Gold – Australasian Reporting Awards

• Assets and Infrastructure Award – Local Government Excellence Awards

• Winner – New or Improved Techniques Greater Sydney Planning Awards

• 2021 Stormwater NSW – Excellence in Integrated Stormwater Design – Gannons Park Water Quality Improvement and Stormwater Harvesting Scheme

• Highly Commended – 2021 Local Government Professional Awards, 2022 IPWEA Environmental Enhancement Project or Initiative including Recovery, Recycling and Reusing, Projects greater than $500,000 but less than $5 million.

These achievements are the result of the dedication and hard work of our staff and the clear vision and leadership of the General Manager.

As we celebrate the sixth anniversary of Georges River Council’s establishment, I thank the Councillors, Council staff and most importantly the Georges River community for what we have been able to achieve.

Councillor Nick Katris Mayor

Message from the Acting General Manager

These challenges reinforce the importance of long term planning. Council has a suite of plans including the Community Strategic Plan and Delivery Program which were adopted by Council in June 2022.

To keep our community active during the COVID-19 lockdowns, we completed the proactive maintenance of 37 parks and street furniture in high pedestrian areas such as Hurstville CBD and Kingsgrove Road shopping strip.

Customer satisfaction

Council staff continued to work incredibly hard to deliver high quality services to our community.

An incredible 89 percent of service requests and responses to correspondence were completed, exceeding the annual target for both performance measures and improving on our customer satisfaction levels.

Customer service has been a focus for Council and I am pleased to report that we achieved a 75 percent Overall Customer Experience rating.

Customer satisfaction with face to face interaction at Council operated facilities was an outstanding 87 percent.

There have been many challenges faced by our community during the 2021/22 year including the COVID-19 pandemic and natural disasters such as flooding.

Those using Council’s Early Learning Centres also had an outstanding 85 percent satisfaction rating with our services. High praise indeed for our front line staff who care for the children of our community, particularly during pandemics, ensuring that other essential workers are able to perform their duties.

Council also achieved an extremely high satisfaction rating of 94 percent with our Museum & Gallery, a testament to the diverse programming and exhibitions that our community can enjoy.

Equally, we achieved a very high Customer satisfaction rating of 93 percent with Events such as Un[contained].

I am confident that those in our community who come out and participate and use Council services and facilities are very satisfied with our offerings

Governance

We welcomed and inducted a new Council with six new Councillors following elections in December 2021.

Council and this administration is committed to open decision making. The live streaming of Council is now regular practice, enabling people to watch and listen to council meetings from their own home or device as convenient. There were 81 registered speakers at Council Meetings during 2021/22.

Visitation to Council's website has grown to 1,984,204 due to significant work to improve the quality of the content and the nature of services and information available to the community.

Georges River Snapshot is live on Council's website and allows community members to readily view the performance of Council against set performance indicators.

It is my job to ensure that Georges River Council as an organisation is able to meet the needs of our residents, businesses and visitors and fulfill its broader role within Sydney.

I look forward to working with the community and the elected Council to continue to excel and deliver outstanding services and facilities and high customer satisfaction.

David Tuxford Acting General Manager

Bracken Fern, Gannons Park, Peakhurst

Our commitment to the environment

Sustainability requires us to think about the types and amount of resources we use, how we dispose of items and the steps we take to protect and conserve the natural environment.

We are committed to the conservation, restoration and enhancement of the Georges River environment. In keeping with ecologically sustainable development principles, we integrate social, economic and environmental values and imperatives into our decision-making.

We are committed to rehabilitating the LGA’s waterways, protecting bushland and wildlife and reducing waste and carbon emissions. Within the last year, we have progressed towards achieving previous targets set by Council for net zero emissions and using 100 percent renewable energy in our operations.

Further, we are committed to various environmental sustainability and waste related targets that propel our work towards environmental protection:

• 40 percent total urban canopy cover by 2038 (baseline of 38 percent in 2018)

• supporting the NSW Government’s plastics ban.

We are committed to addressing environmental issues that affect the area you live in. Our vision for our environment

Duck in Gannons Park

Cities Power Partnership

The Cities Power Partnership is a network of local councils leading the way to a sustainable, zero emissions future. Local councils that join the partnership make five action pledges to tackle climate change.

We are progressing towards achieving a further five pledges after achieving the first five pledges in 2020/21, building on the success of previous years progress where our first five pledges were achieved ahead of schedule.

The current pledges committed by Council are as follows:

Support community facilities to access renewable energy through incentives, support or grants.

Develop education and behaviour-change programs to support local residents and businesses to tackle climate change through clean energy, energy efficiency and sustainable transport.

Support the local community to develop capacity and skills to tackle climate change

Provide fast-charging infrastructure throughout the city at key locations for electric vehicles.

Develop procurement policy to ensure that the practices of contractors and financers align with council’s renewable energy, energy efficiency and sustainable transport goals.

We are working with key procurers to further advance a sustainable procurement process. We are looking at sustainable transport and fast charging options to encourage behaviour change within the community and to make it easy for people to participate in renewable energy initiatives.

Waste collection services

During 2020/21, we trialled a small-scale recycling program at the Council’s Customer Service Centre at Hurstville to collect mobile phones, household batteries and CDs/DVDs. We collected more than 240 kilograms of materials for recycling. Given the success of the trial, the program has now been permanently expanded to the following sites:

• Clive James Library – Kogarah Town Square, Belgrave Street, Kogarah

• Hurstville Library - Corner of Queen and Dora Streets, Hurstville.

We investigated 1,762 reports of illegally dumped material with 88 Penalty notices issued totalling $36,850. Between 2020/21 and 2021/22, there was an increase from 22 percent to 29 percent in the percentage of illegally dumped waste incidents removed by the offender – an ideal outcome in the instance of illegally dumped waste!

Our continued membership under the Regional Illegal Dumping (RID) Squad saw 603 illegal dumping incidents reported for investigation and 8 special operations to provide targeted education, compliance and enforcement relating to illegally dumped waste within Georges River LGA.

Twenty eight community groups, schools and businesses registered a clean up site as part of Council’s support for Clean Up Australia Day. This event involved around over 1,832 volunteers at all registered sites throughout the Local Government Area.

Our three Household Chemical Cleanout events during the financial year diverted more than 61,000 kilograms of problem and hazardous waste materials. The February and May E-Waste recycling events collected more than 23,000 kilograms of e-waste for recycling.

Biodiversity

Our LGA-wide Biodiversity Study determined baseline flora, fauna and vegetation communities, identified important locations with high biodiversity value and recorded numerous threatened and vulnerable species residing within the LGA. The study provided recommendations to further protect, maintain and enhance biodiversity; these will be progressively implemented. During 2021/22, 17 of the recommended actions have already been completed.

Additionally, the Verge Garden Program was established in February 2022, enabling greater access to planting areas within the Local Government Area, for the benefit of biodiversity.

Urban tree canopy

Our street and park tree planting program received considerable assistance from the Greening our Cities Grant Program.

We planted 669 trees throughout the ‘Carlton Canopy Corridor’ in the north of the Local Government Area.

We also continued to support Planet Ark’s Schools Tree Day initiative by providing 100 native tree and plant seedlings to schools throughout the LGA.

In the 12 months to 30 June 2022, we planted 660 trees in streets and parks throughout the suburbs of Allawah, Narwee, Peakhurst, Kingsgrove, Riverwood, Hurstville, Carlton, Beverly Hills, Sans Souci, Beverley Park, Carss Park, Kogarah and Kogarah Bay, as part of the Carlton Canopy Corridor grant project, funded by the NSW Government through the Greening our City initiative. A further nine trees were planted in highly urban areas to acquit the Five Million Trees 'Cool Places, Urban Oasis' grant project.

In addition, we supported Planet Ark’s National Tree Day by distributing a further 100 native tree and plant seedlings to schools throughout the LGA. Council also supported the planting of a further 815 native trees and plants at three (3) Council managed reserves in Oatley, Peakhurst and Sans Souci as part of a partnership with Greater Sydney Landcare and Oatley Flora and Fauna under the Creating Canopies in Greater Sydney Program.

Pest animals

Foxes are invasive species that harm the local and native wildlife and can harm domestic pets. In the 12 months to 30 June 2022, we completed two rounds of fox trapping using soft jaw leg-hold traps and cage traps in five Council managed reserves. Five foxes were eradicated. We continue to work with neighbouring councils of the Southern Sydney Regional Organisation of Councils (SSROC) on regional pest animal management activities.

Environmental grants

Grants to support and enhance environmental management and protection within the Georges River LGA include:

• $46,260 across three federal electorates has been obtained under the Australian Government’s Planting Trees for the Queen’s Jubilee grant program. This funding will go towards the planting and maintenance of 18 large, mature trees between the LGA’s three electorates, as well as paying for plaque signage and events commemorating the Queen’s Platinum Jubilee. The work will be delivered during 2022/23

• $40,000 in funding has been obtained under the NSW Government’s Greener Neighbourhoods grant program for an asset study of trees in selected major open spaces and parklands. The work will be delivered during 2022/23.

Flying-fox conservation

The Flying-Fox Grants Program funding provided in 2020/21 allowed us to undertake a community consultation program in December 2020 to inform a draft Flying-Fox Camp Management Plan for the established camp in Oatley.

The Camp Management Plan was finalised in 2021/22 and is published on Council’s website. The Plan enables Council to be eligible for grant funding to assist with the conservation of the Grey-headed Flying-foxes in Myles Dunphy Reserve in future years.

Environmental Resilience Action Plan 2022-2040

Council finalised the Environmental Resilience Action Plan in 2021/22. The Action Plan is an operational document focusing primarily on how Council intends to reduce its own environmental footprint (e.g. water, energy, materials).

The Action Plan combines the extensive work already undertaken by Council in preparing for Climate Change through the adoption of net zero carbon emissions and renewable energy targets and seeks to reinforce Council’s commitment to lead by example.

The Action Plan is published on Council’s website and progress towards achieving the actions will be reported through Council’s quarterly and annual report in years to come.

Exceeding the renewable energy target

During 2021/22, Council has signed an energy contract, which commenced on 1 July 2022, for the supply of 100 percent renewable energy to power Council’s operations.

We continue to provide annual updates reporting on our progress towards renewable energy and net zero emissions targets each year in Council reports available to the community. Council has made significant progress towards achieving the renewable energy target ahead of schedule.

Lance Beard-Heath, Gannons Park, Peakhurst

The year in review

Organisational and financial performance

Highlights and challenges

Impact of COVID-19

Community and civic events

Georges River LGA in numbers

Community financial report

Capital works snapshot

Annual scorecard

Looking ahead

Khanh Ong at In Good Taste 2022, Hurstville

Organisational and financial performance

Activities in 2020/21 contributed to our four-year Delivery Program 2018-2022 and the long-term objectives in our Community Strategic Plan 2018-2028.

During 2020/21, we completed or progressed a substantial program of capital works and operational projects and provided services that addressed social, economic and environmental objectives set out in the Delivery Program and Community Strategic Plan.

Overall performance during 2020/21 was measured against 138 four-year term achievements, 196 one-year actions and 56 annual performance indicators as outlined in the Delivery Program and Operational Plan.

Delivery Program

Performance indicators

65% Achieved

35% Not achieved Operational Plan

80% On track

6% On hold or cancelled

14% To be carried over

Moore Reserve, Oatley

Highlights and Challenges

PILLAR 1 PILLAR 2

A protected environment and green open spaces

Refer to pages 131 to 143

Achievements

• All readily achievable energy reduction recommendations in the Energy Management Plan have been completed

• An e-waste recycling event and Household Chemical Cleanout event were delivered

• Bush regeneration contractors and volunteers actively managed 112 hectares of bushland through weed control and vegetation planting

• 511 street trees and 158 park trees were planted

• Completed proactive maintenance of 37 parks

• Proactive maintenance of street furniture in high pedestrian areas such as the Hurstville CBD and Kingsgrove Road shopping strip completed

• Routine safety inspections of all playgrounds in the LGA were completed.

Challenges

• Bushcare activities were hindered due to the COVID-19 restrictions

• Graffiti removals were impacted by COVID-19.

The year ahead

• We will educate the community on reducing energy and water consumption and protecting the environment

• We will implement the recommendations of the Foreshore Scenic Character Review into the Georges River LEP

• We will develop a significant tree register for the LGA

• We will implement the high priority recommendations of the Biodiversity Study 2021 including preparing a Biodiversity Strategy (subject to funding).

Quality, well planned development

Refer to pages 145 to 153

Achievements

• Work has commenced to explore amendments to the Beverly Hills Draft Master Plan

• Process improvements were identified through the Regionally Significant Development Applications Pilot project and will be implemented

• A new Senior Fire Safety Officer has been employed and is working to ensure compliance is achieved

• Council has employed a Senior Specialist Planner (Urban Design) to improve the consistency of urban design advice to customers and assessment planners and reduce consultancy and legal costs associated with expert evidence in the NSW Land and Environment Court

• CCTV upgrades have been completed at the Hurstville Entertainment Centre and Civic Theatre.

Challenges

• The Design Review Panel was terminated in favour of a Senior Specialist Planner (Urban Design) to improve the consistency of urban advice to customers and assessment planners

• The Planning Proposal for the Hurstville Civic Centre site was delayed due to a number of unfinalised documents and requests for additional information.

The year ahead

• We will aim to finalise the Master Plan for Beverly Hills and Mortdale centres

• We will finalise the rezoning of the Hurstville Civic Centre site

• We will provide community information sessions on planning, development and building.

Highlights and Challenges

PILLAR 3

Active and accessible places and spaces

Refer to pages 155 to 163

Achievements

• Georges River Transport Strategy 2021 was adopted

• 100 percent of engineering operations service requests were actioned against works scheduled

• 100 percent of potholes were addressed and their make safe actioned on both a reactive and proactive basis within agreed timeframes

• Further progress has been made towards Councils Asset Management Plans which will help prioritise future projects and support the allocation of funding

• 91 percent of Driveway Applications received were approved within agreed timeframes

• 98 percent of Stormwater Applications received were approved within agreed timeframes

• A total of 22 Bus Zones were installed and 1 Bus Zone updated in front of a school.

Challenges

• Footpath Condition Assessment is running behind schedule, with 50 percent completed by the contractor

• Footpath Condition Assessment grinding package was awarded but works aren’t scheduled to commence until the new financial year.

The year ahead

• We will undertake programmed and reactive maintenance works of council’s building and open space

• We will seek funding for the upgrade of the Oatley-Como walkway / cycleway

• We will undertake detailed design for a skate and BMX facility at Olds Park

• We will accelerate the feasibility study, concept plans and business case for a new aquatic centre to allow the pursuit of funding.

PILLAR 4

A diverse and productive economy

Refer to pages 165 to 170

Achievements

• The Georges River Local Environmental Plan was gazetted

• A comprehensive business survey was conducted to understand local economic conditions and identify opportunities for council support

• A new Leadership Group with a narrowed focus on advocacy and economic development has been formed with Bayside Council as well as health and education stakeholders for the Kogarah Health and Research Hub Collaboration Area

• All 24 commercial centres were cleaned daily

• The Georges River Council Local Infrastructure Contributions Plan 2021 (Section 7.11 and Section 7.12) was adopted

• A Marketing Plan "Discover Georges River" has been prepared

• Prospectus for Kogarah has been finalised.

Challenges

• The Community Satisfaction Survey was not undertaken so there is no data on the level of ‘place satisfaction’ for key and emerging centres

• The target for mean gross assessment times on DAs, modifications and DA reviews was not achieved due to staff shortages and workload

• There were delays in determining Construction Certificates due to the need to obtain additional information from the applicant which is generally difficult for applicants to procure within the 21 day timeframe.

The year ahead

• We will lead the Kogarah Collaboration Area Place Strategy Governance Group

• We will prepare a business case for the ‘River Rail’ Kogarah to Parramatta rail link

• We will advocate for the Southern Aerotropolis

• We will continue to build a brand and identity for our area.

PILLAR 5 PILLAR 6

A harmonious and proud community with strong social services and infrastructure

Refer to pages 173 to 185

Achievements

• Those using Council’s Early Learning Centres had an outstanding 85 percent satisfaction rating with the services

• We successfully delivered community events including a Citizenship Ceremony for 115 new citizens, Eurovision Song Contest final live broadcast and the Un[contained] Arts Festival in Kogarah, attended by 37,000 people

• We achieved a very high Customer satisfaction rating of 93 percent with Events such as Un[contained]

• We achieved a very high satisfaction rating of 94 percent with our Museum and Gallery

• All 38 school safety zones were patrolled at least once with the majority being patrolled two or more times

• Library Services launched the First Nations Collection consisting of approximately 600 items

• The Public Art Advisory Panel (PAAP) was established

• The Ormonde Parade public art located in the transit corridor of Hurstville Railway Station, Bus Depot and Cerno Shopping complex concept design was chosen.

Challenges

• 100 percent of food premises were not inspected due to COVID-19 restrictions and isolation requirements

• Utilisation of Council’s Child Care Centres was impacted by Public Health restrictions

• The review of the Event Strategy was delayed due to competing priorities

• Due to COVID-19 restrictions, the trial harmonisation of libraries operating hours was extended and implementation will take place in the next financial year.

The year ahead

• We will implement the outcomes of the feasibility study to harmonise library opening hours

• We will establish the reading and sensory garden at Hurstville Library

• We will establish and increase the profile of the Edgbaston Artist Studio

• Deliver a pilot Community Safety Program.

Leadership and transparency

Refer to pages 187 to 235

Achievements

• We achieved a 75 percent Overall Customer Experience rating, a great improvement from the baseline of 53 percent

• Customer satisfaction with face to face interaction at Council operated facilities was an outstanding 87 percent

• An Advocacy Priorities program and subsequent Southern Aerotropolis report have been prepared to influence the next iteration of district plans

• There were only 7 Confidential Resolutions during 2021/22, or 3 percent of all Council Resolutions

• Georges River Snapshot is live on Council's website and allows community members to view the performance of Council against set performance indicators

• New supporting collateral and marketing programs for Sydney's Connected Community were created

• The 2022-2032 Community Strategy Plan, Delivery Program and Operational Plan and Resourcing Strategy were all adopted.

Challenges

• Meet Your Ward Councillor Sessions did not proceed due to COVID-19 restrictions and were cancelled due to budget savings requirements

• No responses were received for the Request for Quotation for the Venues and Facilities Management Service Review

• The Draft PoM and Master Plan for Sans Souci Park are still with the Department of Planning and Environment for owner’s consent

• The redevelopment of Sans Souci Bathers’ Pavilion did not go ahead pending consideration of leasing options.

The year ahead

• We will undertake the biannual community satisfaction survey

• We will review of Council’s Asset Management Plan

• We will expand payment channels and self-service online access.

Impact of COVID-19

The easing of restrictions associated with the COVID-19 pandemic has seen the gradual opening of our services and facilities. This has resulted in an increase in the number of events and attendees in comparison to 2020/21 figures, however, losses against budget were still experienced, attributed to the shutdown of facilities and reduction of services during the pandemic. For our services and facilities, this has meant:

• 3,286 fewer visitors to the Hurstville Museum & Gallery: 1,464 annual visitors (69 percent decrease from previous year’s annual visitors of 4,750)

• 125,403 fewer visitors to our libraries: 222,726 annual visitors (36 percent decrease from previous year’s annual visitors of 348,129)

• Temporary Closure of Ocean Street Kindergarten from 4 August 2021 to 21 September 2021

• Attendance rates dropped from 89 percent to 74 percent across all Early Learning Centres, however, enrolments remained stable. This is due to Federal and State Government initiatives that were established during lockdowns enabling families to remain enrolled and keep their children home without any out-of-pocket expenses

• Pause to construction resulting in loss of revenue from work zone and road closure permits

• Council provided free extension to work zones resulting in loss of revenue

• $77,000 reduction in income for business use of footway (outdoor dining)

• $128,000 reduction in income for commercial letting

• 70 percent reduction in car parking traffic volumes

• increase in temporary food premises permit applications due to new provisions permitting independent temporary food premises operation on private and commercial land

• Inability to conduct regulatory inspections on Public Health premises (including Skin Penetration Premises, public swimming pools and spa and cooling water towers) due to restricted operation from Public Health Orders

• inability to carry out regulatory inspections on food premises for 4 months due to movement restrictions contained within Public Health Orders

• increase of pop up or “dark kitchens” in the Council area due to new provision permitting use of existing commercial sites as food preparation without the need approval

• inability to access building sites for investigation of works not in accordance with development consent

• inability to access residential properties for investigation of unauthorised works

• delay in investigation and resolution of building related customer requests

• reduced visible presence of parking foot patrols

Community and civic events

In 2021/22 we hosted, sponsored and supported many events that provided residents, businesses and visitors with the opportunity to connect within the diverse natural and built environments of the Georges River area. Despite disruptions with Public Health Orders and COVID-19 we were able to adapt to the changing environment and the following events were held:

September 2021

We Are Georges River

October 2021

Frightful 80s Drive-In Cinema

December 2021

Christmas Markets

Christmas Movies in the Park

January 2022

Australia Day Awards

Summer Streets Program including Pop-Up Park, Night Markets and Little Lunar

February 2022

In Good Taste

March 2022

Penshurst Park Sporting Hub Opening

April 2022

Georges River Youth Festival (GRYFest) including Intergenerational Chess Day and Shortstuff Film Festival

May 2022

Eurovision Song Contest 2022 – Grand Final Live Broadcast

June 2022

Un[contained] Arts Festival

November 2021 - March 2022

Mobile Musos

Eight Citizenship ceremonies: 15 December 2021 (2 ceremonies), 16 December 2021 (3 ceremonies), 26 January 2022 (2 ceremonies), 28 April 2022 (1 ceremony)

Significant media coverage

During the 2021/22 period, media coverage continued to capture stories and topics that were important to the community.

Coverage highlights focused on Council’s commitment to building a better future for the Georges River area, awards and achievements for major local projects and bringing notable events back to our community calendar.

The Eurovision Live Viewing Party generated national media interest with 100 stories published across print, online and broadcast radio. This event was a success within the community and demonstrated how central cultural diversity is for locals within Georges River.

Other major community events including the popular street arts festival, Un[contained] and Little Lunar continued to attract media attention, with emphasis on bringing events back to the local community safely post COVID-19.

Highlights included mentions in the Sydney Morning Herald, Brisbane Times, The Age and WA Today about our Lunar New Year event and multiple features in The St George and Sutherland Leader and ArtsHub on Un[contained].

Additionally, Council’s arts and culture projects consistently received mentions, indicating a strong community interest in the arts and entertainment. Stories about contemporary artist, Danielle Mate and her permanent First Nations art installation at Poulton Park, along the Georges River received mainstream press coverage in The Australian, The Daily Telegraph, Sky News, News.com.au, The Weekly Times and Cairns Post.

Our Journeys | Our Stories, an exhibition spotlighting Hurstville’s connection to its Chinese ancestry and cultural heritage at the Hurstville Museum & Gallery was also featured nationally in print, broadcast radio, online and Chinese publications.

Council’s awards and achievements received recognition in local and industry publications for the Lower Poulton Park Naturalisation and Car Park Construction project at the Asset and Infrastructure Awards and three awards at the 2022 Engineering Excellence Awards. Winning the New or Improved Techniques’ category and highly commended for the ‘Projects greater than $500,000 but less than $5 million’ and ‘Environmental Enhancement Project or Initiative’ categories.

These achievements would not have been possible without Council’s dedicated staff members who worked hard to establish better facilities for the Georges River area.

There was significant media coverage on the ongoing ICAC investigation into Councillors Hindi and Badalati. This investigation is ongoing and, therefore, will not be reported in detail at this time.

Octopoda by Amigo and Amigo at Un[contained] Arts Festival 2022, Kogarah

Georges River LGA in numbers

Environment

40km of waterways

154ha of bushland restored by volunteers

14 bushcare groups

38% estimated tree canopy (including mangroves)

Infrastructure

398km local roads

28.1km regional roads

21 roads of 9km resheeted

499km footpaths

15 footpaths of 3.1km constructed

16 drainage programs completed

15 traffic devices constructed

1.6km of new kerb and gutter constructed

We are Georges River Exhibition Hurstville Plaza

Council

527.9 full time equivalent (FTE) staff

$153.4 million budget expenditure forecast for 2021/22

$55 million capital budget expenditure forecast for 2021/22

$4.5 million total operating budget deficit forecast for 2021/22

Recreation facilities

3 aquatic and leisure facilities (1 currently closed)

5 libraries

1 Museum & gallery

44 council community facilities (9 with space for hire)

116 playgrounds

13 tennis courts

28 netball courts

57 sporting fields

3 full synthetic fields and 2 mini fields

2 golf courses

266 Council parks and reserves totalling 477 ha

1 stadium

1 entertainment centre

4 boat ramps

3 tidal pools

Financial performance summary

Your rates and charges contribution.

$100 million is collected annually from rates and annual charges (waste and stormwater), providing funding for a large variety of valued community services.

In addition to rates and charges income and to relieve the burden on ratepayers, Council actively collects other income from user fees, grants, developer contributions and commercial rent.

The diagram below outlines the contribution rates and charges had to the following key service areas during 2021/22.

Environmental protection and regulation

Environmental and city planning

Street cleaning Development and building assessments

Customer service and communications

State Emergency Service

Street lighting and other amenities

Health regulation and animal management

Children’s Services

Morts Road, Mortdale

Financial results

Operating result

The 2021/22 operating result excluding capital grants and contributions is a surplus of $11.2 million. This is a $12.6 million improvement from 2020/21 result (excluding the revaluation decrements) and a $15.7 million improvement to the adopted budgeted materially attributed to the:

• Net gain from sale of properties ($7.6 million)

• Fair value increment on investment properties ($8 million)

• Reduced expenses from one-off unforeseen extraordinary events ($3.7 million).

Operating revenue

Actual Operating Revenue was $153 million verse Budget of $149 million.

Excluding net gain on sale and the fair value increment on investment properties, the total income performance was sustained by interest, other revenue and rates and annual charges. Fees and charges income was considerably under adopted budget with an unfavourable variance of $2.4 million. The unfavourable variance was driven by COVID-19 related closures and reduction in service demand. The main areas impacted were Childcare, Hurstville Aquatic Centre and Hurstville Entertainment Centre.

Operating expenses

Actual Operating Expenses were $149.8 million verse Budget of $153.4 million.

Total expenditure was below adopted budget.

Employee costs were favourable to budget by $830,000 with vacancies lowering salaries and wages and overheads, this offset the $2.3 million in employee termination costs

and uncapitalised project delivery salaries from the COVID-19 stop work order and heavy and continuous rainfall.

Materials and Services was favourable to adopted budget ($2.5 million) based under spends in printing, contractors (waste and Infrastructure), water, materials and consultancies. It is understood these were associated with service disruptions from 2021/22 rather than savings identified.

Other expenses would have been unfavourable to budget by $540,000 due to the impact of the impairment of debts ($1.4 million).

Capital expenditure

2021/22 capital expenditure was significantly impacted by the La Nina prolonged rainfall, natural disasters and the COVID-19 stop work order. This has resulted in expenditure being below the average and the large carry over of budget into 2022/23.

Capital Expenditure was $21.7 million for 2021/22.

Capital projects expenditure

Main expenditure occurred on the below Projects:–

• Road Re-sheeting $4 million

• Mortdale Shopping Centre Upgrade $2.9 million

• Purchase of Mobile Plant and Passenger Vehicles $2.4 million

• Poulton Park Naturalisation and Car Park Upgrade $1.7 million

• Hurstville Golf Course Clubhouse and Community Centre $1.6 million

• Former Oatley Bowling Club Master Plan Works $380,000.

Capital works snapshot

Olds Park, Penshurst

* Waste reporting this period has improved to include all waste streams collected, managed and diverted from landfill by Council such as mattresses, household chemical cleanout waste, electrical waste and more. The diversion of mattresses from landfill has commenced during the reporting period, and data collection has improved to allow waste diversion to be reported across all waste streams, rather than just contracted domestic (and commercial) collections.

Looking ahead

Community Strategic Plan

Our Community Strategic Plan “The Plan 2022-2032” was adopted by Council in June 2022. This revised community strategic plan progresses and extends the previous community strategic plan, bringing on board new and previous community feedback and aspirations and takes into account the challenges that now confront not just Georges River Council, but also NSW, Australia and indeed, the world.

There was a consistency of feedback across the various engagement methods. The key priorities of our community for the future of Georges River Local Government Area including planting trees and greening our area, including greening our town centres.

Our community appreciate and want more and upgraded open space and parks and want safe cycling and walkability. Residents want to protect the Georges River area heritage and history. They want to activate our town centres and provide jobs for local people and want to continue to enjoy local festivals and events and have access to community support.

There is a shift to stay local, due to the COVID-19 pandemic, and our community anticipates that this shift will be ongoing. They want to continue to use local parks and shop locally and work from home at least part time.

It signals a possible renaissance for our local centres and continued high use of our parks and open space.

There is strong support for the provision of library services in the western part of the local government area, and people of all ages, including children, support and want to continue to enjoy local library services.

Residents want good governance and financial efficiency from Council.

Our consultation and review process confirmed and refined the six themes that shape our future plan – we call these six ‘pillars’ as they underpin all our future work. Our six pillars are:

• Our community

• Our green environment

• Our economy

• Our built environment

• Our place in Sydney

• Our governance

We have included measures of success, with baseline figures where they are available. These will be reported on in the End of Term Report, at the end of this Council term in 2025.

Budget

2022/23

Operational Budget

The 2022/23 Budget will be the first year Council is forecast to achieve a surplus and difficult prioritisation of valued services, projects and programs will be essential in achieving financial sustainability and compliance with Council legislative obligations. In order to achieve the $1.9 million surplus target, a cost reduction strategy has been applied to both employee costs and materials and contracts. This strategy aims to reduce expenditure by $8 million. The budget has been prepared on the following strategy:

• The draft 2022/23 budget has been prepared with the objective of achieving an operating surplus with future years projection as per the adopted Long Term Financial Plan (LTFP)

• Prepared in accordance with the IPART approval - find and maintain savings of $4 million each year for the next three years (i.e. these cuts to expenditure cannot be reintroduced in future years)

• Service levels have been capped to align with constrained resources and achieve the operating surplus adopted in the LTFP

• Staff award increase is 2 percent ($1.3 million), plus superannuation increase of 0.5 percent ($350,000 annually), plus Councillor allowances and superannuation increase ($60,000 annually)

• Union advocacy includes request for additional staffing levels and resourcing to cope with the significant increase in workload since 2020/2021

• The employee costs reduction strategy continues to include a 5-7 percent vacancy rate and a 16-week recruitment hold to achieve the operating surplus adopted in the LTFP

• Two week Christmas shutdown that excludes the provision of three grant days ($600,000)

• A $4.5 million reduction across the overall materials and contracts budget (i.e. consultancies, professional services, contractors for trees, maintenance, cleansing etc.)

• Budgeted for final repayment of the Mortdale Jubilee Community Centre loan

• The approved Special Rate Variation (SRV) has been applied

• Standard CPI increase of 3.5 percent has been applied across materials, services and expenses (note: current trends are indicating large increases in labour, materials, fuel costs etc.)

• The introduction of a Ratepayer Rebate Program was considered but not included as inclusion would not enable Council to achieve the terms of the IPART approval

• Income projections are based on business as usual and do not include further COVID-19 or natural disaster implications

• Subsidies are proposed to be applied to Council’s premium, commercial, and community facilities, consistent with previous years and COVID-19 recovery programs

• Investment interest income has been projected to increase based on an assumed improvement in rate of return

• Domestic waste charges remain at 2021/22 levels

• The mandatory (legislated) pensioner rebate has been increased to $1 million

• Depreciation is forecast to increase by $800,000 due to the rising cost of replacement, though this figure may be impacted by the most recent natural disaster and asset condition deterioration

• Eligible Fees and Charges have been set at a 3-5 percent increase

• Council’s default rates level has been assumed to not return to pre COVID-19 levels as high inflation is likely to impact cost of living and overdue rates

• The Councillor Discretionary Ward fund has not been included as part of the budget strategy

• Continued anticipated legal costs ($1.2 million) for the ongoing ICAC investigation have been included

• Disposal of underperforming/end of life assets (plant)

• Insurance premiums have been set to increase based on natural disaster, cost of replacement, etc

• Community and sporting group rental subsidies remain unchanged ($1.5 million in forgone income)

• Venue hire program remains unchanged ($420,000 in forgone income)

• Childcare fees have been set to comply with the Childcare Policy of cost neutral operating budget

• Strategic compulsory land acquisitions have been included as per the gazetted LEP.

• Over $10 million in operational costs have been deferred/removed/reduced in 2022/23

• Budget bids have been selected and prioritised based on legislative, strategic and safety drivers

• Implementation of productivity improvements and cost efficiencies identified in the adopted IPART application continues

• The 2022/23 Capital Program will have a large carryover of projects from 2021/22, due to COVID-19 impacts, cost and time variations and heavy rainfall over the quarter three period

• The capital program has been formulated based on the following criteria:

i. Must ensure program aligns to the Long Term Financial Plan ($35 million per year)

ii. Have an eligible funding source

iii. Aligns to strategic asset management principles

iv. Link to a Masterplan and/or adopted Strategic Plan

v. Consideration of environmental factors.

• Over $400 million in capital projects have been deferred.

Full details of Council’s 10 year LTFP, which includes the budget result, are outlined in the Resourcing Strategy.

On 27 June 2022, Council resolved to reintroduce and adopt a number of budget changes, resulting in a reduction of the target surplus from $1.9 million to $1.2 million.

Poulton Park naturalisation project, Poulton Park

Capital Program

Our Capital Program from 2021/22 has been an unusual year with unforeseen external events impacting the program and contributing to significant delays. These delays will result in approximately $20 to $25 million of the 2021/22 Capital Program being carried over into 2022/23.

The main contributors of these delays are as follows:

• Public Health Order lockdown on construction activities across the Georges River Council Local Government Area (LGA)

• Georges River LGA declared a natural disaster zone from the NSW February and June 2022 floods

• The summer and autumn period has had the highest rainfall in over 30 years and above average rainfall is forecast to continue

• Staffing constraints with an average of 30 percent impacted by isolation requirements and sick leave

• Cost of material variances due to supply shortages.

The new program has been developed by establishing clear priorities. All projects included in the 2022/23 Capital Program:

• Align to the Resourcing Strategy 2021/22 and Long Term Financial Plan

• Have an identified eligible funding source(s)

• Adhere to strategic asset management principles and practices

• Link to a Plan of Management (POM), Master Plan, Council Strategy/Plan and/or Stakeholder Plan

• Support Council’s recently adopted Environmental Resilience Action Plan 2022-2040.

The majority of Council’s current and anticipated cash flow is restricted. Funding of the new Capital Program is dependent on restricted reserves and external grants. To meet the eligibility for funding of restricted cash the project/expenditure must comply with the prescribed/ legislated use of the restrictions cash reserves. Council officers plan to continue applying for grants from the State and Federal government in order to secure funding for currently unfunded projects.

Funding for the 2022/23 program is predominantly based on grant funding, developer contributions and external reserves, with use of general revenue focused on roads and critical safety program items and capitalised salaries.

The 2022/23 Capital Program will focus on the delivery of $27.3 million in new/renewed community infrastructure projects. With the carryovers from 2021/22, the program is projected to reach $47-$50 million in quarter 1 2022/23.

The following new projects have been proposed:

• Plant and Light Vehicle Fleet Replacement

• Road Re-sheeting Program

• Community Asset Critical Safety Program

• Footpath Critical Safety Program

• Buildings Asset Critical Safety and Renewal Program

• Recreation Asset Critical Safety and Renewal Program

• Traffic Facilities Construction and Upgrade Program

• Stormwater Drainage Critical Program

• Annual Information Management and Technology and Library Resource Renewal

• Land acquisitions for open space

• Information Management and Technology (Cyber Security, computer/device hardware and software implementation).

The following projects have been highlighted as anticipated carryovers from 2021/22, largely due to the impact of unforeseen events (Note: final carryovers amounts will be confirmed in the first quarter review of 2022/23):

• Gannons Park Works - Final Stage

• Hurstville Golf Course Clubhouse

• Hurstville Oval Cricket Pavilion

• Mortdale Shopping Centre Streetscape

• Olds Park Recreational and Sporting Hardscape Precinct

• Former Oatley Bowling Club site Master Plan Works

• Hurstville Revitalisation Program

• Kogarah War Memorial Pool Site Decontamination and Remediation

• Poulton Park naturalisation and carpark upgrade

• Hurstville Golf Course New Clubhouse

• Waterway Improvement Harold Fraser Oval/Parkside Drive

• Hurstville Plaza - Ausgrid additional works and restorations

Profile and history

Our history

The traditional owners of the area now known as the Georges River are the Bidjigal people of the Eora Nation, who have lived on this land for more than 40,000 years. European settlement in the area in 1788 led to dramatic change for the Aboriginal community.

The first land grant was assigned in 1804, with Hannah Laycock and her family receiving 700 acres. In 1808, Captain John Townson was granted 1,950 acres of land, comprising the present-day suburb of Hurstville and part of Bexley. His brother Robert Townson was granted the land which now comprises Penshurst, Mortdale, and parts of Peakhurst.

European settlement was the catalyst for significant changes to the natural landscape, which was rich in natural resources, such as lime and timber.

Communities began to work in areas including limeburning, timber-getting, oyster-farming, ship-building and brickworks.

Further transformation of the Georges River area took place in 1850, when Michael Gannon purchased land and subdivided it into small farms along what is now Croydon Road. Three larger farms were purchased by Messrs Dent, Peake and Ibbotson, and the area became known as Gannons Forest.

When a local school was established in 1876, it was named ‘Hurstville’ and in 1884 the new railway station took the same name. The establishment of the Illawarra rail line saw the landscape shift from rural to an environment featuring cottages and roads, and residents opted for trades over agricultural work.

Kogarah Council was established in 1885, with a municipality in Hurstville following in 1887. Improved transport links brought about an increase in population in the 1900s, which led to a boom in new shops and businesses. The picturesque rivers, coves and beaches of Georges River became the pleasure grounds of Sydney, popular for swimming, boating and picnicking.

The discovery of gold in NSW in the 1850s attracted Chinese migration to the Georges River, and migration from China and Hong Kong again boomed in the 1990s, when a distinct Chinese community began to form in the area. By 1988, Hurstville had become a CBD for the southern suburbs of Sydney and was declared a city.

Georges River Council was formed in 2016 with the amalgamation of the former Hurstville and Kogarah councils. Today, the Georges River LGA is a thriving multicultural community, sharing links with more than 50 countries.

Kyle Bay Dredge Launching Team, Georges River, Kyle Bay NSW, 1977. Georges River Local Studies Collection

About Council

Our 15 elected councillors are supported by 676 staff members undertaking both administrative and outdoor activities. Our annual community expenditure budget for 2020/21 exceeded $190 million.

Suburbs

Allawah

Beverley Park

Beverly Hills

Blakehurst

Carlton

Carss Park

Connells Point

Hurstville

Hurstville Grove

Kogarah

Kogarah Bay

Kingsgrove

Kyle Bay

Lugarno

Mortdale

Narwee

Oatley

Peakhurst

Peakhurst Heights

Penshurst

Riverwood

Sans Souci

South Hurstville

Location

Georges River LGA is 17 kilometres from Sydney CBD and has a land area of 38 square kilometers. While the land use is predominantly residential, there are substantial industrial, commercial and recreational areas. The LGA sits on the Georges River, giving the area its name.

It is in close proximity to Sydney Airport and the M5 Motorway and is serviced by Stoney Creek Road, Forest Road, King Georges Road and the East Hills and Illawarra rails lines. It is the major public transport interchange for the St George region, with excellent access to train and bus services.

The LGA consists of five wards: Blakehurst, Hurstville, Kogarah Bay, Mortdale and Peakhurst.

Population

Our estimated resident population for 2021 was 152,703 people, a significant decline of 1.85 percent or 2,883 persons since 2020. The population density is 3,980 persons per square kilometer. Our population forecast for 2036 is 185,346.

Demographics

In 2021, our area had a lower proportion of children (under 18) and a higher proportion of persons aged 60 or older than Greater Sydney. Our LGA had a lower proportion of people in the younger age groups of 0 -17 years and a higher proportion of people in the older age categories of 60 years +. Overall, 19 percent of the population were aged between 0 and 17 years compared with 21.8 percent for Greater Sydney and 23.2 percent were aged 60 years and over compared with 20.5 percent for Greater Sydney.

In 2021, 46 percent of the people in our area were born overseas, compared with 38.6 percent in Greater Sydney. The largest overseas country of birth was China, with 21,125 persons or 13.9 percent of our population, compared with 4.6 percent for Greater Sydney. This is followed by Nepal with 8,748 persons or 5.7 percent, and 2.4 percent from Hong Kong.

The largest changes in countries of birth were a net gain of 3,938 persons from Nepal, 540 persons from the Philippines and 275 persons from Brazil and a loss of 2,529 people born in China since the 2016 Census.

Aboriginal and Torres Strait Islander population represented 0.7 percent of Georges River’s population in the 2021 Census.

Languages

In our area, 53.2 percent of people spoke a language other than English at home in 2021. Mandarin was spoken at home by 12.8 percent of the population and Cantonese by 9.4 percent, making the Chinese languages the most common languages spoken at home, with a combined 22.2 percent of the population speaking Chinese languages at home. Those speaking Nepali increased by 2.3 percent to 5.7 percent of the population since the last Census in 2016, and it is now the third most spoken language at home after Mandarin and Cantonese. Greek is spoken at home by 5.2 percent of the population and Arabic is spoken at home by 3.7 percent of the population.

Economy

The Georges River economy sustained 56,747 local jobs, with 85,695 employed residents in 2021. Of the 42,550 total local workers in our area, 45.9 percent are males and 54.1 percent are female.

There were 16,211 local businesses, with the largest industry (by employment) being health care and social assistance, generating 16,091 local jobs in 2021. Health care and social assistance also had the greatest change in number of employed people between 2015/16 to 2020/21, with an increase of 4,259 additional number of people employed.

The amount of wealth generated by businesses, organisations and individuals working in the area is the gross regional product (GRP), which was estimated to be $8.98 billion in the year ending June 2021, growing 4.9 percent since the previous year, and which represents 1.42 percent of the state’s gross state product (GSP).

Georges River at a glance

Services, activities and service locations

We provide a range of services and activities, from libraries, early learning, waste management and planning. These are aligned with our internal functions, activities and products to strengthen service delivery.

We consider our services in terms of the following themes

A protected environment and green open spaces:

• bushland reserves

• river health, including better stormwater management to protect Georges River and its tributaries.

• waste and recycling management

• better facilities in parks and reserves

• dog parks

• heritage conservation

• environmental sustainability

• plans of management.

Quality, well planned development

• sustainable development

• fire safety program

• future land use planning

• planning and building compliance

• planning and building approvals

• environmental compliance.

Active and accessible places and spaces

• public transport reliability, accessibility and frequency

• car parking

• road conditions and congestion

• pedestrian safety

• cycleways

• street lighting.

A diverse and productive economy

• economic development and business support

• residential and employment growth

• advocacy

• investment attraction.

A harmonious and proud community with strong social services and infrastructure

• community recreation programs and facilities

• inclusive and accessible events and facilities

• housing diversity and affordable housing

• regulatory functions

• social justice

• community safety

• education and care

• library services

• cultural facilities.

Leadership and transparency

• community engagement

• open and transparent decision making

• greater accountability including financial accountability

• cooperation with other levels of government

• leadership, culture and governance

• people management

• information and knowledge management

• results and sustainable performance.

Service locations

We work from our Civic Centre and other service locations

Customer service

We work towards excellent, responsive and appropriate services so that customers feel satisfied with their experience and informed about how we make decisions and take action.

Across all our services and interactions, we strive to:

• Put the customer first: We understand our customers’ expectations and adapt our services to meet customer needs

• Make it easy: We make it as easy as possible for customers to access our services, information and people by being open and offering choice

• Inspire a culture of customer service: We are motivated towards excellence in service delivery in a culture where customer service is something we all do.

Customers can seek our assistance online, over the phone, in person, by email or letter. A consistent approach to customer service means we attend to enquiries accurately, promptly and professionally.

Enquiries that cannot be addressed immediately are referred to an appropriately skilled staff member to progress. Enquiries not related to a Council function are referred to an appropriate service provider wherever possible.

Complaint management

We encourage customers who are not satisfied with a service provided or action taken by one our employees to lodge a complaint. Timeframes for resolving complaints depend on the complexity of the issue; all complaints are acknowledged within two days.

General complaints are resolved within five working days and complex complaints requiring further investigation are resolved within 10 business days. If a complaint cannot be resolved within 10 business days, we will contact the customer to provide a progress update and estimated timeframe for completion.

During 2021/22 we:

• Developed the Customer Experience Strategy which will be in place late 2022

• Developed a new and improved Customer Experience Charter which will accompany the Strategy

• Conducted a full review of the Customer Feedback and Complaints Management Policy

• Increased our Customer Service Champions Team

• Surveyed 2,108 customers who lodged service requests with Georges River Council to monitor our customer satisfaction levels

• Conducted 285 assessments on our own staff to ensure we are delivering excellent customer service and identifying areas for improvement

• Achieved an overall happy or not score of 86 percent for the year exceeding our target of 80 percent.

During 2022/23 we intend to:

• Deliver the action plan from the Customer Experience Strategy

• Update the call centre system to deliver a more responsive service to our customers.

Accolades and complaints

The graph below shows the number of accolades and complaints received over the past five years.

Georges River Civic Centre customer service staff

Information management

The number of records registered within our records management system in 2021/22 was 29,6043 (4 percent decrease on last year). Of these, 62,067 (21 percent) were customer correspondence and the remainder created by our staff.

The Government Information (Public Access) Act 2009 creates a general right of access to documents held by state and local government agencies.

During 2021/22, we received and processed 611 informal applications under this Act, a 28 percent decrease on the previous year.

Our Information Management Team ensures corporate records are accurate and managed under the NSW State Records.

As the pandemic continued and in-person participation could not occur, Council adapted to new ways of delivering Council and committee meetings. Enhancements to existing systems ensured the public could still participate, while also providing greater transparency throughout meetings with developments in the quality and visibility of coverage, attendees, agendas and minutes.

Our commitment to keeping data safe is ongoing, with an active focus on adapting our cyber resilience to the everchanging and complex threat landscape. A core element of our approach has been increasing staff engagement to encourage early intervention and identification of threats. Continuous testing remains a mitigation strategy with the annual audit of Council’s systems and services occurring.

This year, we launched the “Georges River Snapshot”. The Snapshot dashboard is part of our commitment to transparency and customer service. It allows our community to see how well Council is delivering a range of services.

Technology

Expanding the delivery of Digital Services and Digital Government continues with the integration of the NSW Planning Portal and automation of key service workflows to reduce the time taken to process requests, enabling greater online service offerings.

