The cover image captures the vibrant lion dancers who performed at Georges River Council’s Lunar New Year 2024 celebrations, held in Hurstville on Saturday, 3 February.
This year, 50,000 locals and visitors welcomed the Year of the Dragon at Sydney Metro’s largest Council-led Lunar New Year celebration, marking 21 years of this iconic festival in the area.
Crowds enjoyed a day filled with vibrant stage performances, including spectacular lion dancing, roving entertainment, and activities such as God of Wealth red envelope giveaways, spreading good luck and prosperity.
GEORGES RIVER COUNCIL
Table of contents
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.
Image: Water by Aunty Annette Webb
Annette Webb is a proud Dunghetti woman born in Sydney. Her artwork descends from her ancestors overlooking the land, lakes and rivers to protect and honour the traditional way of life today.
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.
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.
This is the Georges River Council annual report for the financial year to 30 June 2024.
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 2022-2032, Delivery Program 2022-2026, Operational Plan - 2023/24 and Budget. It also reports on the six 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.
How to read this report
This report should be read in conjunction with our Audited Financial Statements and is divided into seven sections:
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.
Our Performance
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 2023/24 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 2024.
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 brings 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, Workforce Management Plan and Digital Resource Management Plan.
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.
Relevant Regional Plans and Priorities
State Plans and Strategies
JO Statement of Strategic Regional Priorities
Other Council Strategies and Plans For example:
Disability Inclusion Action Plan
Local Strategic Planning Statement
Environmental Strategies
Resourcing Strategy
Workforce Management Strategy Long-Term Financial Plan
Asset Management Strategy and plans
We use the integrated planning and reporting framework in the Local Government Act 1993 and has been prepared in line with Section 428 of the Local Government Act 1993 and clause 217 of the Local Government (General) Regulation 2021
The past year has been an incredible success for Georges River Council and our community. We have accomplished numerous milestones, and initiated new projects, campaigns, and events.
United in our shared vision for the future, these positive developments have strengthened our thriving and connected community.
Throughout my tenure as Mayor, we have remained dedicated to our community, as outlined in the Community Strategic Plan. Our focus has been steadfast on its six core pillars: Our Community, Our Green Environment, Our Built Environment, Our Economy, Our Place in Sydney, and Our Governance.
Council’s achievements have been aided through the exceptional leadership of General Manager David Tuxford and his dedicated team of Directors.
I extend my heartfelt gratitude to the community for actively participating in consultations on our key projects. Your valuable feedback has been instrumental in helping us understand local needs and deliver the best possible outcomes for everyone.
Highlights
A major highlight this year was Georges River Council's groundbreaking initiative as the first council in the Sydney metro area to trial shared e-scooters. This marked the commencement of a 12-month partnership with e-scooter provider Beam. The initiative has provided both locals and visitors with a convenient and sustainable transportation option, connecting them to bus and train stations, St George Hospital, St George TAFE, Jubilee Stadium, and various community services and cafes in Kogarah town centre.
Message from the Mayor
The success of this ongoing trial has set a precedent for future innovative transportation solutions in our region.
This year has been marked by the successful completion of several significant projects, demonstrating our commitment to enhancing community infrastructure and recreational facilities.
We officially opened the Olds Park Recreational and Sporting Hardscape precinct, which was funded by the NSW Government, in association with Georges River Council under the Greater Cities Sport Facility Fund. This state-ofthe-art facility brings to life the 2020 Master Plan, focusing on inclusive sporting facilities for all fitness levels, including women, girls, and people with accessibility needs.
In partnership with the Federal Government, we successfully completed the Blackshaw Gould Community Pavilion at Hurstville Oval. This $4.33 million project, supported by significant funding from the Federal Government, NSW Government, and Georges River Council, honours local sporting legends Les Blackshaw and Nell Gould.
We proudly opened Memorial Square and MacMahon Courtyard. As part of the Hurstville Revitalisation Project, these upgrades, funded by the NSW Government, transformed both sites. MacMahon Courtyard received infrastructure improvements, enhanced pedestrian access, traffic safety measures, and additional seating and landscaping. Memorial Square saw new paving, retaining walls, street furniture, landscaping, and improved aesthetics, usability, and visibility of the Memorial Cenotaph. Additionally, the project included reinstalling a statue of Australian literary figure and feminist Miles Franklin, with the plinth facing the adjacent heritage Ritz Hotel.
A transformative project for Carss Park began with the demolition and remediation of the former Kogarah War Memorial Pool site, which will be followed by the development of a new aquatic facility. This initiative will feature a multi-use outdoor 51.5-meter, 8-lane pool, learn-to-swim areas.
Significant steps were put forward in our commitment to Pillar 2 of our Strategic Plan: Our Environment. We adopted a revised Tree Management Policy, providing a robust framework to enhance and preserve our urban greenery. This policy is crucial to achieving our goal of attaining 40 percent urban canopy cover by 2038, as outlined in the Greater Sydney Region Plan. This revised policy underscores our dedication to nurturing and sustaining our tree canopy, ensuring a healthier and more sustainable future for all residents of Georges River.
Our Carss Bush Park Foreshore made waves. Featuring on Gardening Australia on ABC TV, we shared insights into our innovative approach to foreshore design, which focused on the integration of marine and intertidal habitats into community infrastructure.
Georges River Council’s planning and environment teams also created The Environmental Sustainability Calculator, an online tool to measure how ‘green’ proposed major developments are before they’re approved for construction. It was developed to help meet Council’s adopted target of net zero carbon emissions in the Georges River community by 2050 and will also help to meet the community’s need for increased housing by streamlining the assessment process for new apartment buildings.
In the October 2023 Council meeting, it was great to see community participation in local decision making for The Mortdale Local Centre Master Plan process which has been strengthened through the level of community engagement. Council’s adopted Mortdale Local Centre Master Plan will provide for additional residential dwellings and increase residential choice. The Master Plan will facilitate a vibrant and activated future for the Mortdale Town centre.
The Lunar New Year annual festivity, now in its 21st year in the Georges River area, had a record attendance of over 50,000 people. The celebration showcased a diverse range of activities, including vibrant stage performances such as lion dancing and exciting appearances by NRLW players. Attendees enjoyed food stalls and interactive cooking demonstrations that highlighted some of the finest culinary offerings from Sydney South.
This year we also saw the return of the Magic of Christmas concert, Australia Day picnic, In Good Taste multicultural food festival, and our Eurovision Live Broadcast Party, which had record attendances. These events are an incredible demonstration of our commitment to creating memorable experiences for the Georges River community.
In collaboration with Spark Festival, St George Business Chamber and ANSTO, Council hosted the first Spark Sydney South Innovation Summit. Held at Netstrata Jubilee Stadium, the event recognised and celebrated innovation, entrepreneurship, and small-medium enterprises in the Sydney South region.
We celebrated art and creativity throughout the year with a range of initiatives and events. The Mayor’s Art Competition was established, which encourages primary school children to create art that celebrates the cultural days that are of most significance to them. Hurstville Museum & Gallery, which celebrated its 20th birthday this year, displayed
and hosted a diverse range of art exhibitions such as Empyrean Landscape: The Year of the Dragon, Open Print Exchange, Healing and ZOONOSES just to name a few.
We were privileged to have Her Excellency the Honourable Margaret Beazley AC KC, Governor of New South Wales as guest speaker at its Home in St George 1920-1960 – Open Day as Her Excellency was born and grew up in Hurstville. This important collection held by Hurstville Museum & Gallery, reflects the social, cultural and family lives of residents in the St George region during the twentieth century.
Council also encouraged creativity in public spaces with the creation of art displays around the LGA like Knucker at Olds Park, Tatalita in Hurstville and a new mural at Thurlow Community Centre in Riverwood.
Georges River Libraries celebrated some fantastic achievements this year. Oatley Library became a vibrant film set as Story Box Library captured new story readings by the delightful Wai Chim. Our Great Big Book Sale at Mortdale Community Centre was a huge success, offering 6,000 items and drawing over 400 enthusiastic attendees who enjoyed story times, face painting, and free treats. We proudly hosted a memorable river cruise with Professor Heather Goodall, who enlightened 97 guests about Aboriginal history and activism along the Georges River. We were thrilled to introduce a new reading tree at Clive James Library, providing a cozy and fun space for families to enjoy together.
Hurstville Entertainment Centre dazzled audiences with a diverse lineup of exhilarating performances and events. From the soulful Music in the Morning to the vibrant Taste of Ireland, the enchanting Music and Lyrics, and The Ultimate Magic Show, attendees enjoyed a series of unforgettable experiences. Additionally, families enjoyed a delightful selection of free, family-friendly movies that provided perfect entertainment during school holidays. These accomplishments reflect the exceptional dedication and excellence of our Council, setting a new standard for leadership and innovation within our community.
I extend my heartfelt gratitude to our community members for their active participation and invaluable feedback in shaping these projects. Together, we continue to build a thriving, resilient, and connected Georges River community.
Sam Elmir Mayor, Georges River
Council
I am proud to present the Georges River Council Annual Report for the 2023/24 financial year, outlining our main achievements from the past 12 months.
I extend my congratulations and gratitude to all staff for their invaluable contributions to the outstanding results we've achieved this period. Our success would not have been possible without their dedication, hard work, and collaboration.
We’ve successfully tackled our top strategic risk and made significant strides in financial sustainability by delivering a budget surplus of $3.7 million. This achievement reflects our commitment to strong financial management and responsible spending. Remaining debt-free throughout the year underscores our financial discipline and commitment to long-term sustainability.
Cyber security remains a top priority, identified as the second highest strategic risk. This year, we've made significant improvements to strengthen our defences. We've introduced advanced controls that focus on both user and device identity to ensure secure access to our systems. In addition, legacy security measures have been upgraded to align with current best practices, further fortifying our defences.
The Hurstville Civic Precinct Planning Proposal was gazetted during the period of this report, marking a significant milestone in the long-term vision for the area. This gazettal sets the planning controls for the precinct, paving the way for the development of a vibrant mixed-use civic, cultural, commercial and residential destination in the heart of Hurstville. This achievement, nearly 20 years in the making, allows the Council to move forward with its vision of transforming the precinct into a dynamic hub that will serve as a cornerstone for the community.
The 2023/24 Capital Works Program was delivered, including the Road Rehabilitation and Renewals Program, Stormwater
Message from the General Manager
Renewals Program, Olds Park Skate Park and Netball Court Upgrade and Hurstville Revitalisation. The team also completed the Hurstville Oval Community Pavilion and Lighting project, Renown Park Field 2 Reconstruction and commenced the Kogarah War Memorial Pool site remediation.
Key policies and strategies for Council were developed which included the Events and Festivals Guide, Toolkit and Charter, the Community Infrastructure Needs Assessment and Area Acquisition Strategy and Social Justice Charter Action Plan. These strategies / plans will guide Council's event planning, infrastructure planning and social justice initiatives.
The staff also successfully managed and grew Council's Community Events Program, featuring major events like Magic of Christmas, Lunar New Year Festival, and Un[Contained] Arts Festival, along with emerging events like Greek Epiphany Festival, Seniors Expo, and GRYFest. These programs have seen a steady increase in popularity, attendance and sponsorship. Staff also introduced the Georges River Council's Sports Advisory Committee, which enables local sporting bodies to engage with the Council, receive updates on relevant sporting matters and have their feedback considered in Council's decision-making process.
Other key initiatives were advanced, including advocating for more accountable processes for private certifiers who oversee the majority of Complying Development and Construction Certificates. We also made strides in environmental sustainability, achieving a 69 percent reduction in carbon emissions since FY 21/22 and progressing towards net zero emissions by 2025. Additionally, following extensive community consultation, Council adopted new planning controls to protect local biodiversity and the scenic character of the area. It was also fantastic to see 257 trees at 16 sites being added to the Significant Tree Register, and the implementation of our Environmental Sustainability Calculator, the first of a kind in NSW councils. We have also progressed with our Certification Campaign to advocate for more accountable and responsive processes for private certifiers.
Georges River is a Council committed to being future focused and ambitious. We look forward to continuing to deliver an accessible, green, diverse, and innovative future for our community.
David Tuxford General Manager, Georges River Council
Image: 2024 Australia Day Awards and Citizenship Ceremony
GEORGES RIVER COUNCIL ANNUAL REPORT 2023/24
Our commitment to the environment
Our vision for our environment
We are committed to addressing environmental issues that affect the area you live in.
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.
We have already met Council’s target of using 100 percent renewable energy to power Council’s operations and we continue to progress towards Council’s target for net zero emissions in our operations.
Further, we are committed to various environmental sustainability and waste related targets that propel our work towards environmental protection:
- 40 percent tree canopy coverage by 2038
- supporting the NSW Government’s plastics ban
- zero litter to the Georges River by 2030
- implementing food and garden organics collection services in line with the NSW Government’s 2030 target.
Waste Collection Services
Our Waste Team has focused on achieving key recommended actions outlined in the Waste Strategy 2021-2040. During 2023/24, We focused on joint tendering and procurement as evidenced by the joint waste collection tender with Bayside Council and continuing to explore options for the future of general waste, recycling and organics processing/disposal.
Additionally, in July 2023, we launched the online booking function on Council’s website, enabling residents to self-book a kerbside clean up service, thereby reducing the presence of litter and illegally dumped waste on the kerbside, with targeted education and enforcement messaging at the time of booking, to stipulate waste presentation requirements.
We maintained the small-scale recycling program at Council’s Customer Service Centre at Hurstville, Clive James Library in Kogarah and Hurstville Library to collect mobile phones, household batteries and CDs/DVDs. We collected 316 kilograms of materials for recycling.
The Sydney Regional Illegal Dumping (RID) Squad was dissolved as of 1 July 2023. During 2023/24, Council created a new role for Ranger - Waste within the Environmental Health & Regulatory Services Unit to enable Council to investigate illegally dumped waste within the Georges River LGA. This role provides a similar function to the RID Squad, noting that efforts are local, and not regionally based throughout Sydney (as was the case with the RID Squad). During 2023/24 Council received 1,973 reports of illegally dumped waste. Between November 2023 to 30 June 2024 Council issued 8 penalty notices, 7 clean up notices and 7 cautions relating to illegally dumped waste.
Council supported Clean Up Australia Day, in March 2024, whereby 31 community groups, schools and businesses registered a cleanup site. This event collected 1.08 tonnes of litter from sites throughout the Local Government Area.
Two Household Chemical Cleanout events during the financial year diverted more than 84,711 tonnes of problem and hazardous waste materials from 2,514 households.
The quarterly E-Waste Drop Off recycling events collected more than 75,132 tonnes of e-waste for recycling and attracted over 3,296 households.
Essential waste collections services were delivered throughout the reporting period, with some key service statistics as follows:
11,138 mattresses collected and recycled
Over 271 tyres collected and recycled
78 more households composting through the Compost Revolution
Undertaken an LGA-wide contamination management program and:
- Directly visited 8,258 properties
- Inspected 16,386 recycling bins
- Inspected 320 garden organics bins
- Inspected 17,310 general waste bins
- Issued 13,755 feedback tags regarding correct use of bins
- Issued 1,388 written education letters to households for improvements in use of the bin service.
Waste grants
Grants awarded and/or delivered during 2023/24 to support the Waste Strategy and assist with Council reaching NSW EPA waste targets include:
$43,815.00 in funding obtained through the Local Government Waste Solutions fund to divert waste from landfill and promote a circular economy. This funding has allowed Council to collect and recycle additional items as part of the quarterly E-Waste Drop Off Events.
- 27m3 of EPS collected and recycled
- 1,520 kgs of cardboard collected and recycled - 1,948 kgs of hard plastic collected and recycled
$35,000 in funding was obtained under the NSW EPA Litter Prevention grant program, this will assist Council in reducing litter incidents around the hospitals in the LGA by improving the infrastructure, education, and enforcement.
$103,881 in funding was obtained under the NSW EPA Illegal Dumping Prevention grant program. Over the next 2 years Council will focus on tackling the issue of the illegal dumping of trade waste across Council’s parks, reserves, foreshore escarpments and bushland.
Sustainability Grants
Grants awarded and/or delivered during the 2023/24 FY to support and enhance sustainability initiatives and outcomes within Georges River LGA include:
- $100,000 in funding obtained through the Local Government Waste Solutions fund to create a Sustainable and Circular Economy Design Guide for council assets. Delivered over the next three years, the guide will assist teams within Assets and Infrastructure to select recycled, low carbon and climate resilient materials to future proof assets and embed circular economy principals.
Environmental grants
Grants to support and enhance environmental management and protection within the Georges River LGA include:
- $30,000 in funding was obtained under the NSW Crown Reserves Improvement Fund 2022/23 to control foxes and wild cats on crown reserves. The funding has supported the reduction of foxes in the area and helped improve biodiversity.
- We continue to explore grant funding opportunities to support environmental conservation and enhancement, and we have applied for funding through the Urban Rivers and Catchments Program and Crown Reserves Improvement Fund in 2023/24.
Environmental Resilience Action Plan
We 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 our commitment to lead by example.
The Action Plan is published on our website and progress towards achieving the actions will be reported through our quarterly and annual report in years to come.
We are on track to achieve the 68 key recommended actions outlined in the Environmental Resilience Action Plan 2022-2040. In the last year, we focused on the completion of actions such as the development and adoption of the
Sustainable Procurement Policy, increasing active and passive transport across the LGA, making our community facilities as sustainable as possible and the AusGrid Streetlight roll out.
We have progressed well through the adopted Environmental Resilience Action Plan, with 63 of the 68 actions completed or in progress.
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 achieved the five original pledges in 2020 and pledged an additional five.
In the last year, we have delivered and continue to focus on achieving the following outstanding pledges:
- Provide fast-charging infrastructure throughout the city at key locations for electric vehicles.
- Develop education and behavior 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.
Biodiversity
Our 2021 Biodiversity Study recommendations continue to be implemented progressively in 2023/24 focusing on high priority actions. Many actions require ongoing management including the protection of our threatened vegetation communities, expansion of our green corridors, management of pest species and community education to ensure biodiversity is maintained and enhanced into the future.
We continue to include biodiversity inputs into our plans of management, master plans, and strategies to protect and expand biodiversity across the local government area (LGA), such as habitat conservation, tree canopy enhancement and urban heat island cooling.
A Native Stingless Bee workshop was hosted at Carss Park Community Garden to learn about their role in our ecosystem, their unique behaviours and how to enhance their populations to support biodiversity.
Hook and line bins have been installed as part of a 12-month trial at two fishing hotspots in the LGA at Tom Uglys Bridge
and Sans Souci Fishing Pier to raise awareness of recreational fishing waste and to provide a disposal solution for fishing line and hooks. The program aims to protect marine life, biodiversity and promote responsible fishing. The program will be reviewed at completion of the trial in June 2025.
We partnered with Grow it Local to help our community be more sustainable, resilient and reduce their impact on the environment. A range of digital educational workshops and knowledge sharing between members were available to registered community members.
Urban Tree Canopy
We continued to supported Plant Ark’s Schools Tree Day initiative by providing advanced native trees and native shrubs to local primary and high schools to support tree canopy cover, enhance wildlife corridors, reduce the urban heat island effect, and help students learn about the local environment.
A celebration tree planting program is being developed to increase tree canopy cover on privately owned land to meet Council adopted targets. The initiative also aims to create habitat and connect vegetation corridors across the LGA. The program will be implemented into the 2024/25 financial year.
Pest animals
Fox control was undertaken at our key bushland parks and reserves under Councils operational budget and at Crown Reserves managed by Council as part of the Crown Reserves Improvement Fund. The program has reduced the population of foxes in the LGA and helped to protect our native wildlife. A total of 28 foxes were removed from our bushland areas over the past 12-month period up to 30 June 2024. This continues the success from the 2022/23 financial year with the same number of foxes removed.
We will continue fox control throughout the year in collaboration with neighbouring Councils of the Southern Sydney Regional Organisation of Councils (SSROC) and continue monitoring of feral animals in our Wildlife Protection Areas
Wildlife Protection Areas
New Wildlife Protection Area signage was progressively rolled out at all 19 declared Wildlife Protection Areas, with community education at the forefront to protect our native wildlife.
The declaration of Wildlife Protection Areas has helped promote responsible pet ownership and educate the community on the impacts of domestic companion animals on native wildlife in areas of high biodiversity. We will continue to monitor and undertake feral animal control in these areas, with the safety of the community and their pets the highest priority.
Image: Blue Wren
Significant Tree Register
The Georges River Council Significant Tree Register was adopted by Council on 18 December 2023, with 257 trees at 16 sites included on the register to better recognise and protect our local trees of visual, botanical, ecological and historical, commemorative, cultural or social significance.
An extensive number of nominations were received for the register during the nomination period. Nominations of Significant Trees in the Georges River LGA remain open to the community for both private and public land, with assessments occurring when there are a significant number of nominations or at the five-year review of the Register (subject to funding).
Georges RiverKeeper
We continued to partner with the Georges RiverKeeper to look after the Georges River, protect natural resources and improve liveability along the Georges River.
The Riverkeeper facilitated the collection of 4,230 kilograms of litter along 27 foreshore sites of the Georges River Council local government area over the past 12 months to 30 June 2024. We continue to monitor and maintain Gross Pollutant Traps throughout the LGA to remove litter and improve water quality in the Georges River.
The Zero Litter in Georges River Project was announced as the winner in the Litter Prevention / Clean Waterways category at the prestigious Keep Australia Beautiful NSW (KAB NSW) 2023 Sustainable Cities Awards. We were a contributing member to the project, which implemented a comprehensive catchment-wide strategy to protect and conserve the waterway, habitat, and livability of the Georges River.
We continue to contribute to the development of Coastal Management Programs for the Georges River Catchment, along with other members of the Georges Riverkeeper. The plan will be delivered over the coming years in accordance with the objectives of the Coastal Management Act 2016.
We are collaborating with Georges Riverkeeper for the installation of an Osprey Nesting Platform within the Georges River. This project aims to protect the vulnerable Eastern Osprey by providing a long-term nesting site to ensure the conservation of the species. The nesting platform is anticipated to be completed over the next 12 months, consulting with a range of experts and external stakeholders.
Image: Zero Litter finished art at Hurstville Interchange
GEORGES RIVER COUNCIL
The Year in Review
Organisational and financial performance
Activities in 2023/24 contributed to our fouryear Delivery Program 2022/26 and the long-term objectives in our Community Strategic Plan 2022/32
During 2023/24, 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 2023/24 was measured against 146 one-year actions and 47 performance indicators as outlined in the Delivery Program and Operational Plan.
Operational Plan
Not started or behind
Image: Sway performing Bloom at Uncontained Arts Festival 2024 in Kogarah
Highlights and Challenges
PILLAR 1
OUR COMMUNITY
ACHIEVEMENTS
- Council’s Social Justice Charter Plan was launched at an event held on 20 February 2024, the World Day of Social Justice.
- Infrastructure for keyless access was installed at venues for hire.
- The Georges River Community Infrastructure Needs Assessment and Area Acquisition Strategy was adopted by Council.
- Council's Child Safe Framework was strengthened and endorsed by Council.
- A brand new venue for hire, the Blackshaw Gould Community Pavilion, was opened.
- CCTV upgrades have been completed and expansion of cameras in Oatley Park, Gannons Park and Poulton Park.
CHALLENGES
- Providing a diverse suite of library services to the western half of the Local Government Area.
- Funding to deliver the actions, linking in with Council's capital works program.
- Additional pressures to meet Council's WHS obligations to maintain the safety and wellbeing of regulatory staff, who respond to community concerns.
- Council's current branch libraries at Oatley, Penshurst and South Hurstville are small and have limited capacity to provide the diverse range of services required.
- Growing community demand for programs outside ordinary hours for the Hurstville Museum & Gallery and other cultural sites.
- Most of Council's hireable venues are ageing. As such, We have identified the Hurstville Entertainment Centre as a priority for upgrade.
THE YEAR AHEAD
- The implementation of the annual maintenance program for CCTV infrastructure and expand upgrades on an aging fleet.
- Procure major events other than sport for Netstrata Jubilee Stadium.
PILLAR 2 OUR GREEN ENVIRONMENT
ACHIEVEMENTS
- Environmental Sustainability Calculator is the first of a kind in NSW councils.
- Council adopted a Significant Tree Register.
- Council met its renewable energy target ahead of the target schedule (2025). This has been reported in media releases.
CHALLENGES
- Budgetary constraints may limit Council's ability to meet its 2025 net zero carbon emissions target.
- There has been lots of change regarding illegally dumped waste due to the cessation of the RID Squad in June 2023, and resumption of these activities by Council instead.
- Delivery of the Catchment Management Plan (CMP) is dependent on all member Council's providing their financial contribution to the Riverkeeper by the end of the 2024/25 financial year.
- The delivery of a Biodiversity Strategy was not funded for delivery within the 2023/24 financial year, nor for the 2024/25 financial year.
THE YEAR AHEAD
- Implement the Resilience Action Plan 2022- 2040 for Council services.
- 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.
- Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices. Represent Council's ambitions for the Georges River through the GRCCC.
- Maintain and implement the Georges River Local Emergency Management Plan in collaboration with the Local Emergency Management Committee (LEMC).
- Implement the recommendations of the Foreshore Scenic Character Review into the Georges River Local Environmental Plan.
- Implement Council’s Bush Regeneration Program to protect, conserve and enhance the natural environment.
PILLAR 3 OUR ECONOMY
ACHIEVEMENTS
- The River Rail was repositioned as a strategic transport corridor from the Committee for Sydney in several media articles upon the opening of the new Metroline.
- Representatives of the Office of the 24-Hour Commissioner attended our Economic Leadership Group and Councillor Briefing to detail the opportunities of the vibrancy reforms and Team24 Programs.
CHALLENGES
- We have not been able to secure commitment from the St George Hospital / Health Precinct for the Economic Leadership Group.
- Investment from the NSW Government has been focused on the delivery of the Metro and Liverpool and Parramatta Innovation Precincts.
THE YEAR AHEAD
- Consolidate the advocacy priorities into the Economic Development Strategy Scope
- Deliver and promote initiatives that support the night time economy
PILLAR 4 OUR BUILT ENVIRONMENT
ACHIEVEMENTS
- Work has commenced to implement the Mortdale Local Centre Master Plan, through the preparation of LEP and DCP controls.
- Economic feasibility testing is being finalised to determine the percentage of affordable housing that can be provided by the various types of new developments.
CHALLENGES
- The Beverly Hills Local Centre Master Plan is still under preparation due to the need to address environmental risks and constraints like flooding and the high pressure gas pipeline.
THE YEAR AHEAD
- Consolidate the advocacy priorities into the Economic Development Strategy Scope.
- Participate in key advocacy forums and research to support the visibility and need for increase transport links from Kogarah including the River Rail.
PILLAR 5 OUR PLACE IN SYDNEY
ACHIEVEMENTS
- The CEO from the Committee for Sydney and Directors of the Office of the 24-Hour Economy Commissioner attended Economic Leadership Group meetings to highlight research, strategic directions and opportunities for local business and Council.
- Georges River Council was the winner in the Customer Experience category at the NSW Local Government Excellence Awards for this Customer Experience Strategy and Customer Experience Charter.
- During 2023/24, Council officers continued implementation of the Georges River Council Customer Experience Strategy (2022-2027), including actions that improve consistency and reliability of service across all contact channels.
CHALLENGES
- Increasing instances of unreasonable customer conduct.
THE YEAR AHEAD
- To deliver the Discover Georges River, Sydney's Connected Community Campaign.
PILLAR 6 OUR GOVERNANCE
ACHIEVEMENTS
- More consultations took place in playgrounds, parks and venues.
- Children were able to share their design ideas for a new playground for Carss Bush Park in a community pop up at the playground and this supports our child safe commitment as an organisation.
- The Your Say panel registrations continue to grow year on year and the range our projects our community can participate in also continues to grow
- There was demonstrable increased capacity in the community to submit high quality grant applications, resulting in stronger project delivery and more competitive grant rounds.
- Council was nominated as a finalist at the NSW Local Government Excellence Awards in the Risk Management category, recognising the effort and progress that We have made as part of the Enterprise Risk Management Uplift Program.
CHALLENGES
- To continue to find more ways for the community to contribute to the decisions that build a better Georges River.
- Consultation on the WHS Management System is resourceintensive and requires a considerable amount of time to be conducted meaningfully and in line with legislative requirements.
- To increase the maturity of risk identification.
- The Heritage Publication Grants Program was discontinued in 2023/24, following community consultation. Heritage Building Grants were not funded in the 2023/24 financial year.
- Rate pegging, cost shifting from other government agencies, capped fees for legislated services, and the rising cost of materials.
- The core enterprise system migration has been highly resourceintensive, limiting the capacity to implement other improvements along the way.
THE YEAR AHEAD
- We will continue to work to increase capacity in the community to submit high quality grant applications, resulting in stronger project delivery and more competitive grant rounds.
- Council will continue to support the community through our financial assistance program to deliver projects that respond to community needs, encourage community inclusion and support innovation and social change.
Community and civic events
In 2023/24 we organised, sponsored and supported numerous events that offered residents, businesses and visitors the chance to connect within the diverse natural and built environments of the Georges River area.
The following events took place:
AUGUST 2023
The FIFA Women's World Cup Live Screening
OCTOBER 2023
The Frightful 80’s Drive-in event
NOVEMBER 2023
No Domestic Violence Walk
DECEMBER 2023
Magic of Christmas
JANUARY 2024
Australia Day Citizenship Ceremony
Australia Day Awards and Australia Day Picnic in the Park
FEBRUARY 2024
Lunar New Year Festival In Good Taste Festival
MARCH 2024
The International Women’s Day
APRIL 2024
Georges River Youth Festival (GRYFest) and Intergenerational Chess Day
MAY 2024
Eurovision Song Contest Live Broadcast Party
JUNE 2024
Uncontained Arts Festival
CITIZENSHIP CEREMONIES
We are responsible for conducting Citizenship Ceremonies under delegated authority by the Department of Home Affairs. The number of conferees that attended on the designated days and became Australian Citizens at the five citizenship ceremonies held are listed below:
Significant media coverage
We issued 200 media releases and media alerts across metropolitan, local and specialist media platforms, and provided 184 formal responses on behalf of the Mayor and/or Council to enquiries from media outlets and individual journalists.
Media coverage highlighted stories that held significant importance to the community, particularly our unwavering commitment to the successful execution of plans, projects, and a wide array of cultural and art events during the 2023/24 period.
A major story is the successful roll out of the 12-month E-Scooter Trial, the first of its kind in the Sydney Metropolitan region. This garnered significant media coverage across online, print, television and radio outlets. These included The Daily Telegraph, Channel 7, Channel 9, Channel 10, ABC Radio and more. Trade media coverage was also generated.
This year, we also celebrated its recent achievements at the NSW Local Government Excellence Awards, named as a finalist nine times in eight categories and winning in three. Inside Local Government and St George and Sutherland Shire Leader published this story.
Key projects that were covered in media across online and print media outlets include the Hurstville Revitalisation Project, the official opening of Olds Park Skate Park and the Street Signage Replacement Program.
Local and media highlights also included the election of our new Mayor and Deputy Mayor.
Arts and culture are important to residents, and this is reflected in the media coverage captured for our major community events These include Magic of Christmas, Lunar New Year, In Good Taste, the Eurovision live viewing party and Un(contained) Arts Festival.
Council’s Lunar New Year 2024 celebrations welcomed the Year of the Dragon and saw considerable media interest from local and metro publications. The event featured in scan coverage on Channel 7 and Channel 9 and was also mentioned in articles revealing locations where people could celebrate Lunar New Year. Our Lunar New Year event continues to be the largest of its kind in the Sydney Metropolitan area, with 50,000 people in attendance this year. Locals and visitors enjoyed traditional activities, food and entertainment, and dragon dancing.
Our Eurovision Live Viewing Party also continues to grow each year, with both local and national media interest generated. The event reached viewers all over the country, with coverage generated across TV and radio. The event was featured on Channel 9’s Weekend Today Show via a Live Cross, showcasing the festivities. It continues to draw interstate and international visitors and is the largest event of its kind in the southern hemisphere. Locals and visitors head to Hurstville to celebrate culture and diversity and help create a vibrant and festive atmosphere.
These stories and achievements show our staff’s ongoing dedication to delivering high quality facilities, initiatives and community events for the Georges River area and our community.
Image: Georges River Council Mayor Sam Elmir (Left) showing ABC Radio Sydney presenter Craig Reucassel how easy it is to get started on a Beam e-scooter during the E-Scooter Shared Scheme Trial at Kogarah in January 2024.
Georges River LGA in numbers
ENVIRONMENT
40km Of waterways 154ha Of bushland (Volunteers have completed 4,770 hours across 23 sites)
398km
Local roads
28.1km Regional roads
23 Bushcare sites 36,500 Public street trees 38% Estimated tree canopy (including mangroves)* *The data is from 2022 and only reassessed and updated every 5 years.
INFRASTRUCTURE
19 Roads of 5.5km resheeted
9 Drainage programs completed
7 Traffic devices constructed
1.1km New kerb and gutter constructed
COUNCIL
499km Of footpaths
6 EV Charger locations
6 New footpaths of 1.16km constructed
11 Dog offleash area
573 Full time equivalent (fte) staff 53% Female staff $166.3m Budget expenditure forecast for 2023/24 $50.5m Capital budget expenditure forecast for 2023/24 $3.7m total operating budget surplus forecast for 2023/24
Financial performance summary
Your rates and charges contribution
Over $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 2023/24.
The 2023/24 operating result excluding capital grants and contributions is a surplus of $2.8 million. This is a reduction from the 2022/23 result mainly due to an increase in expenditure in employee costs and materials and services. While the result is positive, it is lower than the adopted budgeted surplus of $3.4 million.
Operating Revenue
Actual Operating Revenue was $194.9 million verse Budget of $184.2 million. The total income performance was sustained by interest, other revenue, user charges and fees, and rates and annual charges. The result was higher than the adopted budget largely due to an increase in the returns on Council’s investment portfolio, given the sustained high cash rates in the economy, and higher than expected income from user charges and fees for restorations, and construction and work zone income. Grants received for Capital purposes was $20.5 million, which was higher than the adopted budget of $19.0 million.
Operating Expenses
Actual Operating Expenses were $171.7 million verse Budget of $161.9 million. Expenditure was above the adopted budget largely due to a write-off of asset values for Roads and Open Space renewals, higher than anticipated legal costs on appeals and high levels of contractor and casual employee costs which were being utilised to cover a greater than expected level of staff vacancies across the organisation.
Capital expenditure was $35.0 million for 2023/24 and was again impacted by above average levels of rainfall at various points throughout the year. This has resulted in some project delays and has contributed to a carryover of some of the budget into 2024/25.
Capital Projects Expenditure
Main expenditure occurred on the below Projects:
Road Re-sheeting Program
$5.9 million
Property and Land Acquisitions
$5.7 million
Olds Park Skate Park and Netball Upgrade
$4.5 million
Hurstville Revitalisation
$2.5 million
Hurstville Oval Pavillion
$1.6 million
Renown Park Reconstruction Works
$1.3 million
Gannons Park staged works $1.0 million
Footpath Program
$1.0 million
$0.8 million Financial
Forest Rd and Durham St Intersection Upgrade
Capital works snapshot
$5,948,000 $7,557,000 Roads Parks
$581,000
$5,737,000
Library Services Purchase of land and buildings
$2,137,000 $1,629,000
Sportsfields and facilities Traffic/pedestrian facilities
$762,000 $3,458,000
Drainage and stormwater Community buildings and facilities
$819,000 $1,427,000 Footpaths Plant and equipment
$377,000
$3,251,000
Environmental Sustainability and Initiatives Neighbourhood centre improvements
Image: Nixen Osborne from Totem Skating at the Skate, Break & Build event at Olds Park
Annual scorecard
# Number is based on the new calculation of per document, not per action as was previously reported to be consistent with other corporate reporting.
* Waste reporting in this period included 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.
** Cyber Threats Blocked include web access firewall (WAF) which protects our website from threats.
*** Number of Visits to Sans Souci Leisure Centre have only commenced being recorded in 2022/23.
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.
There was a consistency of feedback across the various engagement methods. The key priorities of our community for the future of Georges River Council included 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. 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 State of the City Report, at the end of this Council term in 2024. Our Community Strategic Plan is being reviewed in 2024/25 and will be presented to Council for adoption in June 2025.
Budget 2023/24
Operational Budget
The 2024/25 Budget will be the third 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’s legislative obligations.
After several years with constraints to Council’s cash contribution to funding capital projects, the 2024/25 draft budget includes increased Council contribution to critical asset classes, such as roads, footpaths, and buildings.
This increase in Council’s contribution is attributed to adopted budget surplus in the previous year’s spanning 2022/23 and 2023/24. Other capital projects have been prioritised to focus on grant and contribution funded projects along with high priority critical asset renewal programs.
To achieve the $2.0 million surplus target, the budget has been prepared on the following strategy:
- Objective of achieving an operating surplus with future years projection as per the adopted LTFP.
- Application of the approved Special Rate Variation of 5.8%.
- Cost reduction strategy applied to both employee costs and materials and services, with an aim of $4 million.
- Service levels have been capped to align with constrained resources and achieve the operating surplus adopted in the LTFP.
- Award increase is 3.5% ($1.8 million), plus Superannuation increase 0.5% to 11.5% ($300,000 annually) and Award Bonus Scheme of $1,000 ($500,000).
- The employee costs reduction strategy has been amended to be based on a natural vacancy rate of 6.5% and a 16-week recruitment trend, rather than enforced holds.
- Two-week Christmas shutdown that includes the provision of three grant days.
- A CPI increase of 3.0% has been applied across a broad range of materials, services, and expenses in line with published ABS forecast assumptions.
- Income projections are based on business as usual.
- Subsidies are proposed to be applied to Council’s premium and community facilities.
- Investment interest income has been projected to be maintained at current levels for the next 12 months based on the current rate of return and cash levels.
- Domestic waste charges have increased, with a cost recovery strategy being applied.
- The mandatory (legislated) pensioner rebate has been maintained at $1 million.
- Depreciation is forecast to increase by $2.9 million due to construction of new assets, immaterial disposal of assets, asset condition deterioration, and the rising cost of replacement.
- Eligible Fees and Charges have been set at a 5% increase to ensure cost recovery of the material cost increases.
- Council’s rates default level has been assumed to stay within benchmark parameters of less than 5%.
- The Councillor Discretionary Ward fund of $75,000 has been included as part of the budget strategy.
- Insurance premiums have been set to increase based on natural disaster, cost of replacement, new assets, heightened risk environment, etc.
- Community and sporting group rental subsidies remain unchanged ($1.5 million in forgone income).
- Subsidies around the Venue hire program remains unchanged ($430,000 in forgone income).
- Childcare fees have been set to comply with the Childcare Policy of cost neutral operating budget.
- Based on this approach, the adopted surplus of $2.0 million remains on track to deliver future year surpluses in the medium term. The later years of the Long-Term Financial Plan (LTFP) indicate a deficit position will occur (shown as Model 1 in the Resourcing Strategy) and will need to be addressed in coming years.
- Full details of Council’s 10 years LTFP, which includes the budget result, are outlined in the Resourcing Strategy.
Capital Program
The revised program has been developed by established clear priorities.
All projects included in the 2024/25 Capital Program:
- Prioritise Infrastructure Renewal Programs, such as: transport, stormwater, open space, building and others.
- Align to the Resourcing Strategy 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.
Funding for the 2024/25 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 following list highlights some of the projects that are being proposed for 2024/25:
- Street Sign Replacement Program.
- Kerb and Gutter Rehabilitation Program.
- Road Rehabilitation Program.
- Transport Facilities Program.
- Stormwater Relining Program.
- Parks Fence Renewal Program.
- Playground and Playspace Renewal Program.
- Recreational cycle network.
- Beverley Park Catchment Works.
- Childcare Centre Building Renewal.
- Donnelly Park Foreshore Protection and Environmental Enhancement.
- Lugarno Passive Watercraft Launching Facility.
The following projects will continue into 2024/25:
- Olds Park Premium Sporting Facility.
- Hardiman Reserve (former Oatley Bowling Club site) Works.
- Carss Park Pool Site Decontamination and Remediation works.
- Riverwood High Pedestrian Activity Area.
Our Place, Our Community
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 lime-burning, 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.
Image: In Good Taste Festival 2024
About the Georges River
Our location
Georges River LGA is 17 kilometres from Sydney CBD and has a land area of 38 square kilometres.
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.
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
LUGARNO
CONNELLS
BEVERLEY
Our community
POPULATION
58,430
COUNTRY OF BIRTH
PEOPLE
3,938
LANGUAGES
ECONOMY
82,605
Our Council
Services, activities and service locations
Our 15 elected councillors are supported by 573 staff members undertaking both administrative and outdoor activities. Our annual community expenditure budget for 2023/24 exceeded $166.3 million operating and $50.5 million capital.
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.
OUR COMMUNITY
- 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
OUR ECONOMY
- Economic development and business support
- Residential and employment growth
- Advocacy
- Investment attraction
OUR PLACE IN SYDNEY
- Public transport reliability, accessibility and frequency
- Car parking
- Road conditions and congestion
- Pedestrian safety
- Cycleways
- Street lighting
OUR GREEN ENVIRONMENT
- 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
OUR BUILT ENVIRONMENT
- Sustainable development
- Fire safety program
- Future land use planning
- Planning and building compliance
- Planning and building approvals
- Environmental compliance
OUR GOVERNANCE
- 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 CENTRES
Georges River Civic Centre - Corner MacMahon and Dora Streets, Hurstville
Clive James Library and Service Centre - Kogarah Town Square, Belgrave Street, Kogarah
Jack High Childcare Centre - 70 Vanessa Street, Beverly Hills Phone: 9330 6449
Oatley West Early Learning Centre - 66 Mulga Road, Oatley Phone: 9330 6449
South Hurstvillle Kindergarten - 4 The Mall South, Hurstville Phone: 9330 6449
Penshurst Long Day Care - 5 St Georges Road, Penshurst Phone: 9330 6449
Carss Park Narani Childcare Centre - 72 Carwar Avenue, Carss Park Phone: 9330 6449
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.
In response to the learnings from evaluating our customer experience, strategic objectives of the Customer Experience Strategy have been designed around three ‘focus areas’:
- Improving processes with technology – to provide customers with fast, accurate and reliable online services which enhance ways that customers can engage with Council.
- Providing access with ease – ensuring information and services are accessible to all, and customer operational areas are welcoming, functional and accessible.
- Embedding a customer-centric culture – using data and customer feedback to shape services and cultivate a culture of exceptional customer experience.
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 of 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 business 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 2023/24 we:
Were recognised at the Local Government NSW Awards Council won the Customer Experience category at the NSW Local Government Excellence Awards for our Customer Experience Strategy and Customer Experience Charter.
Continued with the implementation of the Customer Experience Strategy Action Plan including:
- Developing a Customer Excellence Training program, an online resource for staff, particularly new starters, to ensure consistent, high-quality customer service. This training enhances staff competence, builds confidence in customer interactions, and fosters continuous improvement, ultimately increasing customer satisfaction.
- Implementing a Customer Contact category with a 48-hour KPI across the organisation, to ensure timely responses to customer enquiries. This improves accountability, streamlines response times, and enhances customer satisfaction by ensuring enquiries are addressed promptly, fostering trust and stronger customer relationships.
- Surveying 1,040 customers who lodged service requests with Georges River Council to monitor our customer satisfaction levels.