Council’s other key projects and expansions in technology include:

• Data services capture via smart devices, enabling weather stations to provide a broader range of data while also incorporating information from external sources to continue Council’s focus on becoming a data driven organisation

• Library Public Services providing additional options for library patrons to access technology. The outcome of this project has enabled access to an additional suite of applications and standardised internet access as well as simplified printing processes.

The COVID-19 pandemic accelerated the need for online and digitisation of key Council functions.

Connecting with the community and stakeholders

How we engage

Ensuring the community is aware of plans, projects and policies and allowing them to participate in the decisions that affect them is important to Council and builds our social cohesion.

We communicate in many ways, including through a regular advertorial and Mayoral Column in The Leader, social media, media releases, advertising, Community e-newsletters, radio interviews, direct mail and community events.

We transitioned our quarterly Community magazine to a print and digital format during 2021/22. It featured news articles and special features about places, people and events in the LGA. It is available on the website as a digital magazine and free copies are available at all library branches, the Customer Service Centres, the Hurstville Museum & Gallery and each early education centre.

Our website and social media platforms provide an open forum for the community to engage with us and continue to attract followers each year.

We value positive relationships with local and metropolitan media outlets and assist by providing information and coordinating media interviews whenever possible. During the year, we released 128 media statements and addressed 123 media enquiries.

Independent media information gives the community a balanced view on our issues and operations.

Eurovision Song Contest 2022 - Grand Final Live Broadcast Party

Engagement Method Description

Your Say

Our online engagement tool. Registered participants, The Panel, receive requests to share their views, concerns or ideas to help inform our decision-making via a fortnightly newsletter sent directly to them. We have received 3,824 site registrations (panel registrations) to date since launching Your Say and registrations continue to grow each year.

Surveys

Common method for obtaining information from the community, available online through the Your Say page or in hardcopy at all library branches and the Customer Service Centres at both Hurstville and Kogarah.

Facilitated sessions

We hold online and face to face facilitated workshops and sessions to share information, involve the community and obtain feedback on our plans in a more personal way. Community members can interact directly with staff and have their questions and concerns listened to, answered and considered. A legacy of the COVID 19 Pandemic is all webinars and online workshops are now recorded and available for the community to view at any time on the Your Say platform.

Submissions

Where a survey is not appropriate, we request a submission to capture community comments, concerns and opinions.

Other consultation tools

We have utilised more diverse tools on the Your Say platform for community consultation and to engage younger community members. This has included interactive maps for pins to be dropped to suggest locations and comment boards for ideas to be shared and voted on by peers in the community.

e-newsletter

Advertisements

Letters

Social media

As well as updating the community on upcoming events, and happenings in Georges River the consultation period for key projects is featured in the fortnightly eNews, which has 22,707 subscribers.

We regularly advertise engagement opportunities in our local community newspapers, The Leader.

We send information and feedback forms to members of the community likely to be directly affected by a decision, project or upgrade.

We inform community and stakeholders of engagement opportunities through social media, providing links to information on Your Say.

Community engagement can shape local outcomes and allows us to gather valuable information. The Community Engagement Strategy and Policy guide Council in engaging with the community on issues that may affect their lives. From this, we can:

• improve project and service delivery

• improve policy

• strengthen relationships with individuals and community groups

• ensure Council is meeting local needs

• create opportunities to discuss complex and emerging issues

• allow for a diversity of voices to be heard.

Your Say

Your Say and 2021/22 overview

Your Say is Council’s central platform to share, gather and report back on organisation-wide community consultations. It provides visibility and access to the community on upcoming programs, initiatives, priorities and exhibitions. The Georges River community are invited to share their views, concerns or ideas to help inform our decision-making and shape projects for the Georges River LGA.

Traditionally, we engage with the community via direct mail, notices in newspapers, subscription emails/ newsletters, letter drops and face-to-face briefings, telephone surveys and workshops. Similar to the engagement climate impacting the previous year, online consultation has continued to be the primary engagement method for 2021/22.

This has enabled Council to improve and strengthen the tools, reach, and strategies used to engage the community.

Across 2021/22, Your Say received over 40,000 visits, hosted 50 consultations, engaged 4,422 participants, and gained 443 new registered users, bringing the total registered userbase to 3,797.

Engagement of projects rose 56 percent with an overall awareness increase of 11 percent. Although there was a decrease in panel member registrations (down 20 percent from the previous year) the higher engagement is attributed to placing fewer registration requirements for participants to provide feedback.

The transition to online engagement continues to be an effective and sustainable pathway for meaningful exchange between Council and the community. In the April 2022 panel survey, our panel indicated that electronic notification (through email and eNewsletter) was the most popular method of learning about new projects, and that online engagement is trending as more accessible way of bringing consultation to the community.

Although surveys and feedback forms remain the most common choice of online engagement, Council has been exploring and implementing more creative solutions to collect community sentiment. Some of these options include:

• Online idea walls, where participants can openly share, rate, and comment on thoughts on a particular project

• Online mapping tools, where participants can interact with a geographical interface and plot interest on a map of the LGA

• Quick polling, where participants can quickly nominate a preference on a predefined list.

Additionally, Your Say continues to grow as a hub for residents to access key documents and media. During 2021/22, over 170 documents, images, and videos were uploaded to projects, with over 5,000 combined views and downloads. This has connected the participants with key content pertaining to the projects interesting them, creating a more transparent information exchange between Council and the community.

Some of Council’s strongest online consultation occurred over the 2021/22 lockdown period. Despite limited in person engagement opportunity, Council was able to seek feedback from the community on the review of the Community Strategic Plan, gain insight on our community’s thoughts and use of Oatley Park, and learn what our local bike riders and residents think of bike riding in Georges River.

This particular project was nominated as a finalist in the 2022 NSW Local Government Excellence Awards.

A highlight from Council’s BMX and Bike Riding in George River consultation is the data indicates that youth participation represented a significant portion of responses, supporting Council’s commitment to creating accessible and equal engagement opportunities for the community.

Crowd at In Good Taste 2022, Hurstville

The online projects with the highest participation were:

• BMX and Mountain Bike Riding in Georges River (684)

• The Plan - Community Strategic Plan (613)

• Help plan the future of Oatley Park (446)

• The Georges River Business Survey (277)

• Mortdale Centre Master Plan (193)

The complete list of online consultations across 2021/22:

• The Plan - Community Strategic Plan

• COVID-19 Community Information Session

• Help plan the future of Merriman Reserve

• Streets as Shared Spaces Round Two - Riverwood

• Help us shape Oleander Reserve Playground

• Historical Markers Program 2022

• Name Your Youth Festival

• Help us name our Anti-Racism Campaign

• Georges River Libraries - Trial extension of opening hours

• Disability Inclusion Action Plan (DIAP) 2022 - 2026

• Survey of the impacts from the latest outbreak of COVID-19 on the Georges River Council community

• Economic and Social Recovery Program - Business Engagement Survey

• BMX and Mountain Bike Riding in Georges River

• Public Exhibition: Customer Experience Strategy 2022-2027

• Help plan the future of Donnelly Park

• The Georges River Business Survey

• Future of Olds Park Skatepark

• Public Exhibition: Draft Georges River Council Social Justice Charter 2021-2025

• International Women’s Day and Small Business Month Surveys

• Meet Your Ward Councillors

• The Draft Delivery Program, Operational Plan and Resourcing Strategy

• The Planning Proposal for Glenlee, 80 Boronia Parade, Lugarno

• The Planning Proposal and Development Control Plan for 53A-59A Gloucester Road, Hurstville

• The Draft Wildlife Protection Area Policy

• Public Exhibition of the Draft Overland Flow Floodplain Risk Management Study and Plan

• Library Collections Survey 2022

• Public Exhibition of the Draft Moore Reserve Plan of Management and Master Plan

• Public Exhibition of the Draft Penshurst Park Plan of Management

• Public Exhibition of the Draft Library Use and Management Policy

• Heritage Information Sessions

• Public Exhibition of the Draft Oatley Flying-fox Camp Management Plan 2021

• Georges River Place Naming Proposals

• Public Exhibition of the Draft Georges River Council Early Learning Services Strategy 2021-2031

• Expression of Interest: Living Libraries portraits and stories

• Expression of Interest: Jazz Poetry Event

• Help plan the future of Oatley Park

• Hurstville Revitalisation Project - Palm Court Transformation

• Name our anti-racism campaign

• Mortdale Centre Master Plan

• Library Trial Hours - Staff Consultation

• Amendment to Voluntary Planning Agreement (VPA) for East Quarter Stage 3 - 93 Forest Road, Hurstville

• Public Exhibition of the Mayor and Councillors Expenses and Facilities Policy

• Public Exhibition of Financial Statements and Auditors Report 2020/21

• Customer Experience Strategy - Internal Consultation

• Your Say Panel Survey.

Engaging with the community, business and stakeholders

Stakeholder Engagement

Community Social media Publications

Community forums

Community events

Community funding Council offices

Annual report Council website

Ratepayers Rates notices

Annual report Council website

Employees Newsletters General manager newsletters

Tool box talks

Posters

Intranet Email Staff events and training

Georges River business community Business forums Budget forum Publications

Annual report Business website

Property developers Developer forums

1:1 meetings

Why they are important

Provide knowledge, cultural experience, resources, engagement and feedback

What we do for them

Provide civic leadership, services, facilities, partnership and representation

Provide knowledge, cultural experience, resources, engagement and feedback

Provide valuable knowledge, skills

Generate sustainable growth and return to the community

Provide employment, training, career development, opportunities and flexible and supportive work arrangements

Build capacity and drive the economy in the community

Provide guidance, support and opportunity

Potential visitors

Council website

Social media

Government Formal meetings

Correspondence Events

Business forums

Community forums

1:1 meetings

Media Media releases

Media alerts and briefings

Social media Interviews

Build capacity and drive the economy in the community

Provide economic benefits, generate employment and financial growth

Provide partnerships, funding, networks, legislation and growth opportunities

Provide guidance, support and opportunity

Provide high standard facilities services and product

Provide resources, partnerships and networks.

Build reputation, raise awareness of services, facilities and promotion

Enable partnerships and advocacy

Georges River Council website

Community and civic events

In 2021/22 we hosted, sponsored and supported many events that provided residents, businesses and visitors with the opportunity to connect within the diverse natural and built environments of the Georges River area.

Despite disruptions with Public Health Orders and COVID-19 we were able to adapt to the changing environment and the following events were held.

We Are Georges River

Friday 8 October 2021 – Friday 17 December 2021

We Are Georges River drew connections between our contemporary experience and the diverse stories of our past through an outdoor, mobile exhibition that travelled through Georges River local government area (LGA) between October 2021 and December 2021. The large cubes displayed images of the past showcasing our history on their tour of the LGA receiving over 6,000 views.

Frightful 80s Drive-In Cinema

Saturday 30 October 2021

The Frightful 80s Drive-In Cinema returned to Donnelly Park after its success in 2020, inviting the community back to events in a COVID-19 safe way. The screening of The Lost Boys, an 80s classic attracted 130 cars packed with excited families. Attendees helped to enhance the experience by decorating their cars and dressing up for the spooky occasion.

Festive Flicks

Sunday 5 December 2021

The Summer Events program was kickstarted with an afternoon of festivity as families gathered in Carss Bush Park to enjoy the Festive Flicks outdoor cinema. Screenings of The Polar Express and Elf were enjoyed by over 300 adults and children picnicking in the scenic Carss Bush Park.

Summer Streets Christmas Night Markets

Thursday 9 December 2021

The Summer Streets program launched on Thursday 9 December 2021 with the first of our night markets. Forest Road was closed to traffic for the Hurstville Christmas Markets and our community enjoyed a festive, engaging environment that promoted much needed connectedness in the lead up to Christmas. Stall holders gave residents the opportunity to take care of their Christmas shopping, with festive food and drinks also on offer. The surrounds were decorated and festive music helped to bring Christmas cheer to Hurstville.

Circus School

Saturday 18 – Sunday 19 December 2021

Continuing the Summer Streets theme, the Circus School transformed Kogarah Town Square into an entertainment precinct for the whole family. The circus allowed families to be immersed into a world of fun with juggling toys, unicycles, and exciting roving entertainment.

Kogarah Night Market

Friday 21 January 2022

Belgrave Street was pedestrianised for the Kogarah night market which transformed the town centre into a hive of activity with food, artisan market stalls and a relaxed environment where our community could explore the town centre and enjoy drinks with friends at our pop-up bar.

Australia Day Awards

Wednesday 26 January 2022

The Georges River Council Australia Day Awards were presented to recognise and honour individuals who have significantly contributed to the Georges River community. Awards were presented to individuals who had experienced exceptional achievements in the following categories: Young Citizen of the Year, Volunteer of the Year, Sportsperson of the Year, Arts and Cultural Award, Green Advocate of the Year and overall Citizen of the Year.

In Good Taste

4, 11 and 18 February 2022

The In Good Taste festival returned to Hurstville, celebrating the connection of food and cultures that make up the fabric of the Georges River Council community. The festivities continued throughout February each Friday night, showcasing a selection of market stalls, acrobats, children’s activities and live cooking demonstrations by local chefs and celebrity chef Khanh Ong. The Georges River Council In Good Taste Cookbook was also launched, containing recipes from the community reflecting the diverse cultural roots of Georges River Council residents. Other activations included Cultural Food Tours of restaurants in Hurstville and Bush Tucker demonstrations by Brendan Moore.

Little Lunar

Friday 28 February 2022

The Little Lunar celebrations kicked off the Year of the Tiger with food, artisan market stalls, 3D chalk art and a spectacular 3 metre tall Tiger installation in Hurstville Plaza. Little Lunar also featured a mustsee entertainment program with lion dancing, stilt walkers and roving entertainment paired with festive lighting.

Penshurst Park Sporting Hub

Opening

Saturday 19 March 2022

Mayor Nick Katris and Georges River Councillors were joined by members of the local sporting community to officially open the Penshurst Park Sporting Hub and Youth Centre. The facility boasts a FIFA accredited synthetic soccer field, 265 capacity grandstand, gender neutral and accessible change rooms, public amenities and scoreboard. The Penshurst Park Youth Centre contains multipurpose sports courts, training rooms and facilities for youth support provision and for youth to gather, play and learn.

Georges River Youth Festival (GRYFest)

Saturday 2 April 2022 – Wednesday 27 April 2022

Local youth were encouraged to celebrate Youth Week with a month-long youth-oriented festival with programs and events popping up throughout the Georges River LGA throughout the month of April 2022. ‘GRYFest’ was designed in consultation with Council’s Youth Advisory Committee (YAC), local youth services, community members, and expert facilitators to ensure it aligns with the needs and interests of local youth, whilst building capacity, confidence, and opportunities for development. Engaging and educational programs provided access to the beautiful, and inclusive facilities and green spaces that the Georges River LGA provides.

Little Lunar 2022

Intergenerational Chess Day

Saturday 2 April 2022

Georges River Council combined Seniors Week with GRYFest for a day of chess, conversation and entertainment in Kogarah. The Sydney Academy of Chess and St George Leagues Chess Club came on board for another day of intergenerational chess. The Chess Day provided an opportunity for youth to make meaningful connections with adults and seniors in the community through shared interests and experiences.

2022 Short Stuff Film Festival

Wednesday 27 April 2022

Georges River Council partnered with Shopfront Arts Co-op and Gymea Community Aid and Information Services to deliver a fun filled night, screening the entries of the 2022 Short Stuff Film Festival. The Film Festival formed part of the GRYFest program aiming to support and celebrate the achievements of young people in our community.

Eurovision Song Contest 2022Grand Final Live Broadcast Party

Sunday 15 May 2022

Over 320 revellers braved the early morning to attend Australia’s largest live broadcast event of the Eurovision Song Contest, where Council transformed the Marana Auditorium into little Italia. Local and interstate visiting fans enjoyed the early morning sing-along with a chance to dress up for the occasion. Charisma Belle hosted the event as well as performed a fabulous interval act with other queens from Sydney Drag Royalty.

Un[contained] Arts Festival

Friday 24 June 2022 – Sunday 26 June 2022

The Un[contained] Arts Festival returned to Kogarah to deliver three days of excitement. Over 38,000 visitors enjoyed an array of immersive art installations, dynamic aerial performances and mouth-watering food trucks. Kogarah Town Square was transformed into a playground for grownups with a quirky vibe at the Un[contained] Clubhouse pop up bar.

Mobile Musos

December 2021 – March 2022

Between December 2021 and March 2022, local musicians took to local town centres to entertain shoppers, workers and diners alike with live performances. Mobile Musos helped to boost the local economy with local businesses reporting increased patronage due to the vibrancy-increasing activations.

Citizenship ceremonies

Council hosted eight citizenship ceremonies over December and April 2022 due to the demand created by the COVID-19 pandemic lockdowns.

15 December 2021 (2 ceremonies)

16 December 2021 (3 ceremonies)

26 January 2022 (2 ceremonies)

28 April 2022 (1 ceremony)

Eurovision Song Contest 2022 - Grand Final Live Broadcast Party

Volunteers

Hurstville Museum & Gallery

During 2021/22, Hurstville Museum & Gallery was supported by eight volunteers. These volunteer invigilators assist with monitoring the exhibition spaces, ensuring artworks and installations are not touched or photographed as indicated, aiding with interactive installations, and interacting in a warm and friendly manner with our visitors.

Hurstville Museum & Gallery hosted two university interns, providing opportunities for the students to gain experience in object handling, providing preventative conservation, object research and documentation as well as gain insight into the day-to-day workings of a busy community museum and gallery.

Georges River Libraries

During 2021/22, the Georges River Libraries Volunteer Program engaged 37 volunteers across the five library sites.

• 6 Duke of Edinburgh students

• 2 work experience students

• 8 Justice of the Peace

• 1 university placement

• 8 Learning Experience Facilitators

• 12 Program volunteers

Following a prolonged COVID-19 interruption, the Library resumed the always-in-demand Justice of the Peace service, work experience and university student placements. The student placement provided experience in customer service, collection preparation and the day-to-day workings of a public library.

Highlight achievements from the Volunteer Program included the weekly care calls, made by Duke of Edinburgh students to housebound seniors during the COVID-19 shutdown, and the introduction of Learning Experience Facilitators to engage the community with digital media production and other creative skills.

Bush Care volunteers weeding in Gannons Park, Peakhurst

Bushcare

Our bushcare volunteers help manage the LGA’s remnant bushland by mitigating the effects of vegetation fragmentation, urban run-off, invasion of garden species and invasive weeds (such as Lantana and Privet), vandalism (including tree poisoning and rubbish dumping) and pest animals.

In 2021/22, we supported 391 volunteer sessions across 16 static sites and two responsive groups (Nomad and Rover Groups) that service an extra 10 sites combined. The volunteers established an additional 3,966 plants including a mix of trees, shrubs and ground cover species, to improve biodiversity and habitat at their sites.

Bushcare received five grants totalling $89,414 from the Australian and NSW governments to implement restoration and bush regeneration projects at various reserves in the LGA. The grants include:

• $20,000 – Restoration and rehabilitation of Gannons Park, Peakhurst. Funded by Environmental Trust. This is the final year of a three-year grant

• $27,255 – Weed control at Oatley Park. Funded by Crown Land Improvement Fund Program

• $22,727 – Weed control at Bald Face Point Reserve. Funded by Crown Land Improvement Fund Program

• $18,182 – Weed control at Oatley Point Reserve. Funded by Crown Land Improvement Fund Program

• $1,250 – Biosecurity weeds staff development. Funded by NSW Weed Action Program.

We saw a great turn out in volunteer numbers at regular bushcare locations and at events, including 44 new volunteers who joined in 2021/22. The volunteers contributed 5,157 hours at bushcare sites across the LGA. Despite COVID-19 restrictions, the bushcare volunteer program was still very successful.

1,751 Bushcare volunteers

391 Volunteer sessions

5,196 Volunteer hours

44 New volunteers

12

Number of bushcare events

Special events volunteer numbers:

65 people

Clean Up Australia Day

4 people

National Tree Day at Riverwood Park (impacted by COVID-19 restrictions in July 2020)

58 people

Scout group (ages 5-10 years)

(at three events)

50 people

Padstow TAFE Horticulture students at Riverwood Park

Public art

Public art expresses the community’s unique attributes, culture, heritage and people and adds vibrancy to public spaces and landscapes. We want it to elevate the visual profile of the area’s places and provide insight into Georges River’s cultural life and community values.

During 2021/22 we completed two public art projects.

The bat caves are part of the recently completed Lower Poulton Park Naturalization and Habit Development project, which increased local environmental value by remediating an old depot site, supporting the connectivity of green corridors, provided habitat refuges and increased naturalized space for our community.

Danielle Mate, a Murrawari and Euahlayi artist, was commissioned to create designs for the newly installed bat caves at Lower Poulton Park in South Hurstville.

Bat Caves murals by Danielle Mate Lower Poulton Park, South Hurstville. Installed in April 2022

Georges River Council is now home to its first permanent contemporary Aboriginal artwork in the Georges River area through the public artwork created by First Nations artist Danielle Mate. Her striking designs are a contemporary approach incorporating key elements of traditional land and the environment where local micro bats inhabit. Designed to echo the distinctive shape of the microbats, Danielle’s work incorporates a strong First Nations aesthetic, place, and cultural perspective.

Danielle said of her work;

“I wanted the artwork to have a sense of belonging in the park, not feel out of place… these large public murals almost force people to engage with the work, challenging them to work out the meaning…my designs are a bold contemporary reflection on the environment of which the bat caves are now situated. I want the work to be vibrant, playful, colourful and an exciting welcome for visitors to the park and creek.”

Created by artist David Cragg, in collaboration with Woniora Road School students, the King Georges Road mural in South Hurstville is inspired by locally found flora and fauna, and includes a kookaburra, a wren and two tawny frogmouths. The artist worked with students at Woniora Road school to develop the design, with the background pattern a typographic abstraction of nearby sections of the Georges River and the surrounding landscape. Woniora Road School provides education for high school age students who have disengaged from their education due to mental health issues, aiming to re-engage students with their education and the broader community. The aim of the project was also to increase the beautification of the area and minimise the potential for graffiti and other types of vandalism at this site.

David Cragg is a multidisciplinary artist of Irish, Scottish, Bundjalung and Biripi ancestry. He is a muralist, fine artist, designer, writer, sculptor, photographer and youth/ disability community worker. He has exhibited work, painted large scale murals, curated public art installations, performed live art, and delivered art-making workshops and mentorship across Australia.

His aim with the mural was to;

‘’explore the vibrancy and diversity of the Georges River area, by highlighting locally found flora and fauna… coupled with the contributions of Woniora students via a workshop. The visual theme would be inspired by Country. The remnants of the once abundant turpentine - ironbark forests and estuarine wetlands of the Hurstville area would be honoured, as well as locally significant animal species and native reeds, grasses, ground covers and saltbushes’.

Woniora Road School mural by David Cragg, King Georges Road, South Hurstville. Installed in June 2022

Public Art Advisory Panel (PAAP)

We established a Public Art Advisory Panel (PAAP) in June 2022. The PAAP will advise, guide and assist Council in best practice for permanent public art projects over $50,000. We currently manage and deliver a range of permanent and non-permanent public art projects defined by the Public Art Policy and guided by the Create Georges River Cultural Strategy.

With 12 voting members, the PAAP includes six external representatives with demonstrated expertise in the following areas:

• Professional art expertise

• Knowledge of contemporary public art applications and issues

• Experience in art, art curatorship, arts policy, place-based landscape, and architecture and/or design/disciplines

• Knowledge of Georges River LGA culture and heritage; and/or

• First Nations and diverse cultural knowledge and expertise.

The PAAP also includes six Council officers selected based on their expertise in the areas of strategic placemaking, city strategy, technical services, operational services, cultural services and public art.

Economic development

Georges River LGA is home to 19,644 GST-registered businesses that contribute to $8.98 billion to the LGA’s gross regional product.

Of the 56,747 local jobs in the LGA, most are in health care and social assistance sector (28.4 percent of jobs), followed by retail trade, education and training, construction and professional, scientific and technical services.

Our job to residents’ ratio was 0.66, meaning that there are fewer jobs than resident workers. Health care and social assistance had the highest ratio (1.60 – meaning more people from outside the area travelled here to work in these industries), while the lowest ratio was in Agriculture, Forestry and Fishing (0.13).

A key focus of our economic development work is to develop Council’s next Economic Development Strategy (EDS).

Local Business Survey

Council undertook its first local business survey during February/March 2022 to better understand the opportunities and challenges facing local businesses as well as how Council can better support local businesses to recover from the impacts of the COVID-19 pandemic. The results will also be used to inform the development of the Economic Development Strategy, including programs and initiatives.

There were three key themes that emerged from the survey results in respect to how council can support businesses.

Business Support and Education - through upskilling and training opportunities, mentoring and networking opportunities, assistance with promotion and marketing using Council communication channels, and providing financial assistance opportunities.

Council Fees and Processes - including reducing fees and streamlining development applications processes

Infrastructure - by creating attractive town centres, providing more community spaces, improvements to parking and initiatives to ease traffic and congestion.

The impact of the COVID-19 pandemic on local business has resulted in either a decrease in business (62.3 percent) or closures (3.7 percent). There has been a modest increase (3.8 percent) in the proportion of businesses which solely operate online, and similarly, a decrease (9.9 percent) in the proportion of businesses which do not generate any online sales. The most commonly cited measures undertaken by respondents in response to the COVID-19 pandemic have been “active cash flow measures” such as tax deferrals and a reduction in fixed costs (35.7 percent), diversifying products or services (34 percent) and expansion (22.9 percent).

Over half of respondents (58.1) considered the current economic climate to have the biggest negative impact on their local business; followed by Government compliance/ red tape (37 percent) and competition (34.6 percent).

The biggest challenges over the next 12 months cited by respondents included ongoing impacts associated with the COVID-19 pandemic, decreased sales, cost of living pressures, attracting, and retaining qualified staff and climate change (including impacts from extreme weather events).

Guided by the above three key themes, the development of Council initiatives targeted at local businesses will be delivered within a “community capacity building” framework, which focuses on enabling all members of the community to develop skills and capabilities to take greater control of their lives and contribute to local leadership.

Other initiatives included:

Continued works on improving public spaces and encouraging more people to visit and stay across the LGA. Strategies and projects include the Hurstville revitalisation project; Hurstville Heart of the City Place Strategy; Kogarah Collaboration Area Place Strategy; Kogarah Investment Attraction Strategy; and Georges River Reputation Strategy.

Adoption of Council Disability and Inclusion Action Plan 2022-2026 supporting equitable access to social, civic or employment opportunities for people with disability. The First Nations Strategy and Social Justice Charter are connected through their mission of equitable access for the whole community.

Adoption of the Public Art Policy advocating that Council use public art as a tool towards making the LGA more vibrant, attractive and useable.

The Night-Time Economy Study was adopted in March 2021 to encourage activity and usage of centres and facilities after hours.

The grants program, ‘Rewrite the Night’ was launched to encourage local businesses to activate their premises at night, e.g. lighting, live music or arts/entertainment.

Council hosted a number of events attracting local residents and visitors, including Starlight Cinema series (February and March 2020); Flash Mob (for Seniors) (March 2020); Eurovision screening; and Un[contained].

Between September 2021 and March 2022 Council offered 14 support and networking events for small businesses. Subsequently, a survey for small businesses was undertaken in March 2022 to help understand how to better support the local business community.

Council is a major Sponsor for the St George Local Business Awards that celebrates small business and recognises high achievers.

Other initiatives included:

• 25 percent deduction in DA fees for commercial fit-out and residential applications for a period of six months

• a Local Procurement Policy for contracts less than $250,000, with a five percent weighted criterial for local contractors

• faster payments for suppliers

• a Council-run competition where if a resident spends $150 at a small business in the Georges River LGA, they could enter a draw to win 12 x $100 debit cards

• support for St George Business Chamber’s Buy Local initiative by installing Buy Local banners around the LGA.

• creating www.georgesriverbusiness.com.au for local businesses to connect online, promote their services and access free resources provided by the NSW Government’s Business Connect program –our website had the fastest take-up of registrations across all LGAs that launched the platform. More than $140,000 in COVID-19 recovery grants were offered to organisations and small businesses, including $43,000 to businesses, representing the first time we included businesses in our grants program

• free business support webinars and business mentoring program with St George Business Chamber that focused on the current economic climate, future impacts, recovery resources and tools and the need to manage mental health

• a Night Time Economy Study and Action Plan to activate centres after hours.

Advocacy

2050 – Leading for Change is about building a better future, amplifying strengths and unlocking opportunities to create an accessible, green, diverse and innovative place, community and economy. In 2050, Georges River is connected, naturally.

In 2021/22 we continued our advocacy program based on the guiding principles of Leading for Change.

We will:

• cultivate solutions to emerging trends that will improve Sydney and Georges River LGA

• continue to be open, informed and transparent in our decision-making

• support a resilient, skilled and professional workforce with the capabilities to shape a better future for the city

• advocate for a better Georges River to Federal and NSW governments and agencies, and the private sector

• commit to collaboration, partnerships and sharing our resources to provide great outcomes for the community.

Mortdale train station, Mortdale

Our advocacy priorities include:

• future mass transit links

• River Rail - Kogarah to Parramatta via Bankstown rail link

• Randwick to Kogarah Sydney Metro

• Hurstville to Macquarie Park rail link

• redevelopment of Netstrata Jubilee Stadium

• focused investment into Kogarah

• relocation of government jobs into Georges River

• state road projects

• M6 Motorway Stage 2 - President Avenue Kogarah and Waterfall

• A3 and A6 corridor capacity

• more frequent rail services to Kogarah in peak periods

• Hurstville Civic and Cultural Precinct

• investment in arts and culture

• open space provision

• active transport

• green grid projects that connect to the Georges River

• affordable housing

• capital projects that benefit the community.

We are building partnerships with other councils, peak bodies, universities and the NSW Government to support these priorities.

Key progress includes:

• River Rail advocacy report promoting the Kogarah to Parramatta Rail connection

• Innovation Strategy and Kogarah Investment Attraction Strategy

• Streets as Shared Spaces funding to improve public areas in Hurstville City Centre and Kogarah Town Centre

• finalisation of Southern Aerotropolis advocacy document.

Governance

Democratic Governance

Council wards

Role of councillors

Councillor diversity

Councillors

Council and committee meetings

Corporate Governance

Ethics

Code of Conduct

Policy framework and delegations

Disclosures of interest and gifts and benefits

Fraud and corruption

Reporting

Risk management

Business continuity

Audit, Risk and Improvement Committee (ARIC)

Internal Audit

External partnerships

Contracts and procurement

Oatley

Democratic governance

Governance is the system and structures by which local councils are directed and controlled and how councils govern, make decisions, distribute and exercise authority and power, determine strategic goals, develop rules, and assign responsibility for those matters.

Good governance clarifies roles and responsibilities to support internal and external accountability and public access to decision-making and information.

Benefits of effective governance include:

• improved communication

• sustainability and growth

• ability to attract funding

• appeal to insurers

• improved services

• enhanced reputation.

Councils, as an elected system of government directly accountable to the local community, are independent, statutory corporations responsible for administering an LGA under its jurisdiction. Leadership of councils is provided by ‘the council’ – the elected representatives, or councillors.

Georges River Council exists as a body under the Local Government Act 1993. The Act gives NSW councils broad powers to independently plan for and manage local community services and facilities in consultation with their local community. The Georges River elected Council consists of 15 councillors (Mayor and 14 councillors) who must act in accordance with this Act and associated State and Commonwealth legislation.

The community normally elects councillors for a fouryear term in five wards (Blakehurst, Hurstville, Kogarah Bay, Mortdale and Peakhurst) with three councillors elected to each ward.

The current Council was elected on 4 December 2021 for a term of three years. Local government ordinary elections scheduled for 12 September 2020 were postponed for 12 months as a result of the COVID-19 pandemic and further postponed due to additional health orders being imposed as a result of the Delta strain of the pandemic.

Councillors elect the Mayor every two years and the Deputy Mayor every year.

Democratic governance is how elected governments govern for and on behalf of their constituents and the community as a whole.

July – December 2021

Blakehurst Hurstville Kogarah Bay Mortdale Peakhurst

Sam Elmir Vince Badalati Stephen Agius, Deputy Mayor Con Hindi Kevin Greene, Mayor

Sandy Grekas Nancy Liu

Kathryn Landsberry Christina Wu

Nick Katris Lou Konjarski Rita Kastanias

Leesha Payor

December 2021 – June 2022

Blakehurst Hurstville

Sam Elmir Colleen Symington

Natalie Mort Nancy Liu

Kathryn Landsberry, Deputy Mayor Ben Wang

Warren Tegg Colleen Symington

Kogarah Bay Mortdale Peakhurst

Nick Katris, Mayor

Elise Borg

Sam Stratikopoulos

Nick Smerdely Kevin Greene

Warren Tegg Lou Konjarski

Christina Jamieson Peter Mahoney

Role of Councillors

Together, Councillors make the policies and decisions that drive and shape the direction and achievement of the LGA’s vision into the future.

They work together with the community and the General Manager to set the strategic direction of the City.

Their role is defined in the Local Government Act 1993, to:

• represent the interests of electors, ratepayers and residents

• provide leadership and guidance to the community

• facilitate communication between the community and the Council

• participate in local government decision-making processes at Council and committee meetings.

The role of the Mayor is to:

• preside at meetings in accordance with the Act

• provide leadership and guidance to the community

• carry out civic and ceremonial duties on behalf of the local government

• speak on behalf of the local government

• liaise with the General Manager on the affairs of local government and the performance of its functions.

The Deputy Mayor performs the functions of the Mayor when authorised to do so.

Councillor diversity

Council aims to consider the needs of different groups in the local community when making decisions. Decisions are best made in consultation with, and to meet the needs of the community Council represents – including people from a diverse range of cultural backgrounds, ages, occupations and life experiences. These include Aboriginal and Torres Strait Islander people, people from culturally and linguistically diverse backgrounds, people with a disability, men, women, young people and older people.

There has been and continues to be a long-term underrepresentation of diverse groups of people among elected representatives and in the workforce of many councils in NSW. If more people from diverse groups within the community consider standing for election, society will enjoy better representation, better leadership and better decision-making.

Councillor gender diversity

Councillors July 2021 – December 2021

53% Male 47% Female 60% Male 40% Female

Councillors December 2021 – June 2022

Our Councillors

December 2021 – June 2022

Cr Mort

0499 522 200 nmort@georgesriver.nsw.gov.au

Cr Mort is serving for the first time on Council.

She has always been a very community minded person as seen by her efforts as a resident in Blakehurst Ward for over 30 years to do whatever she could to make it a better place for people to live.

Cr Mort has been a vocal and active community member ensuring local businesses and residents are given every opportunity to live and prosper in what she believes to be one of the best places to live in Sydney.

Growing up in Dublin as one of 14 children, Cr Mort learnt very quickly the value of being honest, determined and driven in achieving life's goals. She recently competed in the Ironman World Championships in Hawaii and has always had a keen interest in keeping fit and enjoying a healthy lifestyle and wants local residents to have the same opportunity to do so.

Cr Landsberry

0419 984 934 klandsberry@georgesriver.nsw.gov.au

Cr Landsberry previously served at Kogarah City Council from 2004-2016 and was elected Deputy Mayor in 2007-2008.

During this time Cr Landsberry was chairperson of several committees and was an active member of all Council’s working parties.

She grew up in Blakehurst, attended local schools, and has lived in the Georges River Council area for most of her life.

Cr Landsberry was elected as Georges River Council’s inaugural Deputy Mayor in 2017, and was once again elected to the role in December 2021.

Cr Landsberry is the Environment and Planning Committee Chairperson and also the Southern Sydney Regional Organisation of Councils Inc. (SSROC) Councillor Representative

Cr Elmir

0410 654 310

selmir@georgesriver.nsw.gov.au

Cr Elmir is a lifelong resident of the Georges River area and has served as a Councillor on both Kogarah Council (2008 – 2012) and is currently serving his second term on Georges River Council, having first been elected in 2017.

He is involved in a number of local charitable organisations and has been a proud sponsor of the Kogarah Cougars Junior Rugby League Football Club and many other grassroots sporting clubs.

Cr Elmir is passionate about improving the liveability and facilities in the area.

Cr Elmir has initiated action through Council on a number of important issues such as anti-social driving; requesting the installation of bike racks and investigating alternate active transport models; identifying possible locations for a new Regional Aquatic Facility; and the creation of a Creative Cultural Strategy.

Cr Wang

0499 366 888

bwang@georgesriver.nsw.gov.au

Cr Wang migrated to Australia with his family and settled in Hurstville in 1998. He has been working in the high-tech and financial industries all his life. He leads an IT team in a prominent Australian bank.

As a first time elected councillor, Cr Wang looks forward to continuing to be the bridge between residents and local government which he has a track record of doing in his role as the founder of Georges River Association (GRA).

Cr Wang is honoured to be a Salvation Army Multicultural Ambassador and is also a committee member of South Hurstville Residents’ Association.

Cr Wang is the NSW Public Libraries Association Councillor Representative.

Cr Symington

0409 546 202 csymington@georgesriver.nsw.gov.au

Cr Symington is currently serving her second term on Georges River Council, having first been elected in 2017.

Cr Symington is a former small business owner who has lived and raised her children in the St George area. Cr Symington holds a Bachelor of Business and is now employed as an Executive Officer assisting the Opposition Whip in the NSW Parliament.

Cr Symington considers that Councillors have a significant role in ensuring that residents' and ratepayers' funds are spent wisely and assets are well maintained.

Cr Symington believes that every resident has the right to feel safe in their neighbourhood and will advocate for ways to reduce the traffic issues that are impacting on our local roads and in particular the safety of our school children.

Cr Symington considers that safety in our homes is equally as important and believes that Council has a very important role to play in raising awareness of domestic abuse and supporting the primary and secondary victims.

Cr Symington is the Assets and Infrastructure Committee Chairperson.

Cr Liu

0400 681 188

nliu@georgesriver.nsw.gov.au

Cr Liu has resided in the St George Area for 21 years, and was first elected to Hurstville City Council, serving as a Councillor from 2008-2016 and Deputy Mayor from 2013-2014. Cr Liu is currently serving her second term on Georges River Council, having first been elected in 2017. With a Bachelor in Economics, she has run a local business for over 20 years and worked hard to represent residents and their interests while serving on Council.

Cr Liu has participated in many Council committees and panels including Community Services, Community Safety, Lunar New Year and Assets & Infrastructure. As a former Councillor she also served on the Implementation Advisory Committee from 2016-2017 and has been an active member of local resident organisations including the St George Swim Club, the local Chinese Chamber of Commerce, former Penshurst Action Group and South Hurstville Action Group.

Cr Liu is the Community and Culture Committee Chairperson. She is Life Member of ACCF (Australian Chinese Charity Foundation) and Charter Member of Lions Club of Sydney Waratah.

Cr Katris

0419 402 191

nkatris@georgesriver.nsw.gov.au

Cr Katris has lived in the Georges River LGA for in excess of 35 years and has worked as a Registered Architect in private practice for over 40 years. He was first elected to Kogarah City Council as a Councillor from 1994-2016 and as Mayor during 2007-2008. Cr Katris was elected as a Councillor to Georges River Council in 2017, re-elected in 2021 and is currently serving as Mayor.

Cr Katris holds a Bachelor of Science – Architecture, Bachelor of Architecture – Honours and a Masters in Urban and Regional Planning, These qualifications and experience provide him with further scope to be able to directly interpret the consequences of changes to planning policies which may have a significant impact on our environment and our Community's quality of life. Cr Katris has also completed the Bio Banking Assessors Course and has a Certificate in Mediation.

He strongly believes that councillors have a significant responsibility in ensuring the proper maintenance of Council’s infrastructure and financial stability. Additionally, that all decisions must be in the best interest of the broader community and future generations especially with regard to climate change and the provision of housing. He firmly believes that the community has entrusted councillors as caretakers of all matters that concern their well-being, at a local level, and councillors should always be on call in order to assist them with any issues that may concern them especially when it concerns their safety and security.

Cr Borg

0477 222 089

eborg@georgesriver.nsw.gov.au

Cr Borg is a first time Councillor who brings with her a passion for standing up to represent the community, which she has done in her voluntary role as the Hon. Secretary of the Kogarah Bay Progress Association.

With a background in account management in the corporate world, Councillor Borg has a desire to see sound financial decision-making in Council.

Cr Borg believes we should preserve open spaces for future generations and make decisions that balance progress with protecting the way of life enjoyed by the residents of the local government area.

Cr Borg is the Finance and Governance Committee Chairperson.

Cr Stratikopoulos

0438 750 355

sstratikopoulos@georgesriver.nsw.gov.au

Cr Stratikopoulos has lived in the Blakehurst Ward for most of his life. He attended Sydney Technical High School, and later attained a Bachelor of Business degree majoring in Accounting and Finance.

Cr Stratikopoulos worked for a major international accounting firm and following this, started working for a family-owned business which he managed for over 16 years.

He was elected to the former Kogarah City Council in 2012.

Cr Stratikopoulos is the Sydney South Planning Panel Committee Councillor Representative.

Cr Jamieson

0431 833 609

cjamieson@georgesriver.nsw.gov.au

Cr Jamieson possesses a genuine desire for accountability and responsibility. Her priority is to ensure both individuals and families are treated fairly and respected by the council.

Cr Jamieson has a degree in Mechanical Engineering, has a graduate Diploma in Risk Management, and has worked in senior management roles at multi-national companies. She currently runs her own successful mortgage broking and asset management company. She empathises and appreciates the local business issues and genuinely enjoys helping people.

Cr Jamieson has lived in Mortdale for over 21 years and appreciates the fine balance between progress, environment, and community needs.

Cr Smerdely

0431 646 321

nsmerdely@georgesriver.nsw.gov.au

Cr Smerdely holds a Bachelor of Commerce (BCom) focused on Finance and Economics from University of Notre Dame Australia.

Cr Smerdely has worked in various government and private roles. From sporting clubs to Clean Up Australia Day, Cr Smerdely’s longstanding commitment to our community is demonstrated by his active involvement in local organisations.

Cr Smerdely is the Floodplain Risk Management Committee Councillor Representative.

Cr Tegg

First elected to Georges River Council in September 2017 Cr Tegg is serving his second term on Georges River Council. Cr Tegg was born in and is a current resident of Penshurst and works as the Director of Policy at the Australian Manufacturing Workers’ Union, where he campaigns to protect workers’ rights. He has previously worked for the Minister for Communications and the Shadow Minister for Defence.

Cr Tegg holds a Bachelor of Science and a Bachelor of Arts at Sydney University, and a Masters of Politics and Public Policy at Macquarie University.

Cr Tegg wants to ensure that Council looks after the basics including roads, footpaths, parks and community spaces and that Council delivers new infrastructure that meets the needs of all current and future residents.

Cr Mahoney

0419 374 727

pmahoney@georgesriver.nsw.gov.au

Cr Mahoney has lived in Peakhurst Ward since 1995 and has participated in several campaigns to protect the environment from the effects of overdevelopment. As a member of Oatley Flora and Fauna Conservation Society, Friends of Oatley and Kogarah Bay Progress Association, Cr Mahoney looks forward to continuing his advocacy across the Georges River Council area, on issues such as the environment, council finances, governance, consultation processes and services.

He brings a unique insight to Council through his extensive and varied professional career, which includes working for a major newspaper, the federal public service, Australia Post and in the education, health care and disability sectors. He volunteered with Community Support Network and St Vincent de Paul for 13 years and is now a mentor with Weave, an indigenous charity.

Cr Mahoney has an extensive knowledge of local affairs, a strong sense of fair play and is committed to serve the community. He wants our natural areas protected, open space increased, development to be in line with community expectations, action on climate change to be made a priority, the sale of council properties to follow a transparent process. The protection of Glenlee from inappropriate development, provision of quality and accessible aquatic facilities and protection of our scenic foreshore.

Cr Greene

Local to the Georges River area for 57 years, Cr Greene was a member of the NSW Parliament from 19992011 representing Georges River 1999-2007, and Oatley 2007-2011.

He was Minister for Community Services 2007-2008, Minister for Gaming, Racing and Sports 20082011, Minister for Major Events 2010-2011 and has served on numerous committees.

First elected to Georges River Council in September 2017, Cr Greene was also elected as the Council’s inaugural Mayor. He was a teacher and Principal from 1981-1998, and holds a Bachelor of Education and Diploma of Teaching. He believes Council has an opportunity to build on over 130 years of solid foundations provided by previous administrations, and that it is Council’s responsibility to ensure the highest standards of services are delivered to the community.

Cr Konjarski

0421 188 896

lkonjarski@georgesriver.nsw.gov.au

First elected to Council in September 2017, Cr Konjarski has lived in the Georges River area for over 28 years.

He owns an accounting and taxation practice in Hurstville and was Treasurer of Hurstville Chamber of Commerce from 2000-2013 and President from 2013-2015. He is a fellow of the National Tax & Accountants' Association, Association of Taxation and Management Accountants and the Tax Institute.

Cr Konjarski is a long-time sponsor and supporter of St George Football Association, voluntarily assisting at a grassroots level and has been involved with the push for all-weather sporting fields in the area.

Cr Konjarski has participated in various committees and helped form the Safety Committee and Town Centre Committee sub-committees with the Hurstville Chamber of Commerce.

Cr Konjarski is the Local Traffic Advisory Committee Chairperson.

Councillor fees and expenses

The Mayor and councillors receive an annual fee endorsed by Council and set within the approved range by the Local Government Remuneration Tribunal. The Mayor’s fee for 2021/22 was $68,530 plus a Councillor fee of $25,790. Councillors’ fees for 2021/22 were $25,790 each Councillor.

The Mayor and councillors also receive reimbursement of expenses relating to their roles, as detailed in Council’s Mayor and Councillors’ Expenses and Facilities Policy.

Conduct of councillors

Our Code of Conduct incorporates the provisions of the Model Code of Conduct for Local Councils in NSW. It sets the minimum standards of conduct for council officials. It is prescribed by regulation to assist council officials to:

• understand and comply with the standards of conduct that are expected of them

• enable them to fulfil their statutory duty to act honestly and exercise a reasonable degree of care and diligence

• act in a way that enhances public confidence in local government.

Failure by a councillor to comply with the standards of conduct constitutes misconduct under the Local Government Act 1993, which provides for a range of penalties that may be imposed on councillors for misconduct, including suspension or disqualification from civic office. A councillor who has been suspended on three or more occasions for misconduct is automatically disqualified from holding civic office for five years

Complaints

We manage complaints against councillors in relation to the Code of Conduct that deal with:

• disclosure of confidential information

• improper use of the position of councillor to gain a personal advantage or cause detriment to the local government or others

• misuse of local government resources

• unauthorised involvement in administration matters

• improperly directing, influencing or making offensive or objectionable statements about council officials

• notifiable and prohibited gifts.

Our appointed complaints officer is the Chief Audit Executive.