- Conducting 277 assessments on our own staff to ensure we are delivering excellent customer service and identifying areas for improvement.
- Achieving an overall happy or not score of 83% percent for the year, exceeding our target of 80 percent.
- Investigating and resolved 226 formally lodged customer complaints.
- Designing and configuring our new omnichannel Contact Centre Solution which will enhance call management by directing customers to the most skilled agents for their needs.
- Commencing the Voice of the Customer report to the Executive Team, offering valuable insights based on CX experience and customer interactions across the organisation. The report provides a comprehensive view of key trends and actionable recommendations, enabling the Executive Team to make informed, customer-centric decisions that support continuous improvement and exceptional service delivery.
During 2024/25 we intend to:
Continue to deliver projects from the Customer Experience Strategy, including:
- Go live with our new Contact Centre Solution. Additionally, we are expanding communication channels with a web chat feature, offering customers more convenient support options, streamlining communication, reducing wait times, and improving the overall customer service experience.
- Go live with our new online booking platform (Bookable) which facilitates the booking and hiring of Council’s sports fields, outdoor courts, cricket nets and parks, Council’s Hurstville Entertainment Centre, Community spaces for Hire, hireable Library services spaces and all other sporting facilities. Customer experience benefits include online submission of Summer and Winter Seasonal sporting requests to reduce administration and enhanced visibility for sporting fields and parks availability to customers.
- Keyless Access hardware and system has been installed and will be implemented shortly. This will improve the customer experience with Council's venues for hire. The installation of keyless access hardware will remove the requirement for hirers to pick up venue keys from Council
- Implement a new feedback module that will automatically survey 750 customers per month who contact our call centre, enhancing our ability to capture and analyse customer feedback for continuous service improvement.
- Explore customer journey mapping of high use Council services.
- Develop and implement key performance indicators relating to first contact resolution.
- Review service request responses to customers ensuring updates and completion notifications are clear and reflect accurate information.
Accolades and complaints
The table below shows the number of accolades and complaints received over the past five years
Information management
Our Information Management team have continued to promote the importance of good record keeping while ensuring Council aligns with the NSW State Records Act 1998. This team play an instrumental role in ensuring Councils vast array of information—ranging from historical records to the latest data—remains accurate, accessible, and secure.
In the 2023/24 year, our Information Management Team registered a total of 340,088 new records, marking a 14.6 percent increase from the previous year. Of these, 23,361 records (7 percent) were customer correspondence, while the remaining records were generated by our dedicated staff.
As we continue to enhance our digital infrastructure, including the development of additional automated portals and new online interaction methods, we are observing a gradual shift in how records and customer correspondence are received. Traditional correspondence and record creation are slowly being replaced by online requests directly lodged into our systems, reflecting the evolving nature of information management in the modern workplace.
Additionally, it is essential to recognise the critical role of the Information Management team in handling requests for access to records and information under the Government Information (Public Access) Act 2009 (GIPAA). This legislation ensures a general right of access to documents held by state and local government agencies. During the 2023/24, we received, researched, extracted and responded to 699 informal applications under GIPAA, reflecting a four percent increase from the previous year.
Our team has been instrumental not only in safeguarding sensitive information but also in adapting to the digitisation
of historical records and realigning our practices with the revised NSW State Records Act 1998. In 2023/24 we reviewed our NSW State Records Compliance Measures, the results show Georges River Council are approx. 10 percent more compliant by comparison with the local government sector. This score helps to track gradual improvements in records keeping while also enhancing our ability to facilitate access to public documents and ensuring compliance with updated regulations and robust data protection.
By aligning with the NSW State Records Act 1998 maintaining rigorous standards in records management, our team helps us comply with legal obligations, respond efficiently to community inquiries, and preserve the history of our Council and the communities we serve. The team’s contributions are crucial in enabling Council to fulfill its responsibilities with integrity and efficiency.
As we look ahead, we remain committed to supporting and enhancing our records and information management capabilities to the community through system reviews and upgrades.
Informal GIPAA's
Technology
Our Technology Team have continued their work to protect and improve Council’s digital infrastructure from the ever-changing array of cyber threats which continue to evolve, this has been a critical focus in the 2023/24 year to ensure Council data remains safe.
Through the implementation of additional security protocols and adopting a proactive risk management strategy, we have strengthened our defences against cyber-attacks while improving its overall cyber resilience.
Independent reviews of Council’s security practices and processes have been undertaken throughout the year via the independent information security audit program. This focused on internal and external security practices to ensure compliance while highlighting any gaps that require action. In total four audits were conducted as part of the 2023/24 program in addition to other reviews conducted as part of the NSW Audit Office Audits.
We remain committed to collaborating with vendors and government departments, including Cyber NSW, to address emerging cybersecurity issues. Our focus is on adapting to new threats while also identifying and alerting the local government cyber community to any incidents detected by Georges River Council, with the aim of preventing and minimising the impact of newly identified attacks.
Furthermore, there has been an ongoing focus to ensure cyber security measures are in place while adapting additional measures to restrict and prevent access to Council information, the implementation of features such as token based multi-factor authentication as well as the adoption of additional technology to restrict and improve our cyber resilience in the rapidly changing threat landscape.
The team have also undertaken a number of significant non-security related projects throughout the year in preparation for our core enterprise system (Technology One) cloud migration. This project has been resource intensive and required careful planning to minimise the impact on staff and the community. Once complete this will see our system move to a cloud hosted environment setting the foundation for future upgrades and enhancements.
The core enterprise system (Technology One) will be migrated in the 2024/25 year. This change has also impacted other interconnected systems, requiring upgrades to ensure functionality and integrations are not affected. These systems relate to records management, corporate business papers, mapping, online DA tracking, online applications, online reporting and many others. Work commenced on this upgrade in July 2023 and will is planned for completion in early 2024/25.
At the completion of this upgrade Council will continue the Enterprise Resource Planning (ERP) review. It was highlighted in the initial assessment that Technology One can meet Council requirements, however, due to the investment required, it is an optimal time to market test, and assess against current offerings in terms of costs and functionality. This will ensure the most effective solution is invested in.
Our other key technology projects and initiatives include:
- User security access, cyber security enhancements have continued with the enforcement of token based Multi-Factor Authentication (MFA) for all staff while also enabling self-managed access practices to increased security and enhance staff efficiencies.
- Network and application security enhancements the technology team have implemented a network level security enforcement tool to further secure our corporate network from unknown devices, whilst also deploying an additional authentication method against our email to provide layers of security to prevent spam, phishing attacks and other email security risks.
- CCTV Expansion and upgrades - these were a focus for the team to expand our CCTV street safety fleet through the installation of additional CCTV Cameras across three new locations while also upgrading four existing locations, in total 25 cameras were upgraded / installed across the LGA while also finalising the migration to a consolidated CCTV Platform.
- Documentation and process mapping - to ensure the enterprise cloud migration is a success the Information Management Technology Team had been promoting the documentation and review of processes across all areas of Council. This has been a combined effort and will help not only for this cloud migration, but also in building the Enterprise system review scope to determine where improvements and enhancements can be gained.
- Expansion of online services - the Technology Team have worked across various areas this year to deliver an expansion of online services for the community to utilise. This expansion includes additional planning portal application types, online pool compliance applications, and the expansion of Logit Fixit application types such as illegal dumping. These new application types have been developed in such a way that they can be replicated for other purposes in future, reducing the time and effort to expand additional online services.
Our other key projects and expansions in technology include:
- Enterprise system cloud migration - to migrate our enterprise system to the cloud, taking council a step further in it cloud migration strategy and allowing further future capacity for development of our core system.
- Enterprise review - commencement of phase two of the review to access and understand the current and future requirements of our systems while focusing on the development of customer portals to ensure better connection with the community.
- Mobility expansion to the field crews - this will allow quicker response times for field staff and better allocation of resourcing across the LGA to deliver and meet community expectations.
- Expansion of public safety and digital access within identified areas - this will assist in making spaces safer for the community and provide access to internet services in identified areas throughout the community.
- Cybersecurity projects - to further enhance our security of data via detection and response, through AI learning and automation, as well as the deployment of additional solutions to enhance the layers of security to protect council information.
Connecting with the community and stakeholders
How we engage
Community participation in the decisions that build a better Georges River is important to us. When the community and stakeholders are aware, informed and engaged in the projects and planning for the community we have better outcomes for all and strong social cohesion.
We communicate with the community in many ways, including a standing advert and a regular mayoral column in the local newspaper, the St George and Sutherland Shire Leader, social media platforms including Facebook, Instagram and LinkedIn, media releases and statements, a fortnightly Community e-newsletter, regular segments on our community radio station 2NBC, direct mail, newsletters in all rates instalments via mail and email and a quarterly Community Magazine available in both digital and hardcopy editions.
During the year we also ensured we had a Council stall at our community events to make staff from across Council available for face-to-face questions, sharing details of community consultations, and promoting programs, services and events from Council.
Our website and social media platforms provide open forums for the community to engage with us and we continue to grow followers and visitors every year.
Image: Community 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 4,277 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. All webinars, sessions 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 input.
Ideas Wall in Your Say
One project used the Ideas Wall in Your Say this year to provide a public forum for community to contribute share ideas. The Better Together anti-racism campaign continued in FY23/24, with the ideas tool remaining open to receive pledges of support from the community.
Stories in Your Say Two projects used the Stories tool in Your Say this year. “Have your Say in Your Way during Pride Month” was extended from June through July and saw workshop participants and members of the public leave their stories relating to the Social Justice Charter theme of Empowerment. Makers and Manufacturers was a call-out from the Museum seeking stories regarding the industrial and manufacturing history of the Georges River LGA. While no Stories were forthcoming through the Your Say platform, the project did provoke written submissions from community members with a story to tell.
Places in Your Say Places, the mapping tool in Your Say allowing the community to pin and make comments on a map of the LGA, was used for the Significant Tree Register and the Night Manifesto. It was a great way for community members to participate in the project as all users could see what had been submitted and respond.
e-newsletter A fortnightly community e-newsletter to 19,200 subscribers that updates the community on upcoming events, projects and consultations.
Advertisements We regularly advertise engagement opportunities in our local community newspaper The St George and Sutherland Shire Leader
Letters We send information and feedback forms to members of the community likely to be directly affected by a decision, project or upgrade.
Social media We inform the community and stakeholders of engagement opportunities through social media, providing links to information on Your Say.
On-site consultations
Site based posters and notifications
Community stalls at Events
We send information and feedback forms to members of the community likely to be directly affected by a decision, project or upgrade.
To increase our ability to inform the community of engagement opportunities we have utilised posters at the site of projects. QR codes are used to link the community back to the Your Say platform for more information and explanation of how they can get involved.
A Council stall was set up at all major events over summer to maximise the opportunities to let the community know about open consultations. These are staffed by a diverse range of Council staff to allow for the answers to be provided by the relevant staff on the spot.
Authentic and committed community engagement provides us with valuable insight to make decisions that shape the best outcomes in our community Our Community Engagement Strategy and Policy guides us in engaging with our community on issues that may affect their lives.
This allows us to:
- 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 2023/24 overview
Your Say is our central platform to share, gather and report back on community consultations and engagement opportunities. It provides visibility and access to the community on open projects, public exhibitions, plans and policies.
This year we maintained our traditional engagement approaches and built on the online and on-site consultation opportunities. We have responded to the communities need to have a choice in how they contribute, and we have committed to taking the consultation to the community this year.
During 2023/24, Your Say received:
- 60,202 visits, an increase of 36 percent from the previous period,
- hosted 117 consultations, an increase of 105 percent from the previous period,
- engaged* 2,218 participants, an increase of 25 percent from the previous period; and
- gained 420 new registered users or Panel members, an increase of 22 percent from the previous period.
*An engaged visitor is someone who has contributed to a Your Say project page using one of the tools, such as a survey, ideas wall or mapping tool.
Platform engagement, which is measured in the number of users contributing to project, saw an increase to 6.1 percent in 2023/24 up from 5.6 percent in 2022/23. This is still lower than 17 percent engagement recorded in 2021/22, however this may be attributed to a more highly engaged online audience during the COVID-19 2021 lockdown and restrictions, as well as a number of major consultations attracting LGA-wide feedback.
Your Say continues to grow as a hub for residents to access key documents, photos, plans, videos, and FAQs on current and past projects. It is anticipated that engaged participation will continue to trend upwards across 2024/25 with several major consultations due to commence in the period.
Registered participants to Your Say are issued a fortnightly newsletter highlighting open, updated and completed consultations, providing an additional engagement touchpoint to complement the wider community e-news.
During 2023/24, 30 newsletters were sent with an average open rate of 47 percent, which is considered above the industry benchmark of around 40 percent.
The Your Say platform has connected the participants with key content relating to projects interesting them, creating a more transparent information exchange between Council and the community, and resulting in more informed input from our community.
The Your Say projects with the highest participation were:
- Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy
- Places: Public Significant Tree Nominations
- Carss Bush Park and Todd Park Master Plan and Plan of Management
- Georges River Council Early Learning Services Survey 2023
- HV Evatt Memorial Park Spatial Framework
The complete list of Your Say consultations across 2023/24:
- Trial Off Leash Dog Parks
- Cultural Night Time Activation
- Resident and Visitor Parking Permit Report
- Hurstville Civic Precinct Planning Proposal and Development Control Plan
- Georges River Council Sports Advisory Committee EOI
- City Partnerships Policy
- Battle of the Beats Competition - Youth Week 2023
- Financial Statements and Auditors Report
- Un[contained] Arts Festival Expression of Interest
- Grants, Donations and Sponsorships Policy
- GRC Art Expo
- Community Satisfaction and Wellbeing Survey
- Photo Bingo Competition
- Historical Marker Program 2023
- Library Programs and Revitalisation Survey
- Seniors Advisory Committee EOI
- GRDCP Amendment No.3 - Hurstville City Centre and Housekeeping Changes
- Better Together Campaign
- Social Justice Charter 2022-2026
- Have your say in your way during Harmony Week
- Have your say in your way to help shape our community
- Liveability Census
- Draft Revised Community Engagement Strategy
- Draft Delivery Program, Operational Plan and Resourcing Strategy
- Mortdale Centre Master Plan - Exhibition of Two Options
- Verge Garden Program
- Significant Tree Register
- Amendment No.4 to Georges River Development Control Plan 2021-143 Stoney Creek Road, Beverly Hills
- Notification of Works - Oleander Reserve Inclusive Playground Construction
- Working Together for Better Building Certification
- Community Feedback for Potential Community Facility in Narwee
- EOI for Aboriginal and Torres Strait Islander Advisory Committee
- Have your say in your way during Reconciliation Week
- Sans Souci Park Plan of Management
- Have Your Say on the Future of Olds Park Skatepark
- Child Safe Code Conduct
- Customer Feedback and Complaints Management Policy
- Have your say in your way during Pride Month
- Draft Swimming Pool Policy Inspection Program
- Draft Overland Flow Floodplain Risk Management Study and Plan
- Hurstville Civic Planning Proposal and DCP Amendment
- Amendment No. 4 to Georges River Development Control Plan 2021-143 Stoney Creek Road, Beverly Hills
- Draft Stormwater Management Policy
- Moore Reserve Plan of Management and Master Plan
- EOI Library ECC Volunteer Call Out
- EOI for Public Art on the Bus Shelter at Claydon Reserve
- Draft Grants and Donations Policy
- Draft Sponsorship Policy
- Carss Bush Park playspace upgrade
- Place Naming Proposal - 'Blackshaw Gould Community Pavilion' Hurstville Oval
- Loan Borrowing Policy
- Amendments to 2023/24 Fees and Charges
- Merv Lynch Playspace Upgrade
- Industry Engagement: Environmental Sustainability Calculator
- Verge Garden Competition
- Voluntary Planning Agreement for 1-5 Treacy Street, Hurstville
- Draft Sustainable Procurement Policy
- Olds Park Master Plan Amendment
- Carss Park and Todd Park Master Plan and Plan of Management
- GRDCP 2021 - Amendment No.5 - Subdivision, Lot Consolidation and Boundary Adjustments in Heritage Conservation Areas
- Financial Statements and Auditors Report 2022/2023
- Draft Enterprise Risk Management Policy
- Inclusive Place-based Planning for LGBTQIA+ Communities
- Community Consultation for developing Council's Aboriginal and Torres Strait Islander Strategy
- Planning Proposal for 28 and 28A Carlton Crescent, Kogarah Bay
- Austin Avenue Reserve Playground
- Battle of the Beats Competition - Youth Week 2024
- Georges River Housekeeping Planning Proposal
- Multicultural Advisory Committee Expression of Interest
- Access and Inclusion Expression of Interest
- E-scooter Trial 2024
- The Draft Events and Festival Charter, the Draft Event Guide and the Draft Event Toolkit
- Georges River Council Learning Services Survey 2023
- Peakhurst Park Master Plan
- Jubilee Stadium Precinct Plan of Management
- Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy
- Economic Leadership Group - EOI
- Draft Resident Parking Permit Scheme Policy
- Pride Book Club: Expression of Interest
- Bush Fire Management Committee’s Draft Bush Fire Risk Management Plan
- Draft Revised Tree Management Policy, Fees and Changes and Draft Amendment No.6 to the GRDCP 2021
- Blakehurst and Kogarah Bay Wards Flood Study
- Resident Development Information Sessions
- Hurstville Precinct Playspace Development
- Georges River Council Sports Advisory Committee
- Expression of Interest - Hildav Printing Press
- Early Learning and Child Care Services Survey 2024
- Makers and Manufacturers: the industrial history of St George
- Active Inclusion and Upstander Training Workshop for Community Clubs in Georges River
- Riverwood High Pedestrian Activity Area (HPAA) –Proposed Road Works
- Lugarno Passive Watercraft Launching Facility
- Draft Plan of Management and Master Plan for Donnelly Park
- Peakhurst Park Spatial Framework
- Historical Markers Program 2024
- Draft Delivery Program, Operational Plan and Resourcing Strategy
- Georges River Council Public Art Policy
- Draft Management of Feral and Infant Companion Animals Policy (2024)
- Draft Keeping of Animals Policy 2024
- Draft Georges River Council Enforcement Policy 2024
- Draft Georges River Council Smoke Free Policy for Outdoor Areas 2024
- Accessible, Inclusive and Liveable Communities
- Review of the Affordable Housing Policy
- Young Filmmaker - Child Safe Video - Expression of Interest
- HV Evatt memorial Reserve Master Plan
- Draft Principal Certifier Complaints Policy 2024
- Draft Fraud and Corruption Control Policy and System
- Help us name the creative studio in Merv Lynch Reserve
- Preparation of a Master Plan and Plan of Management for the Jubilee Stadium Precinct
- Georges River Council Community Lease and Licence Policy
- the Night Manifesto
- Old's Park Skate Facility - Extended Lighting Trial
- Local Approvals Policy - Use of Public Land
- Georges River Council Sports Advisory Committee Review
- Spark Sydney South - Event Survey
- Trial New Operating Hours - Merv Lynch Reserve Off Leash Dog Park
Community Engagement Highlight: Result of community participation in the Biodiversity and Foreshore Studies
Over a 24-week consultation period, we engaged the local community to develop new planning controls to protect the local character and unique qualities of Georges River. The key challenge we shared with community was how we could collaborate on striking the right balance between preserving what residents value and accommodating growth.
Through a blend of in-person workshops and selfpaced online submissions, over 325 responses helped us identify four recurring themes: natural environment, density, lot size and local character. This extensive consultation demonstrated the community's strong interest in being involved in decision-making processes to directly shape the new planning controls. As a result of this engagement, we adopted new planning controls at the July 2024 meeting to safeguard the character of residential suburbs, particularly those with strong naturalistic qualities.
Engaging with the community, business and stakeholders
Stakeholder Engagement
community
Ratepayers
Website georgesriver.nsw.gov.au
Social media
Digital screens
Publications
Community forums
Community events
Community funding
Council offices
Annual report
Rates notices
Annual report
Website georgesriver.nsw.gov.au
Employees Newsletters
General Manager newsletters
Toolbox talks
Posters
Intranet
Email
Staff events and training
Georges River business community
Business forums
Publications
Annual report
Business Unite - newsletter
Partnership with Business
Chamber South
Property developers Developer forums 1:1 meetings
Potential visitors
Website georgesriver.nsw.gov.au
Social media
Discover Georges River
Government Formal meetings
Correspondence
Events
Business forums
Community forums 1:1 meetings
Media Media releases
Media statements
Website georgesriver.nsw.gov.au
Interviews
Image: The Social Brewers, Mortdale
Why they are important
Provide knowledge, cultural experience, resources, engagement and feedback
Provide knowledge, cultural experience, resources, engagement and feedback
Provide valuable knowledge, skills
What we do for them
Provide civic leadership, services, facilities, partnership and representation
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
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
Community satisfaction research
In March 2023 we conducted an independent community satisfaction survey to gain insight into resident attitudes and perceptions of services and facilities provided by Council. This is the third time the survey has been conducted by Georges River Council with the last surveys in 2017 and 2020.
Council undertakes the survey to understand and identify community priorities for the Georges River LGA, to identify the community’s overall level of satisfaction with Council performance, and to assess and establish the community’s priorities and satisfaction in relation to Council activities, services and facilities.
The survey also helps us understand resident experience contacting and receiving information from us. The survey is managed to be statistically representative of our LGA and provides insight that is used from high level performance reporting to individual teams’ business planning and work prioritisation.
Liveability in Georges River
The 2023 Australian Liveability Census invited local communities to share what is important to them and how local neighbourhoods are performing. Georges River Council participated as a Census Partner, which was conducted from 26 March - 30 June 2023).
96% of residents rate their quality of live as ‘good’ to ‘’excellent’ in the Georges River area.