The Dragon Room at Georges River Civic Centre

Council and committee meetings

Council meetings

Ordinary Council meetings are scheduled for the fourth Monday of each month (February – December) at Georges River Civic Centre, commencing at 7.00pm. Extraordinary Council meetings are called when required. Meeting dates are available on our website.

Council meetings deal with reports prepared by staff on policy, finance, land use planning, the results of public exhibitions and consultation, legal matters, legislative requirements and other matters of interest to the community.

The Mayor and councillors can also raise matters to be debated at Council meetings through mayoral minutes, notices of motion and rescission motions. A decision is made when a majority of councillors vote in favour of a motion. All Council meeting proceedings are recorded and live streamed via our website.

Council meetings business papers are made available to the public on our website on the Wednesday prior to a Council meeting. Meeting minutes are available on the website.

Committee meetings

Committees may make recommendations to Council on all relevant business presented before them.

Committee meetings are scheduled for the second Monday of each month, commencing at either 6.00pm or 7.00pm.

The following Committees meet on the second Monday of the month (February – December) and each consist of up to seven Councillor voting members:

• Environment and Planning Committee

• Finance and Governance Committee

• Community and Culture Committee

• Assets and Infrastructure Committee

Committee Timeframe

July 2021 – December 2021

Councillor Members

Purpose

Assets and Infrastructure Committee

Crs Stephen Agius (Chair), Sam Elmir, Sandy Grekas, Rita Kastanias, Lou Konjarski, Nancy Liu, Colleen Symington, Warren Tegg and Christina Wu

December 2021 - current

July 2021 – December 2021

Community and Culture Committee

December 2021 - current

July 2021 – December 2021

Environment and Planning Committee

December 2022 - current

Crs Sam Elmir, Kevin Greene, Lou Konjarski, Nancy Liu, Natalie Mort, Nick Smerdely, Sam Stratikopoulos and Colleen Symington (Chair)

Crs Sandy Grekas (Chair), Rita Kastanias, Lou Konjarski, Kathryn Landsberry, Leesha Payor, Warren Tegg and Christina Wu

Crs Sam Elmir, Lou Konjarski, Kathryn Landsberry, Nancy Liu (Chair) Natalie Mort, Nick Smerdely, Sam Stratikopoulos, Warren Tegg and Ben Wang

Crs Vince Badalati, Con Hindi (Chair), Nick Katris, Kathryn Landsberry and Leesha Payor

Capital works programs, infrastructure plus program, stormwater/ drainage, re-sheet program, capital infrastructure, Local Traffic Advisory Committee, Asset Management Plan, Depot master plan, procurement and tenders.

Community services and facilities, community grant programs, community-based policies, Councilmanaged childcare centres, library services, major events, customer service, procurement and tenders.

Crs Elise Borg, Christina Jamieson, Kathryn Landsberry (Chair), Peter Mahoney, Warren Tegg and Ben Wang

Finance and Governance Committee

July 2021 –

December 2022

Crs Stephen Agius, Vince Badalati (Chair), Sam Elmir, Con Hindi, Nick Katris, Nancy Lou and Colleen Symington

Studies and strategies relating to a range of planning, environment, building and regulatory matters, development, planning and regulatory documents including policies, master plans, plans of management, local approval plans, development control plans (DCPs), planning proposals for an amendment to an environmental planning instrument, voluntary planning agreements, procurement and tenders, actions and outcomes of the Land and Environment Court.

Financial matters, corporate policies, procurement and tenders, risk management, integrated planning and reporting, rating matters, investments, internal and external audit, court action and legal matters, property matters, governance and operational matters.

Advisory and reference committees

Advisory and reference committees are established for a period of time to provide advice and perform other functions. These groups often include members of the community and well as some or all councillors. Recommendations may be referred to an ordinary meeting of Council for a decision.

The following committees operated or were established during 2021/22:

Purpose

Local Traffic Advisory Committee

July 2021 - current Cr Lou Konjarski (Chair)

Consider all traffic, parking and transport management issues in accordance with delegated powers from Transport for NSW.

Consider matters related to Council’s annual community grants programs, in accordance with the Georges River Council Grants, Donations and Sponsorship Policy.

Floodplain Risk Management Panel

Jul - Dec 2021 Cr Con Hindi

Dec 2021 - current Cr Nick Smerdely (Chair)

Provide advice on the development and implementation of floodplain risk management studies and plans throughout the Georges River LGA in accordance with the NSW Floodplain Development Manual 2005.

Provide a forum to facilitate the incorporation of sustainability into Council’s decision-making processes. Audit Risk and Improvement Committee

Environmental Resilience Committee

Advise Council on compliance, risk management, fraud control, financial management, governance, control framework, implementation of the Community Strategic Plan and Delivery Program, strategies and business improvement related matters. (see page 94 for further information)

Jul - Dec 2021

South Sydney Planning Panel

Georges River Local Planning Panel

Southern Sydney Regional Organisation of Councils Inc. (SSROC)

Georges River Combined Councils Committee (GRCCC)

NSW Public Libraries Association

Cr Con Hindi, Cr Nick Katris

Dec 2021 - current Cr Nick Katris, Cr Sam Stratikopoulos

No councillor representation

Determine regionally significant DAs and undertake rezoning reviews.

Ensure the process of assessing and determining DAs is transparent and accountable.

Jul - Dec 2021

Dec 2021 - current

Crs Kevin Greene, Cr Stephen Agius

Cr Nick Katris, Cr Kathryn Landsberry

Jul - Dec 2021 Cr Warren Tegg

Dec 2021 - current Cr Peter Mahoney

Jul - Dec 2021 Cr Leesha Payor

Dec 2021 - current Cr Ben Wang

As a forum of councils spanning Sydney’s southern, eastern, central and inner west suburbs, interact, exchange ideas and work collaboratively to solve regional issues and contribute to the future sustainability of the region.

As a forum of nine member councils, advocate for the protection, conservation and enhancement of the health of the Georges River.

Represent public libraries in NSW.

Statutory information

Councillor meeting attendance

If a councillor has lodged a ‘pecuniary’ or ‘significant’ disclosure of interest in relation to a matter being presented to a councillor workshop/briefing and they have excluded themselves, they are recorded as ‘present’ for the purpose of attendance records.

Councillor expenses and provision of facilities 2021/22

Due to the NSW Government Public Health Orders and the ongoing COVID-19 pandemic restrictions, Councillors were offered online professional development opportunities during 2021/22 including Code of Conduct training which was attended by all Councillors.

Oatley boat ramp, Oatley

Councillor Induction Program 2021/22

Wednesday 29 December 2021 Introduction to Council Facilities

Thursday 30 December 2021 Councillor individual / Group Photos

Thursday 30 December 2021 Council Meeting (Extraordinary)

• Oath/Affirmation of all Councillors

• Election of Mayor

• Election of Deputy Mayor

• Appointment of Committee Members

• Countback Elections for Casual Vacancies

• Local Government NSW (LGNSW) 2022 Special Conference – Councillor Delegates

Monday 24 January 2022 Councillor Induction Program Welcome and Directorate Information

Tuesday 25 January 2022 Councillor Induction Program Directorate and Budget Process (1 of 2)

Monday 31 January 2021 Councillor Induction Program Budget Process (2 of 2)

Tuesday 1 February 2022

Councillor Induction Program Code of Conduct (EXTERNAL FACILITATOR)

Wednesday 2 February 2022 Councillor Induction Program Code of Conduct (EXTERNAL FACILITATOR)

Saturday 5 February 2022

Councillor Induction Program Roles and Responsibilities Online Webinar: Office of Local Government NSW – Roles and responsibilities

All Councillors in attendance

All Councillors in attendance

All Councillors in attendance

Monday 7 February 2022

Councillor Induction Program

Social Media and Communications Device Policy/Media Management and Current Council Issues (EXTERNAL FACILITATORS)

All Councillors in attendance

All Councillors in attendance

All Councillors in attendance

All Councillors in attendance

All Councillors in attendance

All Councillors in attendance

All Councillors in attendance

Monday 7 March 2022

Saturday 12 February 2022

Mandatory Child Protection Awareness Training

Councillor Induction Program Online Webinar: Office of Local Government NSW – Making the most of meetings

All Councillors in attendance

(Optional attendance)

Monday 14 February 2022 COMMITTEE MEETINGS 6.00pm to 8.00pm

Saturday 19 February 2022

Councillor Induction Program Online Webinar: Office of Local Government NSW – Integrated Planning and Reporting

(Optional attendance)

Monday 21 February 2022

Saturday 26 February 2022

Councillor Briefing Sessions Commence 6.00pm to 8.00pm

Councillor Induction Program

Online Webinar: Office of Local Government NSW – Internal Audit

Monday 28 February 2022

(Optional attendance)

General Manager’s Pre-Meeting Briefing 6.00pm

Monday 28 February 2022 COUNCIL MEETING 7.00pm

Monday 28 February 2022 to 2 March 2022

Saturday 5 March 2022

LGNSW Special Conference Hyatt Regency Hotel, Sydney 1.00pm

Councillor Induction Program

Online Webinar: Office of Local Government NSW – The governing body and financial management of councils

Saturday 12 March 2022

Councillor Induction Program

Online Webinar: Office of Local Government NSW – Appropriate conduct and ethical decision making

Saturday 19 March 2022

Councillor Induction Program

Online Webinar: Office of Local Government NSW – Working together

Saturday 26 March 2022

Councillor Induction Program

Online Webinar: Office of Local Government NSW – Metro strategic planning

Saturday 2 April 2022

Councillor Induction Program

Online Webinar: Office of Local Government NSW – Local and Regional Strategic Planning

Saturday 9 April 2022

Councillor Induction Program

Online Webinar: Office of Local Government NSW

– Introduction to Crown land, native title, and Aboriginal land rights

(Optional attendance)

(Optional attendance)

(Optional attendance)

(Optional attendance)

(Optional attendance)

(Optional attendance)

Saturday 23 April 2022

Councillor Induction Program

Online Webinar: Office of Local Government NSW

– Water: Make it your business

Saturday 30 April 2022

Councillor Induction Program

Online Webinar: Office of Local Government NSW

– Ongoing professional development

(Optional attendance)

(Optional attendance)

Corporate governance

Corporate governance is a set of systems, processes and principles that ensure good practices and decisionmaking. We adopt principles of good governance and comply with all relevant laws, codes and directions, while meeting community expectations and having regard to elements of probity, accountability, transparency and the public interest.

Several structures and frameworks are in place to contribute to good governance, including in the areas of ethics, risk management and business continuity.

Ethics

Our Ethical Conduct framework includes our Code of Conduct, Code of Meeting Practice and Statement of Business Ethics. It also includes other policies, procedures and processes in regard to ethical behaviour and corporate governance.

Code of Conduct

Council’s Code of Conduct is based on the Office of Local Government’s Model Code of Conduct for Local Council’s in NSW 2020 and forms the foundation for a strong ethical culture at Council, setting the minimum standards of conduct for all Council officials - employees, councillors, committee members and contractors.

It covers general conduct obligations, conflicts of interest (both pecuniary and non-pecuniary), personal benefit, relationships between council officials, access to information and council resources. It also includes supplementary provisions that place a higher level of commitment and greater expectations on Council officials. This includes the requirement for written records to be kept by councillors of any meetings/ communications, commitment to fraud and corruption prevention, social media provisions and a commitment to zero acceptance of gifts and benefits.

Our Code of Conduct Complaint Handling Process Manual provides guidance and resources to complaints coordinators on the Procedures for the Administration of the Code of Conduct.

All new staff received Code of Conduct awareness training during induction and we share our statement of Business Ethics with suppliers. All staff are required to attend mandatory Code of Conduct training at regular intervals, with all staff completing this training during the 2021/22 financial year.

Policy framework and delegations

A comprehensive suite of policy documents support the strategic direction of the Council, guide effective decision-making and ensure overall accountability. Council’s Policy Framework ensures governance practices around policy development, approval, communication, implementation and review.

Our policies are regularly reviewed, evaluated and updated. In 2021/22 we developed six new policies, and updated 12 existing policies, ensuring the suite of policy documents reflect current practice and community expectations.

In addition, we have a comprehensive delegations register that facilitates good decision-making and provides for the expedient exercise and performance of powers and duties.

Disclosures of Interest and Gifts and Benefits

A person must not obtain a private benefit or advantage by virtue of their position as a Council official, nor misuse the power or authority of their position to unfairly influence or decide a matter where they have a real or perceived private interest.

All staff, councillors and other Council officials are required to disclose promptly and fully any conflicts of interest to prevent bias, and also to remove the perception of bias, in decision-making, which in turn supports the principles of integrity, fairness, transparency and accountability.

Councillors and designated staff complete an annual Disclosure of Interest Return. The number of designated staff is reviewed regularly. Currently, 45 staff and 15 councillors that have published annual returns disclosing interests on our website.

Gifts or benefits of any kind cannot be accepted by a Council official, regardless of value. This helps to avoid situations where it could appear that the provision of gifts, benefits or hospitality of any kind is attempting to secure favourable treatment. Council officials are required to declare any offers of gifts or benefits. These declarations are maintained in a central register which is updated regularly and published on our website.

Fraud and corruption

We have a zero tolerance towards fraud and corruption as defined in our Fraud and Corruption Control Policy and have implemented a Fraud and Corruption Control Plan to prevent, detect and respond to incidences of fraud and corruption.

Our Plan is based on Standards Australia AS 8001 - 2008 Fraud and Corruption Control, and the 10 attributes of

fraud control contained in the NSW Auditor-General’s Better Practice Guide Fraud Control Improvement Kit. Following the release of the new edition of the Australian Standards it is our intention to further streamline our fraud and corruption control framework, plan and systems.

Contractors, consultants, volunteers, members of the public and external parties engaged in doing business with Council are also encouraged to support our commitment to preventing and addressing fraudulent or corrupt behaviour by reporting any allegations to Council or the appropriate authority.

Reporting and investigations

We promote a culture that encourages staff to report incidences of wrongdoing. This is supported by our Public Interest Disclosure Reporting Policy, which allows for the confidential reporting and management of certain disclosures of wrongdoing by any Council officials. Council’s Disclosures Coordinator, at six monthly intervals, is required to complete an online report to the NSW Ombudsman on the number of public officials who made a public interest disclosure to our Council and the number received. For these measures, our Council’s annual report to the Ombudsman totals one disclosure and the outcome from the external assessment was found to be not substantiated.

We also undertake policy awareness training and education campaigns for staff and develop information resource material and related training on the Code of Conduct that includes public interest disclosures and fraud and corruption prevention.

The public can use the Suspected Corrupt Conduct form on our website to anonymously report misconduct against a Council official.

Our Complaints Coordinators investigate allegations of fraud, serious misconduct and corrupt conduct, whether internal or external, with these matters investigated independently.

On 29 June 2021, the Minister for Local Government, the Honourable Shelley Hancock MP, served Georges River Council with a Performance Improvement Order pursuant to the Local Government Act 1993 (the Act). The Order included a number of actions with specified deadlines for requirements.

Pursuant to section 438F of the Act Council was required to provide the Minister with staged compliance reporting requirements, addressing the relevant action items, over a six month period, with the final report being submitted in December 2021. The Compliance Reports are available to read on Council’s website.

Risk management

Risk governance is a means by which we oversee risk management and hold Council officials accountable. We incorporate oversight responsibilities within existing governance structures and use appropriate reporting mechanisms. The General Manager and other members of the Executive promote a positive and sensible approach to risk management and continue improvement of risk practice across the organisation.

Our risk management approach follows the principles and practices specified in the Australian and New Zealand Standard (AS/NZS) ISO 31000:2018 Risk Management –Guidelines and tailor this for our operating environment.

Our Enterprise Risk Management framework considers all types of strategic, financial, regulatory, reputation, project and other operational risks. It provides the organisational arrangements for designing, implementing, monitoring, reviewing and continually improving risk management. It consists of:

• Enterprise Risk Management Policy to clearly communicate Council’s intent and commitment

• Risk Appetite Statement to guide management and risk owners in respect to the parameters of acceptable risk taking and tolerances

• Enterprise Risk Management Plan to foster a positive risk-aware culture and outline mechanisms for implementing, resourcing, communicating, and improving risk management as well as measuring and reporting risk management performance

• risk assessments and reports, including risk registers, which are applicable to all functions across Council.

We have embedded risk management into day-to-day activities such that prudent risk taking is aligned to risk appetite. Our risk management principles are:

• We apply a transparent and consistent framework across the organisation

• We use a flexible approach to how we identify, respond and control risk to accommodate Council’s range of activities

• We reinforce accountability at all levels

• We continually promote a positive risk culture where risk management is embraced and valued by Council officials and stakeholders

• We consider enterprise-wide risks in strategies, plans, reports, decisions, operations, events, activities, and business processes.

A comprehensive Enterprise Risk Management review simplified our approach to risk management.

We integrated risk registers to assess the top 10 strategic risks ensuring greater levels of accountability and oversight of the high to very high risks by the executive risk owners and managers. From this we updated the Enterprise Risk Management Plan and developed new risk dashboards for reporting.

Directorates are required to report on their risks at the end of each quarter to ensure progress against risk activities is updated and reflects our current position with respect to risk management.

We use risk registers to identify the risks in achieving our objectives and the controls that will eliminate or mitigate the risks. Risk owners review controls and the implementation of treatment plans and ensure effective risk management is a standing item at team meetings.

Insurance risks

We are required to make arrangements for appropriate insurance against liability under section 382 of the Local Government Act 1993.

We reviewed all of our insurance policies as part of the annual insurance renewal prior to 30 June 2022. Our public liability, professional indemnity and property risks are protected with further additional new assets included.

Our claims are independently assessed and managed by claims advisers. The total number of reported risk incidents increased substantially in 2022 due to the significant weather events which occurred earlier in the year.

We commenced self-assessment workshops with our insurer to identify process improvements in risk prevention. Other strategies focusing on improvements in risk mitigation within the claims process remained in place to reduce risks/hazards in the LGA.

Business continuity

Business continuity helps us to maintain essential functions during and after an unscheduled disruption or disaster.

Council’s Business Continuity Management (BCM) framework is in place to focus on resilience in services and sites when facing major adverse incidents.

We regularly monitored and implemented recommended risk mitigations by authorities including:

• Ensuring COVID-safe plans were in place

• Reviewing the Crisis Management Team structure

• Maintenance of our Business Continuity Management Policy and related Plan

• Maintenance of registers of critical functions, authorised workers and staff working remotely

• Distribution of regular COVID-19 all staff updates from the General Manager to outline impacts to all staff and on our operations.

False Sarsparilla, Gannons Park, Peakhurst

Audit Risk and Improvement Committee

The Audit Risk and Improvement Committee (ARIC) is an advisory committee that provides Council with independent assurance and assistance on its compliance, risk management, financial management, governance, audit, fraud control service delivery and integrated performance and reporting responsibilities. Members have varied qualifications and experience as profiled here.

The ARIC operates in accordance with an ARIC Charter which reflects the Office of Local Government Draft Guidelines for Internal Audit and Risk Management in NSW. Whilst these Guidelines are still in draft, the requirement to have an ARIC was mandated from June 2022. Council has had an ARIC since 2016.

Georges River Council’s early establishment of an ARIC and its operations supports council’s desire to have a sound governance framework and to provide greater assurance around Council’s activities.

For the period 1 July 2021 to 30 June 2022, the ARIC met five times.

The ARIC comprises three independent members: Mr Stephen Horne (Chair), Mr Cliff Haynes and Mr Michael Seery.

Members have varied qualifications and experience to ensure coverage of all the ARIC responsibilities and which contribute to the effectiveness of the Committee

Railway Parade, Kogarah

ARIC Chair from March 2021.

PFIIA-Aus, CIA, CGAP, CRMA, FGIA, GAICD, BBus, GradCertMgtComm, GradCertFraudControl, CertPublicAdmin, MIPAA

In 2015 Mr Horne established himself as a professional Non-Executive Director, trainer and probity adviser. Mr Horne previously had a 38-year career in the NSW public sector. His executive roles included Assistant Auditor-General for NSW, looking after performance audits, and Chief Executive of IAB, a government trading enterprise undertaking internal audits and misconduct investigations for NSW State Government and Local Government bodies.

As a Non-Executive Director, Mr Horne has developed a portfolio of audit committee experience spanning the Commonwealth, NSW Government, NSW Local Government and Victorian Local Government sectors, with a diverse range of entity types.

Stephen was Australian President of the Institute of Internal Auditors (IIA) 2013-2015; Australia’s delegate on the IIA Global Board 2015-2019, and Global Chair of the IIA’s Public Sector Guidance Committee 2016-2019.

ARIC Committee Member from March 2021

JP, BSc, MEc, Grad Cert Mgt

Michael had a 38-year career in the NSW public sector across a number of portfolios.

From 1992 to 2015 Michael worked at the Independent Pricing and Regulatory Tribunal (IPART) where he managed a number of pricing and industry reviews. Michael coordinated IPART’s Audits of the major water agencies compliance with the terms of their operating licence.

In 2009 Michael managed IPART’s Review of the Revenue framework for Local Government and subsequently managed IPART’s teams reviewing councils’ development contribution plans and councils’ applications for a special variation.

ARIC Committee Member from March 2021

FCPA, FLGPA

Cliff had a 37-year career in the government sector including 30 years in local government and seven years in the NSW public sector. The positions Cliff held included Deputy General Manager of the City of Sydney and Deputy General Manager of Penrith City Council. In the NSW public sector Cliff’s position included General Manager of Housing Services in Greater Western Sydney and Assistant Director General, Corporate Services Family and Community Services.

Since retiring from the public sector, Cliff has undertaken a number of management consultancy assignments in both the NSW public sector and local government. He was also appointed as an interim CEO of a disability organisation which included preparing it for the introduction of the National Disability Insurance Scheme.

Cliff is currently a Director of Australian Foundation for Disability (AFFORD), and St Vincent De Paul Housing. He is also an independent member of Sutherland Shire Council and Randwick City Council.

Stephen Horne

Michael Seery

Cliff Haynes

Elizabeth Gavey

ARIC Member to December 2020 B Com (Economics) LLB GAICD

Elizabeth joined Georges River Council’s ARIC as an independent member when it was first constituted in August 2016. She also serves on the audit risk and improvement committees for other local councils in New South Wales and on the Audit and Risk Committee for the NSW Electoral Commission. She has 30 years’ plus experience gained in commercial law, investment banking and the health sector and is an experienced company director in the not-for-profit sector.

John Gordon

ARIC Chair to December 2020 B.Comm.(hons.), FCA, CPA, ACIS, AAGI, AIIA (Aust.), MAICD, FLGAA, JP

John was appointed to the ARIC as Chair since formation of the Committee in August 2016. He is an assurance, risk and corporate governance specialist. John had a career of over 30 years, 22 as an audit/assurance partner with PricewaterhouseCoopers (PwC) and predecessor firms. Clients covered a broad range of organisations including listed public companies across most industry sectors. Public sector clients including Commonwealth, State and local government comprised approximately 30 per cent of John’s portfolio.

John served in the roles of Hunter Region Managing Partner; NSW Local Government Leader; National Staff Partner, and National Risk Management Partner for the Resources, Services and Government Division of PwC. Since 2009,

John has worked in governance and risk. He has served with audit and risk committees for over 20 ACT, NSW and NSW council agencies as well as not-for-profit organisations. He is a board member for South Western Sydney Local Health District where he chairs the Finance, Performance and Assets Committee, is a member of the Audit and Risk Committee and the Research and Teaching Committee. John is chair or member of numerous audit and risk committees.

Georges River Council signage at Gannons Park, Peakhurst

ARIC responsibilities

The ARIC operates under the Audit, Risk and Improvement Committee Charter which reflects guidelines provided by the Office of Local Government and industry best practice.

The Charter is adopted by Council and includes the new legislative responsibilities, including:

• compliance

• risk management

• fraud control

• financial management

• governance

• service reviews

• implementation of the strategic plan, delivery program and strategies

• collection of performance measurement data.

ARIC annually assesses the key responsibility areas and report the results back to Council. The latest report was reviewed by Council at their 27 June 2022 Council meeting.

The key message to Council in this report was that:

“solid progress since the merger sees Council well positioned to benefit from the improvements made, both financially and operationally. Ongoing developments will be important to lock-in a strong governance framework to maintain the checks and balances that will support future performance. Financial sustainability and careful financial management continue to be at the forefront of governance challenges and priorities”.

ARIC key achievements

During 2021/22, ARIC reviewed all responsibility categories required by the ARIC Charter over the course of the year. This was facilitated by the forward responsibility meeting calendar which reflects the requirements of both the ARIC Charter and legislation.

Key achievements during the year include:

• Completion of the comprehensive risk-based Audit Plan 2018-2021

• Adoption of a new risk-based Audit Plan 2021-2024

• Monitoring and review of Council’s response to COVID-19 and Business Continuity Planning

• Monitoring and review of the Mayor and General Manager delegations and decisions register during the COVID-19 period

• Recommendations to Council on addressing the Long-Term Financial Plan and financial sustainability concerns

• Review and updates on Council’s Cybersecurity regime and controls

• Review of the Top 10 Strategic Risks including the adequacy of their controls and treatment plans

• Oversight of implementation of the External Audit Management Letter recommendations

• Continued oversight of the development of Risk Management, Compliance and Governance Frameworks within the merged council arrangement.

Internal audit

Chief Audit Executive

Council has a full-time qualified Chief Audit Executive reporting administratively to the General Manager and functionally to the ARIC. The Chief Audit Executive is a member of the Institute of Internal Auditors and, by being so, is required to comply with the International Standards for the Professional Practice of Internal Auditing.

This position supports the ARIC and performs other internal audit functions including developing and implementing the three-year risk-based Audit Plan, carrying out/coordinating internal audits, providing consultancy advice and conducting investigations. The Chief Audit Executive has the capacity to engage experienced contractors to undertake selected reviews and internal audits.

Internal Audit Plan

During 2021/22, the following audits/ reviews were completed as part of the Audit Plan:

• Swimming Pool Compliance

• Project Governance and Methodology

• Development Related Fees

• Bonds, Bank Guarantees and Security Deposits

• Complying Developments Payments Study

• Procurement Spend Analysis Review

• Transport for NSW (TfNSW) Driver and Vehicle

• Information System Terms of Access Agreement annual compliance audit

• Information Management and Technology: Physical Intrusion Testing

• Information Management and Technology: ASD Essential 8 Maturity Assessment

• Information Management and Technology: Records Management Security Framework

• Information Management and Technology: Network Segmentation

• Information Management and Technology: Microsoft 365 Best Practice Assessment

Recommendations resulting from the audits were designed to strengthen the internal control environment and improve processes. The recommendations have been implemented or are in progress.

Other internal audit activities

The Chief Audit Executive also performed the following activities during the year:

• Development of a more efficient and streamlined system for recording and follow up of audit recommendations

• Follow up audit recommendations and report on their status

• Provision of corporate advice on various topics and agency reports

• Provision of training and workshops on Code of Conduct, ethics, internal controls and governance

• Facilitation and investigative work on behalf of the General Manager

• ARIC secretariat functions

• Coordination of responses to and action required in relation to recommendations relating to the NSW Audit Office performance audits and ICAC investigations

• Duties as Complaint Coordinator and PID Officer

• Ex-officio member of Development Application Process Project and Project Governance Committees

• Coordination of responses to OLG on Internal Audit and Risk Management Framework Discussion Paper and Draft Guidelines, including Councillor Briefings

• Recruitment of new member to ARIC

• Implement the ARIC HUB as a repository for ARIC member and councillor information

• Update the ARIC Charter (May 2021)

• Review, investigate and finalise online corruption allegations lodged on council’s website

• Commence exception reporting program

• Review policies for governance and control adequacy

• Distribute relevant materials from ICAC

External partnerships

We foster and maintain partnerships with key stakeholders, between other levels of government and with private enterprise to provide better public transport, services and opportunities such as commercial property development, tertiary education, accommodation or satellite offices which will attract business and visitation (local and external).

Working with stakeholders who are willing to advocate for and invest in the long-term development and growth of Georges River is integral to the region’s long-term economic success. This may include promotion of city-shaping and growth initiatives such as the River Rail (Kogarah to Paramatta future rail link) and the opportunities of the South Aerotropolis.

We are an active member in the Kogarah Collaboration Area (a multi-stakeholder approach to helping the strategic centre of Kogarah reach its potential), the Central City Alliance (councils working towards a city deal and the delivery of River Rail), Resilient Sydney (a collaboration of all 33 metropolitan councils of Greater Sydney to develop and implement a city- wide resilience strategy), the Southern Sydney Innovation Ecosystem led by Regional Development Australia (Southern Sydney councils supporting and building the entrepreneurial ecosystem of Southern Sydney) and the independent think tank, the Committee for Sydney.

Council is a member of the Southern Sydney Regional Organisation of Councils (SSROC), which advocates for the member councils on a range of issues. We also have links to the tertiary sector through our collaboration with University of NSW and University of Sydney in the ChillOUT Hubs – Smart Social Spaces Creating Connected Green Places project; and the University of Technology, Sydney in a pilot study investigating the dynamics of the Kogarah Entrepreneurial Ecosystem. We remain actively involved with the St George Business Chamber, collaborating on the Springboard Program for Small Business Month in October 2020, offering a support package in response to COVID-19 and focusing on local procurement in 2021.

In July 2020, we created an Expert Recovery Panel comprising Dr Rob Lang, Eamon Waterford and Katherine O’Regan to guide our post COVID-19 recovery efforts. Each member was selected based on their skillset (economic development, city placemaking and investment) and their interest in contributing to the development of our city.

Gosford Wattle, Gannons Park, Peakhurst

Contracts and procurement Legislation and policy

Our procurement processes accord with the requirements of:

• Local Government Act 1993

• Local Government (General) Regulation 2021

– Part 7 Tendering

• Office of Local Government Tendering Guidelines for NSW Local Government

• Council’s Procurement Policy (including Appendix 2 Interim Direction for Local Suppliers)

• Council’s Code of Conduct

• Council’s Statement of Business Ethics.

We operate under a centre-led procurement model with a number of systems in place to manage procurement, contracts and expenditure reporting and provide probity guidance. Our Procurement Policy sets out the relevant procurement thresholds in respect of seeking quotations and calling public tenders.

We maintain and report on contract information under:

• Government Information (Public Access) Act 2009 Division 5 section 34, on the minimum public access period for contract information on the public register

• Government Information (Public Access) Regulation 2018 clause 217 (1) (a2) on the annual reporting of contracts awarded over $150,000 (including GST)

• Office of Local Government’s Quarterly Budget Review Statement for NSW Local Government - December 2010 section 4.7 for contracts awarded over $50,000 (including GST).

Public tenders, quotations and expressions of interest for the 2021/22 financial year there were over 150 formal procurement processes consisting of expressions of interest, public tenders and requests for quotation –totalling more than $17 million of awarded contracts.

Some of the significant contracts awarded include:

• Construction of New Players Pavilion at Hurstville Oval ($3.1 million)

• Design and construction of Sensory Garden at Hurstville Library ($0.4 million).

Opportunities for local suppliers

Our Procurement Policy continues to support local economic and social recovery by directing Council expenditure to local businesses through two initiatives:

1. Additional scoring for a local supplier that has responded to a public tender

2. A streamlined approach to purchasing thresholds when staff engage local suppliers.

This clause within the Policy is expected to be further extended until July 2023.

Prequalified suppliers

Our Procurement Policy encourages the purchasing of goods and services from pre-qualified contracts, schemes and preferred contracts in the first instance.

Local Government Procurement (LGP) is a prescribed entity under Section 55 of the Local Government Act 1993, allowing councils to utilise supply arrangements coordinated by LGP without the need to go to tender. Some of the benefits in utilising prescribed entities are to ensure value for money as well as reduce the costs and risks associated with public tendering for suppliers and expedite councils approach to the markets.

Georges River Council continues its membership of the Southern Sydney Regional Organisation of Councils (SSROC). SSROC assists member councils achieve innovative, strategic and sustainable procurement through joint partnerships to procure goods and services with over 45 regional contracts and over 150 contractors in categories such as waste recovery, renewable energy and road construction and maintenance.

Ethics and Governance

We continue to share our Statement of Business Ethics with suppliers. It forms part of our public request for tender and/ or contract documentation.

All procurement activities must be conducted in accordance with the guiding principles outlined in the Procurement Policy. The principles ensure a set of standards and ethics is applied across the organisation and are as follows:

Consideration

Encourage

Transparent decision-making

Easy to Follow

Clear processes consistent with associated risk

Concise reporting, compliance and performance, relevant to stakeholders

Our

organisation, our people

Awards and recognition

Leadership and structure

Our people

Workforce profile

Recruitment and retention

People development

Staff engagement survey

External engagement

Work, health and safety

Georges River Council Staff and guests enjoying Eurovision Song Contest 2022 - Grand Final Live Broadcast Party in the Marana Auditorium, Hurstville

Awards and recognition

Australasian

Our 2020/21 annual report received a Gold Award at the Australasian Reporting Awards. Over the four years of entering these awards we have achieved two Bronze awards and two Gold.

State Awards

2022 Local Government Excellence Awards

Winner - Asset and Infrastructure Award

The Lower Poulton Park Naturalisation and Carpark Construction won the Asset and Infrastructure Award for Projects >$1.5 million.

We recognise the value of Poulton Park as a significant play and green space, providing a location for active and passive lifestyles, with the capacity to also provide environmental benefit. The significant naturalisation and carpark construction project integrated environmentally sensitive and habitat development features whilst meeting urban demands of the sports field users.

Highly Commended Award - C&C On Wheels COVID-19 Safe Community Event program

The team worked collaboratively to develop a new program of events that were scalable and could be delivered in a COVID-19 safe way. These events included the very successful Un[contained] event in the Kogarah Town Centre, In Good Taste, pop-up drive-in cinemas, Little Lunar, Eurovision Song Contest live event at the Hurstville Entertainment Centre, and the We Are Georges River travelling history exhibition. Despite the challenges presented by COVID-19, we provided opportunities for residents to gather safely and enjoy community events, showcasing new ways to activate our town centres and shared community spaces.

From left to right - Vicki McKinley, Reanne Potter and Danielle Parker with the Gold Award at the Australasian Reporting Awards

2021 Greater Sydney Planning Awards

Winner - Economic and Social Recovery Program (ESRP) in the City-shaping during COVID-19 category

The ESRP was developed in response to the COVID-19 pandemic to support our community and business to recover and refocus during a time of unprecedented uncertainty. A total of approximately $47 million was committed to ensure that the negative impact of the pandemic on the community and local economy was minimised.

2021 Cities Power Partnership Climate Awards

Winner - 2021 Cities Power Partnership Climate Awards, Energy Efficiency Achievement Award for Working towards net zero emissions

We are at the forefront of climate action, committed to reducing energy consumption across n our operations. In the past four years, we have cut our greenhouse gas emissions by 36 percent by rolling out a range of energy efficiency and clean energy upgrades.

Finalist - Innovation Award for our ChillOUT Hubs

2021 Stormwater New South Wales

Winner - Excellence in Integrated Stormwater Design – Gannons Park Water Quality Improvement and Stormwater Harvesting Scheme

The Gannons Park Water Quality Improvement and Stormwater Harvesting Scheme is a large-scale landscape and stormwater treatment project focused on reinstating a section of Boggywell Creek to develop significant public space and improve the community’s connection to environmental processes.

2022 Engineering Excellence Awards

Winner – New or Improved Techniques category for our standardisation of amenity block design.

This long term project developed 25 standard designs to suit the varying needs of the community and sporting clubs. The benefits include streamlined tender preparation replicable construction processes and techniques, ease of maintenance and repair and enhanced daily routine cleansing.

Highly Commended - Projects $500,000 but less than $5 million category for Charles Pirie Inclusive Sporting Amenities

The new sporting amenities building in Kogarah Bay includes a canteen, storage, gender neutral changes rooms, referees’ room, medical room, public amenities and a covered BBQ and social area. Instrumental to this project’s success was the inclusion of our Disability Inclusion Action Plan in the design of the building.

Highly Commended - Environmental Enhancement Project or Initiative including Recovering, Recycling and Reusing category for Gannons Park Water Quality Improvement and Stormwater Harvesting Scheme

The large-scale landscape and stormwater treatment project reinstated a section of Boggywell Creek to develop significant public space and enhance the community’s connection to environmental processes.

Our organisation

Our leadership team July 2021 – April 2022

Our Leadership Team July 2021 – April 2022

At the Ordinary Council Meeting held on 26 April 2022, Council accepted the General Manager, Gail Connolly’s resignation. David Tuxford was appointed Acting General Manager commencing 26 April 2022.

Gail Connolly General Manager

Juliette Hall Chief Audit Executive

Rebekah Schulz Kristie Dodd (acting from 25 Oct 2021) Director Community and Culture

David Tuxford Director Business and Corporate Services

Roxanne Thornton Executive Manager Office of the General Manager

Office of the General Manager Audit

Our leadership team

Juliette Hall Chief Audit Executive

Kristie Dodd Acting Director Community and Culture

Vicki

Our people at a glance

Diversity of workforce of new employees were people from other cultures or spoke another language 7 percent

13% of new employees were people from other cultures or spoke another language

Workforce profile

FTE and headcount

Workforce planning strategy

We continued to actively implement the Workforce Management Plan 2021/22, developing and maintaining a committed and talented workforce with a focus on delivering quality outcomes based on community needs. Our deliverables have met critical challenges such as COVID-19, addressing an ageing workforce, flexible work practices, creating a contemporary workplace, attracting, and retaining a diverse workforce, capability mobility and investing in skills.

St George Stories exhibition at Hurstville Museum & Gallery

In 2021/22 we employed 574 staff with a full-time equivalent (FTE) of 527.9 staff a 6 percent decline on 2020/21, reflecting cost saving measures and structure adaptations that were implemented to align with our adopted strategies and policies.

Key achievements realised in 2021/22 include:

1. Capability mobility

Implemented temporary, planned mobility of employees across business areas to build capability and develop a more experienced and engaged workforce able to respond to the challenges of a changing industrial landscape, the shifting needs of our community, and Council’s directions.

2. Continuous learning

Council’s new learning framework LEAP was launched. LEAP encompasses all the organisational development opportunities that are made available to staff to help our people Learn Exceed Achieve and Progress.

Leadership has been a key focus, as seen in the launch of development programs: LeaderLIFT for Council’s executive and management team, and LeaderSHIFT for frontline people leaders. These programs have supported the continuing challenges of managing teams during the COVID-19 pandemic.

3. Iterative business improvement processes

Continuous reviews of our systems, processes and procedures to realise opportunity for improvement.

4.Talent management

We have actively sought to attract, recruit, hire and retain the most talented and superior employees, to contribute to our diverse workforce and further their careers in local government.

We have continued with a preliminary succession planning framework, promoting and offering secondment and higher duties opportunities across our business.

5. Fit for purpose workforce design

Services and organisational structures have been reviewed and changes implemented to establish more technical/specialist officers, provide greater professional and technical career development, and salary progression opportunities.

In 2021/22 we have ushered in the end of one workforce planning cycle, and for 2022-26, we continue to aspire to building a workforce that is inspired, diverse, and engaged, focusing on five priority pillars through the revised Workforce Management Plan ‘Our People Plan’.

Labour statistics

On 25 May 2022, a total of 622 people performed paid work for Georges River Council, as set out below:

• 456 persons employed on a permanent full-time basis, 92 persons employed on a permanent part-time basis, 33 under a fixed-term contract, and 16 casuals who performed work on this day

• 5 senior staff members

• 17 persons engaged by Council under a contract or other arrangement for labour

• 6 persons in apprentice or trainee positions.

Age range

Directorate and gender summary

and length of service summary

Gender and position grade

Gender and position summary

Senior staff remuneration

Senior staff defined by the Local Government Act is the General Manager and Directors (Executives). This remuneration is for the period 1 July 2021 to 30 June 2022

People recruitment and retention

Our Recruitment and Selection Policy is underpinned by other policies such as:

• Equal Opportunity Policy

• Discrimination, Bullying and Harassment Policy

• Pre-Employment Suitability Policy

• Learning and Development Policy

We have actioned our commitment to making recruitment and selection decisions based on the principles of merit, meaning that a person will be selected on the basis of whether they have the right skills, qualifications, experience and standard of work performance required to do the job, in accordance with the Local Government Act 1993 and the Equal Employment Opportunity, Diversity and Inclusion Action Plan 2019-2021.

Our Recruitment Policy ensures our recruitment and selection practices are consistent, effective, free from discrimination and bias and align with our Mission and Values. We continue to establish a diverse and skilled workplace with a culture built on fair practices and behaviours, and improved employment access and participation for equal employment opportunity target groups. We support a fair and harmonious work environment in which all employees can develop to their full potential.

Linked to our Community Strategic Plan, continuous improvement strategies have been actioned to streamline recruitment processes for easier candidate selection and on-boarding. This included continued development of Council’s LinkedIn Careers Page, and evolution of automation through our HROnboard and e-Recruitment platform.

Age range of new employees

Retention and turnover

Our annual turnover rate as at 30 June 2022 is 25 percent.

The staff turnover rate has increased by almost 6 percent from last financial year. There are a number of factors that have contributed to this, Council has not been immune to the great resignation and there have been a number of realignments throughout the period. We have females leaving GRC at a higher rate than males and Gen Z is the group with the highest turnover rate by generation, followed by Gen Y. These metrics will guide further review of our talent acquisition and retention strategies.

While turnover has increased, this has presented opportunity to on-board new talent and as such, refresh our skills, experience and knowledge pool.

Trying out VR in the Media Lab at Hurstville Library and Service Centre

People development

We are committed to implementing leading people practices creating a high performing, capable and resilient workforce. Our goal is to ensure our workforce is inspired, diverse and engaged to deliver outstanding results for our community and city.

Our learning and development and performance frameworks are guided by excellence, instilling behaviours in our people to continuously strive to uphold corporate excellence, professional excellence, leadership excellence, personal excellence and performance excellence. In 2021, we launched our Learn Exceed Achieve and Progress (LEAP) learning framework and Performance Excellence Program (PEP) to deliver continuous learning and feedback channels for our people. The last 12 months has seen LEAP and PEP iterate to meet the changing needs of our people.

The fundamentals of LEAP encompasses the range of organisational development opportunities that are made available to staff to support them through the employee lifecycle at Georges River Council. LEAP promotes four streams of excellence and is underpinned by the 70:20:10 model to nurture an individual’s professional and personal journey at Council and promote a culture of learning through on-the-job learning, knowledge sharing, coaching and mentoring.

Library staff member Ashleigh trying out a guitar from the musical instrument collection at Georges River Libraries.

Our four streams focus on:

Corporate excellence - foundational and compliance training for staff such as essential learning for new starters and mandated training that minimises the exposure of risks. It also captures organisation wide initiatives that contribute to our Vision, Mission and Values.

Professional excellence - addresses the learning demands that emerge from development plans and key organisational priorities. Development plans are critical to our PEP as they identify learning needs and capability and career development opportunities that align with our operational, delivery and community strategic plans.

Leadership excellence - provides emerging and current leaders with workshops and interactions to support them and to build high performing teams. We have continually supported leaders through leadership forums, development opportunities such as the Australasian Management Challenge, seminars and conferences and acting opportunities.

Personal excellence – while everyone’s career trajectories are unique, we cater to our diverse workforce by empowering people to undertake autonomous learning and connect with each other through common shared interests.

This year we were proud to embark on the next phase of our mental health strategy which saw 144 people leaders undertake Mental Health Response Training and 154 staff complete Mental Health Resilience training.

Staff who completed Mental Health Resilience training also participated in a complementary Resilience at Work seminar which provided tools to support managing change and challenge in the workplace.

We also implemented our Child Protection Action Plan paving the way to becoming a Child Safe Organisation. Through this, all positions across Council were classified into Child Protection tiers and undertook training relevant to understanding their obligations regarding reporting and championing child safety.

In February 2022, we also launched LeaderLIFT. This bespoke 12-month leadership development program has been co-designed with Bendelta to uplift leadership capability amongst our highest levels of leadership, our Executive and Managers, and provided them a network

to foster cross-unit collaboration and communication. The feedback has been overwhelmingly positive, and the program will be delivered to our next layer of leadership in 2023 ensuring consistent key messages and learning for all of Georges River Council’s leaders.

Continuing the strong focus on leadership development in 2022 we enabled leaders across Council to learn from each other through the commencement of our biannual LeaderSHIFT forum. This brought together 40 coordinators to hear from our Acting General Manager on how we maintain momentum working towards our vision and mission as a Council, meet peers at the same leadership level and share experiences and ideas on tackling some of Council’s biggest people issues.

Once again, we coached and mentored a team of six emerging leaders through the Australasian Management Challenge (AMC) and although the team missed out on the top five overall, they produced the best ranked prechallenge task and have all progressed in various ways in their careers.

As COVID-19 restrictions eased, Council resumed compliance training refreshing our Code of Conduct, first aid training and CPR, job specific manual handing and warden training. With more face-to-face interactions with the community and residents, we also engaged in Verbal Judo training for frontline staff to de-escalate confrontational situations.

Our THRIVE! lunch and learns were also re-introduced face to face allowing staff to learn in an informal environment about topics ranging from cultural awareness, vehicle maintenance and celebrating pride. During the lockdown, we utilised virtual lunch and learns to keep staff connected, focusing on physical wellness through virtual Pilates classes and financial wellness, and also distributed self-guided learning resources to support staff whilst working from home.

In May 2022 our People and Culture team updated our Learning and Development policy, promoting and improving accessibility to development. The policy continues to offer avenues for staff to apply for business critical training, conferences, continuing professional development and sponsored study with financial and leave support.

People development remains core to Council’s Workforce Management Plan, ‘Our People Plan’, and opportunities to learn in new and varied formats, as well as engage in traditional styles of learning, are contributing to the positive experience our people are having at work.

People culture

Staff engagement Survey

Our staff engagement survey, ExChange Ideas, is carried out annually to measure employee satisfaction, identify areas for further improvement and to give staff the opportunity to provide feedback on a number of key areas that impact job effectiveness, organisational direction and workplace culture.

For the third consecutive year, Council has engaged Voice Project to administer the process to assure staff of the anonymity of the data collected and to allow for historical as well as industry benchmarking of our results. Given the significant impact of COVID-19 again this year, our 2021 survey included the same nine (9) additional questions relating to Council’s response and management of the pandemic. In addition to the local government benchmark, we also have for 2021, a benchmark against metropolitan Councils. Further, Voice Project have introduced a Wellbeing score for the first time this year reflecting the emotional wellness of staff at work, and their ability to successfully manage job stress.

Bushcare Senior Operations Leader - Craig onsite with volunteers

Our 2021 ExChange Ideas survey received 406 responses over the survey period, representing 68 percent of Council’s full-time and part-time workforce and the high-level results were as follows.

Passion

This year's survey data showed that engagement for Georges River Council was moderate, with 77 percent of staff indicating they were engaged. Compared to the Local Government benchmark, the results are 4 percent higher than is typical at other local councils. Compared to Metropolitan Councils, the results are 4 percent higher than benchmarks. This result is 1 percent higher compared to 2020 results.