Residents strongly value the outdoor spaces and natural environment aspects (37%) , proximity to and variety of services/facilities (37%) , a sense of community (21%) and access too public transport (18%)
There is a notable increase in the value placed on outdoor spaces – as it is with other Greater Sydney Councils.
All other values remain consistent with previous surveys.
Top 5 agreement statements
- Multiculturalism is welcomed in the area
- It is a safe place to live
- I am proud of my local area
- Access to reliable public transport
- Neighbourhoods are generally clean and well presented
Bottom 5 agreement statements
- Quality housing is both available and affordable
- Tourism in the area is promoted well
- Council effectively manages its finances and budget
- High quality industries are encouraged in the area
- There are enough local employment opportunities
Community and civic events
In 2023/24 Georges River Council organised, sponsored, and supported numerous events that offered residents, businesses, and visitors the chance to connect within the diverse natural and built environments of the Georges River area.
The following events took place:
7, 12, 16, 19 August 2023
THE FIFA WOMEN'S WORLD CUP
The FIFA Women's World Cup saw multiple live screenings of the Matildas' matches hosted in Hurstville Plaza. Hundreds of fans gathered to cheer on Australia's women’s international football team, uniting the community and the country. The event featured state-of-the-art audio, bench seating, heaters, face-painting, and Australian flag giveaways. For the last three events, the Council engaged Mr. Mike Tomalaris, former SBS sports presenter and resident of our local government area (LGA), as the event MC. Mike interacted with residents and representatives from local soccer clubs, provided game commentary, and enhanced the celebratory and positive atmosphere.
28 October 2023
THE FRIGHTFUL 80’S DRIVE-IN
The Frightful 80’s Drive-in event featured a screening of the cult classic Beetlejuice. Over 500 attendees enjoyed the movie by the bay at Donnelly Park, Connells Point. Many attendees dressed up their cars and entered the bestdressed car competition.
24 November 2023
NO DOMESTIC VIOLENCE WALK
1,500 attendees from community groups, emergency services, students from schools within the LGA and Georges River Council staff marched from Netstrata Jubilee Stadium to Kogarah Town Square to raise awareness of Domestic Violence. The event is intended to promote positive change, encouraging everyone to stand up against domestic violence in our community. Representatives from local schools also pledged their commitment to ending domestic violence. This year, each school received a plaque presented by the Mayor, thanking them for their support and participation.
Image: Cheering on The Matilda's in Hurstville Plaza
2
December 2023
MAGIC OF CHRISTMAS
The 2023 Magic of Christmas festival attracted over 22,500 attendees, who enjoyed the free evening concert and fireworks show. Visitors browsed food trucks and craft stalls, while concert performances on stage entertained the audience, headlined by Chris Sebastian. The festival also featured roving appearances by Santa, Rudolph, and the Council’s mascot Georgie the Dragon, adding to the festive atmosphere.
26 January 2024
AUSTRALIA DAY
The Australia Day event at the Marana Auditorium welcomed 500 new citizens to our local government area. The day also recognised outstanding local achievements, presenting awards for Young Citizen of the Year, Volunteer of the Year, and Citizen of the Year. Carss Bush Park hosted a leisurely picnic day for 8,000 participants, featuring food trucks, entertainment, and breathtaking fireworks over the bay.
3
February 2024
LUNAR NEW YEAR
Our annual Lunar New Year Festival celebrated the commencement of the Year of the Dragon. The event, held in the Hurstville CBD, attracted 50,000 people who enjoyed various cultural performances on the main stage at Hurstville Plaza. This marked the 21st instalment of a Lunar New Year event in the Georges River Council local government area, encompassing events by the former Hurstville City Council. This event coincided with the opening of the Year of the Dragon Exhibition by Fan Dongwang – Empyrean Landscape in the Hurstville Museum & Gallery.
16 February 2024
IN GOOD TASTE
The summer events concluded with the In Good Taste Festival, where 3,000 participants enjoyed a multicultural food festival featuring stalls and performances from diverse cultures and communities, paying tribute to our cultural diversity.
8 March 2023
INTERNATIONAL WOMEN’S DAY
The International Women’s Day Celebrating Georges River Women Breakfast, now in its fourth year, was organised by a cross-organisational team, offering members a chance to acquire new skills. Held at the Southern Sydney Event Centre in Hurstville, the event attracted 138 attendees who listened to Kath Koschel, founder of the Kindness Factory. The breakfast enhanced our reputation, bolstering community ties, honouring achievements of women, and promoting unity within the Georges River area.
18 and 20 April 2024
GEORGES RIVER YOUTH FESTIVAL (GRYFEST)
The Georges River Youth Festival (GRYFest) a range of programs and free events designed in consultation with Council’s Youth Advisory Committee (YAC) and local youth services to ensure it aligns with the needs and interests of local youth. Featured was the popular Intergenerational Chess Day, which attracted over 150 players. A major highlight of the festival was the youth music competition, ‘Battle of the Beats,’ where five local acts showcased their talents and were judged by local young leaders. Olds Park Youth Festival offered a schedule of free activities, including bubble soccer, skate workshops, competitions with prizes, appearances by pro skaters Chima Ferguson and Shaun Paul, pedalpowered smoothie bikes, music, and free food.
12 May 2024
EUROVISION SONG CONTEST LIVE BROADCAST PARTY
We hosted our fifth annual Eurovision Song Contest Live Broadcast Party at Hurstville's Marana Auditorium on Sunday, 12 May. Starting at 4:00 am, the event drew over 500 Eurovision fans for a vibrant celebration of music and culture. Highlights included a performance by FABBA, the ultimate ABBA tribute band, and a special video message from Australian Silia Kapsis. Attendees cheered on their favourite entries, sampled Swedish meatballs and cinnamon rolls, enjoyed activations like the 360 spinning camera, and participated in a Best Dressed competition. The event concluded with a lively Euro Disco.
19-21 July 2024
UNCONTAINED ARTS FESTIVAL
Uncontained Arts Festival is a highlight of South Sydney’s cultural calendar featuring an array of immersive art installations and dynamic live performances. This three day outdoor festival provides a platform for artists to showcase their talents while allowing the community to celebrate the creativity, diversity and vibrancy of the Georges River area.
CITIZENSHIP CEREMONIES
We are responsible for conducting Citizenship Ceremonies under delegated authority by the Department of Home Affairs. Below are the number of conferees that attended on the designated days and became Australian Citizens.
30 August 2023 – 141 people
27 September 2023 – 131 people
26 January 2024 – 500 people
7 March 2024 – 299 people
9 May 2024 – 189 people
Image: Battle of the Bridges 2024
GEORGES RIVER COUNCIL
Volunteers
Hurstville Museum & Gallery
During 2023/24, Hurstville Museum & Gallery was supported by 20 volunteers.
- 8 regular volunteers
- 7 work experience students
- 1 Justice of the Peace
- 2 university placement
- 2 event volunteers
Volunteers helped us invigilate exhibitions including Home in St George 1920-1960, The Hush Treasure Book exhibition, the 2023 Georges River Art Prize, Open Print Exchange and ZOONOSES
The university interns and work experience students all gained experience in collection management and object handling, research, and public programming, as well an insight into the day-to-day workings of a busy community museum and gallery.
Georges River Libraries
During 2023/24, the Georges River Libraries Volunteer Program engaged 58 volunteers:
- 20 Duke of Edinburgh students
- 13 work experience students
- 8 Justices of the Peace
- 8 general duties volunteers
- 9 learning experience facilitators
This year saw an increased engagement with Duke of Edinburgh volunteers, providing a valuable opportunity for students to undertake ongoing community service while gaining experience and skills in a supportive environment.
Work experience student volunteers were provided with week-long programs which cover a diverse range of library skills for young people looking to develop a career in the cultural sector. The regular services delivered across the five libraries by Justices of the Peace continued to be highly valued by the community.
Learning experience facilitators provided free English Conversation Classes to people in the community who want to practice their social and functional conversational skills. The nine volunteers included five class teachers and four assistants, who delivered three sessions each week.
Image: Volunteers packing down the ZOONOSES Exhibition at Hurstville Museum & Gallery
Bushcare
Our Bushcare volunteers helped manage remnant bushland by mitigating the effects of vegetation fragmentation, urban run-off, invasion of garden species and invasive weeds, and vandalism (including rubbish dumping and bushland clearing).
In 2023/24, we supported 385 volunteer sessions across 23 static sites. The volunteers planted an additional 11,372 plants including a mix of trees, shrubs, and ground cover species, to improve canopy cover, biodiversity and habitat at their sites.
Bushcare completed three (3) grant projects from the Australian and NSW Governments to implement restoration and bush regeneration projects at various reserves in the LGA for a total value of $77,708.
The grants include:
- $20,000 for restoration planting at Poulton Park; funded by Local Land Services
- $30,000 to control and remove invasive weeds, and install native species at Oatley Park; funded by Crown Land Improvement Fund Program.
- $27,708 to control priority weeds, weeds of national significance and invasive weed species on Crown Land within the Estuarine Swamp Oak Forest in Shipwrights Bay; funded by Crown Land Improvement Fund Program.
Bushcare snapshot
1,463 Bushcare volunteers
385 Volunteer sessions
4,770 Volunteer hours
28 New volunteers
9 Bushcare events
135 Landcare Planting Day Gannons Park
150 Volunteers for National Tree Day at Beverly Hills Park
50 Padstow TAFE Horticulture students at Gannons Park
Public art
Public art elevates the community’s sense of connection, identity and values. It expresses the unique attributes, culture, heritage, and personality of Georges River and adds to the vibrancy of our public spaces and landscapes.
During 2023/24 we completed six new public art projects and completed three modifications to current public art works.
BLOOMING
Mandy Schöne-Salter, aka. MAN.De, was invited to extend her existing public art mural Blooming to include a nearby hydrant booster. This update to her 2020 work reduced the visual impact of the utility box on her mural. Mandy is an interdisciplinary artist who works in urban art, photography and community art. Her work has been exhibited in shows across Germany and in Australia including ‘See’ Public Art show, Sydney Fringe Festival, K4 in Nürnberg and Photoszene.
Blooming, corner of MacMahon Street and Dora Street, Hurstville Artist: Mandy Schöne-Salter (MAN.De) Installed: September 2023
CLAYDON RESERVE BUS SHELTER
Joel Cameron is a Sydney-based artist who was selected to complete a mural on the Claydon Reserve bus shelter on Ramsgate Road. Joel has over 15 years’ experience and has exhibited domestically and internationally as well as leading many community-based art workshops.
Joel’s design features native flora and fauna such as a bottle brush, banksia, wattle, kookaburra, lorikeet, and a glossy black cockatoo. The playful use of birds and sports equipment reflects the sports that are primarily played in Claydon Reserve such as football, cricket, and netball, in
UNDER THE SEA
An undersea themed mural was completed at Tom Uglys Point Reserve, Blakehurst. This was completed by Georges River Council’s Operations Specialist and professional painter, Matthew Bramston who was inspired by the location close to the water. This particular location was selected as it was regularly vandalised and required ongoing maintenance from Council’s graffiti removal crews.
This project was also funded through the NSW Government’s Graffiti Management Grant (Western Sydney) program.
Under the sea mural, Tom Uglys Point Reserve, Blakehurst
Artist: Matthew Bramston Installed: November 2023
addition to highlighting the importance of being active, having fun, and looking after our beautiful natural spaces.
This public art project was funded through the NSW Government’s Graffiti Management Grant (Western Sydney) program, improving the amenity of the site and reducing the incidence of graffiti.
Goal, Claydon Reserve Bus Shelter, Ramsgate Road, Sans Souci Artist: Joel Cameron Installed: November 2023
MILES FRANKLIN
A statue of renowned early Twentieth Century Australian author and feminist Miles Franklin was created in 2003 by sculptor Jacek Luszczyk and installed in the MacMahon Street courtyard. Her work Back to Bool Bool Is believed to be based on Hurstville and written in lodgings nearby.
Following the statue’s temporary removal during the project to rejuvenate the MacMahon Street courtyard, it was restored and placed on a new plinth facing the heritage Ritz Hotel, rumoured to have been the author’s favourite drinking spot.
Miles Franklin, MacMahon Street, Hurstville Artist: Jacek Luszczyk
Installed: Originally 2003, reinstalled December 2023
TATALITA
In celebration of Lunar New Year and the Year of the Dragon, a mural entitled Tatalita was installed at Hurstville Interchange Park, Forest Road, Hurstville in January 2024. This work is a collaborative design from emerging young artists Maria Thaddea, Penny Zhang and Chenxi (Hilda) Zhang. The design of the mural is rooted in the different backgrounds of the artists and is an exploration of the intricate connections between identity, nature, and culture.
Maria Thaddea is a young Asian-Australian creative who works in graphics, spatial design and print. Penny Zhang is a queer Chinese Australian designer who works across various disciplines including interaction design, object by hand, illustration, and 3D visualisation. Chenxi (Hilda) Zhang is a queer artist who specialises in illustrations, image making and multi-medium practices.
MEMORIAL SQUARE
In April 2024, Georges River Council restored and reopened Hurstville Memorial Square, including the conservation of two large circular mosaics which were originally installed in 2004.
The works were created in 2003 by artists Michelle Stewart and Dean St. Baker in consultation with Hurstville RSL Club, Chamber of Commerce, shopkeepers, and residents, to ensure the design reflected the spirit of the community of Hurstville and the special significance of the Memorial Square site. The works represent the key themes of remembrance, the environment, local history, and community harmony. The conservation of the mosaics, twenty years after they were created, was carried out by Dean St. Baker, one of the original artists.
Memorial Square mosaics, Forest Road, Hurstville Artist: Dean St Baker and Michelle Stewart Installed: Originally 2004, reinstalled in February 2024
Tatalita depicts New Year babies riding a paper dragon cut-out and is painted in the colours of the Georges River Council logo. The imagery of the babies symbolizes the offspring and new generations of the community, aligning with concepts of hope, future, and forward-looking energy.
One baby holds a wooden log, representing the 2024 Lunar New Year of the Wood Dragon as well as Hurstville’s historical ties to the wood industry, including timber-getters and charcoal-burners. The other babies hold a goldfish and lantern, symbolising hope, prosperity and the cultural richness of Hurstville.
Tatalita, Hurstville Interchange Open Air Gallery, Forest Road, Hurstville Artist: Maria Thaddea, Penny Zhang and Chenxi (Hilda) Zhang Installed: January 2024
THURLOW COMMUNITY HUB
Amanda Newman is a mural artist and sign writer originally from New York, now residing in Melbourne, Australia. Her focus is on large scale portraiture projects in the public realm and photorealistic hand painted advertisements. Amanda uses her street art murals to bring attention to social issues.
Amanda recently completed a mural in Riverwood on the Thurlow Community Hub. Amanda said she “wanted to design a mural that celebrated the diversity and inclusivity of the community, as well as depicting knowledge sharing between generations – which is what Thurlow Community Hub is all about”.
Thurlow Community Hub mural, Riverwood Artist: Amanda Newman Installed: June 2024
GURAWUL
In March 2024, Darren Charlwood was selected as the artist to design the cover art for Council’s Aboriginal and Torres Strait Islander Strategy. His work called ‘Gurawul’ was developed with guidance from Bidjigal Elder Aunty Barb Simms and Council’s Aboriginal and Torres Strait Islander Advisory Committee to represent the cultural traditions of the region.
Darren’s work is a map of the estuaries in the Georges River area, depicting the cabra worms and tools which are collected from mangroves as well as the annual silver mullet run and migration of whales.
Gurawul, Aboriginal and Torres Strait Islander Strategy Artist: Darren Charlwood Created: April 2024
KNUCKER
Dillon MacEwan’s dragon sculpture Knucker was the winning public art design for the newly constructed Olds Park Recreational and Sporting Hardscape precinct at Olds Park, Penshurst. Dillon is a master robotics and mechatronics engineer, who specialises in large-scale installation, kinetic sculpture, pyrotechnics, and special effects for the film industry. He has worked with and created works for the legendary Mutoid Waste Company, Arcadia, Walking with Dinosaurs, Sculpture by the Sea, Stalker Theatre Co., and most recently for Mad Max: Furiosa.
Knucker incorporates parts of skateboards and bicycles, as well as metal from the original 1970s ramps from the old skate park, creating a tangible link to the history of the park. The sculpture and the spines which are featured throughout the landscaping of the precinct were both inspired by the dragon logo of Georges River Council.
Knucker, Olds Park Recreational and Sporting Hardscape precinct, Penshurst
Artist: Dillon MacEwan Installed: February 2024
Economic development
Economic development at Georges River Council is focused on two primary functions:
1. Supporting local business
Supporting our existing businesses to thrive through the provision of information, innovative projects and networking events.
2. Enabling new economic opportunities.
Targeted investment attraction and advocacy to enable more local jobs in the Georges River LGA.
16,624 Local businesses in the Georges River LGA (ABS 2023).
$8.47 billion Georges River LGA estimated Gross Regional Product, which represents 1.15% of the state’s Gross State Product [GSP].
48,502 Local jobs in the LGA, with the majority being in the health care and social assistance sector.
0.59 Job to residents’ ratio. This means that there are fewer jobs than resident workers. Health care and social assistance had the highest ratio (1.06 –meaning more people from outside the area travelled here to work in these industries), while the lowest ratio was in Agriculture, Forestry and Fishing (0.19).
Image: Cafe in Kogarah
Selected Council Economic Development programs
BUSINESS CHAMBER SOUTH PARTNERSHIP
Georges River Council is a Gold Sponsor of Business Chamber South which supports the delivery of a schedule of business support activities and events aimed at strengthening the capabilities and network of the local business community.
SPARK SYDNEY SOUTH – INNOVATION SUMMIT
In partnership with Spark Festival, Georges River Council Spark Sydney South at Netstrata Jubilee Stadium. The Summit highlighted the Australian startup, innovation, and entrepreneurship communities with a program that demystified what innovation is and gave local businesses and individuals to make valuable networks and connections.
GEORGES RIVER COUNCIL LOCAL BUSINESS AWARDS
The annual Georges River Council Business Awards, hosted by Precedent Productions. This program acknowledges the drive and dedication required to succeed in business and recognises the best in local industry across over 25 categories.
ECONOMIC LEADERSHIP GROUP (ELG)
The ELG brings together local business and industry leaders who live, work and invest in the Georges River region. Council held three scheduled meetings to discuss key interest areas for local businesses and upcoming Council strategies including increasing the visibility and reputation of the region, night time economy and enhancing business networks within village centres.
BUSINESS UNITE NEWSLETTER
Business Unite is a bi-monthly business newsletter that provides the latest information and opportunities for local business in the region.
THE NIGHT MANIFESTO
The Night Manifesto creates a unified vision that consolidate findings from community surveys and consultations and strategies. Central to its design is the promotion and development of village centres which is safe, locally authentic, and encourages bold and creative ideas. The Night Manifesto provides a platform to engage the community in discussions involving the night time economy.
DISCOVER GEORGES RIVER WEBSITE
Discover Georges River is a local tourism website that highlights the local offerings of the Georges River region including local businesses, events, places. The platform draws information from the Australian Tourism Data Warehouse (ATDW) and will be promoted through the Sydney's Connected Community campaign.
Advocacy
Our Advocacy brings together all the different advocacy actions that We have committed to and provides an update on the progress we are making.
Georges River Council’s advocacy list has surpassed over 100 actions and continues to grow. To better communicate the needs of our community we have aligned our advocacy actions into four themes of Sustainability and Resilience – The environment, Housing, Transport, and the Night Time Economy and Placemaking.
We define advocacy as creating the conditions by which positive change occurs through:
- Listening and being a voice for our community.
- Strengthening our collective message.
- Influencing key decision makers and working together to accelerate change.
- Creating a vision for the future.
Sustainability and Resilience – The Environment
Our community values access to the and the protection of the natural environment.
Beyond having somewhere beautiful o live and work there are increasing concerns about public health and the balance between development and sustainability – the ability to stay safe and health in times of extreme weather events.
We are preparing the Georges River region to be resilient through planning controls, environmental studies (flood and biodiversity), and education initiatives.
Key advocacy actions FY23/24:
- Urban forestry expansion within the LGA.
- Implementing biodiversity planning controls and landscaping targets.
- Delivered the Significant Tree Register.
- Delivered the Biodiversity Management Plan.
- Promoted the free tree giveaway to residents.
Housing
We understand that our community is growing and there is a concern about how we manage and cater for population growth. Housing underpins so many aspects of a community – liveability, jobs, and care.
As a Council we are preparing for growth through delivering population and employment forecasts, developing policies and masterplans that respond to the demand of diverse and affordable housing.
Key advocacy actions:
- Delivered the Affordable and Inclusive Housing Policy.
- Revising the population and employment forecasts to better understand the needs of our future community.
- We are Including more housing diversity in low residential areas in Master Plans.
- We wrote to the State Government to advocate for the referral of the of the Housing Reforms in the line with local characteristics and biodiversity concerns.
Transport
How we move around our city changes the way we engage with our surroundings. By providing diverse transport options increases our interactions with services and businesses as well as our connection to each other.
As a Council we plan for, improve, and maintain our transport networks and elevate our position as a strategic centre of Sydney.
Key advocacy actions:
- We were the first metropolitan Council to trial e-scooters in Kogarah.
- We wrote to the State Government and other advocacy bodies to reassert the River Rail – Kogarah to Parramatta – as a priority project.
- We contributed to Committee for Sydney’s advocacy report, Better Buses for Sydney, to trial a bus route from Kogarah to Parramatta, to support the feasibility for the River Rail.
- Roads to recover work began on King Georges Road.
- Committee for Sydney Better Buses for Sydney Advocacy Report.
The Night Time Economy and Placemaking
We recognise the need to increase entertainment and cultural offerings in the public domain and into the night.
This not only helps us highlight and celebrate who we are as a community, but also increases opportunities for local jobs and develop a greater sense of safety.
We are finding ways to enhance our cultural offering through pilot projects, partnerships, and promotion to highlight our unique offerings in our region.