Progress

This year's survey data showed that our progress was moderate, with 66 percent of staff indicating they were satisfied with the organisation's progress and success in delivering outcomes. Compared to the Local Government benchmark, the results are 12 percent higher than is typical at other local councils. Compared to Metropolitan Councils, the results are 11 percent higher than benchmarks. This result was on par with 2020 results.

Wellbeing

This year a Wellbeing metric was introduced as part of the Voice Project analysis. Our survey data showed that wellbeing for Georges River Council was moderate, with 69 percent of staff indicating they feel well at work. Compared to the Local Government benchmark, the results are 8 percent higher than is typical at other local councils. Compared to Metropolitan Councils, the results are 7 percent higher than benchmarks. This result was on par with 2020 results.

Georges River Council continues to maintain positive levels of engagement over the past three years and a strong position against industry benchmarks.

BENE-FIT 360

Our BENE-FIT 360 program continues to offer holistic benefits to our people through our commitment to mental health (M-FIT), wellness and belonging initiatives (WELL- FIT) and flexible work practices (FLEX-FIT).

M-FIT

We continued to partner with the Mental Health Movement (MHM) to deliver the next stage of our M-FIT strategy creating and maintaining a mentally healthy and supportive workplace. With targeted training for people leaders in responding to mental health concerns within their team and mental health resilience training for staff who wanted to opt into the program, our organisation continued its maturation in becoming a psychologically safe workplace.

From these programs, participants reported to be grateful to be going to work during the pandemic and being able to support each other during these challenging times. Feedback showed that staff felt that the training and workshops came at a very needed time, particularly our Mental Health Response training which put context around being a support at work and at home.

Engagement in the Council’s Employee Assistance Program (EAP) has continued steadily. Regular reminders and promotion are provided as part of our campaign to raise awareness of the EAP which has proven successful. The scope of counselling services offered as part of the EAP, from general counselling to leadership coaching and financial/budgeting advice has been crucial in supporting our employees through the pandemic.

WELL-FIT

In addition to the mental health support provided to staff, our wellness initiatives were predominantly virtual this year as we experienced an extended period in lockdown. Recognising the impact of this on physical health we offered regular virtual Pilates and HIIT classes for staff and several virtual lunchtime learning sessions through our THRIVE! Program to keep staff healthy and connected.

On R U OK? Day on 9 September 2021, all staff received a letter of thanks from our General Manager in the lead up to this day to acknowledge the hard work of our staff in continuing to deliver outcomes for our community. For staff working onsite, mobile coffee carts and KitKats were delivered to thank them for their dedication in upholding health and safety measures and over 100 staff tuned in online for a panel discussion with our General Manager and mental health education partners MHM. Nearly 46 percent of the workforce utilised a Health and Wellbeing (H&WB) day in the past 12 months, a positive indicator of staff utilising support mechanisms that encourage wellness particularly during a time when the wellness benefits of taking annual leave and holidays have been lost. Further, with an increased focus on respiratory health more than ever, approximately 200 staff had taken up Council’s free flu vaccination program this year.

FLEX-FIT

The Flex-Fit Policy was adopted in November 2020, working on the principle of providing flexible and agile work practices which are opt in/opt out to flex-fit based on operational factors and in acknowledgement that each employee’s needs are unique. The policy has continued to evolve following continued consultation, predominantly due to adapting to and embracing a new way of working due to the COVID-19 pandemic. The policy importantly provides a framework for remote working.

The below is a summary of approved Flex-Fit remote working arrangements as at 30 June 2022.

59%

41%

GRC employees not working remotely

GRC staff approved to work remotely

Recognising our people

We continued to celebrate 49 staff service milestones during COVID-19 lockdowns

Our Saluting Service program celebrates staff who have served with Council for more than 10 years and every five years thereafter. We also continue to recognise staff for behaviours that role model our values, contribute to the achievement of our vision, exemplify a commitment to safety, demonstrate improvement and innovation or deliver outstanding customer service through our Shine Bright Rewards program.

Our Shine Bright Rewards program recognises outstanding service, performance, innovation and demonstration of our Mission, Vision and Values. This program respects the individual and is built on personal choice. Nominees can choose their own rewards and how they receive their recognition.

In the past 12 months, 192 staff were nominated by their managers or by a peer and received a reward; 13 for achieving the vision, 7 for commitment to safety, 41 for customer experience, 19 for improvement and innovation and 75 for living the values.

Shine Bright Reward recipient

Work Health and Safety

Council has continued to implement and improve safety for workers and comply with its obligations under the NSW Work Health and Safety Act 2011 and NSW Work Health and Safety Regulation 2017. Council acknowledges in our WHS Policy the importance safety plays in everything we do. Over the past twelve months the WHS Strategy 2021 - 2024 continues to be rolled out to improve safety for Council workers.

Safety training

Council has conducted WHS training to supply our workers with the necessary skills and knowledge to carry out their work and use plant and equipment safely, for example:

• HLTAID012 - Provide First Aid in an education and care setting

• HLTAID011 - Provide First Aid

• HLTAID009 - Provide cardiopulmonary resuscitation

• Creating Childsafe Environments

• Dog Bite Prevention Workshop

• Warden and Fire Extinguisher Training

• Manual Handling

• Mental Health Awareness Training

• Mental Health Response Training

• Mental Health Resilience Workshop

• Safe Dog Handling, Bite Prevention

• Apprehension of Aggressive Dogs Workshop

• Traffic Controller and Implement Traffic

• Management Plans

Safety performance

Staff engagement

WHS Committee

The WHS committee is the main form of consultation for the WHS Management System and issue resolution across Council. The committee includes employee representatives elected by the staff in their workgroup and management representatives appointed by the General Manager This year saw the election of a new Committee for a three-year term. The Committee reviewed Council’s consultation arrangements and reviewed Councils agreed workgroups to ensure workers are suitably represented. The committee meets 10 times a year (monthly February to November).

Minutes of the Committee meeting are reported monthly at Executive Team. The Chairperson of the Committee attends and discusses any initiatives or issues with the with the Executive Team and they can take appropriate action as required and monitors any ongoing issue and resolution of those actions.

Toolbox Talks and Team Meetings

Toolbox talks and Team Meetings facilitate two-way communication between management and staff. Council has planned meetings where safety is on the agenda.

Performance benchmarking

We have the ability to benchmark against other councils through StateCover Mutual Member Analytics Portal. This allows Council to compare to other councils by size, by region and by similar wage comparison.

Our lower comparison rate is a great indicator of why we should be a good employment proposition for new employees looking for a safer and healthier workplace.

The year ahead

The WHS Strategy 2021 - 2024 will continue to be implemented to develop our safety culture that supports people and they are safe, healthy and feel valued. The safety and welfare of the staff is part of everything we do, and the strategy outlines Councils commitment to safety for the long run and not just short-term gains.

Council recently completed a self-audit of WHS using the StateCover Audit Questionary. This audit has identified areas that Council can target and improve through the review of existing procedures and processes. Council will be commencing a review of Contractor Safety Management to improve our engagement, consultation, interaction, and monitoring with our contractors.

Meeting legislative requirements

Community Strategic Plan 2018-2028

We conducted extensive community engagement to develop Georges River's first Community Strategic Plan in 2018. The Plan features six pillars that were identified in the consultation process as important to the community. They are:

• A protected environment and green open spaces

• Quality, well planned development

• Active and accessible places and spaces

• A diverse and productive economy

• A harmonious and proud community with strong social services and infrastructure

• Leadership and transparency.

Delivering our vision

The IP&R legislation recognises that councils act as the community’s advocate to capture a vision for the community’s future and inspire others to participate in that vision.

Councils are required to make short, medium and long-term plans to meet the community’s needs by developing an integrated set of strategic plans:

• Community Strategic Plan (10+ years)

• Delivery Program (four years)

• Operational Plan (one year)

We are required to have a 10-year Resourcing Strategy consisting of a Long-term Financial Plan, Asset Management Plan and Workforce Management Plan. We have also developed a Digital Resource Management Plan in our Resourcing Strategy.

The plans outline how we will consult with the community and align with our long-term objectives. Each council, following its election, must review the plans and make sure they can be used effectively to meet present and future needs and be updated annually.

We adopted our 2021/22 IP&R documents in June 2021.

The Operational Plan outlines specific actions and ongoing activities we use each year to achieve the goals identified in the Delivery Program and is reviewed with the Delivery Program annually.

We have made excellent progress in the final year of the Delivery Program. Our performance against the pillars and goals of the Delivery Program is summarised in the following pages.

Operational Plan performance 2021/22

The Operational Plan for 2021/22 was the final instalment of our four-year Delivery Program 2018-2022. The actions set in our Operational Plan represent external and internal services, key projects and works programs.

The Integrated Planning and Reporting (IP&R) framework brings various plans together to leverage our efforts by planning holistically for the future.

Delivery Program Progress

PILLAR 1

A protected environment and green open spaces

This pillar is about working together as a community to protect and enhance the natural environment, build resilience towards climate change, and improve the quality and quantity of open space in our LGA.

The goals in this pillar include:

• Goal 1.1: Council’s environmentally sustainable practices inspire everyone to protect and nurture the natural environment

• Goal 1.2: The LGA’s waterways are healthy and accessible

• Goal 1.3: Everyone has access to beautiful parks and open spaces

• Goal 1.4: Local heritage is protected and promoted.

Achievements

• All readily achievable energy reduction recommendations in the EMP have been completed. From 1 July 2022 Council will have achieved its 100 percent renewable energy target three years ahead of schedule. Council continues to work towards net zero carbon emissions and renewable energy targets

• Council has prepared for the implementation of the new regional energy supply agreement, which will commence on 1 July 2022 resulting in the achievement of Council's 100 percent renewable energy target three years ahead of schedule

• The Waste Strategy was endorsed by Council in March 2021 after an extensive community consultation program. The 16 key recommendations of the strategy

will be implemented over the 20 year life of the strategy through a progressive budget allocation of funds from the Domestic Waste Management Reserve. One such recommendation addressed is the prioritising of contract management through the recruitment for a Waste Contracts Officer, with the successful candidate commencing in Q1 2022/23

• The Climate Change Risk Assessment and Adaptation Plan was integrated into the Environmental Resilience Action Plan (ERAP). The ERAP is available on Council’s website and will be implemented progressively over the 20 year life of the Plan

• The high volume of both public and private tree requests has resulted in the development of new operating procedures and practices which have improved the efficiency of works carried out by the tree management team

• As part of the grant-funded Carlton Canopy Corridor project Council has scheduled 1,040 trees to be planted in streets and parkland within the LGA

• Council endorsed the Heritage Building Grants Program 2021/22 and offers were made to successful applicants. Council also resolved that the successful applicants be given until 1 December 2022 to complete the works and lodge their requests for reimbursements.

Challenges

While Council achieved well over the target of 350 trees planted, tree planting projects are continuing as funded under the Greening Our Cities Program, with a total of 1,000 trees previously expected to be planted during 2021/22. Due to particularly wet weather, planting was delayed, with all 1,000 trees due to be planted by Q1 2022/23.

Dog walkers in Gannons Park, Peakhurst

Summary of performance against indicators

In 2022/23 we will …

• Educate the community on reducing energy and water consumption and protecting the environment

• Implement the recommendations of the Foreshore Scenic Character Review into the Georges River LEP

• Develop a significant tree register for the LGA

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

Progress against one-year Operational Plan items

Progress against one-year Operational Plan items

One-year Operational Plan projects

Black She-Oak, Gannons Park, Peakhurst

One-year Operational Plan projects

Goal 1.1: Council’s environmentally sustainable practices inspire everyone to protect and nurture the natural environment.

Strategy 1.1.1: Ensure the Georges River area is resilient in addressing energy, water and gas usage, sustainable buildings, waste diversion, green corridors, carbon emissions and urban design.

DP Action 1.1.1a: Adopt and implement a Resilience Strategy for Council services.

Status Completed

Action Name Status Comments

Develop a Resilience Strategy. The Environmental Resilience Action Plan is available on Council’s website and will be implemented progressively over the 20 year life of the Plan.

DP Action 1.1.1b: Reduce energy use at the top 10 Council energy using sites through the Energy Management Plan (EMP).

Status Completed

Action Name Status Comments

Implement an Energy Management Plan for Council's top 10 energy using sites.

Council has prepared for the implementation of the new regional energy supply agreement, which will commence on 1 July 2022 resulting in the achievement of Council's 100 percent renewable energy target three years ahead of schedule.

DP Action 1.1.1c: Implement the Tree Management Policy.

Status Progressing

Comment While Council achieved well over the target of 350 trees planted, tree planting projects are continuing as funded under the Greening Our Cities Program, with a total of 1,000 trees previously expected to be planted during 2021/22. Due to particularly wet weather, planting was delayed, with all 1,000 trees due to be planted by Q1 22/23.

Action Name Status Comments

Implement the Tree Management Policy.

Council's Tree Management team have continued to receive a high volume of public tree requests and private tree permit applications whilst continuing to maintain increased proactive tree inspections and packaged tree pruning works, reducing the incidence of reactive works in high tree density areas.

DP Action 1.1.1d: Identify actions required to reduce the risks from climate change impacts on Council assets.

Status Completed

Action Name Status Comments

Implement actions to reduce the risks from climate change impacts on Council assets.

The Climate Change Risk Assessment and Adaptation Plan was integrated into the Environmental Resilience Action Plan (ERAP). The ERAP is available on Council’s website and will be implemented progressively over the 20 year life of the Plan.

Wood Ear fungus, Poulton Park

DP Action 1.1.1e: Develop a Waste Minimisation Strategy.

Status Completed

Action Name Status Comments

Implement the recommendations of the Waste Minimisation Strategy.

The Waste Strategy was endorsed by Council in March 2021 after an extensive community consultation program. The 16 key recommendations of the strategy will be implemented over the 20 year life of the strategy through a progressive budget allocation of funds from the Domestic Waste Management Reserve. One such recommendation addressed is the prioritising of contract management through the recruitment for a Waste Contracts Officer, with the successful candidate commencing in Q1 2022/23.

Strategy 1.1.2 Use waste management contracts and practices to divert waste from landfill sites.

DP Action 1.1.2a: Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.

Status Behind Schedule

Comment Recruitment of the Waste Education Officer was finalised.

Action Name Status Comments

Implement a Waste Education Program.

The Waste Education Officer role was filled permanently. An education plan is due to be established and will capture the work involved in developing and promoting resource recovery events and initiatives throughout the LGA. An e-waste recycling event and Household Chemical Cleanout event were both delivered with continued community support.

Yellow bin with recycling information bin tags and stickers

Strategy 1.1.3: Help everyone to contribute to a more environmentally sustainable Georges River LGA.

DP Action 1.1.3a: Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects.

Status Ongoing

Comment Council's Environment and Sustainability section of the website upgrade was finalised to assist with community education regarding environmental management and protection.

Tree planting projects continued as funded under the Greening Our Cities Program, with a total of 1,000 trees previously expected to be planted during 2021/22. Due to particularly wet weather, planting was delayed, with all 1,000 trees due to be planted by Q1 22/23.

Council has continued collaborative partnerships with the RID Squad and the Georges Riverkeeper to maintain program and activities for waste reduction and environmental protection.

Action Name Status Comments

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

Council's Environment and Sustainability section of the website upgrade was finalised to assist with community education regarding environmental management and protection.

Tree planting projects continued as funded under the Greening Our Cities Program, with a total of 1,000 trees previously expected to be planted during 2021/22. Due to particularly wet weather, planting was delayed, with all 1,000 trees due to be planted by Q1 22/23.

Council has continued collaborative partnerships with the RID Squad and the Georges Riverkeeper to maintain program and activities for waste reduction and environmental protection.

Strategy 1.1.4: Develop and implement programs to protect and conserve the natural environment

DP Action 1.1.4a: Implement the Tree Management Policy and Canopy Enhancement Program.

Status Completed

Action Name Status Comments

Undertake the 2021/22 Street Tree Planting Program. A total of 511 street trees and 158 park trees were planted this year.

DP Action 1.1.4b: Implement Council's Bush Regeneration Program to protect, conserve and enhance the natural environment.

Status Completed Action Name Status Comments

Implement the 2021/22 Bush Regeneration Program.

Bush regeneration contractors and volunteers continue to progress bushland resilience work. Our Bushcare Team actively managed 112 hectares of bushland through weed control and vegetation planting.

Goal 1.2: The LGA’S waterways are healthy and accessible

Strategy 1.2.1: Use our role on Georges River Combined Councils’ Committee (GRCCC) to lobby State agencies and other stakeholders for a protected and enhanced Georges River.

DP Action 1.2.1a: Represent Council's ambitions for the Georges River through the GRCCC.

Status Ongoing

Comment

Council continues to support the GRCCC by attending all meetings and contributing to the finalisation of a Catchment Management Plan Scoping Study and the Georges River Foreshore Access and Improvement Plan.

Action Name Status Comments

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

Council continues to support the GRCCC by contributing to the finalisation of a Catchment Management Plan Scoping Study and the Georges River Foreshore Access and Improvement Plan.

Strategy 1.2.2: Maintain marine and foreshore assets in a safe and functional condition

DP Action 1.2.2a: Maintain marine and foreshore assets in a safe and functional condition and upgrade as required.

Status Completed

Action Name Status Comments

Undertake six monthly inspection and complete maintenance, renewal and upgrade on prioritised marine and foreshore assets.

Monitoring ongoing, with rectification as required.

Goal 1.3: Everyone has access to beautiful parks and open spaces.

Strategy 1.3.1: Ensure all public parks and open spaces are accessible, well maintained and managed to meet the recreational needs of current and future residents.

DP Action 1.3.1a: Implement the annual Parks and Open Space Improvement Programs.

Status Completed

Action Name Status Comments

Implement the 2021/22 Parks and Open Space Improvement Program.

Undertake quarterly Playground Safety Inspection Program.

Parks and Open Space Improvement Program ongoing.

An operational quarterly routine safety inspection of all playgrounds in the LGA was completed. Risk rating inspections have been conducted on any issues and have been prioritised from high to low and scheduled for completion.

DP Action 1.3.1b: Use the findings of the Open Space, Recreation and Community Facilities Strategy to guide forward works programs and budgets.

Status Completed Action Name Status Comments

Implement the 2021/22 Sportsfield Renovation Program.

Implement the 2021/22 Playground Asset Replacement Program.

2021/22 Sportsfield Renovation Program complete.

No funding available for new playground construction; Maintenance of existing playgrounds completed for the year.

DP Action 1.3.1c: Implement scheduled cyclic painting program across parks and open space, including buildings, furniture and murals to prevent graffiti.

Status Completed Action Name Status Comments

Undertake proactive maintenance of Council assets in parks.

Proactive street furniture maintenance was undertaken on the Kingsgrove Road shopping strip and surrounds and on Forest Road, Penshurst. Proactive internal painting works were undertaken at Hurstville and Oatley Libraries. Carpark line marking was done adjacent to Hurstville Golf Course. Upgraded and rebranded Georges River Council signage was installed in a total of 28 parks and reserves this year.

DP Action 1.3.1d: Implement scheduled cyclic mowing and gardening program across parks and open space.

Status Completed Action Name Status Comments

Implement the 2021/22 mowing and gardening program across parks and open space.

The delivery of the 2021/22 mowing and gardening program across parks and open spaces continued to be significantly impacted by continued heavy rainfall. Operational teams faced challenges in maintaining regular mowing and gardening schedules due to wet weather and full saturation of all turf fields, parks and reserves.

Staffing resources were also consistently impacted by COVIDrelated illness. Excessive wet weather continued to exacerbate weed and grass growth.

Strategy 1.3.2: Review Plans of Management for sporting fields, parks, open space and bushland in the LGA.

DP Action

Status

Comment

1.3.2a: Continue the review of Plans of Management for sporting fields, parks, open space and bushland within the LGA.

Ongoing

During FY21/22 the following plans of management were under preparation:

Generic Plans of Management:

• Moore Reserve Plan of Management

• Penshurst Park Plan of Management

• Sans Souci Park Plan of Management

• Donnelly Park Plan of Management

The following Plans of Management were placed on public exhibition from 15 June 2022 to 22 July 2022:

• Generic Plans of Management

• Penshurst Park Plan of Management

• Moore Reserve Plan of Management and Master Plan

Action Name Status Comments

Continue the review of the Plans of Management Programs for Crown Lands in accordance with the Crown Land Management Act.

This action is ongoing. Five Plans of Management were under preparation and three were placed on public exhibition.

Strategy 1.3.3: Understand the potential impacts of climate change when developing design principles for parks and open spaces.

DP Action

1.3.3a: Incorporate design principles for parks and open spaces that promote resilience.

Status Completed

Action Name Status Comments

Continue to implement sustainable and resilient design principles in parks and open space projects.

All projects utilise sustainable and resilient design principles to develop best practice parks and open space outcomes.

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

DP Action 1.3.4a: Continue to implement the GRC Open Space, Recreation and Community Facilities Strategy.

Status Ongoing

Comment The GRC Open Space, Recreation and Community Facilities Strategy is the guiding strategy for open space and recreation project delivery and programming. Action Name Status Comments

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

Continue to implement priorities based on the findings of the GRC Open Space, Recreation and Community Facilities Strategy.

Project development and design based on GRC Open Space, Recreation and Community Facilities Strategy.

Project scoping reliant on the CSP and GRC Open Space, Recreation and Community Facilities Strategy. Funding recently obtained for Olds Park Skate Park based on this strategy.

Goal 1.4: Local heritage is protected and promoted.

Strategy 1.4.1: Recognise the LGA’s local heritage through heritage listings in LEPs and protection policies in DCPs

DP Action 1.4.1a: Finalise the review of the Hurstville LEP heritage schedule as part of the comprehensive LEP for the Georges River LGA.

Status Completed Action Name Status Comments

Prepare a planning proposal to incorporate the recommendations of the Foreshore Scenic Character Review into the Georges River LEP.

The project will now be carried out to FY22/23. A pre-exhibition community consultation program will be undertaken to inform the preparation of a future planning proposal.

Strategy 1.4.2: Capitalise on opportunities to recognise heritage assets in Council services and programs.

DP Action 1.4.2a: Retain and maintain properties with heritage significance through an annual Heritage Building Grants Program.

Status

Progressing

Comment Council endorsed the Heritage Building Grants Program 2021/22 and offers were made to successful applicants. Council also resolved that the successful applicants be given until 1 December 2022 to complete the works and lodge their requests for reimbursements.

Action Name

Implement the 2021/22 Heritage Building Grants Program.

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

Status Comments

Council endorsed the Heritage Building Grants Program 2021/22 and offers were made to successful applicants. Council resolved that the successful applicants be given until 1 December 2022 to complete the works and lodge their requests for reimbursements.

The Heritage Information Session was not held but will be held on 4 August 2022 via webinar and 9 August 2022 in person at the Hurstville Entertainment Centre.

Dogs having a run at Moore Reserve, Oatley

Statutory

information

Environmental upgrade agreement

We did not enter into any environmental upgrade agreements during 2021/22.

Stormwater management services

We apply a Stormwater Management Services Charge to manage the quantity and/or quality of stormwater that flows off land and includes a service to manage the re-use of stormwater for any purpose.

Rain falling on hard surfaces such as roads and roofs runs off picking up chemicals, rubbish and soil. Stormwater run-off not only pollutes our waterways and bays, it also causes flooding on occasions. The complexities of these issues and the magnitude of works needed to resolve some of these challenges require large sums of capital investment. Recognising the required scope of works and the capital investment needed, the NSW Government endorsed an arrangement for long-term stormwater management funding. This arrangement recognises that stormwater needs to be managed in an integrated manner, to deal with stormwater quality and flooding in a broader natural resources management context. The funding arrangement allows councils to apply a Stormwater Management Service Charge to urban residential and business properties.

A summary of 2021/22 income from this charge and balance of reserve funds held as at 30 June 2022 for stormwater management projects is shown below.

We used the funds to target the built environment, including stormwater asset upgrades and flood mitigation works. Projects funded from the Stormwater Management Service Charge in 2021/22 are listed in the table below.

Coastal protection services

No annual charge was levied for coastal protection services in 2021/22.

Fisheries Management Act

Council is not identified as having a role in any Final Recovery and Threat Abatement Plans under the Fisheries Management Act 1994.

PILLAR 2

Quality, well planned development

This pillar is about working together as a community to protect and enhance our natural environment, build resilience towards climate change, and improve the quality and quantity of open space in the LGA.

The goals in this pillar include:

• Goal 2.1: Sustainable development delivers better amenity and liveability for the community and the environment

• Goal 2.2: The community helps to plan the LGA’s future

• Goal 2.3: Council-led development and assets provide quality, long-term benefits to everyone.

Achievements

• Georges River Council Local Planning Panel hosted 22 public meetings and 6 electronic determinations which considered 80 applications. Applications required to be referred to the Panel during the year is not within Council's exclusive control.

• All development applications were assessed against statutory and Council requirements. Peer review processes are implemented for quality control. Process improvements continued to be identified through the Regionally Significant Development Applications Pilot project and will be implemented in the future.

• Council has employed a Senior Specialist Planner (Urban Design) to improve the consistency of urban advice to customers and assessment planners and reduce consultancy and legal costs associated with expert evidence in the NSW Land and Environment Court.

• Council’s website is regularly updated to provide ongoing education to the community about controls to the development and building approvals processes. The Development Advisory Service is available during business hours to provide advice to community members or developers. A Formal Pre DA service is operating.

• 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.

• CCTV upgrades have been completed at the Hurstville Entertainment Centre and Civic Theater. Work has commenced at Hurstville Library. Mortdale is awaiting works to Ausgrid poles to allow the replacement of the existing CCTV infrastructure. This has delayed the new works as the changes will impact the proposed installation areas. Migration of existing asset protection CCTV Cameras has been undertaken throughout the Hurstville Civic Centre

• Work has commenced to explore amendments to the Beverly Hills Draft Master Plan.

Challenges

The number of development applications determined is related to the number of applications lodged which has continued to trend downwards compared to previous years. A total of 509 applications were lodged in 2021/22. Implementation of the e-planning system and use of the ASSESS module remains on hold due to the priority of the Regionally Significant Development Applications Pilot Project and the overlap between the projects.

Hurstville Golf Pavillion, Hurstville

Summary of performance against indicators

In 2022/23 we will …

• We will aim to finalise the Master Plan for Beverly Hills and Mortdale.

• We will finalise the rezoning of the Hurstville Civic Centre site.

• We will provide community information sessions on planning, development and building. Complete Not started On track

Progress against one-year Operational Plan items

Behind schedule

Cancelled

Ongoing Carry over On hold

One-year Operational Plan projects

Goal 2.1: Sustainable development delivers better amenity and liveability of the community and the environment.

Strategy 2.1.1: Prepare a comprehensive LEP for the entire

to improve and standardise development controls and regulations. (Completed)

One-year Operational Plan projects

Goal 2.1: Sustainable development delivers better amenity and liveability of the community and the environment.

Strategy 2.1.1: Prepare a comprehensive LEP for the entire LGA to improve and standardise development controls and regulations. (Completed)

Strategy 2.1.2: Prepare a comprehensive DCP for the LGA to guide development in the LGA.

DP Action 2.1.2a: Complete the Master Plan for Beverly Hills.

Status Completed

Action Name Status Comments

Finalise the Master Plan for Beverly Hills in association with the Beverly Hills community.

Work has commenced to explore amendments to the Beverly Hills Draft Master Plan.

Strategy 2.1.4: Ensure high quality reporting and DA assessment by Council staff, local planning panels and the Sydney South Planning Panel.

DP Action 2.1.4a: Continue to monitor and standardise DA assessment reports and templates

Status Ongoing

Comment Ongoing

Action Name Status Comments

Implement e-planning system to include e-lodgement of applications and commence implementation of ASSESS module.

Use of the ASSESS module remains on hold due to the priority of the Regionally Significant Development Applications Pilot Project and the overlap between the projects.

Strategy 2.1.5: Utilise Council’s Design Review Panel to provide independent and expert advice on the design quality of planning proposals and multistorey developments that meet the review criteria.

DP Action 2.1.5a: Monitor the functions and recommendations of the Design Review Panel.

Status Cancelled

Comment

The Design Review Panel has been terminated. Council has employed a Senior Specialist Planner (Urban Design) to improve the consistency of urban advice to customers and assessment planners and reduce consultancy and legal costs associated with expert evidence in the NSW Land and Environment Court.

Action Name Status Comments

Review the functions and membership of the Design Review Panel.

Council's Design Review Panel was terminated in April 2021.

Strategy 2.1.6: Adopt an effective fire safety program.

DP Action 2.1.6a: Adopt and implement a Fire Safety Program that maintains buildings with essential fire services to safeguard the community.

Status Completed

Action Name Status Comments

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

Premises the subject of a Fire Safety Order under the Environmental Planning and Assessment Act 1979 or a Building Product Rectification Orders under the Building Products (Safety) Act 2017 are reviewed and monitored on an ongoing basis to ensure compliance. A new Senior Fire Safety Officer has now been employed and is working with outstanding premises to ensure compliance is achieved.

Goal 2.2: The community helps to plan the LGA’s future.

Strategy 2.2.1: Use community consultation and feedback to guide a comprehensive set of planning and development strategies that are incorporated into LEPs and Council policies.

DP Action 2.2.1a: Provide ongoing education to the community about controls to the development and building approval processes.

Status Ongoing

Comment Council’s website is regularly updated. The Development Advisory Service is available during business hours to provide advice to community members or developers. A Formal Pre DA service operating.

Goal 2.3: Council-led development and assets provide quality, long-term benefits to everyone.

Strategy 2.3.1: Ensure quality design and sustainability principles underpin the provision of Council facilities and other assets.

DP Action 2.3.1a: Investigate systems to improve public safety and accessibility.

Status Completed

Action Name Status Comments

Maintain and upgrade council's security and CCTV systems to improve public safety and accessibility.

CCTV upgrades have been completed at the Hurstville Entertainment Centre and Civic Theatre. Work has commenced at Hurstville Library. Mortdale is awaiting works to Ausgrid poles to allow the replacement of the existing CCTV infrastructure. This has delayed the new works as the changes will impact the proposed installation areas. Migration of existing asset protection CCTV Cameras has been undertaken throughout the Hurstville Civic Centre.

Aunty Annette Webb's artwork Land, displayed on the back of Georges River Council signage at Gannons Park, Peakhurst

Statutory information

Voluntary Planning Agreements (VPAs) - s7.5(5) of the EP&A Act

The following agreements were in force in 2021/22:

Particulars of compliance with and the effect of the planning agreement in 2021/22 East QuarterStages 1,2,3

Landscaping works at Kempt Field ($350,000)

Monetary contribution to Hurstville Public School ($185,198)

Public access to plaza, Wedge Park & link to Kempt field

No compliance matters relating to VPA during 2021-22.

VPA Status:

• Stage 1 & 2 landscaping works outside the land completed and contributions paid

• Stage 3 obligations transferred to VPA for East Quarter Stage 3.

1-5 Treacy Street, Hurstville (relates to DA2014/1083)

Georges River Council GR Capital Group Pty Limited

14 March 2016 Land dedication for footpath and road widening on The Avenue and relocation services.

Dedicate and fit out of commercial area (81m2) and car space

Public domain works surrounding the site

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

Georges River Council Combined Projects (Hurstville) Pty Ltd

16 June 2016

Monetary contribution ($4,587,500)

Land Dedication (223 m2) and construction for road widening Greenbank Street

Transfer of 200 m2 commercial space with frontage to Greenbank Street

Transfer stratum lot for 79 public car spaces.

Dedication of commercial space to Council remains outstanding. Ongoing action by Council to resolve breach in 2021-22.

VPA status:

• Land dedicated for footpath and future road widening completed

• Public domain works and fitout of commercial space completed.

No compliance matters relating to VPA during 2021-22.

VPA status:

• VPA obligations fully satisfied by Developer.

East Quarter Stage 3 93 Forest Rd Hurstville (relates to PP2014/0002 & DA2016/0218)

Parties to the Agreement

Georges River Council

Hville FCP Pty Ltd (Fridcorp)

East Quarter Hurstville Pty Ltd

Description

Particulars

VPA: 15 June 2017

Monetary contribution for public domain works at Kempt Field ($1.096M)

VPA/Deed of Variation status:

• Public notification of amendments to VPA - 14 July to 13 August 2021

Deed of Variation:

1 October 2021

Construction of road works at Forest Road/ Durham Street by the Developer ($1.76M)

Landscaping works by Developer on Forest Road frontage to Stage 3 ($46,000)

Contribution to Hurstville Public School ($131,000)

Easement for public access through the site to Kempt Field

• First Deed of Variation executed 1 October 2021

• Developer paid contributions for Road Works ($1,591,253) and Landscaping Works ($49,170) - 6 October 2021

• Public access easements registered for Stage 3 during 2021-22

• Bank Guarantee security returned

• VPA removed from titles.

• VPA obligations fully satisfied.

Catholic Club Site

6 Cross Street Hurstville (DA2017/191)

Deed of Variation (amendment) to the VPA (DA2018/182)

Georges River Council Illawarra Catholic Club

20 March 2018

22 August 2019

Monetary contribution ($976,147) for embellishment Central Plaza and upgrade road network in Hurstville City Centre.

Monetary contribution ($142,605.19) for embellishment of public infrastructure and upgrade of road network in Hurstville City Centre.

No compliance matters relating to VPA during 2021-22.

VPA status:

• VPA obligations fully satisfied

151 GEORGES RIVER COUNCIL Annual Report 2021-2022

Planning Agreement (VPA)

Bing Lee Site 108, 112, 124 Forest Road & 1-3 Wright St, Hurstville (relates to Planning Proposal P2014/0004)

Parties to the Agreement

Georges River Council Shanghai Lihua Hurstville Pty Ltd

SLH 108 Pty Ltd

Executed

Description of Public Benefits

26 March 2018 Monetary contribution ($3,775,750) for public facilities & infrastructure

Land dedication (196 m2) along Forest Road for road widening

Particulars of compliance with and the effect of the planning agreement in 2021/22

Developer requested amendment to the VPA relating to timeframe for dedication of the land in 2021-22.

VPA status:

• Monetary contribution paid to Council

• Land dedication to be provided in accordance with VPA

• Development Consent DA2021/0024 issued for development.

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

Part of the Landmark Square Precinct, Hurstville

61-69, 71A, 73 & 75 Forest Road, 126 Durham Street, Hurstville (relates to Planning Proposal P2015/0001)

Georges River Council Combined Projects (Hurstville) Pty Ltd

Georges River Council Prime Hurstville Pty Limited

18 April 2018

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

No compliance matters relating to VPA during 2021-22.

VPA status:

• Monetary contribution paid to Council. VPA obligations fully satisfied.

19 August 2019

Monetary contribution of $7,375,878 to be paid to Council in three instalments.

Developer to carry out and complete works to widen a section of Roberts Lane by 3 metres.

Dedication to Council free of cost of the 3 metre wide strip of Land along Robert’s Lane.

Easements for public access to and from and across and through the Land connecting Forest Road, Robert’s Lane and Durham Street.

No compliance matters relating to VPA during 2021-22.

VPA Status:

• Contribution of $1million (first instalment) paid to Council in 2020-21

• Deferred Commencement Consent DA2020/0352 issued –conditional on payment of contribution of $1million (second instalment) prior to consent operating. Modification Application MOD2021/0158 lodged in 2021-2022.

Planning Agreement (VPA)

9 Gloucester Road, Hurstville (relates to Planning Proposal PP2015/0005)

Council GTB Hurstville Pty Ltd

25 September 2020 Monetary contribution of $3,619,308 to be paid within 28 days after the date the LEP Amendment takes effect.

Work carried out on private land

We did not carry out any works on private land during 2021/22.

No compliance matters relating to VPA during 2021-22.

VPA Status:

• VPA obligations fully satisfied by Developer. Contribution paid in full to Council in 2020-21

• VPA and Charge registered on the title

• Portion of VPA funds allocated to open space project in 2020-21.

Hurstville Oval, Hurstville

PILLAR 3

Active and accessible places and spaces

This pillar is about improving accessibility and transport connections for our community and creating a range of active and passive recreation facilities for everyone to enjoy.

The goals in this pillar include:

• Goal 3.1: The LGA has a range of transport options to connect people, goods and businesses

• Goal 3.2: Roads, footpaths and cycleways are safe, accessible, and free of congestion

• Goal 3.3: Everyone, including people with disability, navigates the LGA in safety

• Goal 3.4: Everyone has access to a range of active and passive recreation facilities.

Achievements

• A total of 22 Bus Zones were installed and 1 Bus Zone updated in front of a school

• 100 percent of engineering operations service requests were actioned against works scheduled. The continued improvement and additions to job classifications continues to enable effective scheduling and job completion

• Potholes were addressed and their make safe actioned on both a reactive and proactive basis within agreed timeframes. Pothole figures can never be accurately reported on as a result of a number of additional potholes being actioned on a reactive basis and not captured in service request data

• Further progress has been made towards Councils Asset Management Plans which will help prioritise future projects and support the allocation of funding

• 91 percent of Driveway Applications received were approved within agreed timeframes

• 98 percent of Stormwater Applications received were approved within agreed timeframes

• Council at its meeting on 25 October 2021 adopted the Georges River Transport Strategy 2021

• The recommendations of the Car Parking Strategy have been implemented as required.

Challenges

• The Asset Renewal Ration was not maintained above industry benchmarks as there has been a focus on accurately identifying our assets and the future capital renewal works

• Utility Restorations were impacted at the start of the reporting year as a result of COVID-19 lockdowns and have increased significantly with a high completion rate on resumption of closer to normal operations.

Summary of performance against indicators

In 2022/23 we will …

• We will undertake programmed and reactive maintenance works of council’s building and open space.

• We will seek funding for the upgrade of the Oatley-Como walkway / cycleway.

• We will undertake detailed design for a skate and BMX facility at Olds Park.

• We will accelerate the feasibility study, concept plans and business case for a new aquatic centre to allow the pursuit of funding.

Progress against one-year Operational Plan items

One-year Operational Plan projects

Goal 3.1: The LGA has a range of transport options to connect people, goods and businesses.

Strategy 3.1.1: Lobby for improved commuter car parking and manage local parking supply, including around train stations, to enhance business vitality and encourage public transport use, cycling and walking.

DP Action 3.1.1a: Implement the recommendations of the Car Parking Strategy.

Status Completed Action Name Status Comments

Implement the recommendations of the Car Parking Strategy adopted by Council in April 2020.

Completed

Strategy 3.1.2: Work with the NSW Government to develop an integrated transport and land use plan and a 20-year precinct plan as part of Future Transport 2056 initiatives.

DP Action 3.1.2a: Draft an Integrated Transport and Land Use Plan as part of Future Transport 2056 for public exhibition.

Finalise the Transport Strategy.

Council at its meeting on 25 October 2021 adopted the Georges River Transport Strategy 2021.

Mortdale train station, Mortdale

Goal

Strategy 3.2.2: Implement a program of capital and maintenance to meet the needs of current and future users of Council’s infrastructure asset.

DP Action 3.2.2a: Develop and implement the annual Infrastructure Works Program, including a Town Centres Public Domain Program.

Status Completed

Action Name Status Comments

Develop and deliver the 2021/22 Capital Works Program for new construction and renewals.

Develop and deliver the 2021/22 Road Re-sheeting Program.

Deliver the 2021/22 Drainage Upgrade Program including new and replacement works.

Implement annual Black Spot Funding Program.

Design and construct compliant accessible bus stops.

Capital Works Program completed.

Road Re-sheeting Program successfully completed.

Progression of drainage upgrade program ongoing.

TfNSW has endorsed the project to proceed with the design finalised and provided to the service delivery team to commence the works within the 22/23 financial year.

A total of 22 Bus Zones were installed and 1 Bus Zone updated in front of a school.

There are currently 3 bus stops still being consulted due to residential complaints. This is still ongoing to be finalised

DP Action 3.2.2b: Use the findings from the Footpath Condition Audit to implement the planned Footpath Maintenance Schedule.

Status In progress

Comment

Remediation of S2 trip hazards are 50 percent complete and ongoing and grinding works have been scheduled for S1 trip hazards. All outstanding footpath condition trip hazards are scheduled for completion in September 2022.

Action Name Status Comments

Deliver the 2021/22 Footpath Maintenance Schedule. Footpath Condition assessment (S2 trip hazards) package awarded to a contractor and works were approximately 50 percent complete at 30 June 2022.

Footpath Condition assessment (S1 trip hazards) grinding package awarded - scheduled to commence 8 August 2022.

3.2: Roads, footpaths and cycleways are safe, accessible and free of congestion.

Strategy 3.2.3: Collaborate with neighbouring councils to deliver large-scale infrastructure and planning projects.

DP Action 3.2.3a: Develop plans with neighbouring councils to deliver large-scale infrastructure projects, including projects recommended in the Open Space, Recreation and Community Facilities Strategy.

Monitor for new opportunities for collaboration to work with neighbouring councils to deliver large-scale infrastructure projects.

Attend meetings with neighbouring councils to discuss delivery of future large-scale infrastructure projects.

Continue to monitor for new opportunities for collaboration to work with neighbouring councils to deliver large-scale infrastructure projects.

Council continues to communicate with neighbouring Council's regarding infrastructure demands and future projects. The Georges River Coastal Management Plan is in development with all Councils along the Georges River collaborating.

Goal 3.3: Everyone, including people with disability, navigates the LGA in safety.

Strategy 3.3.1: Implement the GRC Disability Inclusion Action Plan. (all projects completed)

Goal 3.4: Everyone has access to a range of active and passive recreation facilities.

Strategy 3.4.1: Guided by the GRC Open Space and Recreation Strategy, provide contemporary passive and active recreation spaces, aquatic facilities, synthetic fields, community centres and libraries.

DP Action 3.4.1a: Plan, consider funding for and commence a program of capital works and service adjustments that responds to the Open Space, Recreation and Community Facilities Strategy, and improve opportunities for the community to participate in sporting, exercise and leisure activities. Status Completed

Prioritise new projects and service changes in response to the GRC Open Space, Recreation and Community Facilities Strategy.

Complete Hurstville Central Plaza as community open space.

New projects and service changes utilise the GRC Open Space, Recreation and Community Facilities Strategy to determine scope and priorities.

Area has been developed into Open Space; minor works ongoing to finalise project.

DP Action 3.4.1b: Complete Plans of Management for all sporting fields in the Georges River LGA.

Status Ongoing

Comment This action is ongoing. During FY21/22 the following plans of management were under preparation:

Generic Plans of Management

Moore Reserve Plan of Management

Penshurst Park Plan of Management

Sans Souci Park Plan of Management

Donnelly Park Plan of Management

The following Plans of Management were placed on public exhibition from 15 June 2022 to 22 July 2022:

Generic Plans of Management

Penshurst Park Plan of Management

Moore Reserve Plan of Management and Master Plan

Action Name Status Comments

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

Further progress has been made towards Council’s Asset Management Plans which will help prioritise future projects and support the allocation of funding.

Gannons Park car park. Peakhurst

Statutory information

Disability Inclusion Action Plan

Work continued in 2021/22 to deliver on our commitment to the four key focus areas of the Disability Inclusion Action Plan: building positive attitudes; creating liveable communities; supporting access to meaningful employment; and accessible systems, information, or processes.

Building positive attitudes

We continued to partner with local community groups to showcase the contribution people with disability make in our community. Local disability groups have been assisted financially through our Community Grants Program to support their programs, work, and resources to advocate and raise their profile to work in the community. These included funding under the Capacity Building Grant category for a range of projects:

• Recreation Sports and Aquatics Club Inc. - Side by Side - Never Above You, Never Below You, Always Beside You - A performance and visual arts event by people with disability onstage and behind the scenes

• Diversity and Disability Alliance Inc. - Doing it for Ourselves - A project supporting independence, and the active involvement of people with disability in the Chinese Community within the Georges River LGA - Helping the Chinese Disability Peer Support Group (CDPSG) become an independent and incorporated entity

• Wheelchair Sports NSW/ACT Inc. - Get the Community Rolling: Keeping Active in a COVID-Safe WayPurchase of sports wheelchairs and parts to get people with disability active again post-lockdown

• Guide Dogs NSW/ACT - Access Training for Industry in Georges River - Training for frontline customer service staff to enhance access of spaces, places, and services in Georges River for people with low vision or blindness

• Sailability NSW Inc. - Kogarah Bay Branch - Safety Winch - Purchase and installation of a more suitable winch to launch and retrieve the branch's safety boat

• Cerebral Palsy Alliance - Equipment and Technology for Children and Adults with Disability - Purchase of technology and therapy equipment to support the independence and inclusion of children and adults with disability

• The Shepherd Centre - For Deaf Children - KidscapeGroup Program for Deaf Children in Georges River - A program developing the language, speech, listening and social skills of children with hearing loss, and promoting positive parent-child interactions.

Venue hire grants included:

• Recreation Sports and Aquatics Club Inc. - RSAC Hip Hop Program for People with Disability - PJ Ferry Community Hall

• CanRevive Inc. - Pelvic-floor Rehabilitation Program for the Cancer Patients in the Chinese-speaking Community - Civic Theatre.

Jennifer Parry, a local resident and the Chair of Council’s Access and Inclusion Reference Group shared her story to encourage others to challenge the way we think about disability and grow a more inclusive Georges River. The video is available on our YouTube channel and was developed as part of the International Day of People with Disability in December 2021.

We ran an arts competition in collaboration with Accessible Arts to select artwork for the DIAP submitted by artists with a disability.

Our Early Learning Centres (ELCs) continued to work with children with disabilities along with their families and allied health professionals in 2021/22. An important part of this relationship has been working with all other enrolled children and families and building acceptance and understanding of others, irrespective of differences in ability. The ELCs aim to continue to instil this approach from a young age to strengthen long term positive community attitudes.

Our libraries continue to engage with disability service organisations for clients to participate in our regular programs, for example:

• Blind Dog Association attendance at Get Crafty Sessions – understanding support needs and working with the facilitator of the program to tailor the experience

• Auslan Storytime to build awareness about Auslan and to provide opportunities for inclusion for children and families. It is anticipated that 1 Auslan Storytime session will be run per term

• Engaged a support facilitator for the Creative Media Drop In to provide support for participants with identified additional needs.

Creating liveable communities

Following a comprehensive access audit of the Jubilee Stadium in March 2020, we completed a project to replace the tactile ground surface indicator systems at Gate A and Gate D, the two largest and most heavily used ingress gates during stadium events.

We have partnered with Zero Barriers to support the implementation of changes to reduce barriers and increase access and inclusion for people with disability or in need of assistance in the community.

Accessible Arts were engaged to undertake a “walk and talk” access audit of our inaugural arts festival, Un[contained]. This led to the inclusion of a special one-hour, low light, and low noise session for people with sensory processing disorders. Access ramps were purchased to allow for accessibility to the shipping container art installation spaces at the festival and signage was installed warning of flashing/strobing lights.

Accessibility information has been included to event listings to encourage people to reach out to support their accessibility needs.

We have investigated and produced a list of current accessible parking spaces and time restricted accessible parking spaces in the LGA. New accessible parking spaces have been installed at Connells Point Road, South Hurstville and Gloucester Road. We are currently investigating new accessible parking spaces to be placed throughout each town centre and local businesses. Installation of accessible parking signs within Council owned parking facilities such as Poulton Park, and Penshurst Park.

We have commenced further assessment to ensure all bus stops in the LGA meet DDA compliance with the installation of access tactiles.

Supporting access to meaningful employment

Our library staff have also collaborated with local schools who have supported classes for students with disabilities. Moorefield Girls High School visit Clive James Library every fortnight, with the Children and Youth Services team helping them select titles to their literacy level and interests, with age-appropriate themes e.g., use of graphic novels. St George and Sutherland Community College library also have incursions to the libraries as part of a 12-week course.

We continue to support the Jubilee Arts for Mental Health program. This has had positive outcomes and feedback from the participants and community. The art skills program is offered each term for 10 people with Autism and people managing or recovering from mental illness. There is an opportunity for participants who are repeat attendees to be selected for a paid position as an assistant tutor on future programs.

Accessible systems, information, or processes

We engaged with Accessible Arts to develop the Diversity and Inclusion Action Plan 2022-2026, which is currently being translated into an easy read version.

Due to the ongoing impact of COVID-19, we continued to organise meetings via online platforms, including meetings with members of the Access and Inclusion Reference Group (AIRG).

We continue to use the tool, Monsido, to regularly monitor the accessibility and quality assurance of our website to improve usability and customer experience. Monsido monitors readability, misspelling and broken links to ensure both technical and content accessibility.

Live captioning and Auslan interpretations continue to be provided at major meetings and via online platforms.

Our staff within the Library and Museum & Gallery have attended the National Dementia Alliance Forum, the Accessible Exhibition Design workshop and learning held by Plumtree Inclusive Programming.

PILLAR 4

A diverse and productive economy

This pillar is about building on the LGA’s economic potential to create sustainable employment opportunities and realise the ambitions for strategic and town centres

The goals in this pillar include:

• Goal 4.1: Local businesses are supported to help protect jobs and create employment opportunities

• Goal 4.2: Outcomes from an Employment Lands Study make sufficient land available for future employment growth

• Goal 4.3: The ambitions for Hurstville and Kogarah as strategic centres are realised.

Achievements

• All 24 commercial centres were cleaned daily. Our Deep Cleansing Program combined with the biannual deep cleanse of Hurstville and Kogarah CBD's continues to ensure a focus on improved service standards in our town centres

• We continued to promote the benefits of economic development to the community. We partnered with industry experts like Service NSW, Innovative Manufacturing CRC (IMCRC), University of Technology Sydney, Bayside BEC (Business Enterprise Centre) and RiSe Women (Confidence for Women) to deliver a range of events to help small business succeed

• Implemented place-based initiatives across centres. We were successful in the Streets as Shared Spaces Stage 2 Grant for Riverwood and have undertaken the streetscape works in Mortdale

• Georges River Council adopted the Georges River Council Local Infrastructure Contributions Plan 2021 (Section 7.11 and Section 7.12). The Plan came into effect on Wednesday 1 December 2021 and has repealed the Council's existing six Section 7.11 Plans and one Section 7.12 Plan on this date

• We are working towards achieving the ambitions for the Kogarah Health and Research Hub Collaboration Area. Council has engaged Bayside Council as well as health and education stakeholders in Kogarah to form a new Leadership Group with a narrowed focus on advocacy and economic development. The group met in early December 2021 to confirm the focus areas for the next 12-18 months

• We are marketing the LGA’s investment opportunities and a Marketing Plan "Discover Georges River" has been prepared. A Prospectus for Kogarah has also been finalised.

Challenges

• Working around lockdowns and COVID-19 restrictions has been challenging to deliver programs to activate and increase the night time economy in town centres, however Council successfully implemented activations that have resulted in a positive impact to businesses in local centres, expanding activity from day to night

• Council deferred the Beverly Hills and Mortdale Local Centre Master Plans for population update, traffic study and additional public domain works. Council also requested a workshop on the summary of the public submissions received for each of the draft Master Plans, and any proposed amendments. Both Master Plans have been provided funding in the FY22/23 to amend and complete. No other commercial centres work commenced.

Mortdale Fruit Box Market & Deli, Morts Road, Mortdale

Summary of performance against indicators

In 2022/23 we will …

• Collaboration Area Place Strategy Governance Group

• We will prepare a business case for the ‘River Rail’ Kogarah to Parramatta rail link

• We will advocate for the Southern Aerotropolis

Progress against one-year Operational Plan items

Progress against one-year Operational Plan items

PILLAR 4 Complete Ongoing

• We will continue to build a brand and identity for our area. Complete Not started On track Behind schedule Cancelled Ongoing Carry over On hold

40%

60%

One-year Operational Plan projects

Goal 4.2: Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth.

Strategy 4.1.1: Primarily target economic development initiatives in Kogarah, Hurstville, Kingsgrove, Peakhurst and Riverwood.

DP Action 4.1.1a: Promote effective economic development initiatives that benefit the LGA.

Status

Ongoing

Comment Conducted a comprehensive business survey to understand local economic conditions and identify opportunities for council support.

Action Name Status Comments

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

Partnered with industry experts like Service NSW, Innovative Manufacturing CRC (IMCRC), University of Technology Sydney, Bayside BEC (Business Enterprise Centre) and RiSe Women (Confidence for Women) to deliver a range of events to help small business succeed.

Strategy 4.1.2: Develop economic programs that target the health, retail, construction, education and financial sectors, small to medium businesses and home-based businesses.

DP Action 4.1.2a: Implement initiatives in key economic sectors in response to the Economic Development Strategy.

Status

Ongoing

Comment Review of Economic Development Strategy commenced to identify how to support our key economic sectors.

Action Name Status Comments

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

Successful in getting the Streets and Public Spaces Grant Phase 2 to support local economy in Riverwood.

Strategy 4.1.3: Deliver responsive placed based activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses

DP Action 4.1.3a: Deliver programs to activate and increase the night time economy in town centres.

Status Ongoing

Comment Working around lockdowns and COVID-19 restrictions has been challenging, however Council successfully implemented activations that have resulted in a positive impact to businesses in local centres, expanding activity from day to night.

Action Name Status Comments

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

We were reviewing the impact of the series of night time activities carried out in the previous quarter.

DP Action 4.1.3b: Implement medium and long-term place-based initiatives across other centres in the LGA.

Status Ongoing

Comment Successful in the Streets as Shared Spaces Stage 2 Grant for Riverwood and have undertaken the streetscape works in Mortdale.

Action Name Status Comments

Continue to implement place-based public domain initiatives across the LGA.

We were successful in obtaining Streets as Shared Spaces Grant for Riverwood.

DP Action 4.1.3c: Measure the community’s satisfaction of the LGA’s key town centres as places.

Status Ongoing

Comment Will be measured in next Community Satisfaction Survey in 2022.

Action Name Status Comments

Continue to measure the community's satisfaction of the LGA's key town centres as places.

Ongoing as part of the Community Satisfaction Survey. Hurstville survey to be conducted for the public spaces legacy program.

Goal 4.2: Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth.

Strategy 4.2.1: Develop an Employment Lands Study to preserve employment lands and to protect employment growth and services during land rezoning processes.

DP Action 4.2.1a: Implement the recommendations of the Commercial Centres Strategy.

Status Not Progressing

Comment Council deferred the Beverly Hills and Mortdale Local Centre Master Plans for population update, traffic study and additional public domain works. Council also requested a workshop on the summary of the public submissions received for each of the draft Master Plans, and any proposed amendments. Both Master Plans have been provided funding in the FY22/23 to amend and complete. No other commercial centres work commenced.

Action Name Status Comments

Continue the work of the Commercial Centres Strategy for all centres within the LGA.

Officers provided briefings to Council on the results of the public exhibition of the Beverly Hills and Mortdale Local Centre Master Plans. Both Master Plans have been provided funding in the FY22/23 to amend and complete.

Goal 4.3: The ambitions for Hurstville and Kogarah as strategic centres are realised.

Strategy 4.3.1: Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth.

DP Action 4.3.1a: Prepare a new Section 7.11 and Section 7.12 Contributions Plan for the Georges River LGA. Status Completed

Complete a new draft Section 7.11 and Section 7.12

Contributions Plan(s) for the Georges River LGA.

Georges River Council adopted the Georges River Council Local Infrastructure Contributions Plan 2021 (Section 7.11 and Section 7.12). The Plan came into effect on Wednesday 1 December 2021 and has repealed the Council's existing six Section 7.11 Plans and one Section 7.12 Plan on this date.

DP Action 4.3.1b: Work with the NSW Government and Canterbury-Bankstown Council on the orderly development of Riverwood as a Planning Precinct.

Status Not Progressing

Comment Council has advised the DPE that it has two master planning processes underway for Beverly Hills and Mortdale Local Centre. Riverwood was due to commence in late 2022 but due to the further work required by Council on the draft Beverly Hills and Mortdale Local Centre Master Plans, any new master planning work will not commence until late 2023.

Action Name Status Comments

Continue to work with the NSW Government and Canterbury-Bankstown Council on the orderly development of Riverwood as a Planning Precinct.

Council has advised the DPE that it has two master planning processes underway for Beverly Hills and Mortdale Local Centre. Riverwood was due to commence in late 2022 but due to the further work required by Council on the draft Beverly Hills and Mortdale Local Centre Master Plans, any new master planning work will not commence until late 2023.

Strategy 4.3.2: Collaborate across all levels of government so that the Kogarah health and research hub can grow and attract allied services, increase employment, provide a range of housing types (including affordable housing) and provide excellent transport connections to and within the South and Eastern City districts.

DP Action 4.3.2a: Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

Status Ongoing

Comment Council has engaged Bayside Council as well as health and education stakeholders in Kogarah to form a new Leadership Group with a narrowed focus on advocacy and economic development. The group met in early December 2021 to confirm the focus areas for the next 12-18 months.

Action Name Status Comments

Play an active role in the Kogarah Collaboration Area Place Strategy Governance Group.

Consultation completed with Leadership Group on the Kogarah Investment Prospectus.

Strategy 4.3.3: Create an action plan with the business community that markets the LGA’s investment opportunities.

DP Action 4.3.3a: Prepare and implement an action plan to market the LGA's investment opportunities.

Status Completed

Action Name Status Comments

Marketing Plan has been completed.

Statutory information

Live mural artist at Un[contained] Arts Festival 2022, Kogarah

PILLAR 5

A harmonious and proud community with strong social services and infrastructure

This pillar is about improving social cohesion through Council and community-run events that celebrate the area’s history and identity, and infrastructure and services.

The goals in this pillar include:

• Goal 5.1: We create and support events that celebrate community and cultural identify and benefit the economy

• Goal 5.2: Affordable and quality housing options are available

• Goal 5.3: The community is socially and culturally connected

• Goal 5.4: Diverse, vibrant community facilities and spaces are connected, well maintained and accessible

• Goal 5.5: The community is safe and healthy.

Achievements

• Those using Council’s Early Learning Centres had an outstanding 85 percent satisfaction rating with the services

• Council successfully delivered community events including a Citizenship Ceremony for 115 new citizens, Eurovision Song Contest final live broadcast and the Un[contained] street art festival in Kogarah, attended by 37,000 people

• The COVID-19 Safe Events Program 2021/2022 consisted of several major events that successfully activated parks and local town centres throughout the Georges River LGA. The Program saw approximately 70,000 attendees participate in: We Are Georges

River, Christmas Markets, Summer Streets Program, In Good Taste including Little Lunar, Eurovision Live Broadcast Event, and Un[contained]. These events fostered community interaction and involvement to celebrate many themes including multiculturalism, food, performing and curated arts, and heritage. Attendees felt a sense of community cohesion, thankfulness to be able to attend events in the community again, and high levels of satisfaction for Council events (83 percent satisfaction rate)

• Council achieved a very high Customer satisfaction rating of 93 percent with Events such as Un[contained]

• Council achieved a very high satisfaction rating of 94 percent with our Museum and Gallery

• Library Services launched the First Nations Collection consisting of approximately 600 items

• The Public Art Advisory Panel (PAAP) was established

• The Ormonde Parade public art located in the transit corridor of Hurstville Railway Station, Bus Depot and Cerno Shopping complex concept design was chosen

• The Get the Site Right blitz was held during which 60 active building sites were inspected across the LGA. There were 16 warnings issued for minor noncompliances and 12 penalty notices totalling $27,000 issued for more serious offences

• The Artist in Residence (AIR) program continued with Sarah McEwan, developing her 'Frozen in Place' series of non-representational portraits. The first international AIR, Barbara Wheeler, from New Zealand was also in residence. She is a textile artist and works with natural fibers, botanical prints and dyes

• 100 percent of school safety zones were patrolled. All 38 schools in the LGA were patrolled at least once with the majority being patrolled two or more times. 1,665 Penalty Notices were issued for school zone offences.

Challenges

• Council adopted an Affordable Housing Policy in May 2021. However, Council deferred the Mortdale Local Centre Master Plan for population update, traffic study and additional public domain works. As the Affordable Housing Contributions Scheme was tied up with the Mortdale Local Centre Master Plan, progression with the Scheme is also deferred. Until a Scheme is prepared the inclusion of affordable housing in Council-led developments will not be realised

• 100 percent of food premises were not inspected due to COVID-19 restrictions and isolation requirements

• Utilisation of Council’s Child Care Centres was impacted by Public Health restrictions.

Summary of performance against indicators

In 2022/23 we will …

• We will implement the outcomes of the feasibility study to harmonise library opening hours

• We will establish the reading and sensory garden at Hurstville Library

• We will establish and increase the profile of the Edgbaston Artist Studio

• Deliver a pilot Community Safety Program.

Progress against one-year Operational Plan items

Progress against one-year Operational Plan items

Complete Not started On track

Behind schedule

10% PILLAR 5 Complete Behind Schedule Ongoing Carry Over On track

Cancelled Ongoing

Carry over On hold

37%

32% 5% 16%

One-year Operational Plan projects

Goal 5.1: We create and support events that celebrate community and cultural identity and benefit the economy.

Strategy 5.1.1: Initiate, facilitate and support inclusive and accessible events that meet the community’s aspirations and actively connect Council to individuals, community groups and businesses.

DP Action 5.1.1a: Implement an annual program of Council-run and Council-supported events Status Completed

Action Name Status Comments

Implement an annual calendar of destination and localised events.

Council successfully deliver community events including a Citizenship Ceremony for 115 new citizens, Eurovision Song Contest final live broadcast and the UN[contained] street art festival in Kogarah, attended by 37,000 people. GryFest Youth festival was cancelled due to wet weather.

Deliver the 2021 Christmas This program has been discontinued.

One-year Operational Plan projects

Goal 5.1: We create and support events that celebrate community and cultural identity and benefit the economy.

Strategy 5.1.1: Initiate, facilitate and support inclusive and accessible events that meet the community’s aspirations and actively connect Council to individuals, community groups and businesses.

DP Action 5.1.1a: Implement an annual program of Council-run and Council-supported events.

Status Completed

Action Name Status Comments

Implement an annual calendar of destination and localised events.

Council successfully deliver community events including a Citizenship Ceremony for 115 new citizens, Eurovision Song Contest final live broadcast and the UN[contained] street art festival in Kogarah, attended by 37,000 people. GryFest Youth festival was cancelled due to wet weather.

Deliver the 2021 Christmas Lights Competition. This program has been discontinued.

DP Action 5.1.1b: Review of Georges River Council Event Strategy.

Status Progressing

Comment

This project is behind schedule and now due to be delivered in Q2 of the 2022/23 year.

Action Name Status Comments

Commence a review of Georges River Council Event Strategy.

Project plan presented but due to competing priorities, this project is behind schedule.

Goal 5.2: Affordable and quality housing options are available.

Strategy 5.2.1: Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes.

DP Action 5.2.1a: Develop an Affordable Housing Policy and Affordable Housing Contributions Scheme (as per NSW Government requirements).

Status Behind Schedule

Comment Council adopted an Affordable Housing Policy in May 2021. Council deferred the Mortdale Local Centre Master Plan for population update, traffic study and additional public domain works. As the Affordable Housing Contributions Scheme was tied up with the Mortdale Local Centre Master Plan, progression with the Scheme is also deferred. Until a Scheme is prepared the inclusion of affordable housing in Council-led developments will not be realised.

Action Name Status Comments

Implement an Affordable Rental Housing Policy.

This project will need to be carried out to FY22/23 as Council deferred the Mortdale Local Centre Master Plan at its meeting held 26 April 2022.

Strategy 5.2.2: Council-led development proposals incorporate, where feasible, options that support affordable and diverse housing.

DP Action 5.2.2a: Investigate the potential to include affordable housing in Council-led developments.

Status Behind Schedule

Comment Council deferred the Mortdale Local Centre Master Plan for population update, traffic study and additional public domain works. As the Affordable Housing Contributions Scheme was tied up with the Mortdale Local Centre Master Plan, progression with the Scheme is also deferred. Until a Scheme is prepared the inclusion of affordable housing in Council-led developments will not be realised.

Action Name Status Comments

Place the Planning Proposal for Hurstville Civic Centre site on community participation.

There are a number of unfinalised documents.

• Updated PP - not received (latest PP references the former HLEP 2012) (note - also waiting for DPE to provide written confirmation of changes to PP based on new provisions in GRLEP 2021)

• Public domain strategy - final issued

• Amenities and facilities strategy - updated draft reviewed and waiting for comments

• Traffic report - updated report reviewed and waiting for comments (note Council requested updated traffic counts)

• CMP - updated CMP reviewed by Council's heritage advisor who has raised concerns regarding the lack of detail - applicant has been advised to update CMP

• DCP - updated draft reviewed and waiting for comments

Goal 5.3: The community is socially and culturally connected.

Strategy 5.3.1: Develop and implement a Social Plan and a Cultural Strategy that celebrates diversity, promotes the multicultural community, supports innovation and creativity and contributes to the economic success of the area.

DP Action 5.3.1a: Develop and implement a Social Justice Charter to build the LGA’s social strengths.

Status Progressing

Comment

Draft Social Justice Charter was on public exhibition in July 2022. There were no changes required to from the feedback. The Social Justice charter will be adopted by Council later this year.

Action Name Status Comments

Launch and promote the Georges River Council Social Justice Charter.

Draft Social Justice Charter was on public exhibition in July 2022. There were no changes required to from the feedback. The Social Justice charter will be adopted by Council later this year.

Strategy 5.3.2: Develop, support and promote programs and activities that foster social participation and wellbeing of the diverse community, regardless of age, gender, sexual orientation, cultural or religious background.

DP Action 5.3.2a: Implement an annual program of activities that create opportunities for community interaction and cohesion.

Status Completed

Action Name Status Comments

Deliver enhanced community centre/space for key communities, prioritising the development of facilities in the western part of the LGA.

Following a public Expression of Interest (EOI) process in accordance with Council's Community Lease Policy 2020, Council has received an application from a community organisation to lease the proposed refurbished community facility located at 7a Hedley Street Riverwood.

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

DP Action 5.3.3a: Increase community safety awareness with business and residents.

Status Progressing

Comment The volunteer street champions program will be replaced with a community safety education program. The street champions program has been impacted due to COVID-19 and lockdowns. A further review of this program has shown that a larger education campaign would be more effective in changing perceptions of safety and building awareness of safety issues relevant to the community.

Action Name Status Comments

Deliver a pilot Community Safety Program.

A review of this program has shown that a larger education campaign would be more effective in changing perceptions of safety and building awareness of safety issues relevant to the community.

Strategy 5.3.4: Provide high quality, affordable and economically viable education and care across Council’s children’s services.

DP Action 5.3.4a: Implement the 2017-2020 Children’s Services Strategic Plan with an emphasis on best practice and family-friendly childcare services.

Status Completed

Action Name Status Comments

Develop and implement Children and Staff Wellbeing Action Plan.

Implement Council's Child Protection Action Plan.

Completed. This is an ongoing project. Working group members attended a "Wellness at work -You matter too" webinar that was organised in partnership through Be You, Beyond Blue and Munch and Move. Topics covered included an introduction to mental health and wellbeing with a focus on staff wellbeing, recognising and reducing stressors in the workplace , planning and promoting positive wellbeing and role modelling positive wellbeing strategies with children.

Internal child protection training was completed by all Tier 3 and 4 staff through e-learning or face-to-face information sessions. A review of CM9 record management and security was undertaken. An 'Allegations Against Staff Involving Children and/or Young People Procedure' was developed and added to Promapp for organisational use, supporting compliance with the Reportable Conduct Scheme. Overall, 35 actions are complete, 12 remain in progress.

Implement a Reconciliation Action Plan.

The centres focused learning around Torres Strait Islander people in alignment with NAIDOC week. During reconciliation week children were encouraged to consider the lived experiences of Aboriginal and Torres Strait Islander people.

Review demand for additional needs early learning centre.

Completed in 2019/20. No action required.

Strategy 5.4.1: Expand the role of libraries as welcoming and inclusive spaces with services, collections and programs that inspire and engage with the community.

DP Action

Status

5.4.1a: Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

Ongoing

Comment The following strategy goals have commenced:

Spaces Action Plan: Goals 1.1, 1.2, 1.3, 1.4, 1.5

Collections Action Plan: Goals 2.5, 2.7, 2.8

Services Action Plan: Goals 3.1, 3.5, 3.6, 3.8, 3.10, 3.11, 3.13

As of Q4 FY21-22 the following strategy goals were completed:

Collections Action Plan: Goals 2.2

Services Action Plan: Goals 3.3, 3.4

Action Name Status Comments

Conduct and implement outcomes of feasibility study to harmonise library opening hours.

Conduct and implement results of business case and demand analysis toward locating and building a new large 2,500sqm library to serve the western half of the LGA, to transform the current branch libraries into spaces that are more flexible for programming and community use and self-service pick up points and to implement standalone self-service and all-hours pick up points in key transport and population centres.

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

Due to the COVID-19 lockdown and restrictions in place, the trial harmonisation of Georges River Libraries' operating hours was extended to 29 May 2022.

The Georges River Libraries Business Case for a new library in the western part of Georges River LGA and strategic planning for Oatley, Penshurst and South Hurstville libraries has indicated preliminary modelling and will require a final feasibility and funding report.

Goal 5.4: Diverse, vibrant community facilities and spaces are connected, well maintained and accessible.

The Design and construction EOI report for the Sensory Garden at Hurstville Library was approved by Council.

DP Action

Status

Comment

5.4.1b: Deliver improvements to library services and facilities to ensure appropriate and effective use of collections and resources

Ongoing

Library Services launched a new First Nations Collection consisting of approximately 600 items across all topics written by First Nations authors and/or from a First Nations perspective. The collection was created with input from members of Council's Aboriginal Reference Group, including local elder, Aunty Jo Love.

The tender process for the design and construction of a sensory garden in the Hurstville library courtyard was completed. Plantabox Pty Ltd's submission was selected as the winner at the end of a long, COVID-19 interrupted, tender process. Plantabox has previously worked with Council on other projects and is keen to deliver an innovative outcome for the sensory garden.

Action Name Status Comments

Implement the Debt Recovery Plan for Library Services.

Members will be provided an overdue reminder notice and given 8 weeks to pay outstanding fines after which Council will commence debt recovery.

Strategy 5.4.2: Collaborate with State agencies, the education sector and neighbouring councils to provide regional level community facilities – partnership established and formalised.

Strategy 5.4.3: Provide a range of affordable and accessible facilities for community-based activities.

DP Action

5.4.3a: Seek community partnership to develop community facilities for culturally diverse and emerging communities.

Status Progressing

Comment

In June 2022 Council issued an Expression of Interest (EOI) for community organisations to apply to lease the proposed Peakhurst Park Community Centre located at 7a Hedley Street Riverwood. Council officers are assessing the applications.

Strategy 5.4.4: Encourage and promote the arts through Council’s cultural facilities including Hurstville Museum & Gallery, Hurstville Entertainment Centre and Carss Park Artist’s Cottage.

DP Action

5.4.4a: Implement an annual program of community and cultural programs and events.

Status Completed

Action Name Status Comments

Increase the profile of the Artist in Residence Program.

The Artist in Residence (AIR) program continued with Sarah McEwan, who provided a talk at Carss Park Cottage to share the artworks developed during her residency, her 'Frozen in Place' series of nonrepresentational portraits. The first international AIR, Barbara Wheeler, from New Zealand is currently in residence. She is a textile artist and works with natural fibers, botanical prints and dyes. Her works tell a story about place and retain the fragrance of leaves and flowers that give colour to cloth. She has also provided an artists' workshop and talk as part of the residency.

Goal 5.5: The community is safe and healthy.

Strategy 5.5.1: Conduct Council’s regulatory functions in accordance with legislative requirements.

DP Action 5.5.1a: Continue to liaise with the NSW Government and relevant stakeholders to keep upto-date with legislative changes.

Status Ongoing

Comment Staff maintain currency with legislation amendments via various email networks/forums from relevant NSW Government agencies and Council's Panel of Solicitors.

Action Name Status Comments

Implement the 2021/22 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns.

Regulatory programs include the annual inspection of food premises, skin penetration premises, cooling towers and public swimming pools and spa. 215 of the 339 premises were inspected. The target was not met due to the increased number of service requests and administration and staffing issues.

DP Action 5.5.1b: Continue to implement programs relating to food premises, skin penetration premises and regulated systems.

Status Behind Schedule

Comment

The annual target for this category was not met. This is due to several factors, including:

• Public Health Orders (COVID-19) restricted the ability to carry out regulatory inspections,

• Illness, isolate/quarantine requirements under the Public Health Orders,

• the increased number of service requests and administration and staffing issues.

Action Name Status Comments

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

The Get the Site Right blitz was held during which 60 active building sites were inspected across the LGA. There were 16 warnings issued for minor non-compliances and 12 penalty notices totalling $27,000 issued for more serious offences.

Statutory information

Compliance with the Companion Animals Act 1998 and Companion Animals Regulation 2008

Council’s statement on activities relating to enforcing and ensuring compliance with the Companion Animals Act and Regulation. (C 217(1) (f))

of pound data returns with the Office of Local Government.

relating to dog attacks with the Office of Local Government

Funding of companion animal management activities

During the reporting period, we spent a combined total of $354,300 on two companion animal management contracts with St George Animal Rescue, which impounds companion animals on behalf of Council and the impounding facility, Sydney Dogs and Cats Home. An amendment to the Companion Animals Act in late 2021 and Sydney Dogs and Cats Home relocating to Strathfield resulted in an increase in costs related to the seizure and holding of animals. Our regulatory functions in relation to companion animal management are conducted by our rangers who also perform a range of other public safety functions. Consequently, direct costs attributable to companion animal management regulatory functions cannot be provided, however costs are estimated at approximately $250,000.

Companion animal community education programs

We provide community education relating to legislative requirements and responsible pet ownership through our website and social media. Our website has been updated with improved information to promote responsible cat ownership as there is no legislative requirement to prevent cats from roaming. The information includes a link to documentation released by the RSPCA promoting cat containment. Our rangers also educate members of the community at various leash free areas as part of their regular patrols.

Council’s strategies to seek alternatives to euthanasia of unclaimed animals

In November 2021 the Companion Animals Act was amended to legislate the requirement for councils to hold animals for an extended period, despite any adopted policy in relation to feral or infant companion animals, and to offer the animal to approved rescue organisations.

Sydney Dogs and Cats Home maintain an up-to-date website with details of all impounded animals to assist in returning or re-homing these animals.

Off leash areas

Dog owners have access to nine off-leash dog parks in the Georges River LGA, where dogs can run, exercise and socialise leash-free with other dogs and visitors. All off-leash areas are open all year round. Our off leash areas are located in the following parks and reserves:

• Arrowsmith Park, Hurstville

• Carss Bush Park, Carss Park

• Gannons Park, Peakhurst

• H.V. Evatt Park, Lugarno

• Hogben Park, Kogarah

• Kogarah Park, Carlton

• Moore Park, Hurstville Grove

• Moore Reserve, Hurstville Grove

• Riverwood Park, Riverwood

Compliance with NSW Carers (Recognition) Act 2010

Our Community Capacity Building team support programs for older people, people with disability, people with mental illness and other members of the community who may be cared for by carers. The Community Capacity Building team is provided with a copy of the Carers (Recognition) Act 2010 and associated Guidelines and adhere to the principles contained therein.

Inspection of private swimming pools

There are no swimming pools located within tourist and visitor accommodation within the Georges River LGA.

Councils Swimming Pool Program commencing Spring 2022 will initially focus on the inspection and compliance of multi dwelling premises.

Number of inspections resulting in issuance of a certificate of compliance under S22D of the Swimming Pools Act 1992.

Number of inspections resulting in issuance of a certificate of non-compliance under cl21 of the Swimming Pools Regulation 2008.

26 inspections undertaken by Council resulted in issuance of a certificate of compliance. Since February 2022 Council has been inspecting pools which are known to be non- compliant and working towards gaining compliance. This has resulted in 129 pools being inspected.

4 inspections undertaken by Council resulted in issuance of a certificate of non-compliance.

Furry friend enjoying a walk down Morts Road, Mortdale

Georges River Council dragon, Georges River Council Civic Centre

PILLAR 6 Leadership and transparency

This pillar is about fostering a culture of professionalism, transparency, accountability and financial responsibility where the community is actively listened to and a part of the decision making process.

The goals in this pillar include:

• Goal 6.1: The community is involved and listened to

• Goal 6.2: Open, informed, and transparent decision-making supports the interests of the community

• Goal 6.3: Leadership focuses on innovation and improving the customer experience

• Goal 6.4: Council’s assets and resources are managed responsibly and with accountability

• Goal 6.5: The workforce is inspiring, diverse, and engaged

• Goal 6.6: Council has a regionalapproach to service delivery and facilities.

Achievements

• Council achieved a 75 percent Overall Customer Experience rating, a great improvement from the baseline of 53 per cent, and well above the target of 63 per cent

• Customer satisfaction with face to face interaction at Council operated facilities was an outstanding 87 per cent, exceeding the target of 80 per cent

• Customer requests completed within agreed times were at 83 per cent, which exceeded the target of 80 per cent

• Your Say satisfaction Survey has now transitioned to the Your Say Panel Survey. The Panel Survey activated our existing engaged audience to gather their feedback on the platform and get detailed responses on layout, presentation, language etc. We had good insight that has been immediately applied to the fortnightly newsletter and how the projects are set up in Your Say to maximise engagement

• An Advocacy Priorities program and subsequent Southern Aerotropolis report have been prepared to influence the next iteration of district plans. There will be ongoing engagement around key advocacy priorities

• There were only 7 Confidential Resolutions during 2021/22, or 3 percent of all Council Resolutions

• Georges River Snapshot is live on Council's website and allows community members to view the performance of Council against set performance indicators

• New supporting collateral and marketing programs for Sydney's Connected Community were created

• Council reviewed and updated strategic risks, risk heat map and confirmation of risk tolerance/criteria, directorate risk registers, business continuity plans/ sub-plans and conducted scenario training workshops to test internal controls. Adopted the audit of council strategies and policies and reported to the Audit Risk and Improvement Committee

• Council has an active independent audit program that is focused on business resilience. The 21/22 Audits have now been completed. The implementation of Audit Recommendations is tracked through separately

• The 2022-2032 Community Strategy Plan, Delivery Program and Operational Plan and Resourcing Strategy were all adopted.

Challenges

• Meet Your Ward Councillor Sessions did not proceed due to COVID-19 restrictions and were cancelled due to budget savings requirements

• No responses were received for the Request for Quotation for the Venues and Facilities Management Service Review

• The Draft PoM and Master Plan for Sans Souci Park are still with the Department of Planning and Environment for owner’s consent.

The redevelopment of Sans Souci Bathers’ Pavilion did not go ahead pending consideration of leasing options.

Summary of performance against indicators

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

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

Number of Your Say Georges River Panel Members increases 10 percent annually

Council decisions made at meetings closed to the public

In 2022/23 we will …

• We will undertake the biannual community satisfaction survey.

• We will provide a Meet Your Ward Councillor session for each ward annually.

• We will review of Council’s Asset Management Plan.

• We will expand payment channels and self-service online access.

Progress against one-year Operational Plan items

We will expand payment channels and self-service online access.

Progress against one-year Operational Plan items

10% 4% PILLAR 6 Complete Behind Schedule

Ongoing Carry Over On track On Hold

10%

64% 5% 7%

One-year Operational Plan projects

Goal 6.1: The community is involved and listened to.

Strategy 6.1.1: Actively implement the GRC Community Engagement Policy and Strategy, providing a consistent and best practice approach to engagement across all Council functions.

DP Action 6.1.1a: Review performance indicators and data with internal and external stakeholders to ensure data contributes to continuous improvement

Status Completed

Comment A cycle of review has been established with internal and external stakeholders.

Action Name Status Comments

performance indicators and The new Community

community priorities and will guide how Council performance is measured.

Goal 6.1: The community is involved and listened to.

Strategy 6.1.1: Actively implement the GRC Community Engagement Policy and Strategy, providing a consistent and best practice approach to engagement across all Council functions.

DP Action 6.1.1a: Review performance indicators and data with internal and external stakeholders to ensure data contributes to continuous improvement.

Status Completed

Comment A cycle of review has been established with internal and external stakeholders.

Action Name Status Comments

Continue to review performance indicators and data with internal and external stakeholders to ensure data contributes to continuous improvement.

The new Community Strategic Plan articulates the community priorities and will guide how Council performance is measured. Georges River Snapshot is live on Council's website and allows community members to view the performance of Council against set performance indicators.

DP Action 6.1.1b: Embed Council's Engagement Strategy as an overarching process for all Council engagement activity.

Status Completed

Implement changes to Your Say following feedback from the Your Say Satisfaction Survey.

Deliver training to relevant staff concerning updates to the Community Engagement Strategy.

Your Say Satisfaction Survey has now transitioned to the Your Say Panel Survey. The Panel Survey activated our existing engaged audience to gather their feedback on the platform and get detailed responses on layout, presentation, language etc. We had good insight that has been immediately applied to the fortnightly newsletter and how the projects are set up in Your Say to maximise engagement.

Training continues to be incorporated into the beginning of each consultation with the program lead, outlining the minimum requirements of the Community Engagement Strategy. Additional content has been established to exceed the standard to bring awareness and improve accessibility and visibility of the consultation, including:

• Providing templates and helping create Leader ads, social posts, print and signage and newsletter material

• Unifying all content under Your Say look and feel to better align all consultations and their promotional material

• Scheduling availability of information and feedback to be made accessible at different Council sites and encouraging hard copy/ manual versions of surveys are distributed.

DP Action 6.1.1c: Develop and build a brand and identity for the LGA

Status Completed

Action Name Status Comments

Continue to develop and build a brand and identity for the LGA.

Created new supporting collateral and marketing programs developed for Sydney's Connected Community.

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

DP Action 6.1.2a: Broaden the range of Council and community issues referred for feedback to Council’s Your Say Georges River Panel.

Status Completed

Action Name Status Comments

Continue to broaden the range of Council and community issues referred for feedback to Council's Your Say Georges River Panel.

Highlight projects open for engagement included:

• Have Your Say on the Draft Wildlife Protection Area Policy

• Library Collections Survey 2022

• Draft Community Strategic Plan, Delivery Program, Operational Plan and Resourcing Strategy

• Have Your Say on the Planning Proposal for Glenlee, 80 Boronia Parade, Lugarno

• Public Exhibition of the Draft Moore Reserve Plan of Management and Master Plan, Draft Penshurst Park Plan of Management, and Draft Generic Plans of Management.

• Consultations were incredibly diverse allowing the community to contribute to a range of decisions and projects across Council.

DP Action 6.1.2b: Develop comprehensive communication plans for Council’s projects, programs and initiatives.

Status Completed

Action Name Status Comments

Create and implement an Engagement Communication Plan for major projects where Council is seeking community engagement in 2020/21 including use of print media and traditional marketing methods.

Plans were in place for the community consultations for the Draft Community Strategic Plan, Delivery Program, Operational Plan and resourcing Strategy. We also had plans for the Planning Proposal for Glenlee, Draft Wildlife Protection Area Policy, Draft Overland Flow Floodplain Risk Management Study and Plan, and the Draft Library Use and Management Policy. Communication Plans were also developed for the public exhibition of draft plans of management for Moore Reserve Park, Penshurst Park and the Generic Plans of Management.

Strategy 6.1.3: Publicly and regularly report on our performance against strategic, financial and operational plans.

DP Action 6.1.3a: Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

Status Completed

Action Name Status Comments

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

2022-2032 Community Strategy Plan, 2022-2026 Delivery Program and Operational Plan and 2022 Resourcing Strategy all adopted at the 27 June 2022 Council Meeting. All documents have been published to Council's website.

DP Action 6.1.3b: Develop an Annual Community Consultation Progress report.

Status Completed Action Name Status Comments

Create an Annual Community Consultation Progress report.

Dashboard for 2020-2021 community consultation is now live on our website and reflects the profiles of the people in the community who contributed to the decisions of council. We now have two years of dashboards published for the community. We are using the Your Say newsletter to share the outcomes of Council decisions to let the community know what happened with their feedback.

DP Action 6.1.3c: Deliver and report on the Financial Assistance Program. Status Completed Action Name Status Comments

Deliver and report on the financial assistance program including community grants, community leases, microgrants, venue hire program, heritage grants, heritage publication grants, donations, Councillor Discretionary Ward Fund, COVID recovery program, sponsorship program.

Completed as reported in the Half Yearly report 2021-2022

Goal 6.2: Open, informed and transparent decision-making supports the interests of the community

Strategy 6.2.1: Make all reports to Council Meetings public wherever possible under the Local Government Act 1993 or provide open and closed reports where necessary.

DP Action 6.2.1a: Investigate the feasibility of 'Meet your Ward Councillors' sessions.

Status Cancelled

Comment Meet Your Ward Councillors days were discontinued due to budget reviews and cost saving initiatives. Action Name Status Comments

Review current program to date and recommend feasibility of offering the program in the future.

No further budget allocation for Meet your Ward Councillor sessions.

DP Action 6.2.1b: Utilise webcasting to improve access to information from Council meetings.

Status Ongoing

Comment This occurs prior to the closure of every Council meeting. This work is ongoing and continual.

Action Name Status Comments

Webcast resolutions from any items considered in closed sessions.

This occurs prior to the closure of every Council meeting.

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

DP Action 6.2.2a: Annually review Council’s enterprise and operational risks.

Status Completed

Action Name Status Comments

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

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

A total of 18 mandatory Code of Conduct training sessions were held, with 368 staff attending the sessions conducted by an external facilitator The training covered all aspects of the Code of Conduct, with a core component covering fraud and corruption control. The Executive reviewed Council's existing strategic risks and revised Council's top strategic risks for rollover to 2022/23.

Update reports provided to the Audit Risk and Improvement Committee regarding Legislative Compliance, Risk Management and Governance.

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

DP Action 6.2.3a: Review procurement policy and practice through the Local Government Procurement Program.

Status Progressing

Comment Review underway with modern slavery being included and local buying policy.

Action Name Status Comments

Continue to implement recommendations from the Procurement Audit.

Ongoing focus on procurement contracts governance strategies and enabling priorities.

100 percent completion of audit actions arising from NSW Audit Office and BDO Contract Management. On schedule on the implementation of BDO Project Governance Audit and Project Management Framework.

Modern Slavery points are being incorporated into the policy during the next scheduled review.

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

DP Action

6.2.4a: Maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) including contracts, gifts and benefits and Councillor and Designated Persons disclosure returns (section 4.21-4.27 of Council's Code of Conduct).

Status

Comment

Ongoing

Public registers updated to ensure legislative compliance under GIPA including gifts and benefits. Disclosures of Interest Returns for designated persons published as required in accordance with the requirements of the Code of Conduct and the Information Privacy Commission.

Action Name Status Comments

Continue to maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) including contracts, gifts and benefits and Councillor disclosures of interest returns.

Continue to implement a training and awareness program in regards to disclosure obligations under the Code of Conduct, Local Government Act and GIPA Act.

Update of public registers and publication of Returns for newly appointed designated persons.

A total of 18 mandatory Code of Conduct training sessions were held with 368 staff attending the sessions which were conducted by an external facilitator. The training covered all aspects of the Code of Conduct, with particular focus on public interest disclosures, management of conflicts of interest, management of offers / receipt of gifts, benefits and hospitality and fraud and corruption.

DP Action

Status

Comment

6.2.4b: Maintain online records of Council and Committee papers and minutes, donations and sponsorships, and Councillor expenses.

Ongoing

This occurs after each meeting. This work is ongoing and continual.

Action Name Status Comments

Continue to maintain online records of Council and Committee papers and minutes, donations and sponsorships and Councillor expenses.

All reports that are considered by Council are available on Council's website, this includes the publication of minutes to ensure that decisions made by Council are open and transparent and accessible to the community. Additionally, registers are available on Council's website which contain details of expenses which are reimbursed to Councillors in accordance with the Mayor and Councillors Expenses Policy.

DP Action 6.2.4c: Report to the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters in accordance with statutory reporting requirements.

Status Completed

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

Completed online PID statistics report to the NSW Ombudsman for the period 1 January - 30 June 2022. The report on the Code of Conduct statistics 2022 is scheduled to be presented to the OLG and Council by November / December 2022.

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

DP Action 6.2.5a: Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfil its responsibilities under the LG Act and ARIC Charter.

Status

Comment

Ongoing

The ARIC Responsibility Calendar ensures all responsibilities conferred under the Local Government Act and Council's adopted ARIC Charter are included. The inclusions on the Calendar are spilt across the agendas of the ARIC meetings to ensure they are completed. This has occurred annually across the Delivery Plan with all items being reviewed by ARIC. This process is an annual ongoing process. The results of these reviews are reported in the ARIC and Internal Audit Report to Council each year, the last one going to Council on 27 June 2022 (CCL049-22).

Action Name Status

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

Facilitate 4-5 ARIC meetings per year with the Agendas to cover all topics in the ARIC Responsibility Calendar over the year.

Facilitate to ARIC Annual Report to Council on activities and functions.

Comments

The annual ARIC Responsibility Calendar for 2021 was prepared and adopted by ARIC in March 2021.The annual ARIC Responsibility Calendar for 2022/23 has been prepared and was adopted by ARIC and has operated in Q3 and Q4.

All five scheduled ARIC meetings have now been held: 19 August 2021; 15 October 2021 (Financial Statements); 25 November 2021; 24 February 2022; 2 June 2022.

All topics in the ARIC Responsibility Calendar were covered.

The ARIC Report incorporated the 18 month period from 1 January 2021 to 30 June 2022. The report was submitted to the 2 June 2022 ARIC meeting for endorsement and presented to Council where it was unanimously received and noted.

Recruit for 2 independent ARIC members to replace scheduled departures in December 2020 and 1 independent member in March 2021.

Two independent ARIC members were recruited and commenced attending the ARIC meetings in May 2021. The third independent ARIC member has had their tenure extended until 30 June 2022 to ensure continuity of the ARIC and to provide the ARIC with an experienced Chair. In Q4, a new ARIC member was recruited to replace an existing member whose tenure expired on 30 June 2022. The new member will commence as a voting member on 1 July 2022. The number of independent ARIC members remains at 3 in accordance with the OLG Draft Internal Audit and Risk Management Guidelines.

DP Action 6.2.5b: Prepare and implement a three-year risk-based Audit Plan. Status Completed

Action Name Status Comments

Complete the 2021/22 Audit Program.

The Audit program is on schedule with the following audits completed:

• IMT Physical Intrusion Testing

• IMT ASD Essential 8

• TfNSW DRIVES System Annual Compliance - Project Governance and Methodology

• Development-related Fees

• Bonds, Bank Guarantees and Security Deposits

• IMT Records Management Security Framework

• IMT Network Segmentation

• IMT Microsoft 365 Best Practice Assessment

The remaining audits are on hold for the following reasons:

• Cash Management – COVID-19 restrictions limiting on site audit. This audit commenced in Q4 and will be completed in 2022/23.

• Secondary Employment - Audit no longer required as an informal review over controls and new processes was conducted.

• Budget Management - A new Budget Management Policy is being implemented which will take time to take effect.

A slowdown in audits being undertaken to allow recommendations outstanding to be implemented. Two reviews which were not initially included in the Audit Plan were completed:

• Procurement Spend Analysis

• DA Process Project (arising out of development-related fees audit)

DP Action 6.2.5c: Provide ARIC with the status of internal audit recommendation implementation.

Status Ongoing

Comment ARIC are provided with the status of audit recommendations at each of the four ARIC meetings held each year as an inclusion of a standard agenda and calendar item.

Action Name Status Comments

Provide the ARIC with the status of audit recommendations at each meeting.

ARIC are provided with the status of audit recommendations at each ARIC meeting as a standard agenda and calendar item.

DP Action 6.2.5d: Liaise with the Office of Local Government regarding internal audit guidelines and adopt as required.

Status Completed

Action Name Status Comments

Implement any mandatory internal audit guidelines issued by the OLG.

The OLG Draft Guidelines on a New Risk Management and Internal Audit Framework were released to Council in August 2021. A submission was prepared and submitted to the OLG prior to close date. Council’s submission was presented to ARIC. The OLG has not yet finalised the Guidelines but have advised they expect to do so in late 2022. Council has proactively implemented many of the proposed guidelines in the interests of best practice. Council’s submission was presented to ARIC and updated on the ARIC HUB for ARIC member and councillor information. The OLG has not yet finalised the Guidelines as at Q4.

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

DP Action 6.2.6a: Implement a Councillor training program to improve decision making, facilitate better communication with the local community and assist Councillors to acquire and maintain the skills needed to perform their role.

Status Completed Action Name Status Comments

Implement and promote a Professional Development Program for Councillors to ensure a minimum of 12 hours of skills development training is offered to each Councillor.

A Councillor Induction Program has been developed and further professional development opportunities are provided and encouraged throughout the year.

Goal 6.3: Leadership focuses on innovation and improving the customer experience.

Strategy 6.3.1: Meet customer service commitments that aim to make it easy to do business with Council and create systems and a culture that support positive customer experiences.

DP Action 6.3.1a: Improve consistency and reliability of service across all customer contact channels.

Status

Comment

Progressing

A Customer Excellence Training program was developed to deliver to business units at Council, with the aim to improve the overall experience for customers connecting with Council. In the development of the Customer Experience Strategy 2022-2027 Council researched best practice in local government, reviewed customer experience data, surveyed customers and engaged community based organisations through online workshops. The draft Customer Experience Strategy 2022-2027 was endorsed by Council for public exhibition and provides a framework and action plan for Council to improve consistency and reliability of customer experience across all contact channels.

Action Name Status Comments

Conduct a review of the Georges River Council Customer Experience Strategy.