Key advocacy actions:
- We delivered the major events calendar, Events and Festivals Charter, Events Tool Kit.
- We were announced as a round three partner of the Places to Love projects funded by Transport for NSW to explore the activation of public spaces at night.
- We participated in the Office of the 24-Hour Economy Commissioner Toolkit workshops.
- We met with State Government to discuss the vibrancy reforms.
- We launched the Night Manifesto.
Governance
Democratic governance
Democratic governance is how elected governments govern for and on behalf of their constituents and the community.
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 decisionmaking 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). 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 four- year 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.
Councillors elect the Mayor every two years and the Deputy Mayor every year.
Image: Georges River Council Mayor Sam Elmir at Lunar New Year 2024
Wards
WARD
MORTDALE WARD
PEAKHURST WARD
July 2023 to September 2023
BLAKEHURST HURSTVILLE KOGARAH BAY MORTDALE PEAKHURST
Sam Elmir Colleen Symington
Natalie Mort Nancy Liu
Kathryn Landsberry, Deputy Mayor Ben Wang
September 2023 to June 2024
Nick Katris, Mayor Nick Smerdely Veronica Ficarra
Elise Borg Ashvini Ambihaipahar Lou Konjarski
Sam Stratikopoulos Christina Jamieson Peter Mahoney
BLAKEHURST HURSTVILLE KOGARAH BAY MORTDALE PEAKHURST
Sam Elmir, Mayor Colleen Symington Nick Katris Nick Smerdely Veronica Ficarra
Natalie Mort Nancy Liu
Kathryn Landsberry Ben Wang
Elise Borg, Deputy Mayor Ashvini Ambihaipahar Lou Konjarski
Sam Stratikopoulos Christina Jamieson Peter Mahoney
GEORGES RIVER
HURSTVILLE
BLAKEHURST WARD
KOGARAH BAY WARD
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 under-representation 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
November 2022 to September 2023 8 7
September 2023 to June 2024 7 8
Our Councillors
July 2023 to June 2024
Councillor Natalie Mort
0499 522 200 nmort@georgesriver.nsw.gov.au
Cr Mort 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 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 Mort is the Councillor representative to the NSW Public Libraries Association
Councillor Kathryn 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.
Councillor Sam Elmir
0478 883 331
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 Elmir served as Mayor from September 2023 and Councillor representative to the Southern Sydney Regional Organisation of Councils (SSROC).
Councillor
Ben 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 an 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 as well as the NSW Public Libraries Association Councillor Representative.
Councillor
Colleen 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 We have a very important role to play in raising awareness of domestic abuse and supporting the primary and secondary victims. .
Councillor
Nancy Liu
0400 681 188
nliu@georgesriver.nsw.gov.au
Cr Liu has resided in the St George Area for over 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.
Councillor
Nick Katris
0419 402 191
nkatris@georgesriver.nsw.gov.au
Cr Katris has lived in the Georges River LGA for over 35 years and worked as a Registered Architect for more than 40 years. He served as a Kogarah City Councillor (1994–2016), Mayor (2007–2008), and has been a Georges River Councillor since 2017. Re-elected in 2021, he served as Mayor from 2021 to 2023.
Holding a Bachelor of Science –Architecture, Bachelor of Architecture – Honours, and a Masters in Urban and Regional Planning, Cr Katris brings expertise in interpreting planning policy changes. He also completed the Bio Banking Assessors Course and holds a Certificate in Mediation.
He emphasises councillors’ responsibility for maintaining infrastructure, ensuring financial stability, and making decisions in the community’s best interests, particularly regarding climate change and housing. Cr Katris believes councillors should always assist with community concerns, especially related to safety and security.
He is Chairperson of the Georges River Council Sports Advisory Committee.
Councillor
Elise Borg
0477 222 089
eborg@georgesriver.nsw.gov.au
Cr Borg is a 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 currently the Deputy Mayor and the Councillor representative to the Southern Sydney Regional Organisation of Councils (SSROC)
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 and is the Sydney South Planning Panel Committee Councillor Representative.
KOGARAH BAY WARD
Councillor Christina 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.
Cr Jamieson 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 Jamieson is the Finance and Governance Committee Chairperson
Councillor
Nick 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 and Georges River Council Traffic Advisory Committee Councillor Chairperson.
Councillor Ashvini Ambihaipahar
0431 646 321
aambihaipahar@georgesriver.nsw.gov.au
Cr Ambihaipahar is currently serving her first term on Georges River Council, having been elected in 2022. She was raised in the St George area, and studied at Hurstville Public School and Danebank, Anglican School for Girls.
Cr Ambihaipahar is currently a practicing solicitor and has been working in employment and industrial law for over nine years. Prior to this she worked in the Anatomy and Histology Department, at the University of Sydney.
Cr Ambihaipahar holds Bachelor of Science, majoring in Anatomy and Histology and Cell Pathology. She also holds a Juris Doctor and a Graduate Certificate in Professional Legal Practice. She is also a current board member of St George Community Transport.
Given her deep roots in the area and skill set, she has a strong commitment and genuine interest to advocate and represent the community on an array of local issues.
Cr Ambihaipahar serves as Councillor representative to the Sydney South Planning Panel.
PEAKHURST WARD
Councillor
Peter Mahoney
0419 374 727
pmahoney@georgesriver.nsw.gov.au
Cr Mahoney has lived in Peakhurst Ward since 1995 and has campaigned to protect the environment from overdevelopment.
As a member of Oatley Flora and Fauna Conservation Society, Friends of Oatley, and Kogarah Bay Progress Association, he advocates for the environment, council finances, governance, consultation, and services across Georges River Council.
With a diverse career in journalism, public service, education, health care, and disability sectors, Cr Mahoney brings unique insights to Council. He volunteered for 13 years with Community Support Network and St Vincent de Paul and now mentors with Weave, an Indigenous charity.
Committed to the community, Cr Mahoney prioritises protecting natural areas, increasing open space, ensuring development aligns with community expectations, addressing climate change, ensuring transparency in property sales, protecting Glenlee, and providing accessible aquatic facilities while safeguarding scenic foreshores.
He is Chairperson of the Environment and Planning Committee and the Georges River Combined Council’s Committee (GRCCC) Councillor.
Councillor
Veronica Ficarra
0403 557 562
vficarra@georgesriver.nsw.gov.au
Cr Ficarra is currently serving her first term on Georges River Council, having been elected in 2022. She is the youngest Councillor currently serving on Council.
As a lifelong resident of the Georges River area, she wants to make sure that the Georges River area remains a safe and thriving community for everyone to live, work, and raise a family.
Cr Ficarra holds a Diploma of Travel and Tourism from Sydney TAFE and has worked in various government and non-government organisation roles, including formerly working in bush regeneration in the Georges River area.
Councillor
Lou 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 Assets and Infrastructure Committee Chairperson and member of the Audit, Risk and Improvement Committee.
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 2023/24 was $73,440 plus a Councillor fee of $27,650.
Councillors’ fees for 2023/24 were $488,190 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.
Complaints
We manage complaints against councillors in relation to the Code of Conduct including behaviours that:
- Are likely to bring the council or other council officials into disrepute.
- Are contrary to statutory requirements or the council’s administrative requirements or policies.
- Are improper or unethical.
- Are an abuse of power.
- Cause, comprises or involves intimidation or verbal abuse.
- Involve the misuse of your position to obtain a private benefit.
- Constitute harassment or bullying behaviour under this code or is unlawfully discriminatory.
Our appointed complaints coordinator is the Chief Audit Executive, with an alternative being the Head of Corporate Governance and Risk.
*Above table excludes Superannuation
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.
Council meetings Council and committee 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 meeting business papers are made available to the public on our website on the Wednesday or Thursday 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 ten Councillor voting members
Committee Timeframe
July 2023September 2023
Assets and Infrastructure Committee
September 2023current
Crs Sam Elmir, Veronica Ficarra, Lou Konjarski, Nancy Liu, Natalie Mort, Nick Smerdely, Sam Stratikopoulos and Colleen Symington (Chair)
Crs Sam Elmir, Veronica Ficarra, Lou Konjarski (Chair), Nancy Liu, Natalie Mort, Nick Smerdely, Sam Stratikopoulos and Colleen Symington
July 2023September 2023
Community and Culture Committee
September 2023 - current
July 2023September 2023
Environment and Planning Committee
September 2023 - current
Crs Sam Elmir, Ashvini Ambihaipahar, Lou Konjarski, Kathryn Landsberry, Nancy Liu (Chair), Natalie Mort, Nick Smerdely, Sam Stratikopoulos and Ben Wang
Crs Sam Elmir, Lou Konjarski, Kathryn Landsberry, Nancy Liu (Chair), Natalie Mort, Nick Smerdely, Sam Stratikopoulos and Ben Wang
Crs Sam Elmir, Elise Borg, Ashvini Ambihaipahar, Christina Jamieson, Kathryn Landsberry (Chair), Peter Mahoney and Ben Wang
Crs Sam Elmir, Elise Borg, Ashvini Ambihaipahar, Christina Jamieson, Nick Katris, Kathryn Landsberry, Peter Mahoney (Chair) and Ben Wang
July 2023September 2023
Finance and Governance Committee
September 2023
- current
Crs Sam Elmir, Elise Borg (Chair), Veronica Ficarra, Christine Jamieson, Peter Mahoney and Colleen Symington
Crs Sam Elmir, Elise Borg, Veronica Ficarra, Christine Jamieson (Chair), Nick Katris, Peter Mahoney and Colleen Symington
Purpose
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, communitybased policies, Council-managed childcare centres, library services, major events, customer service, procurement and tenders.
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.
July 2023 to September 2023
Committee Timeframe Representation Purpose
Local Traffic Advisory Committee
Community Grants Assessment Panel
Floodplain Risk Management Panel
July 2023 –September 2023 Cr Lou Konjarski (Chair)
No councillor representation
July 2023 –September 2023 Cr Nick Smerdely (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.
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.
Audit Risk and Improvement Committee
South Sydney Planning Panel
Southern Sydney Regional Organisation of Councils Inc. (SSROC)
Environmental Resilience Committee
Georges River Combined Councils Committee (GRCCC)
Georges River Local Planning Panel
NSW Public Libraries Association
Sports Advisory Committee
July 2023 –September 2023
July 2023 –September 2023
No councillor representation
The Mayor, Cr Nick Katris, Cr Sam Stratikopoulos
The Mayor, Cr Nick Katris, Cr Kathryn Landsberry
Executive-led
July 2023 –September 2023 Cr Peter Mahoney
No councillor representation
July 2023 –September 2023 Cr Ben Wang
July 2023 –September 2023
The Mayor, Cr Nick Katris, Cr Kathryn Landsberry
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.
Determine regionally significant DAs and undertaken rezoning reviews.
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.
Provide a forum to facilitate the incorporation of sustainability into Council’s decision-making processes.
As a forum of nine member councils, advocate for the protection, conservation and enhancement of the health of the Georges River.
Ensure the process of assessing and determining DAs is transparent and accountable.
Represent public libraries in NSW.
Provide a forum for dissemination and consideration of information to local sporting bodies and encourage participation from members of all local sporting bodies in Council’s decision-making processes.
September 2023 to June 2024
Committee
Local Traffic Advisory Committee
Community Grants Assessment Panel
Floodplain Risk Management Panel
Audit Risk and Improvement Committee
South Sydney Planning Panel
Southern Sydney Regional Organisation of Councils Inc. (SSROC)
September 2023 – June 2024 Cr Nick Smerdely (Chair)
No councillor representation
September 2023 – June 2024
September 2023 – June 2024
September 2023 – June 2024
Cr Nick Smerdely (Chair)
No councillor representation
Cr Ashvini Ambihaipahar, Sam Stratikopoulos
The Mayor, Cr Sam Elmir, Cr Elise Borg
Environmental Resilience Committee Executive-led
Georges River Combined Councils Committee (GRCCC)
September 2023 – June 2024 Cr Peter Mahoney
Georges River Local Planning Panel No councillor representation
NSW Public Libraries Association
Sports Advisory Committee
Bush Fire Management Committee
September 2023 – June 2024 Cr Natalie Mort
September 2023 – June 2024
The Mayor, Cr Sam Elmir, Cr Elise Borg, Cr Nick Katris (Chair)
September 2023 – June 2024 Cr Mahoney
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.
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.
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.
Determine regionally significant DAs and undertaken rezoning reviews.
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.
Provide a forum to facilitate the incorporation of sustainability into Council’s decision-making processes.
As a forum of nine member councils, advocate for the protection, conservation and enhancement of the health of the Georges River.
Ensure the process of assessing and determining DAs is transparent and accountable.
Represent public libraries in NSW.
Provide a forum for dissemination and consideration of information to local sporting bodies and encourage participation from members of all local sporting bodies in Council’s decision-making processes.
The Bush Fire Management Committee is made up of a range of stakeholders in order to ensure the whole community has a say on bush fire management activities.
Statutory information
Councillor meeting attendance
July 2023 - June 2024
*Mayors are considered ex-officio members of all committees
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 2023/24
Councillor Professional Development
Corporate governance
The Corporate Governance and Risk team manage a set of systems and processes whilst promoting the principles that ensure good practices and decisionmaking at Council. Georges River.
We have adopted the principle of good governance and have introduced a robust Ethical Conduct framework to ensure we comply with all relevant laws and guidelines to meet the expectations of the community and standards set by external oversight agencies. In addition to the Ethical Conduct framework, we have implemented structural support to contribute to good governance, including in the areas of ethics, risk management and business continuity. Our business practices have regard to elements of probity, accountability, transparency in the public interest.
Ethics
Our Ethical Conduct framework includes our Code of Conduct, Code of Meeting Practice and Statement of Business Ethics. This framework is supplemented with Council policies and procedures that emphasise a high expectation regarding ethical behaviour by Council officials and is underpinned by corporate governance processes and oversight.
We share our Statement of Business Ethics with suppliers and hold them to the same expectations of conduct contained within our Statement of Values, including encouraging reports of suspected misconduct.
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, which includes employees, councillors, committee members, volunteers and contractors.
Our Code of Conduct sets clear expectations regarding:
- general conduct;
- conflicts of interest (both pecuniary and non-pecuniary);
- relationships between council officials;
- access to information (including expectations of confidentiality); and
- use of 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. We have dedicated internal staff who assist in the coordination of investigation into allegations of breaches of the Code of Conduct and we also use independent external investigators where appropriate.
All new staff received Code of Conduct awareness training during their orientation, and a new training regime and package was recently created to ensure the Code of Conduct training received by staff is relevant and readily available for new staff. All staff are required to attend mandatory Code of
Conduct training and there is an ongoing commitment from Council to provide refresher mandatory training throughout staff tenure at Council.
Policy framework
A comprehensive suite of policy documents support the strategic direction of the Council, guide effective decision-making and ensure overall accountability. Our Policy Framework ensures robust governance practices around policy development, approval, communication, implementation, and review. Our Policy Framework is under review with the intention to further streamline the approval and review process, to ensure greater consistency and policy review processes.
Our policies are regularly reviewed, evaluated and updated. In 2023/24, 40 policies and procedures were registered and/ or updated, including 12 newly developed policies and 6 procedures. In compliance with the Policy Framework, we conducted format compliance review on all registered or updated policies, and provided specialist and substantial review advice on 10 policies during the last financial year.
Council’s Delegation Framework
We maintain a comprehensive delegation register that facilitates good decision-making and provides for the expedient exercise and performance of powers and duties. In the 2023/24 period, a full review of all Council delegations was undertaken with the archiving of obsolete delegations and the data cleansing of positions assigned to these delegations. We also adopted a mode approach by implementing a software solution to ensure greater transparency and availability of access to the Delegation Register.
Conflicts of Interest and Disclosures of Interest
A Council official must not obtain a private benefit or advantage by virtue of their position, 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 decisionmaking, which in turn supports the principles of integrity, fairness, transparency and accountability. All conflicts of interest declarations are maintained in a register which is reviewed for emerging risks or concerns.
Councillors and persons performing in positions identified as designated persons are also required to complete a Disclosure of Interest Return (Return) within three months of commencing in that position, when their circumstances have changed, and annually. The nomination of positions as designated persons is reviewed annually to accord with structural changes and ensure appropriate identification of designated positions. Each Return is tabled at Council and published in accordance with the Government Information (Public Access) Act 2009 and the Government Information (Public Access) Regulation 2018 on Council’s website.
Gifts and Benefits
Council maintains a zero tolerance towards the acceptance of gifts or benefits of any kind, regardless of value and with limited exceptions. 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 implemented a proactive attitude and a series of anti-fraud measures to eradicate instances of fraud and corruption at Council. Our Fraud and Corruption Control Policy and new Fraud and Corruption Control System underwent community consultation and set out the stringent measures we undertake to prevent, detect and respond to incidences of fraud and corruption. and align with the ‘AS 8001 - 2021 Fraud and Corruption Control’ Standards.
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, and the commencement of the Public Interest Disclosures Act 2022 (the PID Act). In compliance with the PID Act, We have a PID Disclosure Officer at each permanent workplace and has designated all Directors as PID Disclosure Officers. This approach allows for confidential reporting at multiple access points. We have maintained a Disclosures Coordinator position which enables the consistent management of disclosures of
wrongdoing by any Council officials, a central point of contact and an accurate means to permit reporting to oversight bodies. Our Disclosures Coordinator reports annually to the NSW Ombudsman on matters regarding Public Interest Disclosures, mandatory training and investigations undertaken or concluded. In the 2023/24 period, Council closed an investigation that was commenced in the 2022/23 period and did not receive any new disclosures.
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. Due to the commencement of the Public Interest Disclosures Act 2022, there was targeted messaging and training to inform staff of the new changes.
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.
Risk management
Council maintains a robust Enterprise Risk Management Framework to manage ongoing and emerging risks that may have an effect on Council’s business functions and viability. Council officials are accountable for identifying and managing ongoing and emerging risks within their business unit. We incorporate oversight responsibilities within existing governance structures and use appropriate reporting mechanisms with a dedicated risk function.
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 as well as providing oversight at regular intervals and with attention to risks outside of risk appetite.
Our risk management approach complies with the principles and practices specified in the Australian and New Zealand Standard (AS/NZS) ISO 31000:2018 Risk Management –Guidelines, as tailored to our operating environment.
Our Enterprise Risk Management Framework considers a broad category of risks including financial, regulatory, reputational, and project risks. It provides the organisational arrangements for designing, implementing, monitoring, reviewing and continually improving risk management.
It consists of:
- Our Risk Register which documents all identified operational and strategic risks throughout Council, as identified in the Annual Risk Review process.
- Enterprise Risk Management Policy and Plan to clearly communicate our intent and commitment to foster a positive risk-aware culture, including mechanisms for implementing, resourcing, communicating, and improving risk management as well as measuring and reporting risk management performance.
A collection of risk appetite assessment tools including our Risk Appetite Statement, Consequence and Risk Matrix to guide management and risk owners in respect to the parameters of acceptable risk taking and tolerances.
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.
In the 2023/24 period, a comprehensive Enterprise Risk Management review was undertaken which simplified our approach to risk management, whilst creating further autonomy for risk-owners to identify and manage risks. We reviewed the integrated risk registers and re-assessed the top strategic risks ensuring greater levels of accountability and oversight by the executive risk owners and managers.
Risk owners are required to re-assess and 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.
Insurance risks
We ensure we have in place appropriate insurance coverage as required 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 2024 with the assistance of our insurance advisors, and during this review, updated our asset register. 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.
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.
Our Business Continuity Management (BCM) framework is in place to focus on resilience in services and sites when facing major adverse incidents. We are currently reviewing the critical functions to ensure a contemporaneous outlook for business continuity within council.
We regularly monitored and implemented recommended mitigations by conducting:
- Annual Business Continuity Training and Scenario Exercise.
- Review and update of Council’s Crisis Management Team.
- Maintenance of our Business Continuity Management Policy and related Plan.
- Maintenance of registers of critical functions.
We plan to review the Business Continuity Management Plan and schedule further training events in the new financial year.
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.
The ARIC operates in accordance with an ARIC Terms of Reference which reflects the requirements of the Office of Local Government Guidelines for Internal Audit and Risk Management in NSW. These Guidelines were finalised in November 2023, with requirements mandated to commence from 1 July 2024. We have had an ARIC since 2016.
Georges River Council’s early establishment of an ARIC and its operations supports our desire to have a sound governance framework and to provide greater assurance around Council’s activities.
For the period 1 July 2023 to 30 June 2024, the ARIC met five times.
The ARIC comprises three (3) independent members: Mr Cliff Haynes (Chair), Mr Barry Husking and Mr Michael Seery (who was replaced by Mr Hamish McNulty in March 2024). The ARIC also has a Councillor Member (non-voting) Councillor Lou Konjarski, as allowed under the Guidelines.
Members have varied qualifications and experience to ensure coverage of all the ARIC responsibilities and which contribute to the effectiveness of the Committee.
The following is a snapshot of the independent members:
Cliff Haynes Chair
ARIC Committee Member from March 2021
ARIC Chair from July 2022
B.Comm (NSW), 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 also was a-pointed as an Interim CEO of a disability organisation which included preparing it for the introduction of the National Disability Insurance Scheme.
Cliff is currently on the board of St Vincent De Paul Housing and recently stepped down as Director of Australian Foundation for Disability (AFFORD) after 11 years. He is also an Independent Member of Sutherland Shire Council and Randwick City Council.
Barry Husking Committee Member
ARIC Committee Member from July 2022
FCPA
Barry is a FCPA qualified former senior executive with extensive leadership, financial and business management experi-ence. He has worked for several large local authorities, including as Acting General Manager and Chief Financial Officer of Penrith City Council where in 2015 he guided the development of a new financial strategy that satisfied the NSW State Government’s Fit for the Future criteria.