The review is complete and the draft Customer Experience Strategy 2022-2027 endorsed for Public Exhibition at the Council meeting on 27 June 2022.

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

DP Action 6.3.2a: Implement an Innovation Strategy to provide a strategic approach to improvements to customer service, service delivery and performance improvement

Status

Comment

Ongoing

There has been focus on culture and creativity internally and the development of partnerships and networks externally. Council has been successful in building partnerships and gaining grant funding to support the innovative delivery of projects for example A Greening our City Grant to use new technology to support the growth of trees in urban settings.

Action Name Status Comments

Implement the Innovation Strategy and embed a culture of innovation across the organisation.

This has transitioned as a responsibility within each Directorate.

DP Action 6.3.2b: Establish Council’s reputation as a leading local government organisation.

Status Completed

Action Name Status Comments

Develop strategic partnerships and influence key government policy to bring investment into the LGA.

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

DP Action 6.3.2c: Raise awareness for cyber security.

Status Completed

Action Name Status Comments

Finalise benchmarking of Information Security framework against Essential 8 and NSW Cyber security policy.

IMT are continuing to work through the recommendations, currently working on a project to close the last two items from this audit, this is expected to be complete in August 2022, work has been completed on all other remaining items.

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

DP Action 6.3.3a: Maximise the potential of the Kogarah Health and Research Hub.

Status Ongoing

Comment Council has reestablished a Leadership Group for the Kogarah Collaboration Area comprising key health and education stakeholders as well as Bayside Council. An investment prospectus has been prepared and is currently being designed. This document markets and promotes the offerings of Kogarah as a strategic centre, Collaboration Area and emerging innovation district.

Action Name Status Comments

Deliver an investment prospectus for Kogarah.

Implement the Kogarah Investment Attraction Strategy to grow the existing Kogarah Health and Education Precinct.

The Investments Prospectus has now been finalised.

Continuing to promote Kogarah's investments opportunities through our ongoing advocacy programs.

DP Action 6.3.3b: Build the cultural identity of Hurstville CBD as the Heart of the City.

Status Ongoing

Comment Being achieved through grant funding opportunities for public domain improvements and placemaking activities to further promote and improve brand Hurstville.

Action Name Status Comments

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

Continuing to promote Hurstville as part of our ongoing advocacy program.

DP Action

6.3.3c: Develop an advocacy strategy that identifies how GRC can influence government policy and secure government investment in the LGA. Status Completed

Action Name Status Comments

Implement an Advocacy Program to raise Council's reputation/ profile and ultimately influence government policy to secure government investment in the LGA.

DP Action

Second phase priorities have now been developed for consideration of the Council.

6.3.3d: Assist and promote the greening and creation of open space in our town centres.

Status Ongoing

Comment

Being achieved through grant funding opportunities for public domain improvements and increased greenery through DPIE Greening our City, DPIE Legacy funding and DPIPE Streets as Shared Spaces funding.

Action Name Status Comments

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

DP Action

Being achieved through grant funding opportunities for public domain improvements such as Riverwood Grant received.

6.3.3e: Complete the program of service delivery reviews commenced after the establishment of GRC.

Status Progressing

Comment

All service reviews have been conducted with one remaining - Venues and Facilities Management Service Review. RFQ has been developed and will go out to the market, with the expected service review to be completed by the end of 2022.

Action Name Status Comments

Complete the Venues and Facilities Management Service Review.

Internal funding is required to be carried over for the 2022/23 year in the Community and Culture Directorate budget. No responses received to the Request for Quotation (RFQ) for the project. A targeted approach to a consulting firm with expertise in this area resulted in a quotation significantly higher than the proposed budget for this project. This will be renegotiated.

Goal 6.4: Council’s assets and resources are managed responsibly and with accountability.

Strategy 6.4.1: Implement asset management plans to maintain infrastructure assets in a safe and functional standard, meeting current and future community needs.

DP Action 6.4.1a: Consult with the community about the service standards for Council assets, including asset maintenance funding in the context of Council’s overall budget imperatives, and use this to inform a review of asset ownership and maintenance standards.

Update Asset Management Plan for road, footpath, drainage and building assets classes based on updated asset data capture.

Asset Specialists are focusing on the accuracy of the asset inventory by asset class. Asset management plans to be drafted for internal review and planning of 23/24 Capital Works Program.

DP Action 6.4.1b: Review and progress with any funding opportunities accessible to progress with the GRC Depot Master Plan.

Continue to investigate potential funding opportunities to progress the GRC Depot Master Plan.

No funding opportunities were identified in this quarter.

Strategy 6.4.2: Maintain a sustainable and strong financial position, balanced with demand for essential services and new projects, and having regard for Section 8B(d) (ii) of the Local Government Act (the current generation funds the cost of its services).

DP Action 6.4.2a: Align the Long-Term Financial Plan to the strategic priorities of Council. Status Completed

Refine the Long-Term Financial Plan to incorporate proposed new projects and programs and to facilitate financially sustainable decisions.

Completed

Completed

DP Action

6.4.2b: Develop a fair equitable Georges River Council Rating System that also improves Council's financial sustainability.

Status Completed Action Name Status Comments

Implement a rating system across the Local Government Area (LGA) that compiles with relevant legislation and NSW Government approval.

DP Action

Completed

6.4.2c: Ensure financial policy and process improvements focus on the integrity of controls, improved data for business decisions and customer experience.

Status Behind Schedule

Comment

Integral policies are in place, additional policies being developed (bonds, project governance, contribution pooling, etc). Business processes have been impacted by restructures and high turnover. Report being prepared for ET to consider remedial action and focus areas.

Action Name Status Comments

Expand payment options for all revenue activities to minimise risks and costs associated with cash and cheque management.

Majority of debts have moved to Revenue NSW, which have a variety of payment options.

Test underway for BPAY as an option for DA fees. System limitations slow down expansion. Event Pro is the next priority.

Strategy 6.4.3: Actively manage Council’s property portfolio to maximise returns on investment in community assets and programs.

DP Action

6.4.3a: Plan for and implement a purchasing program for property requiring compulsory acquisition in the comprehensive LEP.

Status Progressing

Comment Properties identified for open space acquisition and included in the budget.

Action Name Status Comments

Redevelop Sans Souci Bathers' Pavilion to provide commercial leasing opportunity.

On hold pending consideration of leasing options.

DP Action 6.4.3b: Complete Planning Proposals for the Hurstville Civic Centre precinct.

Status Progressing

Comment Matter is progressing towards completion. Final studies being undertaken.

Action Name Status Comments

Implement Master Plan for Sans Souci Park.

Implement Plan of Management for Sans Souci Park.

Progress Planning Proposals for planned Council developments.

The Draft PoM and Master Plan are still with the Department of Planning and Environment for owner’s consent prior to public exhibition. Council has followed-up numerous times.

The Draft PoM and Master Plan are still with the Department of Planning and Environment for owner’s consent prior to public exhibition. Council has followed-up numerous times.

The only Council led Planning Proposal is for the Hurstville Civic Centre.

DP Action 6.4.3c: Progress all statutory property matters in a timely manner.

Status Completed

Hurstville Plaza, Hurstville

Strategy 6.4.4: To strengthen Council's reputation and maintain community confidence by delivering secure, efficient, easy to use services. For our community, this means greater flexibility dealing with Council.

DP Action 6.4.4a: Implement the Digital Resourcing Management Plan.

Status

Ongoing

Comment IMT are continuing to remind staff of the importance of good cyber security practices through team training, phishing attack simulations and IMT Articles on current trends in Cyber security. The public are also updated through the cyber security page on the website.

Action Name

Implement initiatives from the Digital Experience Strategy.

Establish e-planning technology framework.

- NSW Planning portal

- API integration between Technology One and NSW Planning Portal

- T1 eplanning module implementation

Implement digital initiatives for the Customer Experience Program.

Deliver Works, Assets and Mobility program.

Enable committed governance initiatives to support business resilience and keep our information safe.

Status Comments

The Digital Experience Strategy targeted 33 IMT initiatives.

11 Completed; 10 In progress; 12 Not started as they require funding.

NSW Planning Portal API Ver 1 successfully implemented; work started on API Ver 2 implementation expected go live 31 December 2022

eLodge in progress, Trees next to go live, gone live with Food Applications, launched NSW Developer Contributions report to the public. eCRM categories have been updated to meet customer needs. Expanding BPoint and BPay payment gateways. In test mode.

This is on hold due to Asset and Infrastructure re-alignment.

Council has an active independent audit program that is focused on business resilience. The 21/22 Audits have now been completed. The implementation of Audit Recommendations is tracked through separately.

Goal 6.5: The workforce is inspiring, diverse and engaged.

Strategy 6.5.1: Implement leading people practices to create a high performing, capable and resilient workforce.

DP Action 6.5.1a: Implement the GRC Workforce Plan.

Status Completed

Action Name Status Comments

Implement Council's Wellness and Belonging Program.

M-FIT: Application process opened for M-FIT champions and M-FIT check in survey launched. Applications received from around Council. The final champions will undergo professional development and accreditation in Mental Health First Aid.

WELL-FIT: Draft calendar and proposal for GRC Wellness Program commenced consultation with WHS committee and Consultative committee with implementation earmarked for October.

DP Action 6.5.1b: Implement Performance Excellence and People Capability Strategies and Programs.

Status Progressing

Comment Despite COVID-19, we continued delivering our M-FIT strategy. This included Mental Health Response Training for People Leaders and Resilience Training. There has been significant planning for the next phase of the strategy where we are establishing a network of M-FIT Champions.

Leadership has been a key focus as seen in the launch of LeaderLIFT, LeaderSHIFT and the development of Launching into Leadership. This has been particularly timely given the continuing challenges of managing teams during the pandemic and in more recent times, a high turnover of staff resulting in resourcing challenges.

New consolidated performance rating scale of Developing, Performing and Excelling has been developed, consulted on and implemented. Reframing the rating scale started the shift away from implying a sense of failure, towards coaching, goal setting and growth.

The next phase of the Performance Excellence Program (PEP) is progressing, including the framework to formalise PEP through a program document and process for endorsement of salary increases and performance reward. Half yearly performance check in discussions, with opportunity on a quarterly basis for salary increase. Software upgrades will provide additional functionality and automation.

DP Action

6.5.1b: Implement Performance Excellence and People Capability Strategies and Programs.

Action Name Status Comments

Implement performance program and streamline performance appraisal process.

Software upgrade is a single sign on and will facilitate and automate the Performance Excellence Program (PEP) process. Further customisation is in progress prior to roll out.

Initial focus groups have been undertaken with City Operational Services and Early Learning Services people leaders to commence transformation of our performance rating scale for operational areas, making this relatable and quantifiable.

The PEP program document is in development to outline a cyclical framework for employees and their people leaders to develop performance partnerships and have continuous two-way communication in setting, monitoring, and reviewing SMART performance and development goals, and to outline Council's process for progressing through the salary system and rewarding performance excellence. Aligning recommendations for salary increase with established quarterly corporate KPI and budget review process is also a key focus action.

Review and enhance the performance development frameworks to align capability with the organisations current and future priorities and implement a leadership development program, to ensure skill levels and capability continue to be improved within the leadership group.

Continued commitment to our organisational learning framework, LEAP, has ensured staff development is still being offered. A review of the Learning and Development Policy has also refined processes to streamline access to external development opportunities.

Rollout of LeaderLIFT commenced for Executive and Manager cohorts. The program consists of face-to-face compulsory sessions, optional virtual development sessions and personal coaching. The program is halfway through delivery. People and Culture have also implemented LeaderSHIFT to complement LeaderLIFT and pave a pathway for our next cohort to prepare for their intake in 2023.

LeaderSHIFT is an internally facilitated leadership network, which aims to bring leaders in our organisation together for development and to build cross unit relationships. The People Experience team have been working on an emerging leaders' program, Launching into Leadership. This will be a new offering in FY22/23 addressing demand from staff for such a program. The focus of this course will be on self-leadership and helping to shape talent to be future leaders of GRC.

DP Action 6.5.1c: Implement a Workplace Health and Safety System to support a well and safe workplace.

Status Progressing

Comment The current WHS Management System is partially implemented. The system is being reviewed to better fit Council's needs.

Action Name Status Comments

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

Progression of the review has slowed further due to vacancies in the WHS Team. Ongoing management of COVID-19 requirements and tracing of infected workers was requiring considerable effort and time. COVID-19 Risk Assessments and Vaccination Policy have been reviewed and approved by Executive Team and implemented. WHS committee elections held and new committee formed to aid in the consultation of WHS Management System Documents.

Goal 6.6: Council has a regional-approach to service delivery and facilities.

Strategy 6.6.1: Plan for regional-level services and facilities and share information across State agencies and neighbouring councils.

DP Action 6.6.1a: Work with neighbouring councils to facilitate major projects with long-term delivery timeframes.

Status Ongoing

Comment Currently the focus is gaining support and endorsement from neighbouring councils on the concept of the Southern Aerotropolis to influence the next iteration of district plans.

Action Name Status Comments

Develop strategic partnerships to influence key government policy and bring investment to the LGA.

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

DP Action 6.6.1b: Develop an engagement program for services and facilities where regional collaboration would assist in their delivery, including those identified in the GRC Open Space, Recreation and Community Facilities Strategy.

Status Behind Schedule

Comment Council continues to collaborate with others to deliver key services and facilities for the community. Council is working with Schools Infrastructure on projects to expand the offering of open space to the community. Council continues to progress the Kogarah Place Strategy and broader advocacy program.

Action Name Status Comments

Deliver engagement program for city advocacy.

Southern Aerotropolis has now been shared with Council's key partners.

Statutory information

Senior staff remuneration

Senior staff defined by the Local Government Act 1993 is the General Manager and directors (Executives). This remuneration is for the period 1 July 2020 to 30 June 2021.

Statement of Activities to Implement Council’s EEO Management Plan

2021 ushered in the conclusion of the current Equal Employment Opportunity (EEO), Diversity and Inclusion Action Plan. This plan was developed and implemented to demonstrate Georges River Councils (GRC) commitment to support a fair and harmonious work environment for all of its employees.

This action plan was driven by individual programs, including:

1. Diversity Action Plan 2019 – 2021

2. Multicultural Action Plan 2019 – 2021

3. Disability Inclusion Action Plan 2019 - 2021

4. Youth and Young Professionals Plan 2019 – 2021

5. Mature Age Action Plan 2019 – 2021

6. Aboriginal and Torres Strait Islander Action Plan 2019 – 2021

Each Plan had a set of goals, actions, lead work areas and timelines for completion.

Significant initiatives and achievements for this period include:

• Continuing to promote and implement initiatives from our BENE-FIT 360 program; Well-Fit Pillar, Mental Health Awareness and Resilience Training

• Continuing to promote our Flex-Fit Policy, working on the principles of providing flexibility within our flexible work practices, and recognising the diversity of our workforce

• Continue to celebrate cultural days and events of significance such as R U OK Day?, mental health month, NAIDOC week, Reconciliation Week, Mardi Gras and Pride Month

• The continuation of Our People Our Stories which spotlights Council’s diverse workforce and nurtures belonging through the lived experiences of staff at all levels, challenges they have overcome and their achievements

• Professional development training in Code of Conduct and mindfulness

• Continuing to actively employ apprentice and graduate positions

• Continuing to promote and engage women in our workforce, our current ratio of women being 52 per cent

For 2022-2026, through our Workforce Management Plan ‘Our People Plan’, we have prioritised continuation of our commitment to building and valuing a diverse workforce that represents the community we serve; a workforce with an inclusive and thriving workplace culture, that champions bringing your true self to work, celebrates difference in all its forms and fosters a sense of belonging.

Overseas visits representing Council

There were no overseas visits representing Council during 2021/22.

External bodies that exercised functions delegated by Council

South Sydney Planning Panel (SSPP)

Planning panels work under the Environmental Planning and Assessment Act 1979 to strengthen decision-making on regionally significant DAs and other planning matters.

The SSPP:

• determines regionally significant DAs, certain other DAs and s4.55(2) and s4.56 modification applications

• acts as the Planning Proposal Authority (PPA) when directed

• undertakes rezoning reviews

• provides advice on other planning and development matters when requested

• determines site compatibility certificates under State Environmental Planning Policy (Housing for Seniors or People with a Disability) 2004.

Regionally significant DAs are those based on Schedule 7 of the State Environmental Planning Policy (State and Regional Development) 2011 – essentially development with a capital investment value (CIV) of more than $30 million, or development with a CIV over $5 million which is:

• council related

• lodged by or on behalf of the Crown (State of NSW)

• private infrastructure and community facilities

• eco-tourist facilities

• extractive industries, waste facilities and marinas that are designated development

• certain coastal subdivisions

• development with a CIV* between $10 million and $30 million which is referred to the SSPP by the applicant after 120 days.

For the purpose of determining whether an application should go to a planning panel, CIV is calculated at when the DA is lodged - refer to Planning Circular PS 10-008.

Rezoning reviews

The SSPP may undertake independent reviews of some Council and Department of Planning, Industry and Environment decisions in the plan-making process. By providing an opportunity for an independent body to give advice on LEPs, the review processes allow Councils and proponents to have decisions about the strategic merits of proposed amendments reconsidered.

A request for a rezoning review can be submitted by a proponent where Council:

• has notified the proponent that the request to prepare a planning proposal is not supported, or

• has not indicated its support 90 days after the proponent submitted a request accompanied by the required information, or

• has failed to submit a planning proposal for a Gateway determination within a reasonable time after the council has indicated its support.

The review and determination should be in accordance with the Planning Circular PS 18-012 (or as updated).

The SSPP will determine whether the planning proposal should proceed, or not proceed, for a Gateway determination. The SSPP’s decision will be based on the strategic and site-specific merits of a proposal.

Georges River Local Planning Panel (LPP)

Local planning panels (LPPs) were formerly known as Independent Hearing and Assessment Panels or IHAPS. They are panels of independent experts that determine DAs on behalf of Council and provide advice on other planning matters, including planning proposals.

LPPs became mandatory in 2018 and help to ensure the process of assessment and determination of DAs with a high corruption risk, sensitivity or strategic importance is transparent and accountable.

The Georges River Council LPP:

• determines DAs or modification of consent applications and reviews determinations that are within the relevant delegations and from the Council

• provides advice on planning proposals as relevant under legislation

• acts as the planning proposal authority for specific planning proposals identified by Council

• provides an independent and open forum for people to make submissions relevant to the applications before it

• increases transparency around significant DAs and planning proposals made to the Council

• aims to achieve good urban design and development outcomes consistent with the relevant legislation and planning controls.

Bodies in which Council had controlling interest

Georges River Council had no controlling interest in any corporations, companies, partnerships, syndicates, ventures or other bodies in 2021/22.

Bodies in which the Council participated

Georges River Council representatives participated in the following external organisations during 2021/22:

• Advance Diversity Services

• Committee for Sydney

• Central City Alliance

• Economic Development Network

• Georges River Keeper (GRCCC)

• Greater Sydney Commission (Kogarah Collaboration Area)

• Local Government Professionals NSW

• LGNSW IT Professionals Network

• NSW Public Libraries Association

• NSW Public Sector Network

• Planning Institute of Australia

• Realise Business (former Business Enterprise Centre)

• Records and Information Management Professionals Australasia

• Reframing Aging Group Engagement (RAGE)

• Regional Development Australia

• Resilient Sydney

• South East Sydney Local Health District Board Community Partnerships Committee

• Service NSW

• South Sydney Regional Advisory Council (SSRAC)

• Smart Cities Council Australia and New Zealand

• Southern Sydney Regional Organisation of Councils (SSROC)

• St George Business Chamber

• Sydney Regional Illegal Dumping Squad

• Carss Park Community Garden

• St George Police Area Command

• University of New South Wales and Street Furniture Australia – Smart Suburbs Collaboration

• University of Technology Sydney, Regional Development Australia Sydney and ANSTO Innovation partnership.

Developer contribution arrangements

Contributions for local infrastructure, also known as developer contributions, are levied on new development to fund infrastructure to support development, and to provide for a future population including open space, parks, community facilities, local roads, footpaths, stormwater drainage and traffic management.

There are two forms of local infrastructure contributions:

• Section 7.11 contributions: charged where there is a demonstrated link between the development and the infrastructure to be funded.

• Section 7.12 contributions: charged as a percentage of the estimated cost of the development.

Council’s Section 7.11 and 7.12 local infrastructure contributions plans authorises consent authorities (including Council) and accredited certifiers to impose conditions of consent on DAs and complying development certificates (CDCs) for development contributions. Legislation requires us to maintain a contributions register, which may be inspected upon request. The register is required to be up-to-date and contain elements as established in the Environmental Planning and Assessment Act 1979. We must also maintain accounting records that allow monetary Section 7.11 contributions and Section 7.12 levies to be distinguished from all other money held by the council. The accounting records must also identify and detail all contributions received by council under each local contributions plan.

The accounting records must show:

• all Section 7.11 contributions or Section 7.12 levies received and the public amenities or services for which they have been received and for which expenditure is authorised.

• for contributions paid for different purposes, the pooling or progressive application of the contributions or levies for those purposes.

We also publish annual statements for our contribution plans, such as:

• the opening and closing balances of account.

• the total amounts of monetary contributions received and the public amenities or services for which they have been received.

• the total amount spent and the public amenities or services for which they have been spent.

• any outstanding obligations of Council to provide public amenities or services, by reference to the public amenities or services for contributions have been received.

Rates and charges written off (2021/22)

* The net cost of the mandatory rebate to Council is $775,767. An amount of $963,479, representing 55% of the mandatory pensioner rebate, is subsidised by the NSW Government.

Former Hurstville Council SRV Infrastructure Plus

The former Hurstville Council’s rate path included an expiring Special Rate Variation (SRV). The Special Rate Variation - Infrastructure Plus had been in place since 2006/07 and expired on 30 June 2021. Funds from Infrastructure Plus have been used to fund costs associated with infrastructure maintenance and renewal. The funds raised from the former Hurstville Council SRV – Infrastructure Plus are committed against items in the Capital Works Program that are still in progress.

Since its commencement up to 2021/22, the total Infrastructure Plus income collected is $29,198,508 and expenditure is $28,679,167.

Georges River Council SRV – Securing Our Future

Following an application from Council, the Minister for Local Government determined on 14 May 2021, that in pursuance of Section 508A of the Local Government Act 1993, the percentage by which Georges River Council may increase its general income for the period from Year 2021/22 to Year 2025/26 (inclusive) is 32.56 per cent, consisting of annual increases:

As per the conditions of the approval, Council is required to report in its annual report for each year from 2021/22 to 2025/26 on the following:

i. The program of expenditure that was actually funded by the additional income

ii. Any significant differences between the Proposed Program and the program of expenditure that was actually funded by additional income and the reasons for those differences

iii. The outcomes achieved as a result of the additional income

iv. Council’s actual revenues, expenses and operating balance against projected revenues, expenses and operating balance as outlined in the Long Term Financial Plan

v. Any significant differences between Council’s actuals revenues, expenses and operating balance and the projected revenues, expenses and operating balance as outlined in the Long Term Financial Plan and the reasons for those differences.

The income from the SRV partially addresses Council’s financial sustainability and is required to maintain current services and deliver community projects and programs in the Community Strategic Plan and Delivery Program. The purpose of the application is for Council to:

• improve its financial sustainability

• deliver key priorities in the Community Strategic Plan and Delivery Program

• maintain its existing levels of service

• increase equity in the rates burden between ratepayers.

As per the reporting requirements for the Georges River Council’s SRV, the following is applicable for 2021/22:

i. The 2021/22 SRV replaced the expiring former Hurstville Council SRV. It enabled Council to retain $2.3 million in rate income that sustained operating expenditure such as employee costs, events, community grants, donations and asset maintenance for the 2021/22 financial year. The budgeted operating result was a deficit of $4.5 million.

i. There were no significant differences between the Proposed Program and the program of expenditure that was actually funded by additional income as it continued to sustain operations as per the proposed program.

i. The outcomes achieved as a result of the additional income were that Council continued to sustain operations, maintain current services and deliver community projects and programs from the adopted Community Strategic Plan and Delivery Program.

i. The adopted budget was aligned to the Long Term Financial Plan and variance to adopted budget is outlined within the Audited Financial Statements for 2021/22.

i. Georges River Council was placed in lockdown due to the COVID-19 pandemic which impacted projected expenditure due to restrictions on the delivery of service. Furthermore, an unbudgeted acquisition of a carpark resulted in a favourable variance to forecast income, though this is a one-off gain and will not continue to sustain operations.

Further details are outlined in the Audited Financial Statements for 2021/22.

Contracts awarded more than $150,000 (inclusive of GST)

From 1 July 2021 to 30 June 2022

Information requests under Government Information (Public Access) Act 2009

In accordance with Section 125(1) of the Government Information (Public Access) Act 2009 (GIPA Act), Council is required to prepare an annual report of our compliance with obligations under the GIPA Act. Schedule 2 (Clause 8) of the Government Information (Public Access) Regulation 2018 outlines the annual reporting requirements for capturing statistical information and is to be used as the framework for this report.

Review of proactive release program – Clause 7(a)

Under section 7(3) of the GIPA Act, NSW agencies must annually review their programs for the proactive release of government information. Council officers reviewed information that is currently available to the public on Council’s website as well as information requested under both informal and formal applications.

To facilitate proactive release of Council information, a Proactive Release Strategy has been implemented. The Strategy details how Council manages its commitment to opening government information to the public by incorporating regular consultation with business units, and monitoring trends in requests for information that could be more efficiently disclosed proactively.

Council information that has already been publicly released in response to an access request can be made available to other members of the public on Council’s disclosure log if the agency considers the information to be of wider public interest. Section 25 of the GIPA Act requires agencies to keep a disclosure log as part of their mandatory open access information.

Our website continues to provide timely reporting on current matters. The website also includes information on the status of development applications with details about new applications and those that have recently been determined via council’s DA tracking system.

Number of access applications received – GIPA Regulation – Clause 8(b)

During the reporting period, Georges River Council received a total of 22 formal access applications (including withdrawn applications but not including invalid applications).

Forest Road, Hurstville

Number of refused applications for Schedule 1 information – GIPA Regulation – Clause 8(c)

During the reporting period, Georges River Council refused two formal access applications in part because the application was for the disclosure of information referred to in Schedule 1 of the GIPA Act.

Public interest disclosures

Council has fulfilled the statutory reporting requirements as stipulated by the Public Interest Disclosures Act 1994. There has been one (1) Public Interest Disclosure made to Council in 2021/22.

Public interest disclosures

We have fulfilled our statutory reporting requirements as stipulated by the Public Interest Disclosures Act 1994 There has been one public interest disclosure made to Council in 2020/21.

Have you established an internal reporting policy?

Has the head of Council met their staff awareness obligations?

YES – Code of Conduct Training for all staff, including PIDS – completed 2022

Wood Ear fungus, Gannons Park

Summary of amounts incurred by Council in relation to legal proceedings

The table summarises amounts incurred by Council in relation to legal proceedings taken by or against Council (including amounts, costs and expenses paid or received by way of out-of-court settlements, other than those the terms of which are not to be disclosed) and a summary of the state of progress of each legal proceeding and (if it has been finalised) the result.

State of Progress

Pursuant to clause 217 (1) (a3) Local Government (General) Regulation 2021

Respondents:

Robert Stojanovski & Steven Stojanovski

Proceedings No:

2018/99739

34 Milsop Place & 47 Jersey Avenue, Mortdale

Class 4 Proceedings commenced for unauthorised erection of structures and slabs, including habitation of structure at the premises.

Respondent found to be in Contempt of Court Orders. Court granted Orders sought by Council to complete the works itself.

Works completed by the Respondent to Council’s satisfaction by 15 September 2019. Proceedings continuing to recover costs by way of bankruptcy.

Respondent:

Allan Frederick Goddard

Proceedings No:

2018/366019

297 Rocky Point Road, Sans Souci

Class 4 Proceedings commenced for accumulation of items resulting in premises being in an unsafe or unhealthy condition under the Local Government Act, 1993.

Matter listed for hearing on 2, 3 and 24 September 2019 before Robson J. The Court held that the premises were unsafe or unhealthy and made Orders for de-accumulation of items in accordance with a schedule provided by Council. Council awarded costs as agreed or as assessed. Continuing to monitor compliance with the Court orders. Bill of costs prepared. Awaiting determination by costs assessor.

Applicant:

Taeipo Malifa & The Congregational Christian Church in Samoa, Parish of Sydney Inc.

Proceedings No.

2018/23816 & 2019/43432

977 Forest Road, Lugarno

Proceedings seeking leave to appeal Land and Environment Court decision of 12 December 2018.

Costs awarded following hearing on 12 and 13 December 2018 and on 31 May 2019. Costs assessment finalised and Certificates of Judgment registered. Bankruptcy proceedings commenced against Taeipo Malifa.

A Creditor’s Petition has been prepared and filed with the Court. A Writ of Execution has been recorded on the Certificate of Title for the property owned by the Church. Property is now to be sold.

Applicant

Applicant: Gianni Georges

Proceedings No: 2019/282526

2 – 4 Vaughan Street, Blakehurst

Class 1 Appeal against refusal of DA2018/0517 for demolition of existing dwellings and improvements and the erection of a strata residential flat building development comprising 24 units being 4 x 1 bed, 18 x 2 bed and 2 x 3 bed apartments above basement parking for 38 cars.

Applicant:

Ekon Pty Limited

Proceedings No: 2019/296629

4 The Esplanade, South Hurstville

Applicant: 3R Investments Pty Limited

Proceedings No: 2020/101221

33 Waterview Street, Carlton

Applicant: SAF Group Pty Limited

Proceedings No: 2020/101209

33 Waterview Street, Carlton

Class 1 Appeal against refusal of DA2017/0659 for demolition of existing structures and construction of 68 place childcare centre.

Matter listed for contested hearing 9 to 11 December 2020.

Appeal dismissed. Section 8.15(3) costs to be assessed and paid by Applicant. Applicant has failed to agree on an amount. Costs assessment filed with Supreme Court.

Matter listed for contested hearing on 24 and 25 May 2021.

Appeal refused. Negotiations in relation to costs continuing with Applicant’s solicitors.

Class 1 Appeal against the order made under Division 9.3 and Schedule 5, Part 1 (Order 1) of the Environmental Planning and Assessment Act by the Respondent dated 26 March 2020.

Class 1 Appeal against actual refusal of DA2019/0417 for the change of use of an industrial building to a depot, warehouse and associated offices.

Matter listed for contested hearing on 26 and 27 November 2020.

Appeal upheld.

Section 56A Appeal heard on 27 October 2021.

Court dismissed the Appeal.

Matter listed for contested hearing on 26 and 27 November 2020.

Appeal upheld.

Section 56A Appeal heard on 27 October 2021.

Court dismissed the Appeal.

Respondent: Emanuel Mifsud

Proceedings No: 2019/383413

5 Maclaurin Street, Penshurst

Proceedings commenced requiring Respondent to remove articles and items from the Premises (hoarding).

Listed for a contested hearing on 28 and 29 July 2020. Judgment issued on 30 October 2020. Orders made for Respondent to remove articles and items within 28 days, failing which Council can carry out the works. Contractors arranged to carry out the works on 1 December 2020. Bill of costs prepared. Mediation with Defendant failed to resolve the matter. Awaiting determination by costs assessor.

Respondents:

Habib Hamade, Zeinab Hammoud, Carole Li and Winson Li

Proceedings No: 2020/72897

244 Connells Point Road, Connells Point

Respondents:

Habib Hamade, Zeinab Hammoud, Carole Li and Winson Li

Proceedings No: 2020/72897

244 Connells Point Road, Connells Point

Applicant: Penshurst Laycock Pty Ltd atf Trustee of Penshurst Laycock Unit

Proceedings No

2020/208037

Lot 9, 29 Laycock Road, Penshurst

Class 4 Application in relation to unauthorised excavation works resulting in the undermining of a retaining wall and swimming pool at neighbour’s property.

Listed for hearing on 19 and 20 October 2020. Consent orders issued requiring First and Second Respondents to complete remedial works to rectify land and structures. Costs assessment review application filed with Supreme Court. Awaiting judgment.

Class 4 Application in relation to unauthorised excavation works resulting in the undermining of a retaining wall and swimming pool at neighbour’s property.

Notice of Motion relating to non-compliance with Court orders and contempt motion listed for further hearing on 28 July 2022.

Class 1 Appeal against deemed refusal of DA2020/0160 for construction of a two storey boarding house development containing 7 boarding rooms, excavation and construction of a basement containing two car parking spaces.

Matter listed for contested hearing on 29 to 31 March 2021. Appeal dismissed. Costs awarded as agreed or assessed. Negotiations continuing with Applicant’s solicitors.

Applicant

Applicant: Penshurst Laycock Pty Ltd atf Trustee of Penshurst Laycock Unit

Proceedings No.

2020/208038

Lot 10, 29 Laycock Road, Penshurst

Applicant: Penshurst Laycock Pty Ltd atf Trustee of Penshurst Laycock Unit

Proceedings No

2020/208036

Lot 11, 29 Laycock Road, Penshurst

Applicant: Commitment Pty Limited

Proceedings No: 2020/222588

36 Chamberlain Street, Narwee

Applicant: Compage Group Pty Limited

Proceedings No: 2020/240194

31 Garfield Street, Carlton

Class 1 Appeal against deemed refusal of DA2020/0160 for construction of a two storey boarding house development containing 7 boarding rooms, excavation and construction of a basement containing two car parking spaces.

Matter listed for contested hearing on 29 to 31 March 2021.

Appeal dismissed. Costs awarded as agreed or assessed.

Negotiations continuing with Applicant’s solicitors.

Class 1 Appeal against deemed refusal of DA2020/0160 for construction of a two storey boarding house development containing 7 boarding rooms, excavation and construction of a basement containing two car parking spaces.

Class 1 Appeal against refusal of DA2020/0050 for demolition and construction of a child care centre.

Class 1 Appeal against deemed refusal of DA2020/0133 for demolition of existing 1 storey brick building and erection of a four storey boarding house development with partial basement parking.

Matter listed for contested hearing on 29 to 31 March 2021.

Appeal dismissed. Costs awarded as agreed or assessed.

Negotiations continuing with Applicant’s solicitors.

Matter listed for contested hearing on 26 and 27 April 2021.

Appeal refused. Completed

Matter listed for contested hearing on 31 May and 1 June 2021. Appeal refused.

Applicant: Marian Ibrahim

Proceedings No: 2020/336594

10 Lawrence Street, Peakhurst

Class 1 Appeal against the Respondent’s deemed refusal of modification application MOD2020/0178 seeking to modify DA2014/1197 for minor internal and external alterations and an increase in the number of children permitted at the childcare centre from 48 to 58.

Matter sited for contested hearing on 27 and 28 September 2021 however following further amended plans a Section 34 Agreement was entered into prior to the hearing. Section 8.15 (3) costs paid in the amount of $8,000.

Applicant

Proceedings Number Property Address

Applicant: Christopher Robert Zaarour

Proceedings No: 2021/44244

10 Kyle Parade, Kyle Bay

Applicant: Marko Kozarovski

Proceedings No: 2021/139806

15 Resthaven Road, South Hurstville

Applicant: Little Endeavours Early Learning Centre

Proceedings No: 2021/153352

17 Endeavour Street, Sans Souci

Applicant: QMS Media Limited

Proceedings No: 2021/177924

591 – 611 Princes Highway, Blakehurst

Respondents: Tyre Nation Pty Ltd and Fardous & Saab Pty Limited

Proceedings No: 2020/170606

36 – 38 Waterview Street, Carlton

Class 1 Appeal against deemed refusal of DA2020/0435 for demolition of the existing dwelling and ancillary structures and the construction of a dual occupancy over basement car parking.

Matter listed for contested hearing on 21 and 22 September 2021. Section 34 Agreement entered into following amended plans.

Completed

Class 1 Appeal against refusal of DA2021/0051 for the demolition of existing structures, removal of trees and construction of single level childcare centre with basement car park.

Section 34 Conference listed on 18 August 2021. Section 34 Agreement entered into following amended plans. Section 8.15(3) costs paid in the amount of $2,000.

Class 1 Appeal against deemed refusal of DA2020/0554 for alterations and additions to an existing childcare centre involving minor demolition and the construction of a new external stair, first floor outdoor play area and internal renovations.

Matter listed for contested hearing on 6 and 7 December 2021. Section 34 Agreement was entered into following amended plans. Section 8.15(3) costs paid in the amount of $8,000.

Class 1 Appeal against refusal of DA2020/0065 for the installation of a digital advertising sign.

Section 34 Conference listed on 19 October 2021. Section 34 Agreement entered into following amended plans. Completed

Class 4 interlocutory proceedings seeking removal of motor vehicle tyres.

Matter listed for hearing on 17 and 18 September 2020. Judgment handed down on 24 December 2020 requiring regime of fire works to be carried out. Council successful in the proceedings, including costs.

Notice of Intention to Appeal filed by Respondents. Notice of Motion in relation to costs heard on 22 July 2021. Consent orders entered into with orders made for payment of $220,000 by instalments.

Applicant

Respondents: The Congregational Christian Church in Samoa, Parish of Sydney Inc and Taeipo Malifa Proceedings No: 2020/304249

977 Forest Road, Lugarno

Class 4 interlocutory proceedings seeking the Respondents be restrained from using the land for the purposes of a place of public worship unless in accordance with the conditions of Development Consent 2006/DA0372.

Parties: Melissa Carretero Local Court Proceedings Court Attendance Notices issued against Defendant in relation to injuries sustained to a person and animal by the Defendant’s dog.

Parties: Your Style Building Services Pty Limited Local Court Proceedings

2 – 6 Allen Street & 42 –46 Connells Point Road, Connells Point

Parties: Your Style Building Services Pty Limited Local Court Proceedings

2 – 6 Allen Street & 42 –46 Connells Point Road, Connells Point

Parties: Your Style Building Services Pty Limited Local Court Proceedings

2 – 6 Allen Street & 42 –46 Connells Point Road, Connells Point

Appeals against Penalty Notices (6) issued for development not in accordance with development consent.

Matter listed for hearing on 24 and 25 June 2021.

Consent orders entered into to carry out acoustic measures at the site. Costs assessment undertaken.

Respondent has failed to agree on an amount. Property to be sold.

Defendant entered a plea of guilty. On 10 August 2021

Defendant was sentenced to a fine of $2,000 and ordered to pay compensation to the victim of $12,707.30 and Council’s professional legal costs of $3,000.

Matters listed in Downing Centre Local Court on 24 and 25 November 2021.

Defendant pled guilty to 4 matters and 2 matters withdrawn.

Defendant convicted. Penalty issued for $18,000.

Completed

Appeals against Penalty Notices (3) issued for development not in accordance with development consent.

Matters listed in Downing Centre Local Court on 24 and 25 November 2021.

Defendant pled guilty to 1 matter and 2 matters withdrawn.

Defendant convicted. Penalty issued for $3,000.

Appeals against Penalty Notices (7) issued for development not in accordance with development consent.

Matters listed in Downing Centre Local Court for hearing on 24 and 25 November 2021.

Defendant pled guilty to 6 matters and 1 matter was withdrawn.

Defendant convicted.

Completed

Applicant

Proceedings Number Property Address

Parties: Your Style Building Services Pty Limited

Local Court Proceedings

2 – 6 Allen Street & 42 –46 Connells Point Road, Connells Point

Applicant: McDonagh Developments Pty Ltd

Proceedings No: 2021/295804

870 & 870A Forest Road, Peakhurst

Applicant: Loucas Architects Pty Limited

Proceedings No: 2021/337124

176 – 178 Princes Highway, Beverley Park

Applicant: Hurstville Community Centre Incorporated

Proceedings No: 2021/360407

88 – 92 Botany Street, Carlton

Appeals against Penalty Notices (2) issued for development not in accordance with development consent.

Class 1 Appeal against deemed refusal of DA2021/0302 for a seniors living development comprising 6 x 3 bedroom and 2 x 2 bedroom “in-fill self care housing” dwellings including strata subdivision.

Class 1 Appeal against deemed refusal of DA2020/0462 for the demolition of existing dwellings and construction of a six (6) storey residential building development containing twenty eight (28) units above two (2) levels of basement car parking and associated landscaping and communal open space.

Class 1 Appeal against refusal of DA2019/0644 for demolition works, alterations to existing building and change of use from nursing home to place of public workshop, community facilities and associated works.

Matters listed in Downing Centre Local Court for hearing on 24 and 25 November 2021. Defendant pled guilty to 1 matter and 1 matter withdrawn. Defendant convicted. Penalty issued for $1,000.

Matter listed for hearing on 15 June 2022. Section 34 Agreement entered into following amended plans. Section 8.15(3) costs of $4,000 paid.

Section 34 Conference listed on 6 April 2022.

Section 34 Agreement entered into following amended plans. Section 8.15(3) costs of $18,000 paid.

Matter listed for hearing on 17 – 19 August 2022. Not completed

Applicant

Applicant: Harry Myliotis

Proceedings No: 2022/16300

47 Boronia Street, Kyle Bay

Class 1 Appeal against deemed refusal of modification application MOD2021/0142 for various modifications at basement level including increase in basement footprint along with relocation of external vents, inclusion of plant room, and inclusion of storage area. The modifications also include conversion of car space adjacent to lift into store and plant room; and lowering of pool coping level on 47 Boronia, removal of pool at 34 Cross Street, and relocation of alfresco and additional fill to north-western corner and demolition of fencing and new timber, fencing boundary.

Applicant:

Lioncrest Capital Holdings Pty Limited

Proceedings No: 2022/25659

6-10 Torrens Street, Blakehurst

Applicant:

Commitment Pty Limited

Proceedings No: 2022/44228

36 Chamberlain Street, Narwee

Applicant:

Chun Yue Cao

Proceedings No: 2022/337124

3 Coolangatta Road, Beverly Hills

Applicant:

Yasser Elgammal

Proceedings No: 2022/45831

26 Bowden Street, Connells Point

Class 1 Appeal against deemed refusal of DA2021/0478 which seeks consent for the demolition of existing dwellings and ancillary structures and construction of a five-storey residential flat building over basement parking.

Class 1 Appeal against deemed refusal of DA2021/0415 for demolition works and construction of a child care centre.

Section 34AA Conciliation Conference on 3 and 4 May 2022. Matter adjourned to 28 July 2022. Not completed

Class 1 Appeal against refusal of DA2021/0021 for demolition, construction of a detached two storey dual occupancy development including landscaping and site works.

Matter listed for hearing on 20 and 21 September 2022. Not completed

Matter adjourned to 2 August 2022. Not completed

Section 34AA Conciliation Conference listed on 21 and 22 June 2022.

Section 34 Agreement entered into following amended plans.

Completed

Class 1 Appeal against Stop Work Order dated 11 February 2022.

Section 34 Conference listed on 20 September 2022. Not completed

Applicant

Proceedings Number Property Address

Applicant: Lateral Estate Pty Limited

Proceedings No: 2022/62002

32 Montgomery Street, Kogarah

Applicant: Lateral Estate Pty Limited

Proceedings No: 2022/62033

32 Montgomery Street, Kogarah

Applicant: Michel Murr

Proceedings No: 2022/65497

12-14 Bembridge Street, Carlton

Class 1 Appeal against deemed refusal of modification application MOD2022/0014 to modify development consent DA2021/0110 for internal and external alterations to level 2 and alterations in relation to car parking.

Class 1 Appeal against deemed refusal of modification application MOD2022/0013 to modify development consent DA2018/0139 for internal and external alterations.

Section 34 Conference listed on 8 June 2022. Section 34 Agreement entered into following amended plans. Completed

Section 34 Conference listed on 8 June 2022. Section 34 Agreement entered into following amended plans.

Completed

Applicant: Mamdouh Salem

Proceedings No: 2022/71021

55 Park Road, Carlton

Class 1 Appeal against deemed refusal of DA2021/0400 for demolition of existing structures and construction of five storey residential flat building comprising of 16 apartments with rooftop communal space and 2 levels of basement parking.

Class 1 Appeal against deemed refusal of DA2021/0295 for demolition of existing structures on the site, tree removal and the construction of a 6 storey mixed use development comprising a ground floor commercial tenancy, a 44 room boarding house including a communal room, managers room and associated amenities above two levels of basement car parking and associated landscaping and site works.

Section 34 Conference listed on 27 May 2022. Matter not resolved and listed for hearing on 11 and 12 October 2022.

Applicant: JAMG Holdings Pty Ltd as Trustee for the JAMG Property Trust

Proceedings No: 2022/83335

26 Martin Place, Mortdale

Class 1 Appeal against demolition of existing structures, removal of trees, erection of a four storey residential flat building containing 5 units and parking.

Section 34 Conference listed on 2 June 2022. Section 34 Conference adjourned to 22 July 2022.

Section 34 Conference listed on 26 July 2022. Not completed

Applicant

Applicant: Moussa Choker

Proceedings No: 2022/88489

49 Johnstone Street, Peakhurst

Applicant: Design Studio 407 Pty Limited

Proceedings No: 2022/92245

64 Moons Avenue, Lugarno

Applicant:

Pyramid Consulting Pty Limited

Proceedings No: 2022/96931

40 Oxford Street, Mortdale

Applicant:

32 The Avenue Hurstville Pty Ltd ATF 32 The Avenue Hurstville Trust

Proceedings No: 2022/122081

30 – 32 The Avenue, Hurstville

Applicant: Sharobem Holdings Pty Limited

Proceedings No: 2022/164067

49 Jersey Avenue, Mortdale

Class 1 Appeal against demolition of existing buildings on the subject site and construction of a new dual occupancy development (each dwelling with a swimming pool and cabana). Removal/ replacement of two trees.

Class 1 Appeal against refusal of modification of consent of DA2018/0230 for alterations and additions to a dwelling house – removal of timber decks and Condition 10.

Class 1 Appeal against deemed refusal of DA2022/0041 for demolition of existing structures and construction of a part 3, part 4 storey, 27 room boarding house over two basement levels of carparking.

Matter listed for hearing on 29 June 2022. Matter adjourned to 6 July 2022. Not completed

Section 34AA Conciliation Conference listed on 30 June 2022. Section 34 Agreement entered into following amended plans.

Completed

Section 34 Conference listed on 29 July 2022. Not completed

Class 1 Appeal against deemed refusal of DA2021/0399 for demolition of existing structures, amalgamation of two existing lots and construction of a 4 storey mixed use residential flat building containing ground floor retail space, basement carparking and associated landscaping.

Class 1 Appeal against refusal of DA2020/0354 for demolition works and the construction of a childcare centre.

Section 34 Conference listed on 20 June 2022. Matter adjourned to 18 July 2022.