He has also held senior and operational roles at Strathfield (during a period of council merger proposals), Georges River (consultant), Fairfield, Hawkesbury, Ku-ring-gai, Ryde and Randwick Councils.
With over 45 years’ experience as an employee and consultant to councils and other organisations, Barry has a wide range of strategic planning, financial, governance and performance management skills.
He is currently an independent member of Camden Council’s Audit Risk and Improvement Committee and a former member and Chair of CPA NSW’s Public Sector Committee. Barry also holds prequalification status for NSW State Government audit and risk committees.
ARIC Member since 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 where he managed a number of pricing and industry reviews. Michael co-ordinated 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 contri-bution plans and councils’ applications for a special variation.
ARIC Member since March 2024
B.Eng, MBA, AICD
Hamish has extensive experience working in senior positions for local councils in NSW as well as at an executive level in the ACT public service. Most recently he acted as Interim General Manager of Snowy Valleys Council for a period in 2022. His previous role was as General Manager of Cumberland City Council. Prior to his appointment as General Manager Mr McNulty served as Deputy General Manager of Cumberland Council and Auburn Council.
Prior to November 2013 Mr McNulty spent 14 years in Canberra and occupied several senior executive roles in the ACT Government and held the statutory positions of Conservator for Flora and Fauna and Chair of the ACT Government Procurement Board for a number of years. Before moving to Canberra Mr McNulty worked at Blacktown City Council, Hornsby Shire Council and the City of Sydney.
He holds a Bachelor of Engineering and a Master of Business Administration. He has also completed the AICD Company Directors Course.
During his career Mr McNulty served as a Director of Transport Certification Australia for several years. He also served as a Director of Civic Risk Metro and Civic Risk Mutual. Mr McNulty is currently Chair of the Sutherland Shire Council ARIC and an independent member of the Blacktown City Council ARIC.
ARIC responsibilities
The ARIC operates under the Audit, Risk and Improvement Committee Terms of Reference which reflects guidelines provided by the Office of Local Government and industry best practice.
The Terms of Reference is adopted by Council and includes legislative responsibilities, specifically:
- 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 a reviewed by Council at their 26 August 2024 Council meeting.
The key message to Council in this report was that:
“During this past year We have consolidated its financial position. However, a disciplined approach needs to continue if the Council is going to achieve its long-term financial goals. Implementation of high-risk audit recommendations also continue to be a high priority”.
Michael Seery Committee Member
Hamish McNulty Committee Member
ARIC key achievements
During 2023/24, ARIC reviewed all responsibility categories required by the ARIC Terms of Reference over the course of the year. This was facilitated by the forward responsibility meeting calendar which reflects the requirements of both the ARIC Terms of Reference and legislation.
Achievements during the year include:
Achievements
Adoption of a risk-based Internal Audit Program for 2023/24 and oversight of audits performed
Council’s Risk Management Framework including the monitoring and reporting of risk performance incorporated in the quarterly review process), the annual risk review, strategic risk statements and treatment plans
Recommendations to Council addressing the Long-Term Financial Plan and sustainability concerns
Capital Works Program Adoption of a three (3) year capital program Regular reporting on fiscal and delivery status or projects
Review of the findings of Council’s IT audit program, including physical intrusion, social engineering, network penetration testing and essential 8 maturity testing
Review of the Financial Statements for the year ended 30 June 2023 (extraordinary meeting October 2023) and oversight of implementation of the external audit Management Letter recommendations from the Audit Office NSW
Continued oversight of the Compliance, Governance Frameworks and Legislative compliance processes
Review of the updated Fraud and Corruption Control Policy, Fraud and Corruption Control System and fraud survey results
Review of Council’s Business Continuity and Disaster Recovery Planning
Review of Staff Survey and Metrics, including WHS
Review of the actions related to managing the risks associated with development assessment timeframes
Status and work plan review under Developer Contributions Plans
Status of Project Governance within the organisation
Implementation of the final OLG Guidelines – Risk Management and Internal Audit (November 2023)
Review of IP&R reporting results and requirements
Mature
Continuing Development
Mature
Continuing Development
Mature
Mature
Mature
Continuing Development
Mature
Mature
Continuing Development
Continuing Development
Continuing Development
Mature
Mature
Consideration of the financial position and impacts of each Quarterly Budget Review Statement Mature
Review of compliance of councillor expenses in accordance with the Councillor Expenses Policy Mature
Consider the approach to the pending Enterprise Systems Review
Review of Service Review framework, methodology and approach under IP&R requirements
Review of the use and engagement of contractors, consultants and labour hire arrangements
Review of Community Leasing process
Continuing Development
Needs Improving
Mature
Mature
Internal audit
Chief Audit Executive
We have a full-time 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 (3) year risk-based Audit Plan, carrying out/coordinating internal audits, providing consultancy advice, performing/ assisting as an ex-officio member with Service Reviews 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 2023/24, the following audits/reviews were conducted as part of the Audit Plan:
- Community Leases (completed 2023, considered by ARIC 2024).
- Consultancy, Contractor and Labour Hire usage.
- Transport for NSW (TfNSW) Driver and Vehicle Information System Terms of Access Agreement annual compliance audit (2023).
- Budget Policy.
- Information Management and Technology: Social Engineering Testing.
- Information Management and Technology: External Network and WiFi Penetration Testing.
- Information Management and Technology: Physical Intrusion Testing.
- Information Management and Technology: ASD Essential 8 Maturity Assessment.
- Fleet & Light vehicle review commenced.
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:
- Follow up audit recommendations and report on their status to management and the ARIC.
- Provision of corporate advice on various topics and agency reports.
- Provision of training and workshops on Code of Conduct, ethics, internal controls, and general governance.
- Facilitation and investigative work on behalf of the General Manager.
- ARIC secretariat functions.
- Coordinated responses to and action required in relation to recommendations relating to any NSW Audit Office performance audits and /or ICAC investigations.
- Performed duties as our Code of Conduct Complaints Coordinator.
- Acted as the alternate PID Officer for Council.
- Distribute relevant materials from ICAC.
- Continuing professional development and ongoing involvement with the Institute of Internal Auditors, Corruption Prevention network, Local Government Internal Audit Network, ICAC, NSW Ombudsman, OLG and LG Professionals.
- Incorporate audit and ARIC activities into the Integrated Planning & Reporting Framework (Delivery Program, Operational Plan, Annual Report and End of Term Report).
- Advocate for internal audit in Local Government.
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).
Economic Leadership Group
The Economic Leadership Group’s (ELG) primary role will be to provide advice to Council on challenges and opportunities facing Georges River’s economy. The ELG informs the development of major Council proposals, projects or initiatives that would impact the city’s economy.
The Economic Leadership Group’s role will be to:
- Support business engagement: Promote and engage with key partnerships, business networks and industry sectors to respond to issues that may impact on the economic growth of the region.
- Strategic advice: Provide strategic advice to Council on the current opportunities and challenges relevant to Georges River economy.
- Advocate for the Georges River district: Partner with Georges River Council to attract new businesses, investment and jobs to the local area.
- Vision: Assist with the commissioning and implementation of a new Economic Development Strategy for the Georges River Council Area.
Over this year, the ELG members’ attention focused on how to build literacy and awareness to engage with local procurement opportunities; how to create a unified approach for data collection across organisations and businesses to better leverage evidence for funding and investment into the region; and the strength of productive partnerships for greater impact.
The learnings from these discussions continue to inform the economic development programs and upcoming economic development strategy.
Business Chamber South
Business Chamber South is the primary network for local businesses and industry in the Georges River region. This partnership underscores the Council’s dedication to fostering local business growth through networking events, business development programs, and community engagement activities.
Spark Festival / Spark Innovation Leadership Network
Spark is Australia’s largest entrepreneurial community and is made up of startups, investors, Small and Medium-sized Enterprise (SME's), government, corporates and innovators from across NSW and beyond.
Council and the Spark Festival team presented an Innovation Summit on 20 June 2024 at Netstrata Jubilee Stadium that provided opportunities to demystify innovation and facilitate growth connections including a workshop, panel discussion on innovation funding, collaboration and support and networking. As a result, we were invited to become a member of the Spark Leaders Innovation Network which will provide greater insights into developing and leveraging innovation opportunities in the region.
Committee for Sydney
The Committee for Sydney is the city’s urban policy think tank. Committee for Sydney are advocates for the whole of Sydney, and its broader national impact, researching and developing solutions to the most important problems we face.
Eamon Waterford, CEO of Committee for Sydney, attended one of the Economic Leadership Group meetings to discuss the opportunities to rethink brand strategies and policy implications from State and Federal Government.
The Committee for Sydney delivered, “Plan B: Better Buses for Sydney,” which outlines how we can give improve our bus system. Recommendations from Georges River Council were adopted as part of the report to increase the frequency and hours of bus services and to create strategic hubs as part of the Transport Orientated Development (TOD) including the strategic centres of Hurstville and Kogarah.
Resilient Sydney
Resilient Sydney is a local government led program hosted by the City of Sydney on behalf of all 33 councils of metropolitan Sydney. We contribute to the Resilient Sydney strategy which lays out tangible actions Sydney can take to build resilience and strengthen the city’s ability to survive, adapt and thrive to local shocks and chronic stresses.
Image: Spark Festival
GEORGES RIVER COUNCIL
Contracts and procurement
Legislation and policy
We operate under a centre-led procurement model with several systems in place to manage procurement, contracts and expenditure reporting and provide probity guidance. Our Sustainable Procurement Procedure sets out the relevant procurement thresholds in respect of seeking quotations and calling public tenders.
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 Sustainable Procurement Policy.
- Council’s Sustainable Procurement Procedure.
- Council’s Code of Conduct.
- Council’s Statement of Business Ethics.
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).
This Modern Slavery Statement is provided by Georges River Council in accordance with Section 428 (4) of the NSW Local Government Act 1993.
This statement outlines our commitment to combatting modern slavery and the measures we have implemented during this reporting period to reduce the risk of our procurement activities resulting in or contributing to human rights violations.
Anti-slavery statement
No issues have been raised by the Anti-Slavery Commissioner concerning council operations.
Organisational Supply Chain
We recognise the importance of taking steps to ensure that goods and services procured by and for our council are not the product of modern slavery. Our supply chain includes a wide range of suppliers, contractors and partners that provide services such as waste, roads and footpaths, consultancy, community events and major infrastructure construction and renewals. Council’s highest categories of spend include waste, roads, footpath, kerb and gutter, building and construction, and consultancy services.
Policy
In 2023, we adopted a revised Sustainable Procurement Policy outlining Council’s commitment to preventing and addressing modern slavery in all its procurement activities.
Public tenders, quotations and expressions of interest
For the 2023/24 financial year there were over 250 formal procurement processes consisting of expressions of interest, public tenders and requests for quotation – totalling more than $35 million of awarded contracts.
Some of the significant contracts awarded include:
- Kogarah War Memorial Pool Demolition and Site Remediation ($6 million).
- 2023/24 Road Re-sheeting Program ($6 million).
- Renown Park Field 2 Reconstruction ($0.8 million).
- Design and Construction of Hurstville Oval Sports Lighting ($0.6 million).
- Integrated Library Management System ($0.4 million).
- Lower Poulton Park Amenity Construction ($0.5 million).
Opportunities for local suppliers
Our Sustainable Procurement Policy continues to support local economic and social recovery by directing Council expenditure to local businesses through two initiatives:
- Additional scoring for a local supplier that has responded to a public tender
- A preferential approach to engaging local suppliers for all other procurement activities.
In August 2023 we adopted the Sustainable Procurement Policy which incorporated and imbedded the Local Economic Development clause, removing the requirement for annual reviews.
Prequalified Suppliers
Our Sustainable 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 Sustainable Procurement Policy.
The principles ensure a set of standards and ethics is applied across the organisation and are as follows:
Principle Description / Action
Safe and Fit for Purpose
Value for Money
Fair and Ethical
Safe, sustainable, fit for purpose, proactively planned
Consideration of lifecycle costs
Encourage competition and innovation
Risk mitigation and allocation
Transparent decision-making
Declaration of perceived and actual conflicts of interest
Integrity, confidentiality, probity and accountability
Clear processes consistent with associated risk
Easy to Follow
Concise reporting, compliance and performance, relevant to stakeholders
Our organisation our people
Our Organisation
Workforce profile
Full-time Equivalent (FTE) and headcount
As at 30 June 2024, we employed 622 staff with a full-time equivalent of 573 staff.
Workforce Planning Strategy
2023/24 marked the second year of our Workforce Management Plan ‘Our People Plan’ 2022-2026, outlining our commitment to leading people practices, ensuring that we have the capacity and capability to deliver positive outcomes, based on current and future business and community needs.
Our People Plan focusses on five priority pillars:
We have actively implemented objectives and strategies that focus on employee experience, engagement, and excellence, aiming to cultivate a workforce that is inspired, inclusive and involved to steer Georges River Council as an employer of choice.
Image: Hurstville Museum & Gallery staff at the opening of ZOONOSES
Key achievements realised in 2023/24 include:
Talent Acquisition and Retention to drive greater diversity and ensure we have the right people in the right roles with the right capabilities.
We are dedicated to cultivating a vibrant and skilled workforce. Recognising a critical need to move away from traditional recruitment which involved simply actioning to fill a specific position and ending there, and towards talent acquisition involving the entire ongoing process of building a talented team of employees to fulfill our workforce planning needs.
In February 2023, variations to the People and Culture team structure were implemented to elevate service provision capacity, and support delivery of Talent Acquisition process review and improvement.
The positions of Talent Acquisition Lead and Talent Acquisition Partner have driven the development of a draft Talent Acquisition Strategy, Talent Acquisition Policy, and associated procedure.
These documents work hand in hand:
The Strategy: establishes customised milestones and deliverables to overcome a key workforce planning challenge we face (skills shortages and attracting and retaining top talent), and to put actions into motion to address ‘recruitment and selection’ as a priority area for improvement; and
The Policy: provides a foundational framework for our recruitment and selection processes, highlighting the importance of consistency and merit-based decisions; and
The procedure: which facilitates transparent information, support, and guidance regarding the process, roles, and responsibilities across the talent acquisition function.
Our commitment to driving greater diversity and ensuring we have the right people in the right roles with the right capabilities is a transcendent focus area from year to year where we will continue to deliver on actions.
We have continued to offer opportunities for work experience placements, and volunteers, working alongside our employees and enhancing a broad range of services and programs offered, and providing valuable learning and development opportunities.
Further, we have provided a significant number of opportunities for our staff to undertake short periods of higher duties or longer periods via secondments internally and externally. Supporting secondments is vital as they allow our employees to experience work in different functions of the Council or external to our business, providing mutual
benefits of learning new skills, and expanding career capability and options.
A highlight was implementation of the FutureGEN Program in 2023. FutureGEN is Georges River Council’s entry level talent program, focusing on establishing apprenticeship, traineeship, cadetship, and graduate positions, to directly address workforce challenges.
FutureGEN also provides people leaders with opportunities to redesign existing vacant positions under the scope of this entry level talent program, enabling greater flexibility in resource allocation.
Diverse and Inclusive Workplace that supports and develops great people from diverse backgrounds ensuring our people feel valued and are showing up to work as their best self.
We have partnered with an external provider to develop Council’s Diversity and Inclusion strategy. A series of listening groups were conducted with staff from across Council to gather insights and collect feedback about what diversity and inclusion means to them and what they would like to see included in our strategy. All staff were invited to contribute to the conversation that will set the strategy for Georges River Council on how we can create a workplace where everyone feels welcomed, valued, and empowered to fully participate in how we achieve our mission.
Following the listening sessions, feedback was consolidated, and key insights, challenges and opportunities were identified with a summary of findings presented to our Executive Team. Further data was collected in our annual staff engagement survey with targeted demographic questions to further understand the diverse makeup of our workforce.
Our draft strategy is now in the final stages of development.
Safe and Healthy Workplace for our people, from a holistic outlook for total wellbeing.
We are committed to driving a healthier, happier, more engaged, and productive workforce.
The Work Health and Safety (WHS) strategy has been implemented with the goal of ensuring that our workforce feels safe, healthy, and valued. This strategy includes continuous review and development of the WHS Management System. To meet the system requirements, we have provided safety-specific training through the Safety Smart program and toolbox talks with operational workers.
Three years since launching, Council’s BENE-FIT 360 program continues to actively support our employees from a holistic outlook for total wellbeing. Our three overarching pillars demonstrate our commitment to a mentally fit workforce (M-FIT), wellness and belonging (WELL-FIT), and work life balance (FLEX-FIT) to drive a healthier, happier and more productive and engaged workforce, and promote Council as an employer of choice.
In 2023/24 we delivered the last phase of our M-FIT pillar focusing on creating a psychosocial safe workplace.
Partnering with the Centre for Corporate Health, awareness sessions were delivered to our staff to better understand the legislative requirements for managing psychosocial hazards and the role we all play in actively eliminating and mitigating these risks.
We further expanded our M-FIT champions network accrediting additional staff as Mental Health First Aiders and ambassadors for wellness. The network is active across all our directorates, informing further mental health initiatives and maintaining their professional development to better serve our people.
Our work will now focus on preventative care and boosting our WELL-FIT and FLEX-FIT pillars.
Reimaging Flexibility to establish working arrangements that truly promote flexibility across our diverse workforce.
The concept of our FLEX-FIT Policy is to provide options for flexibility, acknowledging that our organisation is diverse, that operational requirements vary between business units and positions, just as each employee and their needs and wants for balancing work and life are unique.
Many of our staff continue to benefit from arrangements which enable them to vary the time they commence and finish work, and to work their normal hours over nine days during a two week ‘flex period’, then taking one full day or two half days off per fortnight.Staff also have opportunity for hybrid work and can request approval to work a maximum of two days per week from home.
We have considered other hours of work arrangements which recognises staff in operational functions. In August 2023, Council launched a pilot trial ‘4 Day Working Week’ condensed hours arrangement (36 hours per week, at 9 hours per day, over 4 days) for operational staff working 38 hours per week with an RDO, plus the coordinators within the City Operational Services Business Unit.
Based on the success of the pilot trial, Council will consider implementation of the 4 Day Week model across other areas of our business.
Image: Georges River Council staff celebrating Harmony Day
Our Leadership Team
July 2023 to June 2024
General Manager
Office of the General Manager
Assets and Infrastructure Directorate
Business and Corporate Services Directorate
Community and Culture Directorate
Environment and Planning Directorate
Executive Manager City Futures
Manager Office of the General Manager
Andrew Latta Director Assets and Infrastructure
Danielle Parker Director Business and Corporate Services
Kristie Dodd Director Community and Culture
General Counsel
Chief Audit Executive
Manager City Operational Services
Manager City Technical Services Manager Strategic Placemaking Manager Premium Facilities
Chief People Officer
Chief Financial Officer
Chief Information Officer
Manager City Life
Manager Community and Early Learning Centres
Manager Cultural Engagement and Library Services
Meryl Bishop Director Environment and Planning
*Joseph Hill from 19 June 2024
Manager
Development and Building
Manager Strategic Planning
Manager
Environment, Health and Regulatory Services
Head of Corporate Governance and Risk
Head of Strategic Property
Our Executive Team After 19 June 2024
David Tuxford General Manager
Danielle Parker Director Business and Corporate Services
Andrew Latta Director Assets and Infrastructure
Kristie Dodd Director Community and Culture
Joseph Hill Director Environment and Planning
Our people
Our people at a glance
Employee type split by gender and generation
(includes
Length of service
(does not include casuals)
Labour Statistics
On Wednesday, 14 February 2024 a total of 689 people performed paid work for Georges River Council, as set out below:
481 persons employed on a permanent full-time basis, 92 persons employed on a permanent part-time basis, 32 under a fixed-term contract, and 34 casuals who performed work on this day.
6 senior staff members.
40 persons engaged by Council under a contract or other arrangement for labour.
4 persons in apprentice or trainee positions.
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 2023 to 30 June 2024.
Recruitment, Retention and Turnover
We remain committed to making recruitment and selection decisions based on principles of merit, meaning the highest degree of suitability, demonstrated by abilities, qualifications, experience, references and standard of work performance required to do the job, in accordance with the Local Government Act 1993.
Recruitment snapshot
Our Recruitment Policy has been reviewed and a draft Talent Acquisition Policy and associated procedure has been developed. The Policy provides our foundational framework for talent acquisition practices ensuring they are consistent, compliant with relevant legislation, and aligned with Council’s Mission and Values.
The procedure elevates the policy by facilitating transparent information, support, and guidance regarding the process, roles, and responsibilities across the talent acquisition function.
Our Talent Acquisition Policy is underpinned by other policies such as:
- Equal Employment Opportunity Policy
- Code of Conduct
- Discrimination, Bullying and Harassment Policy
- Learning and Development Policy
We recognise that amongst our major challenges are skills shortages and attracting top talent. It remains that the overall market for attracting professionals is increasingly competitive as councils seek to source employees in markets where salaries are not comparable, employee benefits are difficult to match and experience in local government is niche.
In response, we have developed a Talent Acquisition Strategy which establishes customised milestones and deliverables to overcome these challenges.
The Strategy outlines challenges and objectives in six focus areas linked to our Community Strategic Plan and Workforce Management Plan:
Challenges Objectives
Knowledge gap To equipe hiring managers and interview panel members with necessary knowledge and skills.
Employer brand definition Define and enhance Council’s employer brand.
Sourcing strategies
Diversity and inclusion
Technology and tools
Internal stakeholder and candidate experience
Identify effective channels for talent acquisition across the business and ensure these are being utilised to their full potential.
Promote diversity and inclusion in talent acquisition.
Leverage technology for efficient talent acquisition.
Ensure a seamless, efficient, and positive experience for internal stakeholders and candidates.
Our focused talent acquisition positions partner across our business, leading and driving delivery of actions from the Strategy with initial focus on: developing and delivering recruitment and selection training, reviewing and redeveloping our sourcing and interview campaigns to introduce bespoke campaign menu options, reviewing and redeveloping recruitment and selection templates, developing and implementing inclusive interview questions and interview structures, and developing a compelling employer value proposition.