Not completed

Matter listed for first directions hearing on 5 July 2022. Not completed

Applicant

Applicant: Winphil Pty Limited

Proceedings No: 2022/174905

49 Johnstone Street, Peakhurst

Applicant: Lovro Smoljo

Proceedings No: 2022/182295

46A Llewellyn Street, Oatley

Applicant:

Wang Zhang Lin & Bao Zhen Qiu

Proceedings No: 2022/189574

15 Dalcassia Street, Hurstville

Defendant: SAF Developments Pty

Limited

Proceedings No: 2021/244132

9 Nellella Street, Blakehurst

Defendant: SAF Developments Pty

Limited

Proceedings No: 2021/244133

9 Nellella Street, Blakehurst

Class 1 Appeal against deemed refusal of DA2021/0244 for demolition and construction of a mixed use development comprising basement car parking, ground floor commercial and residential apartments above (12 x studios used as affordable housing, 8 x 2 bedroom units and 5 x 3 bedroom units.

Class 1 Appeal against refusal of DA2021/0437 for demolition of existing double storey building and construction of a new two storey dwelling.

Matter listed for first directions hearing on 18 July 2022. Not completed

Matter listed for first directions hearing on 19 July 2022. Not completed

Class 1 Appeal against refusal of DA2020/0261 for demolition of existing structures and construction of a 12 room boarding house (one being a caretakers room), landscaping and site works.

Class 5 Summons for carrying out development on land which was prohibited.

Matter listed for first directions hearing on 27 July 2022. Not completed

Class 5 Summons for carrying out development not in accordance with consent.

Matter listed for hearing 6 March to 17 March 2023. Not completed

Matter listed for hearing 6 March to 17 March 2023. Not completed

Applicant

Defendant: SAF Developments Pty Limited

Proceedings No: 2021/244134

9 Nellella Street, Blakehurst

Defendant: SAF Developments Pty Limited

Proceedings No: 2021/244135

9 Nellella Street, Blakehurst

Defendant: Mohammad Safwan

Abdul-Rahman

Proceedings No: 2021/244136

9 Nellella Street, Blakehurst

Defendant: Mohammad Safwan

Abdul-Rahman

Proceedings No: 2021/244137

9 Nellella Street, Blakehurst

Parties:

Faoud Haifa

Local Court Proceedings

72A Ogilvy Street, Peakhurst

Parties: Stanley Xie

District Court Proceedings

Class 5 Summons for polluting land.

Matter listed for hearing 6 March to 17 March 2023. Not completed

Class 5 Summons for unlawful transport of waste.

Matter listed for hearing 6 March to 17 March 2023. Not completed

Class 5 Summons for polluting land. Matter listed for hearing 6 March to 17 March 2023. Not completed

Class 5 Summons for unlawful transport of waste.

Matter listed for hearing 6 March to 17 March 2023. Not completed

Court Attendance Notice in relation to offence under Companion Animals Act 1988.

Appeal against Local Court decision of parking fine.

Matter listed for hearing on 1 November 2022. Not completed

Matter listed for hearing on 11 April 2022. Matter adjourned to 2 September 2022. Not completed

Applicant

Proceedings Number Property Address

Applicant: Landgrowth One Pty Limited ATF Landgrowth 001 Unit Trust

Proceedings No: 2021/199083

80 Boronia Parade, Lugarno

Applicant: Gemaveld Pty Ltd

Proceedings No: 2021/293258

117 Stuart Street, Blakehurst

Applicant: Xiao Di Zhou

Proceedings No: 2021/306327

25 William Road, Riverwood

Applicant: Huawen Zhang & Xiao Di Zhou

Proceedings No: 2021/306381

25A William Road, Riverwood

Applicant: Xiao Di Zhou

Proceedings No: 2021/306358

25 William Road, Riverwood

Class 1 Appeal against deemed refusal of DA2021/0181 for demolition existing structures and a Torrens title subdivision of the existing lot into 31 residential lots, construction of new roads, drainage and tree removal.

Matter was listed for hearing on 31 October to 4 November 2022 however Applicant discontinued proceedings prior to hearing.

Completed

Class 1 Appeal against the refusal of DA2020/0247 for the demolition of existing building and erection of a new multi dwelling house, swimming pool, front fence, landscaping and site works.

Section 34 Conference listed on 18 February 2022. Section 34 Agreement entered into following amended plans.

Class 1 Appeal against actual refusal of development application DA2021/0039 for premises known as 25 William Road, Riverwood.

Section 34 Conference listed on 7 February 2022. Section 34 Agreement entered into following amended plans.

Class 1 Appeal against actual refusal of development application DA2021/0040 for premises known as 25A William Road, Riverwood.

Section 34 Conference listed on 7 February 2022. Section 34 Agreement entered into following amended plans.

Completed

Class 1 Appeal against deemed refusal of the Building lnformation Certificate Application dated 2 August 2021 for premises known as 25 William Road, Riverwood.

Section 34 Conference listed on 7 February 2022. Section 34 Agreement entered into following amended plans.

Completed

Completed

Completed

Applicant

Applicant: Xiao Di Zhou

Proceedings No: 2021/306268

25A William Road, Riverwood

Applicant: Buddy Salhab

Proceedings No: 2021/319419

62 Morshead Drive, Connells Point

Applicant:

Jiging Chen

Proceedings No: 2022/114271

5 Dinjerra Crescent, Oatley

Respondents: George & Ilinka

Apostolovski

Proceedings No: 2021/295989

15 Merton Street, Kogarah Bay

Parties:

Charisma Developments

Pty Limited

Local Court Proceedings

12 Universal Street, Mortdale

Parties:

Ly and Bcy Wong

Local Court Proceedings

10 Belgrave Street, Kogarah

Class 1 Appeal against deemed refusal of the Building lnformation Certificate Application dated 2 August 2021 for premises known as 25A William Road, Riverwood.

Class 1 Appeal against the actual refusal of DA2020/0192 for the demolition of the existing dwelling and structures and construction of a two storey attached dual occupancy with swimming pools.

Section 34 Conference listed on 7 February 2022.

Section 34 Agreement entered into following amended plans.

Section 34AA Conciliation Conference listed on 1 and 4 April 2022.

Section 34 Agreement entered into following amended plans.

Completed

Class 1 Appeal against a Development Control Order.

Applicant discontinued proceedings on 20 May 2022.

Completed

Class 4 Application in relation to accumulation of material and items at premises.

Appeal against Penalty Notice issued for development not in accordance with development consent.

Matter listed for directions hearing on 8 April 2022. Consent orders entered into in relation to a staged clean-up of the Premises.

Defendant was found guilty of the offence and fined $2,000 and ordered to pay Council’s costs of $7,500.

Completed

Completed

Completed

Appeal against Penalty Notice issued for for late submission of annual fire safety statement.

Matter listed for further mention on 22 February 2022. Matter discontinued. Completed

Applicant Proceedings Number Property Address

Applicant: Robert Daoud

Proceedings No: 2021/251058

23 Louisa Street, Oatley

Applicant: Milford & Matthei

Proceedings No: 2021/257771

80 Boronia Parade, Lugarno

Applicant: Ethan Dabbagh

Proceedings No: 2021/303459

31 Caloola Crescent, Beverly Hills

Parties:

David Minaway

Local Court Proceedings

66 Townson Street, Blakehurst

Parties:

Sydney Centre for Finance Studies Pty Limited

NCAT Proceedings

Suite 1A, Level 1, 34

MacMahon Street, Hurstville

Applicant: Aplus Architecture

Proceedings No: 2020/39217

5 Mona Street, Allawah

Class 1 Appeal against actual refusal of Building Certificate Application No. 149D2021/0037.

Section 34 Conference listed on 1 December 2021. Section 34 Agreement entered into following amended plans. Completed

Class 1 Appeal against the making on an Interim Heritage Order No. 1 in respect of the property at 80 Boronia Parade, Lugarno by Georges River Council published in the NSW Government Gazette No. 389 dated 13 August 2021.

Class 1 Appeal against deemed refusal of DA2021/0253 for the demolition of all existing structures, removal of tree on street, proposed attached dual occupancy with 2 x cabana and 2 x pool and proposed Torrens Title Subdivision.

Matter discontinued by Applicant. Completed

Section 34AA Conciliation Conference listed on 1 and 2 February 2022.

Section 34 Agreement entered into following amended plans.

Completed

Appeal against Penalty Notice issued for failure to comply with development consent.

Matter discontinued. Completed

Retail lease dispute.

Matter discontinued. Completed

Class 1 Appeal for deemed refusal of DA2019/0608 for demolition of existing structures and construction of a boarding house development with basement parking.

Completed

Applicant

Applicant: Peter Thanos

Proceedings No: 2021/302444

31 Regent Street, Kogarah

Parties: Rob Ghassani

Local Court Proceedings

36 Whitfield Parade, Hurstville Grove

Class 1 Appeal against the deemed refusal of DA2021/0253 for the demolition of all existing structures, removal of tree on street, proposed attached dual occupancy with 2 x cabana and 2 x pool, proposed Torrens Title Subdivision at 31 Caloola Crescent, Beverly Hills.

Appeal against Penalty Notice issued for development not in accordance with development consent.

Section 34 Conference listed on 10 December 2021.

Section 34 Agreement entered into following amended plans.

Completed

Matter listed for hearing on 14 December 2021. Matter withdrawn.

Completed

Penshurst Street, Penshurst

Capital works program

We completed or progressed capital projects and programs such as upgrades to roads, footpaths and pedestrian facilities; improvements to parks and sporting facilities; and improvements to buildings and upgraded amenities.

The selection of key capital projects and programs noted below were part of our $21.7million capital works program for 2021/22.

Community Buildings and Facilities

$3,678,000

Upgrade and construction of community and sporting/leisure facilities amenities buildings throughout the LGA. Major projects included:

• $1,381,000 Penshurst Park Youth Centre Stage 2 Master Plan

• $236,000 Hurstville Oval Community Pavilion

• $1,646,000 Hurstville Golf Course new Clubhouse

New and upgraded stormwater infrastructure to negate flooding and improve stormwater function across the LGA. Major works undertaken at:

Drainage and Stormwater

$782,000

• Olive Crescent, Peakhurst

• Edward Street, Oatley

• Wayne Avenue, Lugarno

• Neville Street, Oatley

• Stubbs Street, Beverley Park

Upgrades and repairs to various footpaths throughout the LGA to improve accessibility and minimise community risk. Work sites included:

Footpaths

$ 663,000

• Edgbaston Road, Beverly Hills

• Railway Parade, Carlton

• Gray Street, Kogarah

• Jinna Road, Mortdale

Library Services $424,000

Neighbourhood Centre Improvements $3,482,000

Parks $771,000

Includes the replacement of library resources and collections and the commencement of work on the reading and sensory garden at Hurstville Library.

Includes $2,928,000 Mortdale Town Centre upgrade focused on improving amenity and pedestrian safety within Mortdale.

Upgrades and new facilities installed to improve passive and recreational use of highly valued open space across the LGA. Major projects included:

• $383,000 Remediation of Former Oatley Bowling Club site to develop new community open space

• $273,000 Donnelly Park jetty replacement

Plant & Equipment $2,908,000

Public Amenities $396,000

Roads $4,021,000

Sports fields and Facilities $1,997,000

Environmental Sustainability and Initiatives $1,877,000

Traffic and Pedestrian facilities $660,000

• $486,000 New filtration system Hurstville Aquatic Leisure Centre

• $86,000 Replacement of fleet vehicles

• $52,000 Various equipment at Sans Souci Aquatic Centre

• $21,000 Lunar New Year festival floats

New Amenities buildings and upgrades to improve the community’s access to clean, safe and accessible amenities. Construction undertaken at:

• $356,000 Merv Lynch Reserve Public Amenities Block

Upgrade and re-sheeting of roads at various locations across LGA to ensure condition and road safety. Major works included:

• $135,000 Bungalow Road, Bonds Road to Baumans Road, Peakhurst

• $140,000 Station Street, Morts Road to Boundary Road, Mortdale

• $191,000 Blakesley Road, Woniora Road to Bellevue Parade, South Hurstville

• $215,000 West Street, Railway Parade to Cole Street, Hurstville

• $232,000 Castle Street, Hatfield Street to End, Blakehurst

• $778,000 Gloucester Road, Stoney Creek Road to Forest Road, Hurstville

Upgrades to improve passive and recreational use of highly valued sporting/ community facilities across the LGA. Major projects included:

• $481,000 Peakhurst Park Field 1 Reconstruction

• $658,000 Hurstville Golf Course Reconstruction

Construction of environmental and stormwater naturalisation projects focused on improving ecological resilience and biodiversity. Projects included:

• $1,730,000 Poulton Park naturalisation and car park upgrade

• $146,000 Waterway Improvement Harold Fraser Oval / Parkside Drive Reserve

Upgrade and construction of facilities at various locations across the LGA to improve traffic and pedestrian safety. Major projects included:

• $171,000 Blakesley Road pedestrian refuge at King Georges Road, Blakehurst

• $95,000 Upgrade of a raised pedestrian crossing at Bryant Street, Narwee

• $114,000 Upgrade of multiple raised crossings along Morts Road, Mortdale

• $78,000 Intersection upgrade at Terry Street and Resthaven Road, Blakehurst

Hurstville Golf Pavillion, Hurstville

Peakhurst Park Field 1 Reconstruction

The construction of irrigation and drainage infrastructure, and the resurfacing of Peakhurst Park Field 1 has improved the safety and usage of this valuable sporting and recreation facility for the community.

Penshurst Park Sporting Hub Stage 2

The Stage 2 expansion of the Penshurst Park Sporting Hub development included the construction of the Penshurst Park Youth Center, carpark, exercise equipment, and FIFA accredited synthetic playing field with associated grandstand and amenities. The Youth Centre provides community/youth facilities including training kitchen, 1/3 basketball court, consultation and activity rooms. The Youth Centre and sport/recreation facilities provide community and sporting groups with significant infrastructure to assist in the development mental and physical health resilience.

Poulton Park Naturalisation and Carpark Construction

This project focused on the remediation and naturalisation of a disused, contaminated site in lower Poulton Park to develop resilient future bushland and construct a carpark for new sporting facilities. The project fostered innovation through the development of urban habitats in the naturalised area utilising reclaimed construction and demolition waste materials collected from the former depot site. This included habitats for micro-bats, birds, bees, and reptiles. These habitats have been supported by informative signage to educate community members on the importance of creating ecosystems that support native animals in urban environments.

Merv Lynch Reserve Amenities Building

Construction of public amenities building and small community space to expand community use of this valuable open space.

Annual Road Resheeting Program

Number of newly resheeted roads: 21

Length of roads: 9.1 km

Annual Footpath Program

Number of footpaths reconstructed: 15

Length of reconstructed footpaths: 3.1 km

Annual Drainage Program

Number of projects completed: 16

Additional statutory information

Grant success

Community grants program

Micro grants

Venue hire grants

Community facilities rental subsidy

Donations

Sponsorship

Heritage building grants

Heritage publication grants

Georges River Youth Festival 2022 - Intergenerational Chess Competition

Grant success

In addition to the funding received from the Commonwealth Financial Assistance Grants (FAG) and the NSW Government Stronger Communities Fund (SCF), Council successfully applied for a number of Federal and State Government grants in 2021/22 to assist with provision of facilities and services to the community.

Council received around $11.5m in grant funding for operational projects and just over $6.4m in grant funds were awarded for a variety of capital projects to improve infrastructure in the Local Government Area.

In Good Taste 2022, Hurstville

Grants paid to Council during 2021/22

Section 356 grants

Community Grants Program

Community Grants are designed to enable not-for-profit community organisations and charities to partner with Council to meet identified community needs. The purpose of these grants is to assist in the delivery of projects which encourage community participation and inclusion by offering alternative approaches to meeting community needs.

Community Grants Program 2021/22

The Community Grants Program had two categories: Reconnecting Communities provided grants of up to $25,000 for projects implemented over two years and Capacity Building provided grants of up to $10,000 for projects implemented within 12 months.

A total of $321,778 was awarded in grant funding over two rounds.

Micro Grants 2021/22

The Georges River Council Micro Grants Program is a grant funding program that aims to provide local solutions to improve community wellbeing, including social enterprises or co-ops; small business development; training opportunities; healthy living or social cohesion through the provision of funding up to $1,000. Applicants may be granted full or partial funding for their program.

We are Georges River Exhibition Hurstville Plaza

Venue Hire Grants 2021-2022

Through the Venue Hire Grant Funding Program, Georges River Council provides equitable access to Council facilities in order to enable community participation, neighbourhood activation and a sense of belonging in the LGA. This program provides not-for-profit organisations with subsidised venue hire fees for Council-managed facilities.

Community Facilities Rental Subsidy

In accordance with Georges River Council’s Community Lease Policy, Council aims to ensure that a wide range of community groups and individuals are given equal opportunity to occupy community land and buildings to support identified community needs.

Donations

Sponsorship

Heritage grants

Each year, the Heritage Grants Programs provides financial support to help conserve heritage listed buildings or initiate a heritage project.

Heritage Building Grants

The Heritage Building Grants program aims to encourage the retention and maintenance of properties that have heritage significance and promote and celebrate our community’s local heritage.

Each year, owners of heritage listed buildings in Hurstville LEP 1994, Hurstville LEP 2012 and Kogarah LEP 2012, are invited to apply for financial assistance for specific restoration or conservation works on their property

For the 2021/22 financial year, a total of 24 applications were received and 18 applications were supported and recommended for grant funding. This came to a total amount of $76,663. Not all successful applicants have been able to proceed with the grant. Applicants have until 1 December 2022 to complete the works and submit their receipts for Council’s review. In the 2021/22 financial year, Council reimbursed $4,300 worth of grants, and the remaining reimbursements are expected prior to 1 December 2022.

Heritage Publication Grants 2021/22

Financial information

Wonga Wonga vine, Gannons Park

Overview

Since 2018, Council has been actively working towards financial sustainability. Our 2021/22 results continue to highlight that the forecast of the Long-Term Financial Plan and overall budget strategy was successful in sustaining operations whilst Council works towards a surplus in future years.

2021/22 proved to be another extraordinary year with unforeseen significant events that resulted in service disruptions that have either indirectly or directly impacted Council’s financial results.

The 2021/22 Budget adoption was a critical turning point in Georges River Council’s financial sustainability. It was the first year of the approved Special Rate Variation and savings strategy applied.

Whilst the 2021/22 results were favourable these were predominantly attributed to one-off gains such as the sale of Edgbaston car park, revaluation in investments and under expenditure associated with service disruptions from significant unforeseen events.

Further the results highlight the requirement to prioritise capital expenditure to items that will contribute to improving Council’s infrastructure performance ratios, which has been declining in performance rather than advancing. Strategic Asset Management will be a fundamental topic in the 2023/24 Budget and the LongTerm Financial Plan.

Continued diligence in applying strict budget management strategies and prioritisation will be critical in the continuous improvement and strengthening of Council’s financial position.

Income Statement

The 2021/22 operating result excluding capital grants and contributions is a surplus of $11.2 million. This is a $12.6 million improvement from 2020/21 result (excluding the revaluation decrements) and a $15.7 million improvement to the adopted budgeted result of $4.5 million deficit. The improvement is materially attributed to the:

• Net gain from sale of properties ($7.6 million)

• Fair value increment on investment properties ($8 million)

• Reduced expenses from one-off unforeseen extraordinary events ($3.7 million).

Excluding net gain on sale and the fair value increment on investment properties, the total income performance was sustained by interest, other revenue and rates and annual charges. Fees and charges income was considerably under adopted budget with an unfavourable variance of $2.4 million. The unfavourable variance was driven by COVID-19 related closures and reduction in service demand. The main areas impacted were Childcare, Hurstville Aquatic Centre and Hurstville Entertainment Centre.

Operating and Capital Grant income was considerably impacted by the delay in project delivery, resulting in a high portion of the grants moving into 2022/23 financial year. Capital developer contributions declined by 25% ($3 million) from prior year trends.

As outlined above total expenditure was below adopted budget. Employee costs were favourable to budget by $830,000 with vacancies lowering salaries and wages and overheads, this offset the $2.3 million in employee termination costs and uncapitalised project delivery salaries from the COVID-19 stop work order and heavy and continuous rainfall.

Materials and Services was favourable to adopted budget ($2.5 million) based on under spends in printing, contractors (waste and Infrastructure), water, materials and consultancies. It is understood these were associated with service disruptions from 2021/22 rather than savings identified. Other expenses would have been unfavourable to budget by $540,000 due to the impact of the impairment of debts ($1.4 million).

Statement of Financial Position

Council equity increased from 2020/21 by $207 million, which was an improvement to the decrease of $19 million that occurred in 2020/21. The increase is materially attributed to increases to Infrastructure, property, plant and equipment (IPPE), investments and investment property. There was a minimal movement in Council liabilities though it highlights Council will be debt free from September 2022, with the final payment for the Mortdale Community Centre.

This was materially attributed to the revaluation decrement to infrastructure, property, plant and equipment and some minor increases in liabilities from contractual grant obligations and employee benefit/ workers compensation provision increases.

Total cash assets, cash equivalents and investments increased by $27.5 million, which was a positive result, though materially attributed to the significant service disruptions of 2021/22 and assisted by the 2021/22 Budget Strategy to replenish critical reserves such as asset management. Unrestricted cash was a positive $10 million, comparative to nil in 2019/20. The commercial property reserve increased by $8.8 million as a result of the sale of properties.

Receivables were unfavourably impacted by the increase to impairments of $1.4 million. Payables have remained stable and aligned to 2020/21 and 2019/20 balances.

Statement of Performance Measures

The operating performance ratio continues to have favourable improvements. Though still in a deficit of 1.80%, it is an improvement to prior year deficits of 3.75% in 2020/21 and 8.04% in 2019/20. Further financial decisions and strict financial management will still be required in future years to achieve a positive surplus operating ratio. This is projected to occur in 2022/23. The operating performance ratio is a key indicator of sustainable operations.

All other ratios, including unrestricted current ratio and rates and annual charges outstanding, improved comparative to 2020/21 and 2019/20.

Strategic Asset Management

Council continues to develop its asset management maturity with a dedicated team focusing on the accuracy of asset data and using this information to build sustainable programs of work.

Council officers will continue to undertake comprehensive reviews of critical assets which will allow for more accurate and dynamic planning to meet benchmarks.

Asset Management is a critical function of Council and the overall sector. The Local Government Sector manages over $160 billion community assets in New South Wales (NSW). With Georges River Council managing $1.5 billion.

Asset categories are large and can be complex, broadly covering roads, community land, building, open space, recreational facilities, footpaths, bridges, stormwater, plant, office equipment, IT software, etc. These assets are critical in providing services and are required to be maintained to a functional standard.

The application of strategic management policies, accounting practices and the overall asset management framework is inconsistent across the sector. This results in inconsistencies that range from varying naming conventions, asset classifications, useful lives, valuation processes, depreciation, maintenance schedules, etc.

Georges River Council

ANNUAL FINANCIAL STATEMENTS

for the year ended 30 June 2022

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

Georges River Council

GENERAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2022

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

Georges River Council

General Purpose Financial Statements

for the year ended 30 June 2022

Contents Page

Understanding Council's Financial Statements

Statement by Councillors and Management

Primary Financial Statements:

Income Statement

Statement of Comprehensive Income Statement of Financial Position

Statement of Changes in Equity

Statement of Cash Flows

Notes to the Financial Statements

Independent Auditor’s Reports: On the Financial Statements (Sect 417 [2]) On the Financial Statements (Sect 417 [3])

Overview

Georges River Council is constituted under the Local Government Act 1993 (NSW) and has its principal place of business at:

Corner MacMahon and Dora Streets Hurstville NSW 2220

Council’s guiding principles are detailed in Chapter 3 of the LGA and includes:

• principles applying to the exercise of functions generally by council,

• principles to be applied when making decisions,

• principles of community participation,

• principles of sound financial management, and

• principles for strategic planning relating to the development of an integrated planning and reporting framework.

A description of the nature of Council’s operations and its principal activities are provided in Note B1-2.

Through the use of the internet, we have ensured that our reporting is timely, complete and available at minimum cost. All press releases, financial statements and other information are publicly available on our website: www.georgesriver.nsw.gov.au

Georges River Council General Purpose Financial Statements

for the year ended 30 June 2022

Understanding Council's Financial Statements

Each year NSW local governments are required to present audited financial statements to their council and community.

What you will find in the Statements

Introduction The financial statements set out the financial performance, financial position and cash flows of Council for the financial year ended 30 June 2022.

The format of the financial statements is standard across all NSW Councils and complies with both the accounting and reporting requirements of Australian Accounting Standards and requirements as set down by the Office of Local Government.

About the Councillor/Management Statement

The financial statements must be certified by senior staff as ‘presenting fairly’ the Council’s financial results for the year and are required to be adopted by Council – ensuring both responsibility for and ownership of the financial statements.

About the Primary Financial Statements

The financial statements incorporate five "primary" financial statements:

1. The Income Statement

Summarises Council's financial performance for the year, listing all income and expenses. This statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred.

2. The Statement of Comprehensive Income

Primarily records changes in the fair value of Council's infrastructure, property, plant and equipment.

3. The Statement of Financial Position

A 30 June snapshot of Council's financial position indicating its assets, liabilities and “net wealth”.

4. The Statement of Changes in Equity

The overall change for the year (in dollars) of Council's "net wealth".

5. The Statement of Cash Flows Indicates where Council's cash came from and where it was spent. This statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred.

About the Notes to the Financial Statements

The Notes to the Financial Statements provide greater detail and additional information on the five primary financial statements.

About the Auditor's Reports

Council’s financial statements are required to be audited by the NSW Audit Office.

In NSW the auditor provides 2 audit reports:

1. an opinion on whether the financial statements present fairly the Council’s financial performance and position, and

2. their observations on the conduct of the audit, including commentary on the Council’s financial performance and financial position.

Who uses the Financial Statements?

The financial statements are publicly available documents and must be presented at a Council meeting between seven days and five weeks after the date of the audit report.

The public can make submissions to Council up to seven days subsequent to the public presentation of the financial statements. Council is required to forward an audited set of financial statements to the Office of Local Government.

Georges River Council Income Statement

Georges River Council | Income Statement | for the year ended 30 June 2022

The above Income Statement should be read in conjunction with the accompanying notes.

Georges River Council Statement of Comprehensive Income

The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

Georges River Council Statement of Financial Position

The above Statement of Financial Position should be read in conjunction with the accompanying notes.

Georges River Council | Statement of Financial Position | for the year ended 30 June 2022

Georges River Council Statement of Changes in Equity for the year ended 30 June 2022

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Georges River Council

Statement of Cash Flows for the year ended 30 June 2022

Georges River Council | Statement of Cash Flows | for the year ended 30 June 2022

The above Statement of Cash Flows should be read in conjunction with the accompanying notes.

Georges River Council

B

B1-1

B1-2

B2

B2-1

B4

B3-3

B3-4

Georges River Council

Georges River Council | Notes to the Financial Statements 30 June 2022

A About Council and these financial statements

A1-1 Basis of preparation

These financial statements were authorised for issue by Council on 31 October 2022. Council has the power to amend and reissue these financial statements in cases where critical information is received from public submissions or where the OLG directs Council to amend the financial statements.

The principal accounting policies adopted in the preparation of these financial statements are set out below.

These policies have been consistently applied to all the years presented, unless otherwise stated.

Basis of preparation

These general purpose financial statements have been prepared in accordance with Australian Accounting Standards and Australian Accounting Interpretations, the Local Government Act 1993 (Act) and Local Government (General) Regulation 2021 (Regulation), and the Local Government Code of Accounting Practice and Financial Reporting.

Council is a not for-profit entity.

The financial statements are presented in Australian dollars and are rounded to the nearest thousand dollars.

Historical cost convention

These financial statements have been prepared under the historical cost convention, as modified by the revaluation of certain infrastructure, property, plant and equipment and investment property.

Significant accounting estimates and judgements

The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Council's accounting policies.

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the Council and that are believed to be reasonable under the circumstances.

Coronavirus (COVID‐19) impact

The global health crisis from the COVID-19 virus has had a significant impact on Council's operations which has been reflected in the financial statements. A number of facilities, services and events were significantly affected during the period of pandemic restrictions which resulted in reduced revenues and put a strain on cash flow. The financial difficulty experienced by many ratepayers led to a higher than normal level of outstanding collections for the financial year.

Council has determined that COVID‐19 does not create a material uncertainty to the extent that it casts significant doubt upon Council’s ability to continue as a going concern.

Critical accounting estimates and assumptions

Council makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year include:

(i) estimated fair values of investment properties – refer Note C1-7;

(ii) estimated fair values of infrastructure, property, plant and equipment – refer Note C1-6;

(iii) employee benefit provisions – refer Note C3-4.

Significant judgements in applying the Council's accounting policies

i. Impairment of receivables – refer Note C1-4.

ii. Determination of whether performance obligations are sufficiently specific and whether the contract is within the scope of AASB 15 Revenue from Contracts with Customers and / or AASB 1058 Income of Not-for-Profit Entities – refer to Notes B2-2 – B2-4.

iii. Determination of the lease term, discount rate (when not implicit in the lease) and whether an arrangement contains a lease – refer to Note C2-1. continued on next page ...

Page 12 of 86

Monies and other assets received by Council

The Consolidated Fund

In accordance with the provisions of Section 409(1) of the Local Government Act 1993 (NSW), all money and property received by Council is held in the Council’s Consolidated Fund unless it is required to be held in the Council’s Trust Fund.

Cash and other assets of the following entities have been included as part of the Consolidated Fund:

◾ General purpose operations

Goods and Services Tax (GST)

Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense.

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the taxation authority is included with other receivables or payables in the Statement of Financial Position.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities that are recoverable from, or payable to, the taxation authority, are presented as operating cash flows.

New accounting standards and interpretations issued but not yet effective

New accounting standards and interpretations issued but not yet effective

Certain new accounting standards and interpretations (ie. pronouncements) have been published by the Australian Accounting Standards Board that are not mandatory for the 30 June 2022 reporting period.

Council has elected not to apply any of these pronouncements in these financial statements before their operative dates.

As at the date of authorisation of these financial statements Council does not consider that any of these new (and still to be applied) standards and interpretations are likely to have a material impact on the Council's future financial statements, financial position, financial performance or cash flows.

Comparative figures

Council has updated the presentation and classification of certain items within the financial statements. Current year and previous year comparative figures have been repositioned in:

• the Income Statement

• Certain items in "Other expenses", and all "Materials and contracts", have been moved into a new category "Materials and services".

• "Fair value increment on investment properties" has been moved into "Other Income".

• "Revaluation decrement / impairment of IPP&E" has been moved into "Depreciation, amortisation and impairment"

• the Statement of Financial Position

• "Income received in advance" has been moved into "Contract liabilties".

• "Employee benefit provisions" have been moved out of "Provisions" and into their own category.

These changes were made to adhere to the Local Government Code of Accounting Practice and Financial Reporting 2020/21.

New accounting standards adopted during the year

During the year, Council adopted all standards which were mandatorily effective for the first time at 30 June 2022. None of these standards had a significant impact on reported position or performance.

Financial Performance

Functions or activities

B1

B1-1 Functions or activities –income, expenses and assets

Income, expenses and assets have been directly attributed to the following functions or activities. Details of those functions or activities are provided in Note B1-2.

B1-2 Components of functions or activities

Details relating to the Council’s functions or activities as reported in B1-1 are as follows:

A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE

• We create and support events that celebrate community and cultural identity and benefit the economy.

• Affordable and quality housing options are available.

• The community is socially and culturally connected.

• Diverse, vibrant community facilities and spaces are connected, well maintained and accessible.

• The community is safe and healthy.

QUALITY, WELL PLANNED DEVELOPMENT

• Sustainable development delivers better amenity and liveability of the community and the environment.

• The community helps to plan the LGA’s future.

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

A DIVERSE AND PRODUCTIVE ECONOMY

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

• Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth.

• The ambitions for Hurstville and Kogarah as strategic centres are realised.

A PROTECTED ENVIRONMENT AND GREEN OPEN SPACES

• Council’s environmentally sustainable practices inspire everyone to protect and nurture the natural environment.

• The LGA’s waterways are healthy and accessible.

• Everyone has access to beautiful parks and open spaces.

• Local heritage is protected and promoted.

LEADERSHIP AND TRANSPARENCY

• The community is involved and listened to.

• Open, informed and transparent decision-making supports the interests of the community.

• Leadership focuses on innovation and improving the customer experience.

• Council’s assets and resources are managed responsibly and with accountability.

• The workforce is inspiring, diverse and engaged.

• Council has a regional-approach to service delivery and facilities.

ACTIVE AND ACCESSIBLE PLACES AND SPACES

• The LGA has a range of transport options to connect people, goods and businesses.

• Roads, footpaths and cycleways are safe, accessible and free of congestion.

• Everyone, including people with disability, navigates the LGA in safety.

• Everyone has access to a range of active and passive recreation facilities.

B2 Sources of income

B2-1 Rates and annual charges

Council has used 2019 year valuations provided by the NSW Valuer General in calculating its rates.

Accounting policy

Rates and annual charges are recognised as revenue at the beginning of the rating period to which they relate. Prepaid rates are recognised as a financial liability until the beginning of the rating period.

Pensioner rebates relate to reductions in rates and certain annual charges for eligible pensioners’ place of residence in the local government council area that are not subsidised by the NSW Government.

Pensioner rate subsidies are received from the NSW Government to provide a contribution towards the pensioner rebates and are recognised within the underlying revenue item based on their substance.

Georges River Council | Notes to the Financial Statements 30 June 2022

B2-2 User charges and fees

Accounting policy

Revenue arising from user charges and fees is recognised when or as the performance obligation is completed and the customer receives the benefit of the goods / services being provided.

The performance obligation relates to the specific services which are provided to the customers and generally the payment terms are within 30 days of the provision of the service or in some cases such as caravan parks, the customer is required to pay on arrival or a deposit in advance. There is no material obligation for Council in relation to refunds or returns.

Where an upfront fee is charged such as joining fees for the leisure centre the fee is recognised on a straight-line basis over the expected life of the membership.

Licences granted by Council are all either short-term or low value and all revenue from licences is recognised at the time that the licence is granted rather than over the term of the licence.

Georges River Council | Notes to the Financial Statements 30 June 2022

B2-3 Other revenues

Where the revenue is earned for the provision of specified goods / services under an enforceable contract, revenue is recognised when or as the obligations are satisfied.

Statutory fees and fines are recognised as revenue when the service has been provided, the payment is received or when the penalty has been applied, whichever occurs first.

Other revenue is recorded when the payment is due, the value of the payment is notified, or the payment is received, whichever occurs first.

B2-4 Grants and contributions

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Georges River Council | Notes to the Financial Statements 30 June 2022

B2-4 Grants and contributions (continued)

Georges River Council | Notes to the Financial Statements 30 June 2022

B2-4 Grants and contributions (continued)

Unspent grants and contributions

Certain grants and contributions are obtained by Council on the condition they be spent in a specified manner or in a future period but which are not yet spent in accordance with those conditions are as follows:

Funds received in prior year but revenue recognised and funds spent in current

Accounting policy

Grants and contributions – enforceable agreement with sufficiently specific performance obligations

Grant and contribution revenue from an agreement which is enforceable and contains sufficiently specific performance obligations is recognised as or when control of each performance obligations is transferred.

The performance obligations vary according to the agreement. Payment terms vary depending on the terms of the grant, cash is received upfront for some grants and on the achievement of certain payment milestones for others.

Performance obligations may be satisfied either at a point in time or over time and this is reflected in the revenue recognition pattern. Point in time recognition occurs when the beneficiary obtains control of the goods / services at a single time (e.g. completion of the project when a report / outcome is provided), whereas over time recognition is where the control of the services is ongoing throughout the project (e.g. provision of community health services through the year).

Where control is transferred over time, generally the input methods being either costs or time incurred are deemed to be the most appropriate methods to reflect the transfer of benefit.

Capital grants

Capital grants received by Council under an enforceable contract for the acquisition or construction of infrastructure, property, plant and equipment to identified specifications which will be under Council’s control on completion are recognised as revenue as and when the obligation to construct or purchase is completed.

For construction projects, this is generally as the construction progresses in accordance with costs incurred since this is deemed to be the most appropriate measure of the completeness of the construction project.

For acquisitions of assets, the revenue is recognised when the asset is acquired and controlled by the Council.

Developer contributions

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Georges River Council | Notes to the Financial Statements 30 June 2022

B2-4 Grants and contributions (continued)

Council has obligations to provide facilities from contribution revenues levied on developers under the provisions of sections 7.4, 7.11 and 7.12 of the Environmental Planning and Assessment Act 1979 (EP&A Act).

While Council generally incorporates these amounts as part of a Development Consents Order, such developer contributions are only recognised as income upon receipt by Council, due to the possibility that individual development consents may not be acted upon by the applicant and, accordingly, would not be payable to Council.

Developer contributions may only be expended for the purposes for which the contributions were required, but Council may apply contributions according to the priorities established in work schedules for the contribution plan.

Other grants and contributions

Assets, including cash, received from other grants and contributions are recognised at fair value when the asset is received. Council considers whether there are any related liability or equity items associated with the asset which are recognised in accordance with the relevant accounting standard.

Once the assets and liabilities have been recognised then income is recognised for any remaining asset value at the time that the asset is received.

B2-5 Interest and investment income

B2-6 Other income

B3 Costs of providing services

B3-1 Employee benefits and on-costs

(FTE) at year end

Accounting policy

Employee benefit expenses are recorded when the service has been provided by the employee.

Retirement benefit obligations

All employees of the Council are entitled to benefits on retirement, disability or death. Council contributes to various defined benefit plans and defined contribution plans on behalf of its employees.

Superannuation plans

Contributions to defined contribution plans are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available.

Council participates in a defined benefit plan under the Local Government Superannuation Scheme, however, sufficient information to account for the plan as a defined benefit is not available and therefore Council accounts for its obligations to defined benefit plans on the same basis as its obligations to defined contribution plans, i.e. as an expense when it becomes payable

refer to Note D3-1 for more information.

Georges River Council | Notes to the Financial Statements 30 June 2022

B3-2 Materials and services

B3-3 Borrowing costs

Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to complete and prepare the asset for its intended use or sale. Other borrowing costs are expensed as incurred.

Georges River Council | Notes to the Financial Statements 30 June 2022

B3-4 Depreciation, amortisation and impairment of non-financial assets

Accounting

policy

Depreciation and amortisation

Depreciation and amortisation are calculated using the straight line method to allocate their cost, net of their residual values, over their estimated useful lives.

Impairment of non-financial assets

Intangible assets that have an indefinite useful life, or are not yet available for use, are tested annually for impairment, or more frequently if events or changes in circumstances indicate that they might be impaired. Other assets that do not meet the criteria above are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use.

For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows that are largely independent of the cash inflows from other assets or groups of assets (cash-generating units). Non-financial assets that suffered an impairment are reviewed for possible reversal of the impairment at each reporting date.

Impairment losses for revalued assets are firstly offset against the amount in the revaluation surplus for the class of asset, with only the excess to be recognised in the Income Statement.

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B3-5 Other expenses

Accounting policy

Other expenses are recorded on an accruals basis when Council has an obligation for the expenses.

Impairment expenses are recognised when identified.

Georges River Council | Notes to the Financial Statements 30 June 2022

B4 Gains or losses

B4-1 Gain or loss from the disposal, replacement and de-recognition of assets

Gains and losses on disposals are determined by comparing proceeds with carrying amount. The gain or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer and the asset is de-recognised.

Page 28 of 86

B5 Performance against budget

B5-1 Material budget variations

Council’s original budget was adopted by the Council on 28/06/2021 and is not required to be audited. The original projections on which the budget was based have been affected by a number of factors. These include state and federal government decisions, including new grant programs, changing economic activity, environmental factors, and by decisions made by Council.

While these General Purpose Financial Statements include the original budget adopted by Council, the Act requires Council to review its financial budget on a quarterly basis, so it is able to manage the variation between actuals and budget that invariably occur during the year.

Material variations of more than 10% between original budget and actual results or where the variance is considered material by nature are explained below.

Variation Key: F = Favourable budget variation, U = Unfavourable budget variation.

The unfavourable variance was driven by COVID-19 related closures and reduction in service demand. The main areas impacted were Childcare, Hurstville Aquatic Centre and Hurstville Entertainment Centre.

The unfavourable variance was largely due to the delayed recognition of grant income because of project delays, partly resulting from COVID-19 and unprecedented rain.

was mostly due to higher interest earned on investments.

continued on next page ...

the increased valuation of investment properties.

B5-1 Material budget variations (continued)

to a reduction in loan interest.

The sale and purchase of investment securities is difficult to estimate as they are based on forecasts prior to year-end actuals being finalised. Therefore they were not included in the original cash flow budget.

Georges River Council | Notes to the Financial Statements 30 June 2022

C Financial position

C1 Assets we manage

C1-1 Cash and cash equivalents

Reconciliation of cash and cash equivalents

Accounting policy

For Statement of Cash Flow presentation purposes, cash and cash equivalents include: cash on hand; deposits held at call with financial institutions; other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value; and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities on the Statement of Financial Position.

C1-2 Financial investments

Financial assets at fair value through the profit and loss

Accounting policy

Financial instruments are recognised initially on the date that the Council becomes party to the contractual provisions of the instrument.

On initial recognition, all financial instruments are measured at fair value plus transaction costs (except for instruments measured at fair value through profit or loss where transaction costs are expensed as incurred).

Financial assets

All recognised financial assets are subsequently measured in their entirety at either amortised cost or fair value, depending on the classification of the financial assets.

Classification

On initial recognition, Council classifies its financial assets into the following categories – those measured at:

• amortised cost

• fair value through profit and loss (FVTPL)

Financial assets are not reclassified subsequent to their initial recognition.

Amortised cost

Assets measured at amortised cost are financial assets where:

• the business model is to hold assets to collect contractual cash flows, and

• the contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding.

Council’s financial assets measured at amortised cost comprise trade and other receivables, term deposits and cash and cash equivalents in the Statement of Financial Position.

Subsequent to initial recognition, these assets are carried at amortised cost using the effective interest rate method less provision for impairment.

Interest income, impairment and gains or loss on de-recognition are recognised in profit or loss.

Financial assets through profit or loss

All financial assets not classified as measured at amortised cost as described above are measured at fair value through profit or loss.

Net gains or losses, including any interest or dividend income, are recognised in profit or loss.

Council’s financial assets measured at fair value through profit or loss comprise investments in Floating Rate Notes (FRNs) and Negotiable Certificate of Deposits (NCDs) in the Statement of Financial Position.

C1-3 Restricted and allocated cash, cash equivalents and investments

(a) Externally restricted cash, cash equivalents and investments

restrictions included in cash, cash equivalents and investments above

cash equivalents and investments subject to external restrictions are those which are only available for specific use by Council due to a restriction placed by legislation or third-party contractual agreement.

(b) Internal allocations

C1-3 Restricted and allocated cash, cash equivalents and investments (continued)

Cash, cash equivalents and investments not subject to external restrictions may be internally allocated by resolution or policy of the elected Council.

C1-4 Receivables

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C1-4 Receivables (continued)

Accounting policy

Receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment. Receivables are generally due for settlement within 30 days.

Impairment

Impairment of financial assets measured at amortised cost is recognised on an expected credit loss (ECL) basis.

When determining whether the credit risk of a financial asset has increased significantly since initial recognition, and when estimating ECL, the Council considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis based on Council’s historical experience and informed credit assessment, and including forward-looking information.

When considering the ECL for rates debtors, Council takes into account that unpaid rates represent a charge against the rateable property that will be recovered when the property is next sold. For non-rates debtors, Council uses the presumption that an asset which is more than 30 days past due has seen a significant increase in credit risk.

The Council uses the presumption that a financial asset is in default when:

• the other party is unlikely to pay its credit obligations to the Council in full, without recourse by the Council to actions such as realising security (if any is held) or

• the financial assets (for non-rates debtors) are more than 90 days past due.

Credit losses are measured as the present value of the difference between the cash flows due to the entity in accordance with the contract, and the cash flows expected to be received. This is applied using a probability weighted approach.

On initial recognition of the asset, an estimate of the expected credit losses for the next 12 months is recognised. Where the asset has experienced significant increase in credit risk then the lifetime losses are estimated and recognised.

Council uses the simplified approach for trade receivables where the expected lifetime credit losses are recognised on day 1. There has been no change in the estimation techniques or significant assumptions made during the current reporting period.

The Council writes off a trade receivable when there is information indicating that the debtor is in severe financial difficulty and there is no realistic prospect of recovery, e.g. when the debtor has been placed under liquidation or has entered into bankruptcy proceedings.

Where the Council renegotiates the terms of receivables due from certain customers, the new expected cash flows are discounted at the original effective interest rate and any resulting difference to the carrying value is recognised in profit or loss.

Rates and annual charges outstanding are secured against the property.

C1-5 Inventories

(i) Inventories at cost

Accounting policy

Raw materials and stores, work in progress and finished goods

Raw materials and stores, work in progress and finished goods are stated at the lower of cost and net realisable value. Costs are assigned to individual items of inventory on the basis of weighted average costs. Costs of purchased inventory are determined after deducting rebates and discounts. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale.

Infrastructure, property, plant and equipment

(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).

(2) Open Space and Other Structures asset categories have been merged into the one category as they contain assets of a similar nature.

Infrastructure, property, plant and equipment (continued)

C1-6

(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).

Georges River Council | Notes to the Financial Statements 30 June 2022

C1-6 Infrastructure, property, plant and equipment (continued)

Accounting policy

Infrastructure, property, plant and equipment are held at fair value. Independent comprehensive valuations are performed at least every five years, however the carrying amount of assets is assessed by Council at each reporting date to confirm that it is not materially different from current fair value.

Increases in the carrying amounts arising on revaluation are credited to the revaluation reserve. To the extent that the increase reverses a decrease previously recognising profit or loss relating to that asset class, the increase is first recognised as profit or loss. Decreases that reverse previous increases of assets in the same class are first charged against revaluation reserves directly in equity to the extent of the remaining reserve attributable to the class; all other decreases are charged to the Income Statement.

Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to Council and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the Income Statement during the financial period in which they are incurred.

When infrastructure, property, plant and equipment are acquired by Council for nil or nominal consideration, the assets are initially recognised at their fair value at acquisition date.

Land is not depreciated. The property, plant and equipment acquired under finance leases is depreciated over the asset’s useful life or over the shorter of the asset’s useful life and the lease term if there is no reasonable certainty that the Council will obtain ownership at the end of the lease term. Depreciation on other assets is calculated using the straight-line method to allocate their cost, net of their residual values, over their estimated useful lives as follows:

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each reporting date.

Land under roads

Land under roads is land under roadways and road reserves including land under footpaths, nature strips and median strips. Council has elected not to recognise land under roads acquired before 1 July 2008 in accordance with AASB 1051 Land Under Roads.

Land under roads acquired after 1 July 2008 is recognised in accordance with AASB 116 Property, Plant and Equipment.

Crown reserves

Crown reserves under Council’s care and control are recognised as assets of the Council. While ownership of the reserves remains with the Crown, Council retains operational control of the reserves and is responsible for their maintenance and use in accordance with the specific purposes to which the reserves are dedicated.

Improvements on Crown reserves are also recorded as assets, while maintenance costs incurred by Council and revenues relating to the reserves are recognised within Council’s Income Statement.