Age range of new employees
Our annual turnover rate as at 30 June 2024 is 15 percent.
The staff turnover rate has decreased by 3 percent from last financial year which is a real positive, however we remain vigilant where turnover is concerned, monitoring and tracking fluctuation and market trends which guide further review of our talent acquisition and retention strategies.
Generally, it is recognised that a level of turnover is healthy as it presents opportunity to onboard new talent who bring their unique self, skills, experience and knowledge, contributing to the diversity of our workforce.
Image: Georges River Council staff participating in Leave Your Mark
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 framework, LEAP (Learn, Exceed, Achieve and Progress) encompasses a range of organisational development opportunities that are guided by excellence. It is comprised of four streams of development, corporate excellence, professional excellence, leadership excellence, and personal excellence, that builds a culture of learning that supports performance excellence.
Over the year, we have delivered numerous programs to uplift skills and capabilities to support needs now and into the future. Here is a snapshot of our people development for the year 2024-25.
Corporate Excellence
Corporate Excellence delivers 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.
- Our Orientation Program runs on a bi-monthly basis to welcome new starters to the organisation and align their understanding of their roles with the strategic vision of Council. We welcomed 73 new starters through our program this year.
- Mandatory Public Interest Disclosures (PID) training was delivered to our people leaders as part of changes to the PID Act, with over 100 staff completing online modules developed by the NSW Ombudsman’s Office. Our People and Culture and Governance teams have also collaborated on the design of a new internal Code of Conduct program that is expected to roll out in the new year.
- In addition to maintaining the currency of licenses and refresher training for various positions across Council, this year more than 120 staff also volunteered to undertake First Aid Training to act as first responders given the challenges we face with a more hybrid and dispersed workforce.
Professional Excellence
Professional Excellence addresses the learning demands that emerge from development plans and key organisational priorities. Development plans are critical to our Performance Excellence Program (PEP) as they identify learning needs and capability and career development opportunities that align with our operational, delivery and Community Strategic Plans.
- A diverse range of development is facilitated through our training application process which allows staff to apply for training external to the organisation and is job specific or required to maintain professional development points that contribute to professional accreditations. This year we supported 246 training applications.
- Our approach to assessing training needs also pivoted to be able to respond to training requests in a timelier manner. This resulted in quarterly development opportunities that have been scoped with people leaders and teams that have been all staff acknowledging the transferability of skills, trends in learning and to maximise economies of scale. Workshops have included an AI Bootcamp, Microsoft Excel training, Managing Complex Performance including Mental Health, Mental Health First Aid, Suicide Prevention Training, Storytime Science Training and many more.
Leadership Excellence
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, seminars and conferences and acting opportunities.
- We continued the rollout of our bespoke emerging leaders program Launching into Leadership, with two intakes each year. 32 staff completed the program.
- Our last cohort of the LeaderLIFT program concluded in October 2023 and based on feedback, attendance rates and changing demands on leaders, the program was not rolled out to further leadership cohorts. The People Experience team reviewed the program and took time to gather evidence and research to determine a best practice framework to guide leadership development, resulting in the proposal to establish a set of leadership practices that defines what it means to be a leader at Georges River Council that holds leaders to account in demonstrating behaviours that reflect these practices. Our Leadership Practices have been drafted in consultation with leaders at a Leaders Forum in June, to curate leadership development for the next year. Our practices define a pathway for aspiring leaders to look to, for career progression supporting talent acquisition and succession planning.
Personal Excellence
Personal Excellence caters to our diverse workforce by empowering people to undertake autonomous learning and connect with each other through common shared interest.
- The success of our Lunch and Yarn group continued informally with participants gathering at lunch to knit and yarn, with this year’s aim to knit squares that can be stitched together to produce blankets for charity.
- Several of our personal excellence workshops this year focused on the diversity of our workforce with Aboriginal Cultural Awareness Training, a Lunar New Year lunch session, Reconciliation Week Weaving Workshop, and Unravelling the Acronym: LGBTQIA+ inviting staff to engage in learning more about our people.
- With the changing generational makeup of our workforce, we recognised that our staff are at different life stages and collaborated with Active Super to deliver targeted superannuation education workshops.
People development remains core to our 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.
Image: Georges River Council staff participating in Lunch & Yarn
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 several key workplace practices that impact job effectiveness, organisational direction and our culture.
We have engaged Xref Engage (formerly Voice Project), again 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.
Our 2024 ExChange Ideas survey received 425 responses over the survey period, representing 69 percent of Council’s workforce. Whilst 6 percent lower than the previous year, a response rate of 70 percent is considered a good baseline to measure employee engagement by industry standards.
Proudly in 2024, we have maintained or made improvement since the last time our survey was conducted in September 2022 in each of the outcome areas. 75% Engagement 68% Wellbeing 59% Progress
This year engagement was 1 percent higher than 2022, wellbeing was on par with 2022 and progress was 2 percent higher than 2022. Whilst the scores are moderate, when benchmarked against the local government industry, Georges River Council is performing very well with our results being, 3 percent, 7 percent and 6 percent higher in each of the outcome areas, respectively.
For the first time since 2019, cross-unit collaboration was not marked as a priority area for Council to focus on, highlighting improvements in how knowledge and information is being shared throughout Council and the help and support each of our work units are providing each other. Comparative to 2022, performance feedback also increased by 9 percent which can be attributed to the revitalisation of our performance review process and the launch of PEP (Performance Excellence Program). Other areas where we saw sentiment improve were recognition, ethics, involvement, and values which were all 4 percent or higher than compared to the last survey.
Recognising our people
Our Saluting Service program celebrates staff who have served with Council for 10 years and every five years thereafter. We were able to celebrate 48 staff service milestones, ranging from 10 years to 40 years.
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.
Over the year 235 staff were nominated by their managers or by a peer and received a reward;
- 24 for achieving the vision, 15 for commitment to safety
- 43 for customer experience, 28 for improvement and innovation
- 125 for living the values. This has increased by over 30 percent reflecting a positive culture of recognition.
GEORGES RIVER
Work Health and Safety
We have further advanced our safety systems and initiatives, maintaining a strong focus on a safe and healthy workplace for all.
The WHS management system has been reviewed and refined to align with the Council's needs and WHS Strategy.
We also participated in the StateCover self-audit, implementing identified improvements. Additionally, operational Safe Work Method Statements (SWMS) have been updated to support a digital mobile workforce.
Strategic planning for the coming years is underway to ensure continued improvements in the future.
Safety training
Skills and Knowledge
We have conducted WHS training to supply our workers with the necessary skills and knowledge to not only carry out their work and use plant and equipment safely, but also practice healthy and safe work behaviours:
- HLTAID009 Provide Cardiopulmonary Resuscitation.
- HLTAID011 Provide First Aid Training 2024.
- HLTAID012 Provide First Aid in an Education and Care Setting.
- Street Sweeper Driver Training.
- Keeping our Workforce M-FIT: Understanding your role in creating a healthy and safe workplace.
- Warden and Fire Extinguisher Training.
- Mental Health First Aid 2023.
- Resilience First Aid Training.
- safeTALK: Suicide Prevention Skills Training.
- Recover at Work “Making the Difference People Leader training.
- Psychosocial Hazard Training.
Image: Georges River Council staff participating Safe Work Month
Staff engagement
WHS Committees
Our WHS Committees remain the primary channel for consultation with workers. These committees have a crucial role for consultation and improvement with the WHS management system, particularly for document review. The committees' main function is to facilitate two-way communication between management and workers. This process allows workers to bring issues to the Committee for management to address, and in return, management provides feedback to those workers on the actions taken.
City Operational Services SWMS
The City Operational Services Safe Work Method Statements (SWMS) underwent legislative review to ensure the information was current and to transition them to a format that is compatible with electronic tablets as in the near future all work allocation and safety documents will be issued electronically. The review was carried out in consultation with relevant workers. The final review involved cross collaboration of workers from all business units of City Operational Services, with participation in a consultation day to finalise the SWMS before distribution to all workers.
WHS initiatives and improvements
Ic.MY SAFETY Reporting System
In 2023, we implemented a new WHS reporting system called ic.MY Safety. The primary goal of this system was to make reporting hazards, near misses, incidents, and injuries easy and accessible to all workers. Since the implementation of the system, there has been a notable improvement in reporting culture, with preventative reporting of hazards increasing by 185 percent and near misses rising by 238 percent.
Safety Smart
We launched the "Safety Smart" Educational Program to enhance safety practices and culture among our operational leaders. Targeting both current and emerging leaders, the program focused on imparting safety knowledge, skills, and the practical application of WHS principles within teams, aiming to imbed a strong sense of responsibility for leading and promoting a safe work environment. It also encouraged greater collaboration among Team Leaders across all business units of City Operational Services. The program's success was recognised with a highly commended award for innovative leadership at the Local Government Professionals Awards.
Self-audit improvement initiatives:
We once again participated in the StateCover Mutual Self-Audit Program. As a result, the we developed an Improvement Plan outlining three improvement initiatives. The plan was endorsed by the Executive Team and submitted to StateCover for monitoring. The benefits gained by Council from the three initiatives include:
- WHS Procurement Procedure: This procedure supports the Sustainable Procurement Policy and mandates risk management for the purchase of goods and equipment that may pose risks to workers.
- WHS Construction Instruction: This instruction integrates Chapter 6 - Construction Work of the NSW WHS Regulation and the NSW SafeWork Construction Code of Practice into a practical process for the Council to follow, ensuring compliance with legislative requirements.
- High Risk and Hazardous Activities Instruction: This instruction implements legislative requirements and essential safety controls for identified high-risk activities. It includes several one-page worker instructions that are tablet-friendly and easily accessible on-site.
Safety performance
Workers Compensation Performance Benchmarking
Council can benchmark against other councils through the StateCover Mutual Member Analytics Portal. This allows Council to compare to other councils by size, by region and by similar wage comparison.
Summary of Workers Compensation Performance
We have experienced an increase in number of claims and frequency but has maintained performance against the average claims and frequency rates of our peers. We will continue to endeavour to make our workplaces safer and healthier for workers and strive to be an employer of choice based on our health and safety outcomes.
The year ahead
0
Our WHS Strategy 2021 - 2024 is currently under review. We is looking to streamline the strategy with audit activities and initiatives. The approved strategy will be designed to drive improvement to our current safety culture to make Council a healthier and safer workplace.
Awards and recognition
State Awards 2023/24
2024 NSW Local Government Excellence Awards
Winner – Customer Experience – Customer Experience Strategy and Customer Experience Charter
Our Customer Experience Strategy 2022-2027 (the Strategy) and Customer Experience Charter (the Charter). developed in collaboration with the community, local businesses and all Council business units, this strategy sets a clear vision for exceptional customer service.
Highly Commended – Innovative Leadership (population over 150,000) – “Safety Smart” - Work, Health and Safety Leadership Program for Operational Leaders
Our “Safety Smart” Work Health and Safety Leadership Program for Operational Leaders (new, emerging, and current) is a comprehensive and interactive program designed to integrate theoretical knowledge and practical learning to drive safety improvements across high-risk operational business units at Georges River Council.
Highly Commended – People, Workplace, Wellbeing (population over 150,000) – Performance Excellence Program
As part of Georges River Council’s mission to be a leading people-focused organisation, the People and Culture Team designed and implemented the Performance Excellence Program (PEP). The PEP was directly informed from employee feedback.
Finalist – Asset and Infrastructure (Projects over $1.5 million - population over 150,000) – Olds Park Skatepark and Netball Court Hardscape Precinct
The Olds Park Skatepark and Netball Court Hardscape Precinct project was executed to re-imagine the active sports precinct through the design and construction of a modern skatepark and netball/multi court facility.
Finalist – Community and Development (population over 150,000) – Championing Equity: Georges River Council’s Social Justice Charter Plan
Our ‘Social Justice Charter Plan’ (the Plan) is a comprehensive strategy aimed at fostering a community built on principles of participation, equity, respect, and empowerment. Purposefully designed to foster social cohesion, promote cultural awareness, combat racism, and enhance civic participation, the initiative not only benefits Georges River Council but also empowers residents of the area to actively shape a more inclusive and equitable future.
Finalist – Community and Partnerships (population over 150,000) – GRYFest (Georges River Youth Festival)
We collaborated with young people, youth organisations and the local community to develop and deliver a multifaceted youth festival known as GRYFest (Georges River Youth Festival). This successful program of events was only possible through significant partnerships with Council’s Youth Advisory Committee (YAC) and local youth services, such as headspace, 3Bridges Community, Project Youth and 2Connect Youth & Community.
Finalist – Innovative Leadership (population over 150,000) – Customer Feedback and Complaints Management Framework
This framework encompasses a comprehensive policy, welldefined processes, and the establishment of a specialised team of Customer Experience Advocates. Modelled on the NSW Ombudsman’s policy for managing customer feedback and complaints, our approach ensures a consistent and best-practice methodology with the resourcing to fulfil the framework.
Our submission related to our Enterprise Risk Management Framework Uplift Program which outlined the improvements made to the processes and knowledge of risk management at Council as led by the Governance and Risk team. It also demonstrated the increase Council’s risk management maturity and set out the progress made to date and planned for the future.
2024 Local Government NSW Planning Award
Finalist in the Division C (more than 100,000 people) category for the Mortdale Local Centre Master Plan
We successfully led a comprehensive community engagement program to finalise the Mortdale Local Centre Master Plan. The Master Plan provides a framework to guide future growth in the Centre to provide greater housing choice, increased capacity for jobs, inform the delivery of infrastructure and public domain improvements, the delivery of affordable housing, and community infrastructure.
Highly commended in Category 5 – Excellence in Road Safety - School Safety Review
Australasian
Australasian Reporting Awards
Our 2022/23 Annual Report received a Gold Award and placed as a finalist in the Best of Sector at the Australasian Reporting Awards. Over the six years of entering these awards we have achieved two Bronze awards and four Gold.
Images: (Above) Georges River Council staff accepting awards at the 2024 Australasian Reporting Awards in Sydney for its annual report. Council won gold in the public administration local sector category for the fourth year in a row.
(Opposite page) Georges River Council staff celebrated their achievements at the NSW Local Government Excellence Awards on 6 June 2024. Council were featured as finalists nine times in eight categories and won three awards..
Our performance
Meeting legislative requirements
The Integrated Planning and Reporting (IP&R) framework brings various plans together to leverage our efforts by planning holistically for the future.
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 2023/24 IP&R documents in June 2024.
Council is currently setting up a framework for service reviews and will commence conducting service reviews in 2024/25.
Image: In Good Taste 2024
Community Strategic Plan 2022-2032
Our second Community Strategic Plan 2023-2032 (the Plan) was endorsed by Council at its meeting held on 27 June 2022.
The Plan was endorsed based on the outcomes of community engagement activities and details our community’s priorities and aspirations for the next 10 years.
As a result of community feedback our themes, or pillars were amended from the previous Community Strategic Plan as follows:
- OUR COMMUNITY
- OUR GREEN ENVIRONMENT
- OUR ECONOMY
- OUR BUILT ENVIRONMENT
- OUR PLACE IN SYDNEY
- OUR GOVERNANCE
Delivering our vision
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 second year of our Delivery Program. Our performance against the pillars and goals of the Delivery Program is summarised in the following pages.
Operational Plan Performance 2023/24
The Operational Plan for 2023/24 was the second instalment of our four-year Delivery Program 2022-2026. The actions set in our Operational Plan represent external and internal services, key projects and works programs.
Image: Peakhurst Heights
Delivery Program Progress
Progress against Operational Plan
We are currently in the second year of our four-year delivery program with 80 percent of Operational Plan actions either completed, on track or ongoing with 20 percent of actions behind schedule, cancelled, not started or on hold.
Completed - All agreed delivery milestones achieved.
Not Started - Not started due to budget or other constraints.
On Track - On time, within budget and meeting agreed levels.
Monitor - Behind schedule due to budget or other constraints.
Cancelled - Deliverable no longer proceeding.
Ongoing - Ongoing deliverables.
Carry over - Carry project forward to next action year.
On hold - On hold due to budget or other constraints.
Image: Magic of Christmas 2023 at Carss Bush Park
PILLAR 1: OUR COMMUNITY
Offers a diversity of people, places, events and lifestyle options.
This pillar is about improving social cohesion thorough Council and communityrun events that celebrate the area’s history, identity, infrastructure and services.
THE GOALS IN THIS PILLAR INCLUDE:
GOAL 1.1 Our community is socially and culturally connected and we strive for social equity.
GOAL 1.2 Diverse, vibrant community hubs and facilities are connected, well maintained and have equitable access.
GOAL 1.3 The community is safe and healthy.
GOAL 1.4 Georges River area heritage and history is protected.
ACHIEVEMENTS
- Community events workshops providing hands-on training on safety protocols.
- Multicultural poetry slam delivered by local community members during Refugee Week.
- A brand-new venue for hire, the Blackshaw Gould Community Pavilion, was opened.
- The Georges River Art Prize official opening events saw over 200 people attend.
- The establishment of an Aboriginal Advisory Committee.
- Infrastructure for keyless access was installed at venues for hire.
- Applications for the Georges River Artist in Residence 2025-26 program saw a 75 percent increase in submissions from the 2023/24 program.
- Inaugural Localability awards to recognise local community members and their achievements.
- Adopted by Council in April 2024, the Georges River Community Infrastructure Needs Assessment and Area Acquisition Strategy.
- A sculptural dragon titled 'Knucker' was created by artist Dillon MacEwan and installed at the new Olds Park Recreational and Sporting Hardscape, Penshurst. This sculpture recycled elements of the original 1970s skate ramp, skateboards and BMX bicycle parts.
- Council's Child Safe Framework was strengthened and endorsed by Council.
- Child Safe Declaration being endorsed by Council's Executive team.
- Children and Youth Participation Framework being endorsed by Council's Executive team.
- Upgrades have been completed and expansion of cameras in Oatley Park, Gannons Park and Poulton Park.
- The upgrade of Hurstville Memorial Square has allowed the implementation of additional infrastructure to improve the reliability of existing cameras onsite.
- The Social Justice Charter and Plan have been translated into an Easy Read version, available on Council's website.
- Council marked 1 May 2024 to mark National Domestic Violence Remembrance Day at the St George Candlelight Vigil, held in partnership with the St George Domestic Violence Committee.
- An intraMaps layer featuring Council’s public artworks was made available online, with these sites also added to the Connected to Culture app.
- Council’s Social Justice Charter Plan was launched at an event held on 20 February 2024, the World Day of Social Justice.
- HSC Rescue continues to grow in popularity, reflecting the need to support high school students.
- Hurstville Museum & Gallery was the first Australian venue to receive the Open Print Exchange exhibition.
- The 'Home in St George' exhibition travelled to the George Hanna Memorial Museum at Mascot Library, marking the first significant travelling exhibition generated by Hurstville Museum & Gallery.
- 2024/25 budget has allocated funding to restart the Heritage Building Grants Program.
- Extensive community consultation ensured the strategic approaches determined meet identified community needs for the Plan.
CHALLENGES
- Implementing an annual calendar of destination and localised events.
- Educators not willing to contract into Inclusion Support roles.
- Public art challenges were seen around delivery timeframes.
- The suitability of establishing new programming spaces at Council's libraries due to the unsuccessful library feasibility study.
- Engaging with Narragunnawali to assist with the embedded implementation of the RAP.
- Growing community demand for programs outside ordinary hours for the Hurstville Museum & Gallery and other cultural sites.
- Reflecting the diverse views of different Aboriginal groups.
- Funding to deliver the actions, linking in with Council's capital works program.
- Decline in wellbeing of educator working with children displaying challenging behaviours.
- Providing a diverse suite of library services to the western half of the Local Government Area.
- The Community Safety program aims to promote safety and increase perceptions of safety in the community.
- Council's review of the Public Art Policy led to implementing new ways of seeking feedback from our local community,
- Challenges for both the Georges River Art Prize and Artist in Residence program have been around raising awareness of these programs.
- Community concerns relating to the impact of roaming cats attacking native animals or creating a nuisance are unable to be appropriately addressed.
- Plans to install and activate the Sensory Garden must remain on hold for an indefinite period of time due to Strata issues.
- Despite the introduction of the Public Spaces abandoned trolleys remain an issue.
- Additional pressures to meet Council's WHS obligations to maintain the safety and wellbeing of regulatory staff, who respond to community concerns.
- The limited availability of construction and fit out materials delayed the project during 2023/24.
- New processes are required to support the new selfservice hardware and software systems.
- Time constraints for educators to be able to implement Service Inclusion Plans (SIP) as well as engage in wellbeing support.
- Council's current branch libraries at Oatley, Penshurst and South Hurstville are small and have limited capacity to provide the diverse range of services required for their population catchment areas.
- Most of Council's hireable venues are ageing. As such, We have identified the Hurstville Entertainment Centre as a priority for upgrade and has engaged Architects to undertake design works for the future refurbishment of the venue.
IN 2024/25 WE WILL ….
- The implementation of the annual maintenance program for CCTV infrastructure and expand upgrades on an aging fleet.
- Procure major events other than sport for Netstrata Jubilee Stadium.
Summary of performance against indicators
Progress against one-year Operational Plan items
Completed
Not Started
On Track
Ongoing
Carry over
On hold
One-year Operational Plan projects
GOAL 1.1 Our community is socially and culturally connected and we strive for social equity.
1.1.1: Initiate, facilitate and support inclusive and accessible events that meet community aspirations and connect people, communities and diverse groups.
1.1.1A: Implement an annual program of Council run and Council supported events.
CODE ACTION NAME
1.1.1Ai Implement an annual calendar of destination and localised events.
ANNUAL COMMENT
This year Council hosted an impressive series of events, showcasing a diverse and engaging lineup that attracted audiences from both within and beyond the local area.