C1-7 Investment properties

Accounting policy

Investment property, principally comprising freehold office buildings, is held for long-term rental yields and is not occupied by the Council. Changes in fair values are recorded in the Income Statement as a separate line item.

Properties that are under construction for future use as investment properties are regarded as investment property. These are also carried at fair value unless the fair value cannot yet be reliably determined. Where that is the case, the property will be accounted for at cost until either the fair value becomes reliably determinable or construction is complete.

C1-8 Intangible assets

Intangible assets are as follows:

policy

Costs incurred in developing products or systems and costs incurred in acquiring software and licenses that will contribute to future period financial benefits through revenue generation and/or cost reduction are capitalised to software and systems.

Costs capitalised include external direct costs of materials and services, direct payroll, and payroll related costs of employees’ time spent on the project. Amortisation is calculated on a straight line basis over periods generally ranging from three to five years. Software development costs include only those costs directly attributable to the development phase and are only recognised following completion of technical feasibility, and where Council has an intention and ability to use the asset.

C1-9 Other

Georges River Council | Notes to the Financial Statements 30 June 2022

C2 Leasing activities

Leases for IT equipment are generally for low value assets, except for significant items such as photocopiers and servers. The leases are for between 2 and 5 years, the payments are fixed, and there is a renewal option. Due to advances in technology, it is unlikley that Council would renew the leases at the end of the term.

(a) Right of use assets

(b) Lease liabilities

(1) All lease liabilities are in relation to IT equipment right of use assets

(c) (i) The maturity analysis

The maturity analysis of lease liabilities based on contractual undiscounted cash flows is shown in the table below:

continued on next page ...

C2-1 Council as a lessee (continued)

(d) Income Statement

The amounts recognised in the Income Statement relating to leases where Council is a lessee are shown below:

(e) Statement of Cash Flows

Accounting policy

At inception of a contract, Council assesses whether a lease exists – i.e. does the contract convey the right to control the use of an identified asset for a period of time in exchange for consideration.

Council has elected not to separate non-lease components from lease components for any class of asset and has accounted for payments as a single component.

At the lease commencement, Council recognises a right-of-use asset and associated lease liability for the lease term. The lease term includes extension periods where Council believes it is reasonably certain that the option will be exercised.

The right-of-use asset is measured using the cost model where cost on initial recognition comprises: the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration, less any lease incentives. The right-of-use is depreciated over the lease term on a straight-line basis and assessed for impairment in accordance with the impairment of asset accounting policy.

The lease liability is initially recognised at the present value of the remaining lease payments at the commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined then the Council’s incremental borrowing rate for a similar term with similar security is used.

Subsequent to initial recognition, the lease liability is measured at amortised cost using the effective interest rate method. The lease liability is re-measured when there is a lease modification, or change in estimate of the lease term or index upon which the lease payments are based (e.g. CPI).

Where the lease liability is re-measured, the right-of-use asset is adjusted to reflect the re-measurement.

Exceptions to lease accounting

Council has applied the exceptions to lease accounting for both short-term leases (i.e. leases with a term of less than or equal to 12 months) and leases of low-value assets. Council recognises the payments associated with these leases as an expense on a straight-line basis over the lease term.

Georges River Council | Notes to the Financial Statements 30 June 2022

C3 Liabilities of Council

C3-1 Payables

Current payables not anticipated to be settled within the next twelve months

The following liabilities, even though classified as current, are not expected to be settled in the next 12 months.

Accounting policy Council measures all financial liabilities initially at fair value less transaction costs, subsequently financial liabilities are measured at amortised cost using the effective interest rate method.

Payables

Payables represent liabilities for goods and services provided to Council prior to the end of financial year that are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition.

Georges River Council | Notes to the Financial Statements 30 June 2022

C3-2 Contract Liabilities

(i) Council has received funding to construct assets including sporting facilities, bridges, library and other infrastructure. The funds received are under an enforceable contract which require Council to construct an identified asset which will be under Council’s control on completion. The revenue is recognised as Council constructs the asset and the contract liability reflects the funding received which cannot yet be recognised as revenue. The revenue is expected to be recognised in the next 12 months.

(ii) The contract liability relates to grants received prior to the revenue recognition criteria in AASB 15 being satisfied since the performance obligations are ongoing.

Contract liabilities are recorded when consideration is received from a customer / fund provider prior to Council transferring a good or service to the customer, Council presents the funds which exceed revenue recognised as a contract liability.

Georges River Council | Notes to the Financial Statements 30 June 2022

C3-3 Borrowings

(b)

C3-3 Borrowings (continued)

(1) The bank overdraft facility may be drawn at any time and may be terminated by the bank without notice.

Accounting policy

Council measures all financial liabilities initially at fair value less transaction costs, subsequently financial liabilities are measured at amortised cost using the effective interest rate method.

Fees paid on the establishment of loan facilities are recognised as transaction costs of the loan to the extent that it is probable that some or all of the facility will be drawn down.

Borrowings are removed from the Statement of Financial Position when the obligation specified in the contract is discharged, cancelled or expired. The difference between the carrying amount of a financial liability that has been extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in other income or borrowing costs.

C3-4 Employee benefit provisions

Current employee benefit provisions not anticipated to be settled within the next twelve months

The following provisions, even though classified as current, are not expected to be settled in the next 12 months.

Description of and movements in provisions

Accounting policy

Short-term obligations

Liabilities for wages and salaries (including non-monetary benefits, annual leave and accumulating sick leave expected to be wholly settled within 12 months after the end of the period in which the employees render the related service) are recognised in respect of employees' services up to the end of the reporting period and are measured at the amounts expected to be paid when the liabilities are settled. The liability for annual leave and accumulating sick leave is recognised in the provision for employee benefits. All other short-term employee benefit obligations are presented as payables.

Other long-term employee benefit obligations

The liability for long-service leave and annual leave that is not expected to be wholly settled within 12 months after the end of the period in which the employees render the related service is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the end of the reporting period using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures, and periods of service. Expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows.

continued on next page ...

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Georges River Council | Notes to the Financial Statements 30 June 2022

Georges River Council | Notes to the Financial Statements 30 June 2022

C3-4 Employee benefit provisions (continued)

On-costs

The employee benefit provisions include the aggregate on-cost liabilities that will arise when payment of current employee benefits is made in future periods.

These amounts include superannuation and payroll tax expenses which will be payable upon the future payment of certain leave liabilities which employees are entitled to at the reporting period.

The obligations are presented as current liabilities in the Statement of Financial Position if the Council does not have an unconditional right to defer settlement for at least 12 months after the reporting date, regardless of when the actual settlement is expected to occur.

C3-5 Provisions

Description of and movements in provisions

Nature and purpose of provisions

Other - Workers Compensation

To recognise liabilities for Workers Compensation expense in relation to the Employee Benefits provisions.

Other

To recognise liabilities for planned redundancies.

Accounting policy

Provisions are recognised when Council has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation, and the amount has been reliably estimated.

Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small.

Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the present obligation at the reporting date. The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as a borrowing cost.

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C4 Reserves

C4-1 Nature and purpose of reserves

IPPE Revaluation reserve

The infrastructure, property, plant and equipment (IPPE) revaluation reserve is used to record increments and decrements in the revaluation of infrastructure, property, plant and equipment.

Georges River Council | Notes to the Financial Statements 30 June 2022

D Risks and accounting uncertainties

D1-1 Risks relating to financial instruments held

Council’s activities expose it to a variety of financial risks including (1) price risk, (2) credit risk, (3) liquidity risk and (4) interest rate risk.

The Council’s overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on the financial performance of the Council.

Council does not engage in transactions expressed in foreign currencies and is therefore not subject to foreign currency risk.

Financial risk management is carried out by Council’s finance section under policies approved by the Council.

A comparison by category of the carrying amounts and fair values of Council’s financial assets and financial liabilities recognised in the financial statements is presented below.

Fair value is determined as follows:

• Cash and cash equivalents, receivables, payables – are estimated to be the carrying value that approximates market value.

• Borrowings and measure at amortised cost investments – are based upon estimated future cash flows discounted by the current market interest rates applicable to assets and liabilities with similar risk profiles, unless quoted market prices are available.

• Financial assets classified (i) at fair value through profit and loss or (ii) at fair value through other comprehensive income – are based upon quoted market prices (in active markets for identical investments) at the reporting date or independent valuation.

Council’s objective is to maximise its return on cash and investments whilst maintaining an adequate level of liquidity and preserving capital.

Council's finance area manages the cash and Investments portfolio with the assistance of independent advisors.

Council has an investment policy which complies with the Local Government Act 1993 and Minister’s investment order 625. This policy is regularly reviewed by Council and its staff and an investment report is tabled before Council on a monthly basis setting out the portfolio breakup and its performance as required by Local Government regulations.

The risks associated with the instruments held are:

• Price risk – the risk that the capital value of Investments may fluctuate due to changes in market prices, whether there changes are caused by factors specific to individual financial instruments or their issuers or are caused by factors affecting similar instruments traded in a market.

• Interest rate risk – the risk that movements in interest rates could affect returns and income.

continued on next page ...

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D1-1 Risks relating to financial instruments held (continued)

• Liquidity risk – the risk that Council will not be able to pay its debts as and when they fall due.

• Credit risk – the risk that the investment counterparty will not complete their obligations particular to a financial instrument, resulting in a financial loss to Council – be it of a capital or income nature.

Council manages these risks (amongst other measures) by diversifying its portfolio and only purchasing investments with high credit ratings or capital guarantees.

Council also seeks advice from independent advisers before placing any funds in cash equivalents and investments.

(a) Market risk – interest rate and price risk

$

The impact on result for the year and equity of a reasonably possible movement in the price of investments held and interest rates is shown below. The reasonably possible movements were determined based on historical movements and economic conditions in place at the reporting date.

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Georges River Council | Notes to the Financial Statements 30 June 2022

D1-1 Risks relating to financial instruments held (continued)

(b) Credit risk

Council’s major receivables comprise (i) rates and annual charges and (ii) user charges and fees.

Council manages the credit risk associated with these receivables by monitoring outstanding debt and employing stringent debt recovery procedures. Council also encourages ratepayers to pay their rates by the due date through incentives.

There are no significant concentrations of credit risk, whether through exposure to individual customers, specific industry sectors and/or regions.

Council makes suitable provision for doubtful receivables as required and carries out credit checks on most non-rate debtors.

There are no material receivables that have been subjected to a re-negotiation of repayment terms.

Credit risk profile

Receivables – rates and annual charges

Credit risk on rates and annual charges is minimised by the ability of Council to recover these debts as a secured charge over the land; that is, the land can be sold to recover the debt. Council is also able to charge interest on overdue rates and annual charges at higher than market rates which further encourages payment.

Receivables - non-rates and annual charges and contract assets

Council applies the simplified approach for non-rates and annual charges debtors and contract assets to provide for expected credit losses, which permits the use of the lifetime expected loss provision at inception. To measure the expected credit losses, non-rates and annual charges debtors and contract assets have been grouped based on shared credit risk characteristics and the days past due.

The loss allowance provision is determined as follows. The expected credit losses incorporate forward-looking information.

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D1-1 Risks relating to financial instruments held (continued)

(c) Liquidity risk

Payables, lease liabilities and borrowings are both subject to liquidity risk; that is, the risk that insufficient funds may be on hand to meet payment obligations as and when they fall due.

Council manages this risk by monitoring its cash flow requirements and liquidity levels, and by maintaining an adequate cash buffer. Payment terms can be extended, and overdraft facilities drawn upon in extenuating circumstances. Council has been proactive in managing cashflow during the COVID-19 pandemic by improving the debt recovery processes in both rates receivables and sundry debtors. Council also sold some property to increase its cash reserves. Council will continue to monitor cash flow requirements closely as it is unclear how the COVID-19 pandemic will impact customers ability to pay their debts in full and on time.

Borrowings are also subject to interest rate risk: the risk that movements in interest rates could adversely affect funding costs. Council manages this risk through diversification of borrowing types, maturities and interest rate structures.

The finance team regularly reviews interest rate movements to determine if it would be advantageous to refinance or renegotiate part or all of the loan portfolio.

The timing of cash flows presented in the table below to settle financial liabilities reflects the earliest contractual settlement dates. The timing of expected outflows is not expected to be materially different from contracted cashflows.

The amounts disclosed in the table are the undiscounted contracted cash flows for non-lease liabilities (refer to Note C2-1(b) for lease liabilities) and therefore the balances in the table may not equal the balances in the Statement of Financial Position due to the effect of discounting.

Georges River Council | Notes to the Financial Statements 30 June 2022

D2-1 Fair value measurement

The Council measures the following asset and liability classes at fair value on a recurring basis: – Infrastructure, property, plant and equipment

Investment property

Financial assets and liabilities

The fair value of assets and liabilities must be estimated in accordance with various accounting standards for either recognition and measurement requirements or for disclosure purposes.

Fair value hierarchy

All assets and liabilities measured at fair value are assigned to a level in the fair value hierarchy as follows:

Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date.

Level 2: Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly or indirectly.

Level 3: Unobservable inputs for the asset or liability.

The table below shows the assigned level for each class of asset and liability held at fair value by Council:

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Georges River Council | Notes to the Financial Statements 30 June 2022

D2-1 Fair value measurement (continued)

Valuation techniques

Where Council is unable to derive fair valuations using quoted market prices of identical assets (ie. level 1 inputs) Council instead utilises a spread of both observable inputs (level 2 inputs) and unobservable inputs (level 3 inputs).

The fair valuation techniques Council has employed while utilising level 2 and level 3 inputs are as follows:

◾ Financial assets

Council obtains valuations from independent investment advisors (CPG Research and Advisory Pty Ltd) on a monthly basis and at the end of each reporting period to ensure the financial statements reflect the most up-to-date valuations. Council holds various FRNs, covered and fixed interest bonds that are considered level 3 assets. Council obtains valuations from the arranger/issuer/bank on a monthly basis and/or at the end of each accounting period to ensure the financial statements reflect the most up to date valuation. The valuations sourced from the arranger/issuer/bank are based on mid-market prices. That is, valuations are marked at the mid-point of the bid and ask prices, which are variable (unobservable inputs), in the secondary market.

◾ Investment property

Council undertakes valuations of its investment property portfolio on an annual basis and at the end of each reporting period the financial statements reflect the most up-to-date valuation.

The best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary:

• Current prices in an active market for similar assets or similar properties in less active markets

• Discounted cash flow projections based on estimates of future cash inflows and outflows

‐ All investment properties are included in level 2 of the hierarchy with the key observable input to the valuation being the price per square metre.

The fair value of investment properties is determined by independent, qualified valuers who have experience in the location of the property. The revaluation of council’s investment properties were performed by APV Valuers & Asset Management as at 30 June 2022.

◾ Land (Operational, Community, Council Controlled and Land Under Roads)

Council obtains independent valuations of its Operational Land portfolio on a cyclic basis. Suitably qualified internal staff ensure that the fair value reported does not differ materially from actual fair value.

In order to ascertain appropriate values to the Operational and Community Land, Council have primarily applied the Direct Comparison Approach. This approach involves investigation of vacant land sales evidence with comparable or similar characteristics. The various land components are analysed in order to derive a fair market value.

For community and other special purpose land where there are a limited number of market transactions, Council have considered the market evidence of parcels of land of similar characteristics (but not restricted in use) with an appropriate discount applied for the property’s current zoning.

The best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary:

• Current prices in active markets for similar assets or similar land parcels in less active markets

‐ Community and other special purpose land assets are included in level 3 of the hierarchy with the key unobservable input to the valuation being the price per square metre. Operational Land values are at indexation to reflect the inherent utility afforded from the 2021/22 valuation.

‐ APV Valuers & Asset Management performed an independent comprehensive valuation of Operational Land assets for the period ending 30 June 2022. Desktop valuations for Community and Council Controlled Land have been valued using Valuer General (VG) price per square metre for the period ending 30 June 2021. Land Under Roads (post 2008) was desktop valued using VG rates as at 30 June 2021.

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Georges River Council | Notes to the Financial Statements 30 June 2022

D2-1 Fair value measurement (continued)

◾ Buildings

Specialised buildings are assets which, due to their particular design, application or use, are not normally traded within an established market and thus the basis for valuation of these buildings is the cost approach. Depreciated replacement cost is a method of valuation that is based on an estimate of the current cost of replacing the asset with a similar asset, less an allowance for the effect of depreciation (accrued physical wear and tear), and economic and functional obsolescence. Thus the following inputs and assumptions are used in determining fair value:

• Breakdown of building into relevant components comprising some or all of; External walls, windows and doors; Roof including framing and guttering; Electricals & lighting; Fire Equipment; Air Conditioning; Hot Water System; Lifts; Fitout, Fixtures & Fittings; Exterior Works & Landscaping; and Residual Structure.

• The straight line method of depreciation has been adopted which is based on the premise that the loss in value is in equal amounts over the full extent of the components/assets life.

• The effective lives of component/asset are the estimated life of that component/asset, assuming use in its present function, as part of a continuing business.

Specialised buildings are included in level 3 of the hierarchy with the key unobservable inputs being the effective lives and component condition / allowance for depreciation.

APV Valuers & Asset Management performed an independent desktop valuation of Specialised building assets as at 30 June 2022.

Non-specialised buildings are those for which a market exists and as such the best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary:

• Current prices in an active market for similar assets or similar properties in less active markets.

• Comprehensive reference on building costs and useful lives.

Non-specialised buildings are included in level 3 of the hierarchy with the key unobservable input to the valuation being the price per square metre.

APV Valuers & Asset Management performed an independent desktop valuation of Non-specialised building assets as at 30 June 2022.

◾ Open space, other structures, roads and bridges, footpaths, and stormwater drainage

Council obtains independent valuations on a cyclic basis and utilises suitably qualified internal staff to undertake interim revaluations as appropriate to ensure that reported fair value does not differ materially from actual fair value. These classes of assets are specialised in nature and not readily bought or sold on the open market thus the valuation technique adopted is the cost approach utilising the depreciated replacement cost concept. The following inputs are used where necessary:

• Pattern of Consumption

• Components

• Useful life

• Asset Condition

• Dimensions and specifications

• Relationship between condition rating and value (determining remaining life, useful life, etc.)

• Unit Rates

The asset classes other structures, roads and bridges, footpaths, open space, and stormwater drainage are included in level 3 of the hierarchy with the key unobservable inputs being condition rating, useful life and remaining life.

Open space and other structure assets were desktop valued by APV Valuers & Asset Management as at 30 June 2022. Stormwater drainage were desktop valued by APV Valuers & Asset Management as at 30 June 2022. Footpaths, Roads and Bridges were comprehensively valued by APV Valuers & Asset Management as at 30 June 2022.

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D2-1 Fair value measurement (continued)

Fair value measurements using significant unobservable inputs (level 3)

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Georges River Council | Notes to the Financial Statements 30 June 2022

D2-1 Fair value measurement (continued)

The valuation process for level 3 fair value measurements

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D2-1 Fair value measurement (continued)

Significant unobservable valuation inputs used (for level 3 asset classes) and their relationship to fair value.

The following table summarises the quantitative information relating to the significant unobservable inputs used in deriving the various level 3 asset class fair values.

Valuation technique/s Unobservable inputs

Land: Operational Land

Price per square metre

Discount rate to account for zoning and other constraints on development and the potential for alternative use. Open Space

VG value (price per square metre) for Community Land

A reconciliation of the movements in recurring fair value measurements allocated to Level 3 of the hierarchy is provided below:

Highest and best use

All of Council’s non-financial assets are considered as being utilised for their highest and best use.

Georges River Council | Notes to the Financial Statements 30 June 2022

D3-1 Contingencies

The following assets and liabilities do not qualify for recognition in the Statement of Financial Position, but their knowledge and disclosure is considered relevant to the users of Council’s financial report.

LIABILITIES NOT RECOGNISED

1. Guarantees

(i) Defined benefit superannuation contribution plans

Council is party to an Industry Defined Benefit Plan under the Local Government Superannuation Scheme, named The Local Government Superannuation Scheme – Pool B (the Scheme) which is a defined benefit plan that has been deemed to be a ‘multi-employer fund’ for purposes of AASB119 Employee Benefits for the following reasons:

– Assets are not segregated within the sub-group according to the employees of each sponsoring employer.

– The contribution rates have been the same for all sponsoring employers. That is, contribution rates have not varied for each sponsoring employer according to the experience relating to the employees of that sponsoring employer.

Benefits for employees of all sponsoring employers are determined according to the same formulae and without regard to the sponsoring employer.

The same actuarial assumptions are currently used in respect of the employees of each sponsoring employer.

Given the factors above, each sponsoring employer is exposed to the actuarial risks associated with current and former employees of other sponsoring employers, and hence shares in the associated gains and losses (to the extent that they are not borne by members).

Description of the funding arrangements

Pooled Employers are required to pay future service employer contributions and past service employer contributions to the Fund.

The future service employer contributions were determined using the new entrant rate method under which a contribution rate sufficient to fund the total benefits over the working life-time of a typical new entrant is calculated. The current future service employer contribution rates are::

Division B

1.9 times member contributions for non-180 Point Members; Nil for 180 Point Members*

Division C 2.5% salaries

Division D

1.64 times member contributions

* For 180 Point Members, Employers are required to contribute 7.5% of salaries for the year ending 30 June 2022 (increasing to 8.0% in line with the increase in the Superannuation Guarantee) to these members' accumulation accounts, which are paid in addition to members' defined benefits.

The past service contribution for each Pooled Employer is a share of the total past service contributions of $40.0 million for 1 July 2019 to 31 December 2021, apportioned according to each employer’s share of the accrued liabilities as at 30 June 2021. These past service contributions are used to maintain the adequacy of the funding position for the accrued liabilities. The adequacy of contributions is assessed at each triennial actuarial investigation and monitored annually between triennials.

Description of the extent to which Council can be liable to the plan for other Council’s obligations under the terms and conditions of the multi-employer plan

As stated above, each sponsoring employer (Council) is exposed to the actuarial risks associated with current and former employees of other sponsoring employers and hence shares in the associated gains and losses.

However, there is no relief under the Fund's trust deed for employers to walk away from their defined benefit obligations. Under limited circumstances, an employer may withdraw from the plan when there are no active members, on full payment of outstanding additional contributions. There is no provision for allocation of any surplus which may be present at the date of withdrawal of the Council.

There are no specific provisions under the Fund's trust deed dealing with deficits or surplus on wind-up.

There is no provision for allocation of any surplus which may be present at the date of withdrawal of an employer.

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Georges River Council | Notes to the Financial Statements 30 June 2022

Contingencies (continued)

The amount of Council employer contributions to the defined benefit section of the Local Government Superannuation Scheme and recognised as an expense for the year ending 30 June 2022 was $524,199. The last valuation of the Scheme was performed by fund actuary, Richard Boyfield, FIAA as at 30 June 2021.

Council’s expected contribution to the plan for the next annual reporting period is $375,028.

The estimated employer reserves financial position for the Pooled Employers at 30 June 2022 is:

* excluding member accounts and reserves in both assets and liabilities.

The share of any funding surplus or deficit that can be attributed to Council is 1.01%

Council’s share of that deficiency cannot be accurately calculated as the Scheme is a mutual arrangement where assets and liabilities are pooled together for all member councils. For this reason, no liability for the deficiency has been recognised in Council’s accounts. Council has a possible obligation that may arise should the Scheme require immediate payment to correct the deficiency.

The key economic long term assumptions used to calculate the present value of accrued benefits are:

The contribution requirements may vary from the current rates if the overall sub-group experience is not in line with the actuarial assumptions in determining the funding program; however, any adjustment to the funding program would be the same for all sponsoring employers in the Pooled Employers group.

Please note that the estimated employer reserves financial position above is a prelimnary calculation, and once all the relevant information has been received by the Funds Actuary, the final end of year review, which will be a triennial actuarial investigation will be completed by December 2022

(ii) Statewide Mutual

Council is a member of Statewide Mutual, a mutual pool scheme providing liability insurance to local government.

Membership includes the potential to share in either the net assets or liabilities of the fund depending on its past performance. Council’s share of the net assets or liabilities reflects Council’s contributions to the pool and the result of insurance claims within each of the fund years.

The future realisation and finalisation of claims incurred but not reported to 30/6 this year may result in future liabilities or benefits as a result of past events that Council will be required to fund or share in respectively.

(iii) StateCover Limited

Council is a member of StateCover Mutual Limited and holds a partly paid share in the entity.

StateCover is a company providing workers compensation insurance cover to the NSW local government industry and specifically Council.

Council has a contingent liability to contribute further equity in the event of the erosion of the company’s capital base as a result of the company’s past performance and/or claims experience or as a result of any increased prudential requirements from APRA.

These future equity contributions would be required to maintain the company’s minimum level of net assets in accordance with its licence requirements.

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D3-1 Contingencies (continued)

(iv) Other guarantees Council has provided no other guarantees other than those listed above.

2. Other liabilities

(i) Third party claims

The Council is involved from time to time in various claims incidental to the ordinary course of business including claims for damages relating to its services.

Council believes that it is appropriately covered for all claims through its insurance coverage and does not expect any material liabilities to eventuate.

(ii) Potential land acquisitions due to planning restrictions imposed by Council

Council has classified a number of privately owned land parcels as local open space or bushland.

As a result, where notified in writing by the various owners, Council will be required to purchase these land parcels. At reporting date, reliable estimates as to the value of any potential liability (and subsequent land asset) from such potential acquisitions has not been possible.

ASSETS NOT RECOGNISED

(i) Land under roads

As permitted under AASB 1051, Council has elected not to bring to account land under roads that it owned or controlled up to and including 30/6/08.

(ii) Infringement notices/fines

Fines and penalty income, the result of Council issuing infringement notices is followed up and collected by the Infringement Processing Bureau.

Council’s revenue recognition policy for such income is to account for it as revenue on receipt.

Accordingly, at year end, there is a potential asset due to Council representing issued but unpaid infringement notices.

Due to the limited information available on the status, value and duration of outstanding notices, Council is unable to determine the value of outstanding income.

Georges River Council | Notes to the Financial Statements

People and relationships

Related party disclosures

E1

E1-1 Key management personnel (KMP)

Key management personnel (KMP) of the council are those persons having the authority and responsibility for planning, directing and controlling the activities of the council, directly or indirectly comprising the Mayor, Councillors, General Manager and Directors.

The aggregate amount of KMP compensation included in the Income Statement is: $ '000

Other transactions with KMP and their related parties

Council has determined that transactions at arm’s length between KMP and Council as part of Council delivering a public service objective (e.g. access to library or Council swimming pool by KMP) will not be disclosed.

Council has determined that there are no other transactions with KMP and their related parties that need to be be disclosed.

E1-2 Councillor and Mayoral fees and associated expenses

E2 Other relationships

During the year, the following fees were incurred for services provided by the auditor of Council, related practices and non-related audit firms

F Other matters

F1-1 Statement of Cash Flows information

Reconciliation of net operating result to cash provided from operating activities

F2-1 Commitments

Capital commitments (exclusive of GST)

$ '000

Capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:

These expenditures are payable as follows:

Georges River Council | Notes to the Financial Statements 30 June 2022

F3-1 Events occurring after the reporting date

Council is unaware of any material or significant ‘non-adjusting events’ that should be disclosed.

F4-2 Developer contributions by plan (continued)

F4-2 Developer contributions by plan (continued)

a plan

S7.12 Levies –under

Georges River Council | Notes to the Financial Statements 30 June 2022

F5 Statement of performance measures

F5-1 Statement of performance measures – consolidated results

(1) Excludes fair value increments on investment properties, reversal of revaluation decrements, reversal of impairment losses on receivables, net gain on sale of assets and net share of interests in joint ventures and associates using the equity method and includes pensioner rate subsidies

(2) Excludes impairment/revaluation decrements of IPPE, fair value decrements on investment properties, net loss on disposal of assets and net loss on share of interests in joint ventures and associates using the equity method

End of the audited financial statements

G Additional Council disclosures (unaudited)

G1-1 Statement of performance measures – consolidated results (graphs)

1. Operating performance ratio

Purpose of operating performance ratio

This ratio measures Council’s achievement of containing operating expenditure within operating revenue.

Benchmark: > 0.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting

2. Own source operating revenue ratio

Purpose of own source operating revenue ratio

Commentary on 2021/22 result

2021/22 ratio (1.80)%

Council does not generate sufficient Operating Income (without Capital Grants) in relation to Operating Expenditure. This is an on-going issue that was highlighted in the Long Term Financial Plan. The ratio in 2021/22 has improved from last year but is still outside the benchmark. Council was successful in its application to IPART for a special rate variation. These funds will improve the operating performance of Council in future years.

Ratio achieves benchmark

Ratio is outside benchmark

Commentary on 2021/22 result

2021/22 ratio 81.87%

This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions.

Council's rate continues to stay well above the benchmark. This shows that Council income sources are appropriately split between operations and grants.

Benchmark: > 60.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting

3. Unrestricted current ratio

Purpose of unrestricted current ratio

Ratio achieves benchmark

Ratio is outside benchmark

Commentary on 2021/22 result 2021/22 ratio 3.13x

To assess the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of Council.

The current ratio has increased from prior year and is significantly above the benchmark. This demonstrates appropriate levels of accessible funds to service current debts.

Benchmark: > 1.50x

Ratio achieves benchmark

Source of benchmark: Code of Accounting Practice and Financial Reporting Ratio is outside benchmark

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Georges River Council | Notes to the Financial Statements 30 June 2022

G1-1 Statement of performance measures – consolidated results (graphs) (continued)

4. Debt service cover ratio

Purpose of debt service cover ratio

This ratio measures the availability of operating cash to service debt including interest, principal and lease payments

Benchmark: > 2.00x

Source of benchmark: Code of Accounting Practice and Financial Reporting

5. Rates and annual charges outstanding percentage

Purpose of rates and annual charges outstanding percentage

Commentary on 2021/22 result

2021/22 ratio 38.47x

The current ratio has increased from prior year. Council continues to be in a healthy position with minimal debt to service, which decreases the pressure on operating cash.

Ratio achieves benchmark

Ratio is outside benchmark

Commentary on 2021/22 result

2021/22 ratio 4.32%

To assess the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of recovery efforts.

The percentage of rates debtors has reduced from prior year. This ongoing low ratio reflects Council's ongoing efforts to collect rates and charges due.

Benchmark: < 5.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting

6. Cash expense cover ratio

Purpose of cash expense cover ratio

This liquidity ratio indicates the number of months a Council can continue paying for its immediate expenses without additional cash inflow.

Ratio achieves benchmark

Ratio is outside benchmark

Commentary on 2021/22 result

2021/22 ratio 15.60 months

Council has high liquidity. The cash coverage ratio of 15+ months is a strong position for Council to fund operations.

Benchmark: > 3.00months

Source of benchmark: Code of Accounting Practice and Financial Reporting

Ratio achieves benchmark

Ratio is outside benchmark

G1-2 Council information and contact details

Principal place of business: Corner MacMahon and Dora Streets

HURSTVILLE NSW 2220

Contact details

Mailing Address: PO Box 205 HURSTVILLE BC NSW 1481

Telephone: 02 9330 6400

Facsimile: 02 9330 6223

Officers

Acting General Manager

David Tuxford

Acting Director Business and Corporate Service

Danielle Parker

Public Officer

David Tuxford

Auditors

Audit Office of New South Wales

Level 19 201 Sussex St

SYDNEY NSW 2000

Other information

ABN: 57 789 014 855

Opening hours: 8:30am - 5:00pm

Monday to Friday

Internet: www.georgesriver.nsw.gov.au

Email: mail@georgesriver.nsw.gov.au

Elected members

Mayor

Nick Katris

Councillors

Sam Elmir

Natalie Mort

Kathryn Landsberry (Deputy Mayor)

Colleen Symington

Nancy Liu

Ben Wang

Elise Borg

Sam Stratikopoulos

Nick Smerdely

Ashvini Ambihaipahar

Christina Jamieson

Kevin Greene

Lou Konjarski

Peter Mahoney

INDEPENDENT AUDITOR’S REPORT

Report on the general purpose financial statements

Georges River Council

To the Councillors of Georges River Council Opinion

I have audited the accompanying financial statements of Georges River Council (the Council), which comprise the Statement by Councillors and Management, the Income Statement and Statement of Comprehensive Income for the year ended 30 June 2022, the Statement of Financial Position as at 30 June 2022, the Statement of Changes in Equity and Statement of Cash Flows for the year then ended and notes comprising a summary of significant accounting polici es and other explanatory information

In my opinion:

• the Council’s accounting records have been kept in accordance with the requirements of the Local Government Act 1993, Chapter 13, Part 3, Division 2 (the Division)

• the financial statements:

- have been prepared, in all material respects, in accordance with the requi rements of this Division

- are consistent with the Council’s accounting records

- present fairly, in all material respects, the financial position of the Council as at 30 June 2022, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards

• all information relevant to the conduct of the audit has been obtained

• no material deficiencies in the accounting records or financial statements have come to light during the audit

My opinion should be read in conjunction with the rest of this report.

Basis for Opinion

I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the F inancial Statements’ section of my report.

I am independent of the Council in accordance with the requirements of the:

• Australian Auditing Standards

• Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants (including Independence Standards) ’ (APES 110).

I have fulfilled my other ethical responsibilities in accordance with APES 110

Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by:

• providing that only Parliament, and not the executive government, can remove an Auditor-General

• mandating the Auditor-General as auditor of councils

• precluding the Auditor-General from providing non-audit services.

I believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Other Information

The Council’s annual report for the year ended 30 June 2022 includes other information in addition to the financial statements and my Independent Auditor’s Report thereon. The Councillors are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprise the Special Schedules (the Schedules).

My opinion on the financial statements does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information. However, as required by the Local Government Act 1993, I have separately expressed an opinion on the Special Schedule - Permissible income for general rates.

In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

If, based on the work I have performed, I conclude there is a material misstatement of the other information, I must report that fact.

I have nothing to report in this regard.

The Councillors’ Responsibilities for the Financial Statements

The Councillors are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the Local Government Act 1993 , and for such internal control as the Councillors determine is necessary to enable the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Councillors are responsible for assessing the Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting

Auditor’s Responsibilities for the Audit of the Financial Statements

My objectives are to:

• obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error

• issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the financial statements

A description of my responsibilities for the audit of the financial statements is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar4.pdf . The description forms part of my auditor’s report.

The scope of my audit does not include, nor provide assurance :

• that the Council carried out its activities effectively, efficiently and economically

• on the Original Budget information included in the Income Statement, Statement of Cash Flows, and Note B5-1 Material budget variations

• on the Special Schedules. A separate opinion has be en provided on Special Schedule - Permissible income for general rates

• about the security and controls over the electronic publication of the audited financial statements on any website where they may be presented

• about any other information which may have been hyperlinked to/from the financial statements

22 December 2022

Lisa Berwick

Delegate of the Auditor-General for New South Wales

SYDNEY

Mr David Tuxford

Acting General Manager

Georges River Council

Cnr MacMahon and Dora Streets

HURSTVILLE NSW 2020

Contact: Lisa Berwick

Phone no: 02 9275 7165

Our ref: D2224927/FA1728

22 December 2022

Dear Mr Tuxford

Report on the Conduct of the Audit for the year ended 30 June 2022 Georges River Council

I have audited the general purpose financial statements (GPFS) of the Georges River Council (the Council) for the year ended 30 June 2022 as required by section 415 of the Local Government Act 1993 (the Act).

I expressed an unmodified opinion on the Council’s GPFS

This Report on the Conduct of the Audit (the Report) for the Council for the year ended 30 June 2022 is issued in accordance with section 417 of the Act. This Report should be read in conjunction with my audit opinion on the GPFS issued under section 417(2) of the Act.

Rates and annual charges revenue ($104.0 million) increased by $2.6 million (2.6 per cent) in 2021–22 due to an increase in:

• ordinary rates revenue by $2.5 million, offset by decrease in special rates of $0.7 million. Ordinary rates increase was a result of the special rate variation of 5.8 per cent in 2021-22 and increase in rateable properties by 1.6 per cent (58,317 rateable properties in 2021 -22 compared to 57,410 properties in 2020-21).

• annual charges by $0.8 million

Grants and contributions revenue ($ 29.1 million) decreased by $3.4 million (-10.5 per cent) in 2021–22 due to a decrease of:

• $0.1 million in total grants and non-developer contributions

• $3 3 million in developer contributions for planning agreements, amenities/services and other developer contributions

The Council’s operating result from continuing operations ($26.1 million including depreciation and amortisation expense of $24.0 million) was $24.0 million higher than the 2020–21 result.

The increase in total income of $9.8 million from continuing operations arose due to:

• $2.6 million increase in rates and annual charges offset by a $3.4 million decrease in grants and contributions revenue noted above

• $1.1 million decrease in user charges and fees

• $0.3 million increase in other revenue

• $0.2 million decrease in interest and investment income

• $7 3 million increase in other income

• $4.5 million increase in net gains from disposal of assets.

The decrease in total expenses of $ 14.1 million was mainly due to:

• $0.2 million increase in employee benefits and on-costs

• $1.6 million increase in materials and services

• $17.2 million decrease in depreciation, amortisation and impairment of non -financial assets

• $1.3 million increase in other expenses

The net operating result before capital grants and contributions ($ 11.2 million) was $29.7 million higher than the 2020–21 result.

STATEMENT OF CASH FLOWS

The Statement of Cash Flows illustrates the flow of cash and cash equivalents moving in and out of Council during the year.

The Council’s cash decreased by $0.2 million at the close of the year.

Cash inflows from operating activities decreased by $4.6 million from $43.3 million in 2020-21 to $38.7 million in 2021-22. This is due to decrease in cash inflow from user charges and fees of $2.3 million, an increase in cash outflow from payments to employees by $5.2 million netted off by increase in inflow from rates and annual charges of $3.2 million.

The cash outflows from investing activities decreased by $4.3 million, from $42.6 million in 2020-21 to $38.3 million in 2021-22. This was due to cash inflow from sale of investments by $8.1 million, increase in cash outflow from purchase of investments and term deposits of $21.5 million, increase in proceeds from sale of IPPE of $1.7 million and decrease in cash outflow from payments for IPPE by $15.6 million.

Cash inflows from financing activities has remained consistent with prior year at a net outflow of $0.5 million

FINANCIAL POSITION

Net cash flows for the year

• External restrictions include unspent specific purpose grants, developer contributions, domestic waste management charges and levies. The externally restricted cash balance has increased by approximately $12.3 million, mainly due to the higher developer contribution received and unspent specific purpose grants.

• Balances are internally restricted due to Council policy or decisions for forward plans including works program. Internal restrictions have increased by $12.4 million.

• Unrestricted balances provide liquidity for day -today operations. There has been an increase of $2.8 million in the unrestricted cash balance.

PERFORMANCE Performance measures

The following section provides an overview of the Council’s performance against the performance measures and performance benchmarks set by the Office of Local Government (OLG) within the Department of Planning and Environment

Operating performance ratio

The Council did not meet the OLG benchmark for the current reporting period.

The ‘operating performance ratio’ measures how well council contained operating expenditure within operating revenue (excluding capital grants and contributions, fair value adjustments, and reversal of revaluation decrements). The benchmark set by OLG is greater than zero per cent.

Own source operating revenue ratio

The Council exceeded the OLG benchmark for the current reporting period.

The ‘own source operating revenue ratio’ measures council’s fiscal flexibility and the degree to which it relies on external funding sources such as operating grants and contributions. The benchmark set by OLG is greater than 60 per cent.

Operating performance ratio

Unrestricted current ratio

The Council exceeded the OLG benchmark for the current reporting period.

The ‘unrestricted current ratio’ is specific to local government and represents council’s ability to meet its short-term obligations as they fall due. The benchmark set by OLG is greater than 1.5 times.

Debt service cover ratio

The Council exceeded the OLG benchmark for the current reporting period.

The ‘debt service cover ratio’ measures the operating cash to service debt including interest, principal and lease payments. The benchmark set by OLG is greater than two times.

Rates and annual charges outstanding percentage

The Council exceeded the OLG benchmark for the current reporting period.

The ‘rates and annual charges outstanding percentage’ assesses the impact of uncollected rates and annual charges on council’s liquidity and the adequacy of debt recovery efforts. The benchmark set by OLG is less than 5 per cent for metropolitan councils.

Debt service cover ratio

Cash expense cover ratio

The Council exceeded the OLG benchmark for the current reporting period.

This liquidity ratio indicates the number of months the council can continue paying for its immediate expenses without additional cash inflow. The benchmark set by OLG is greater than three months.

Cash expense cover ratio

Year ended 30 June

Cash expense cover ratio OLG benchmark > 3 months

Infrastructure, property, plant and equipment renewals

Infrastructure, property, plant and equipment renewals for 202 1-22 amounted to $8.0 million compared to $16.7 million in 2020-21. The decrease of $8.7 million is due to the decrease in capital work in progress of $6.1 million, buildings – non-specialised of $988k and roads of $1.4 million for the 2021-22 year

OTHER MATTERS

Legislative compliance

My audit procedures did not identify any instances of non-compliance with legislative requirements or a material deficiency in the Council’s accounting records or financial statements. The Council’s:

• accounting records were maintained in a manner and form to allow the GPFS to be prepared and effectively audited

• staff provided all accounting records and information relevant to the audit.

The Council’s:

• accounting records were maintained in a manner and form that facilitated the preparation and the effective audit of the GPFS

• staff provided all accounting records and information relevant to the audit.

Lisa Berwick Director, Financial Audit Branch

Delegate of the Auditor-General for New South Wales

cc: Mr Nick Katris, Mayor

Mr Stephen Horne, Chair of the Audit, Risk and Improvement Committee

Glossary of terms and acronyms

ABS Australian Bureau of Statistics

Advocacy Proactively communicating to support for a recommendation of a cause or policy.

ARIC Audit Risk and Improvement Committee

Asset Management Plan a plan for managing the ongoing maintenance of existing Council assets and development of new assets to ensure they meet community needs and expectations now and into the future.

Audit A systematic and independent examination of books, accounts, statutory records and documents of an organisation to ascertain how financial and non- financial disclosures present a true and fair view.

Benchmarking a process of comparing performance with standards achieved in a comparable environment with the aim of improving performance.

BENE-FIT 360 program to actively support our employees to achieve total wellbeing.

BCM Business Continuity Management.

Business Continuity Plan provides the guidelines that establish the ground rules for the critical operations of Georges River Council.

Capital works program A Council program of works which prioritises construction of necessary infrastructure to support the development of the region.

Community land is land that is controlled under an adopted plan of management and must be kept for community use only.

Community Strategic Plan part of a suite of documents that include the Delivery Program and Operation Plan, which outlines Council’s key actions over the next three years and budget for 2018/2019, fees and charges and the Resourcing Strategy.

Council official employees, councillors, committee members and contractors.

Councillors democratically elected by the residents and ratepayers of Georges River Council who set strategic direction for the organisation, monitor organisational performance, liaise with stakeholders and ensure operational compliance.

Crown land owned by the NSW Government and managed by Council.

DA Development application

Delivery Program a strategic document with a minimum four year outlook detailing how we will deliver the goals and strategies of our Community Strategic Plan.

Development Control Plan (DCP) policy statements and more detail beyond the provisions contained in a Local Environmental Plan and serves to further guide development decisions across the Local Government Area.

D&I Diversity and Inclusion.

DIAP Disability Inclusion Action Plan. EEO Equal Employment Opportunity. EOI Expression of Interest.

ERM Enterprise Risk Management.

ESRP our Economic and Social Recovery Plan introduced to assist in the recovery of the impacts of COVID-19.

Executive is led by the General Manager and includes five directors (Business and Corporate Services, Community and Culture, Assets and Infrastructure, Environment and Planning, Legal Services and City Strategy and Innovation) and the Manager Office of the General Manager.

Financial year the period from 1 July 2021 to 30 June 2022 for this annual report.

FTE full time equivalent. In relation to staff numbers this refers to a figure that is based on the wages for full-time staff.

GIPA Government Information (Public Access) Act 2009 which replaced Freedom of Information legislation.

Greater Sydney Commission coordinates and aligns the planning that will shape the future of Greater Sydney.

GST Goods and Services Tax.

HVM heavy vehicle mitigation.

H&WB health and wellbeing.

ICAC Independent Commission Against Corruption.

Independent Pricing and Regulatory Tribunal of NSW (IPART) The tribunal sets the local government rate peg and assesses applications for special rate variations and council contribution plans.

Integrated planning and reporting (IP&R) a framework that allows NSW councils to draw their various plans together, understand how they interact and get the maximum leverage from their reports by planning holistically and sustainably for the future.

LEAP our people learning framework.

Local Environmental Plan (LEP) An environmental planning instrument that contains legally binding provisions relating to development.

LGA Local Government Area.

LPP Local Planning Panel.

Long Term Financial Plan (LTFP) projects financial forecasts for Council for at least 10 years and is updated annually as part of the development of the Operation Plan.

Master Plan a dynamic long-term planning document that provides a conceptual layout to guide future growth.

Office of Local Government Responsible for local government across NSW and the key adviser to the NSW Government on local government matters.

Operational Plan an annual plan that provides details of projects and activities for one year of the Delivery Program with a detailed annual budget and fees and charges.

Operating surplus ratio shows whether Council has the ability to cover its operating costs from operating revenues.

PEP Performance Excellence program.

Performance reporting is a key program promoting council transparency, accountability and performance.

Pillar themes that are important to the community and included in our Community Strategic Plan.

Plan of Management (POM) A document which regulates the use and management of community land such as parks and reserves.

Resourcing Strategy a critical link when translating strategic objectives into actions.

RMS Roads and Maritime Services.

SEPP State Environmental Planning Policy.

Southern Sydney Regional Organisation of Councils (SSROC) Eleven councils spanning Sydney’s southern suburbs, eastern suburbs, CBD and inner west.

SRV Special Rate Variation.

Stakeholder An individual or group with a particular interest in a project or action.

Sustainability the ability to be maintained at a certain rate or level.

Sustainable development meets the needs of the present without compromising the ability of future generations to meet their own needs.

Stormwater management charge a service to manage the quantity and/or quality of stormwater that flows off land and includes a service to manage the reuse of stormwater for any purpose.

TfNSW Transport for NSW.

THRIVE our people learning program.

TMAP Transport Management and Accessibility Plan. Voluntary Planning Agreement (VPA) an agreement entered into by a planning authority and a developer where a developer agrees to provide or fund public amenities and public services, transport or other infrastructure.

Ward a local authority area, typically used for electoral purposes.

Work Health and Safety the discipline concerned with protecting the health and safety of all stakeholders in the workplace from exposure to hazards and risks resulting from work activities.

Statutory index

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

Georges River Civic Centre

Corner MacMahon and Dora Streets, Hurstville

Phone 9330 6400

Email mail@georgesriver.nsw.gov.au

Postal address PO Box 205, Hurstville NSW 1481

georgesriver.nsw.gov.au

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