1.1.1B: Develop and implement the Georges River Council Event Strategy 2022 – 2027
CODE ACTION NAME
1.1.1Bi Implement the Georges River Council Event Strategy 2022 - 2027.
1.1.1Bii Develop and deliver workshops to build capacity within the community on Council's Event Guidelines.
ANNUAL COMMENT
The Georges River Council Events and Festivals Charter, Events Guidelines and Events Toolkits were adopted by Council on 26 February 2024, following public exhibition. This document aligns with Council's broader strategies, providing a framework for planning and managing events, leading to more impactful and well-coordinated events that enhance attendee experiences and support long-term success.
The Events and Festivals Charter, Events Guidelines and Events Toolkits commenced implementation, starting with the first capacity building session with the community in April 2024 to assist in the planning and delivering of inclusive and accessible community-run events.
Implementation of the Events and Festivals Charter, Events Guidelines and Events Toolkits is ongoing and will include annual workshops to build capacity with the community.
1.1.1C: Maximise the utility of Netstrata Jubilee as a venue for Council’s major events.
CODE ACTION NAME
1.1.1Ci Commission drafting of Plan of Management (POM) and consequently engage planning consultant to initiate the development application (DA) to extend the event program at Netstrata Jubilee Stadium to include entertainment, cultural and community events.
1.1.1Cii Procure major events other than sport for Netstrata Jubilee Stadium.
1.1.1Ciii Promote Netstrata Jubilee Stadium as a venue for non-sporting group events.
Consultant has been engaged and work has commenced on the Master Plan and Plan of Management.
Plan of Management needs to be in place before any development application can be lodged to stage other major events.
A Plan of Management is required to lodge the DA to stage events. The Environment and Planning department are progressing the Plan of Management.
A Plan of Management is required as the DA to stage other events is subject to existence of Plan of Management. Bayview Functions and Events branding is complete and was launched on 4 July.
1.1.2: Foster and support programs and installations such as Art Trails and Public Art that celebrate diversity, our multicultural community, supports innovation and creativity and contributes to the creative economy.
1.1.2A: Provide a range of programs such as the Georges River Art Prize and the Artist in Residence Program.
CODE ACTION NAME
1.1.2Ai Deliver Georges River Art Prize and Artist in Residence Program.
1.1.2Aii Deliver a range of public art and cultural programs.
STATUS ANNUAL COMMENT
The 2023 Georges River Art Prize saw 363 entries received from artists nationwide, a 3% increase from previous years.
Over 2023/24, Georges River Council completed nine public art projects which consisted of five murals, three sculptures and one digital artwork. The Public Art Policy was revised in consultation with Council and Community stakeholders.
Image: Eurovision Live Broadcast Party 2024
1.1.3: Develop, support and promote programs, services and activities that foster social support, participation and wellbeing for our diverse community regardless of age, gender, physical or mental ability, sexual orientation or cultural or religious background.
1.1.3A: Develop and Implement social justice strategies to build the social strengths of the Georges River community.
CODE
1.1.3Ai Develop an action plan for the Georges River Council's Social Justice Charter.
1.1.3Aii Consult with the community to deliver Council's Antiracism campaign “Better Together”.
1.1.3Aiii Develop and implement the Aboriginal and Torres Strait Islander Strategy.
1.1.3Aiv Implement the Aboriginal and Torres Strait Islander Strategy Action Plan.
Throughout the year, feedback was gathered from various sources to identify common themes and outcomes that would shape the Social Justice Charter Action Plan.
In 2023/24, the ""Better Together"" anti-racism campaign continued to strengthen its commitment to promoting diversity and inclusion across the Georges River community. Key actions included conducting the "Better Together" Your Say survey to engage the community, facilitating regular meetings of the Multicultural Reference Group, and actively supporting the Empowering Youth to Inspire Change (EYTIC) program. Bystander Anti-Racism Training was facilitated for students in December 2023, and Council supported a Community Forum addressing racism, hosted by Advance Diversity Services and the Challenging Racism Project.
Additional initiatives included the Migrant Information Day, The "Welcoming Clubs" initiative and a "Story Caretaker" Workshop.
In 2023/24, Council made significant progress in developing its Aboriginal and Torres Strait Islander Strategy and Action Plan through a strengthened partnership with Ngurra Advisory. Key milestones included the establishment of an Aboriginal and Torres Strait Islander Advisory Committee and multiple rounds of meaningful consultations with local Aboriginal and Torres Strait Islander communities, Traditional Owners, and key stakeholders. The consultation process has been comprehensive, ensuring the inclusion of diverse perspectives to shape the Strategy's focus areas and priority actions. With feedback now integrated, a Draft Strategy has been compiled and ready for presentation to the newly elected Council in November, along with the finalised cover artwork.
The Draft Strategy and Action Plan are scheduled for presentation to the newly elected Council in November 2024. Following the public exhibition period and final submission to Council for endorsement, implementation of the Action Plan will follow in early 2025.
1.1.3B: Develop and implement the Georges River Council Disability and Inclusion Action Plan 2022-2026.
CODE ACTION NAME
1.1.3Bi Implement the Georges River Council Disability and Inclusion Action Plan 2022-2026.
In 2023/24, Council partnered with local community groups to highlight the contributions of people with disabilities and provided financial support through the Community Grants Program to empower local disability groups in advocating for their causes.
Key achievements included collaboration with Zero Barriers, co-facilitation of the St George and Sutherland Shire Disability Interagency meetings, and the creation of an Employment Working Party. Council delivered disability awareness training, facilitated Access and Inclusion Reference Group meetings, and addressed important accessibility issues. Additionally, Council hosted International Day for People with Disability, offered work placements to local students, and made information accessible through easy read documents.
Council conducted a comprehensive audit of 14 Councilowned facilities and services. These efforts reflect Council's ongoing commitment to fostering a more inclusive and accessible community
1.1.4: Provide high quality, affordable education, care and protection for children across Council’s Early Learning Centres.
1.1.4A: Implement the 2021-2031 Early Learning Services Strategy to meet the educational and care needs of children and their families.
CODE ACTION NAME
1.1.4Ai Review and implement Child and Staff Wellbeing Action Plan.
STATUS ANNUAL COMMENT
In 2023/24, the Health and Wellbeing group actively explored the "Resource Beyond Self-Care: An Educator Wellbeing Guide" from Be You, integrating its activities into staff meetings to promote positive mental health practices. Key achievements included a successful implementation of the Kindness Buddies system, which was well received by staff, and the celebration of Educators Day and RU OK Day at all centres. The working group also conducted a workplace review on Educator Wellbeing, distributed materials from Australian Children's Education and Care Quality Authority (ACECQA) and participated in a Landcare webinar on supporting wellbeing through outdoor play.
Staff meetings focused on revising centre philosophies and providing resources for implementing effective wellbeing plans. Training in Mental Health First Aid and recognising signs and symptoms were also prioritised to better support staff and foster a healthier work environment.
1.1.4Aiii Implement the Early Learning Services Reconciliation Action Plan
1.1.4Aiv Review demand for an additional needs early learning centre
In 2023/24, Council advanced child safe efforts in the Georges River community by launching seven initiatives aimed at raising awareness and improving response to child abuse and neglect. These initiatives targeted various sectors and communities. Further, Council enhanced its child safe practices by providing internal training and information sessions for staff and Councillors and introducing new guiding documents captured within the overarching child safe framework to support a child-safe workforce and leadership.
Council successfully hosted an Aboriginal Cultural Awareness Workshop, with 17 staff members enhancing their understanding of Aboriginal cultures, family systems, and colonisation. The training was praised for improving cultural competence and addressing stereotypes.
The Early Learning Services Reconciliation Action Plan working group also made significant strides by educating families about caring for Country, investing in authentic Aboriginal resources, and planning key events for Reconciliation and NAIDOC weeks. These initiatives have greatly reinforced our commitment to cultural respect and competence within the organisation.
A comprehensive feasibility study was conducted in the 2023/24 year. The findings and recommendations, reflecting the comprehensive analysis of data and community feedback, were unanimously endorsed by Council.
GOAL 1.2: Diverse, vibrant community hubs and facilities are connected, well maintained and have equitable access.
1.2.1: Develop our library services to provide for inclusive hubs, spaces and services, collections, programs and facilities.
1.2.1A: Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.
CODE ACTION NAME
1.2.1Ai Investigate innovative ways to provide library services to the western half of the Georges River Local Government Area.
1.2.1Aii Activate the reading and sensory garden at Hurstville Library through programs and other community engagement.
1.2.1Aiii Establish a reading and sensory garden at Hurstville Library that includes space for community environmental and sustainability education.
1.2.1Aiv Undertake consultation to assess the current libraries at Oatley, Penshurst and South Hurstville for their suitability and community use.
1.2.1Av Continue to implement and review the Georges River Library Debt Recovery and Management Plan.
This action saw slow progress across the financial year due to uncertainty about existing library sites and priority service areas. A presentation of the common findings of the Community Infrastructure Needs Assessment and Acquisition Area Strategy, Georges River Library Strategy, State Library NSW report on the branch libraries and accessibility audit will be presented at a Councillor Briefing at a suitable time following the Local Government elections to help determine priority library services for the western part of the LGA.
This project made no progress during the financial year due to year-long delays in the installation of the Sensory Garden. Placemaking activities, promotion, programs and resourcing will be developed when the timeline of the Sensory Garden process is determined.
Progress on the grant funded Sensory Garden project was halted for the whole financial year due to unresolved building projects required in the strata plan building.
Council was not able to procure a supplier capable of undertaking the required scope of work: to identify and cost all viable methods for revitalising the branch libraries. The Head of Public Libraries from the State Library NSW was engaged to provide a report on the branch libraries with reference to NSW Public Library Guidelines and best practice. An accessibility Audit by supplier CRED was also undertaken at each branch library.
A presentation of the common findings of the Community Infrastructure Needs Assessment and Acquisition Strategy, Georges River Library Strategy, State Library NSW report on the branch libraries and accessibility audit will be presented at a Councillor Briefing at a suitable time following the Local Government elections.
Overdue fines were removed from Council's Fees and Charges for the 2023/24 financial year which reduced the accumulation of debt. The items that were borrowed and not returned was closely monitored and remained low. Across the year, only 0.17% of loaned items became lost items that have not been paid for.
1.2.2: Provide a range of affordable and accessible facilities and community hubs for community-based activities.
1.2.2A: Provide a range of affordable and accessible facilities for community based activities.
CODE ACTION NAME
1.2.2Ai Maintain and provide for hire community properties across the Georges River Local Government Area.
STATUS ANNUAL COMMENT
Council has continually provided hireable spaces to the Georges River and wider communities via Council's Hurstville Entertainment Centre, Community Centre's and Halls for Hire, this year seeing the expansion to 10 Venues for Hire with the opening of the new Blackshaw Gould Community Pavilion at Hurstville Oval. Maintenance of these hireable spaces is managed through Council's annual maintenance schedule, with reactive maintenance identified and implemented when required.
Improvements to the customer experience with Council's venues for hire include the installation of keyless access hardware which will remove the requirement for hirers to pick up venue keys from Council and the implementation of an online venue booking software in 2024/25. Both of these projects saw significant planning and development in 2023/24 and will be implemented in 2024/25.
1.2.2Aii Deliver actions identified in the Venue and Facilities Management Review.
1.2.2Aiii Deliver actions identified in the Open Space Expansion Plan.
Action has not yet commenced.
On 22 April 2024, Council adopted the Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy. This study provides strategic guidance around open space and community facility provision based on population demands, with a focus on the identification of gaps in provision at an LGA level and local areas. Conclusions from this study focus on spatial analysis to indicate where might be best targeted for future provision.
Planning for the implementation of the recommended actions from the Strategy will commence in Q1 2024/25, noting that recommendations within the technical report are subject to further detailed investigation by Council officers, allocation of future budget and subsequent Council approval.
1.2.2B: Create community spaces to deliver enhanced programs and experiences for community members.
CODE ACTION NAME
1.2.2Bi Create a multi-functional, accessible and flexible programming space.
1.2.2Bii Provide opportunities for the community to engage with the Library and Hurstville Museum & Gallery outside Council buildings through outreach, online and delivery services.
ANNUAL COMMENT
The Creative Studio in Merv Lynch Reserve was established in Q4. The planned actions to create multifunction spaces linked to Council's libraries was on hold during the year due to the unresolved and ultimately unsuccessful branch library feasibility study. To reestablish the placement and priority of programming space in the LGA, a presentation of the common findings of the Community Infrastructure Needs Assessment and Acquisition Area Strategy, Georges River Library Strategy, State Library NSW report on the branch libraries and accessibility audit will be presented at a Councillor Briefing at a suitable time following the Local Government elections.
The Cultural Engagement and Library Services team delivered a range of outreach and online activities throughout 2023/24.
1.2.3: Encourage and promote the arts and creativity through Council’s cultural facilities including Hurstville Museum and Gallery, Hurstville Entertainment Centre and Carss Park Artist Cottage.
1.2.3A: Implement the Create Georges River Cultural Strategy to support our community’s cultural activities and initiatives.
CODE ACTION NAME STATUS ANNUAL COMMENT
1.2.3Ai Implement the Create Georges River Cultural Strategy to support and strengthen our community's cultural activities and initiatives.
1.2.3Aii Increase the profile of Hurstville Museum & Gallery through the implementation of a comprehensive and diverse program of exhibitions and events.
1.2.3Aiii Establish and increase the profile of the Edgbaston Artist Studio.
Throughout 2023/24 Georges River Council continued to add new services to the Arts Heritage and Cultural Directory, providing a database of cultural practitioners in the area. The cultural identity of the area was celebrated through various exhibitions, particularly those held by local artists in the Dragon's Lair Gallery and through Council’s major events program.
Hurstville Museum & Gallery has delivered a successful suite of exhibitions across 2023/24.
Following delays in the fit-out of the facility including amenities for hirers and innovative keyless access, the creative studio was made ready in Q4. The facility is now more accessible and user friendly. The active launch of the creative space will coincide with the launch of the 'Bookable' self-service system and a place naming project for the building in 2024/25.
GOAL 1.3: The community is safe and healthy.
1.3.1: Implement actions to maintain and promote the community safety of our area.
1.3.1A: Increase community and road safety in Georges River Local Government Area.
CODE ACTION NAME
1.3.1Ai Deliver the 2023/24 Traffic and Transport Program, focused on traffic facilities, Black Spot Funding and other safety initiatives.
1.3.1Aii Deliver a pilot Community Safety Program.
STATUS ANNUAL COMMENT
The 2023/24 program was delivered.
In 2023/24, the Community Safety Education Program was successfully developed and implemented to enhance community awareness and engagement on key safety issues.
1.3.1B: Investigate systems to improve public safety and accessibility.
CODE ACTION NAME
1.3.1Bi Develop annual program to upgrade council's security and CCTV systems to improve public safety and accessibility.
STATUS ANNUAL COMMENT
Throughout the year, Council transitioned to a new CCTV platform, upgraded or installed 25 cameras across the LGA, and secured funding for a CCTV maintenance program for 2024/25.
1.3.2: Conduct regulatory functions in accordance with legislative requirements.
1.3.2A: Adopt and implement a Fire Safety Program that maintains buildings with essential fire services to safeguard the community.
CODE ACTION NAME
1.3.2Ai Implement actions to ensure compliance with the directions set by the NSW State Government relating to external combustible cladding and Council's Fire Safety Audit.
STATUS ANNUAL COMMENT
Premises the subject of a Fire Safety Order under the Environmental Planning and Assessment Act 1979 or a Building Product Rectification Orders under the Building Products (Safety) Act 2017 are reviewed and monitored on an ongoing basis to ensure compliance.
1.3.2B: Liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes around regulatory functions.
CODE ACTION NAME
1.3.2Bi Implement the 20223/24 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns
ANNUAL COMMENT
During 2023/24 the Parking and Rangers Unit investigated 7,675 matters. 4,000 Illegal Parking community requests with 1,292 warning notices were issued for minor offences. The Rangers team investigated 3,675 matters relating to animals and use of public land.
1.3.2C: Implement programs relating to food premises, skin penetration premises and regulated systems
1.3.2Ci Establish an ongoing Public Health program, including skin penetration, regulated system and public swimming program to promote community's health and safety.
Program completed. The program now paves the way for ongoing annual regulatory inspections of all food and public health premises.
GOAL 1.4: Georges River area heritage and history is protected.
1.4.1: Encourage and promote heritage and history through collections, programs, heritage trails and protection policies.
1.4.1A: Promote the retention and conservation of heritage items within the Georges River Local Government Area.
CODE ACTION NAME
1.4.1Aii Conduct a heritage information session for owners of heritage listed properties. *(This project will not be undertaken in 2023/24 due to the project not being funded in 2023/24)
This project was not undertaken in 2023/24 due to the heritage building grants not being funded in 2023/24. Funding has been approved for 2024/25 where a heritage information session will be held.
Image: Kogarah School of Arts
Statutory information
Disability Inclusion Action Plan
Work continued in 2023/24 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.
In addition to specific actions outlined in each pillar, Council engaged Cred Consulting to undertake a comprehensive audit of 14 Council-owned facilities and services, focusing on accessibility, inclusivity and liveability. The aim of the project is to assess how well these facilities and services meet best practice and to identify areas for improvement both in the short and long term. This project will inform future capital works, operation models, strategies and actions plans.
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 Council’s Community Grants Program to support their programs, work, and resources to advocate and raise their profile in the community. These included funding under both funding categories; Capacity Building and Reconnecting Communities, for a range of projects.
Reconnecting Communities grants include:
- NSW Goalball Association Inc.: ‘Building Disability Awareness and Inclusivity Through Goalball’ – Deliver industry-recognised programs in local schools focusing on disability awareness, inclusivity, building empathy and physical literacy, culminating in a schools-knock-out competition fostering greater connections within the Georges River community.
- Chinese Australian Services Society Ltd: ‘Care of Yourself, Connect to Community’ – Project focused on mental health well-being with awareness and developing a positive attitude towards mental health and well-being in the CALD community.
Major Projects grants include:
- Recreation Sports and Aquatics Club Inc.: ‘RSAC Presentation Day’ – An annual event where all participants are recognised and celebrated. Videos and performances showcase participants in their activities and an award ceremony highlights their achievements.
- Sunnyhaven Disability Services Ltd: ‘Sunnyhaven Webstercare Medication Packaging and Administration System’ – Upgrade from a paper-based system of supported adults with a disability with the administration of medication to an electronic system.
Capacity Building grants include:
- Learning Links: ‘Assessments in Schools to Determine Learning and Wellbeing Needs’ – Establishment of an assessment program in local schools to enable children and families to access free diagnostic and clinical support.
- Shopfront Arts Co-op Ltd: ‘Harness - Accessible Skills Development and Career Pathways’ – Shopfront's Award-winning Harness Ensemble of 12 Emerging Artists aged 18+ living with and without disability, will present a 2024 theatrical world premiere in an Intergenerational partnership with Milk Crate Theatre.
We continue to offer mental health training to staff who want to assist and support co-workers with the challenges of day-to-day work or personal life, promote help-seeking and support staff to navigate support options. The training includes how to manage mental health risks at work and provides a practice guide to dealing with colleagues with mental health challenges. 35 staff completed Mental Health First Aid training in 23/24 and joined our M-FIT Champion cohort.
We continue to harness the expertise of people with lived experience through facilitating quarterly Access and Inclusion Reference Group meetings and partnering with Bayside Council and Sutherland Shire Council to facilitate quarterly St George, Bayside and Sutherland Disability Interagency meetings. The interagency created a subgroup called the Employment Working Party which meets ongoing to discuss the challenges and barriers to employment for people with disability and/or people working in the disability sector.
We continue to build disability awareness and confidence in local businesses through our partnership with Zero Barriers, to educate and support local businesses and services on disability awareness and inclusion. Zero Barriers have engaged with over 262 businesses from Georges River and 49 businesses have registered with Zero Barriers and are promoted on their directory in FY 2023/24.
Council also partnered with the Business Chamber to deliver two workshops for local businesses: Physical Accessibility training and Facilitating Access for people with Disability that addressed how you would engage people with disability as an employee and how to make your venue/ business more accessible. This information was distributed to 4,921 local business.
All of our Early Learning Centres support children enrolled at their service who have additional needs. Staff are trained to support individual children and their families through behaviour guidance plans and coordinating allied health services.
Creating Liveable Communities
Our commitment to creating inclusive opportunities for people with disabilities remains unwavering.
Throughout 2023/24, we continued to install temporary ramps for wheelchair users and ensure mandatory stepfree entrances at major events. We monitored event infrastructure, including stalls, signage, and traffic control barriers, to keep existing curb ramps unobstructed. Additionally, a dedicated staff member oversaw continuous accessible paths of travel and accessible toilet access.
To further enhance accessibility, we made detailed accessibility maps available on the event website before each major event. These maps highlighted continuous paths of travel, key destination points, and accessible toilets, ensuring attendees had the information they needed for a seamless experience. The council's approach to planning major events is rooted in inclusivity, actively considering the needs of individuals with disabilities.
This commitment extends to creating liveable communities by implementing accessible facilities, maintaining clear communication channels, and seeking feedback from disability advocacy groups. By incorporating universal design principles, we ensure that public spaces and event venues are accessible to everyone. This fosters an environment where all residents can participate fully and equally in community life.
Hurstville Museum & Gallery continues to provide an accessible service to the community. A customised communication board was created through Access Ability Australia and is now available at the service, to help people of all abilities communicate with front of house staff. Promotional material now clearly articulate that programs may be altered for people with additional needs, and the website continues to provide up to date information on the features of the physical space and what amenities are available. Hurstville Museum & Gallery also hosted two with volunteers with disability through our volunteer invigilation program.
Over the 2023/24 period, Georges River Libraries continued to deliver inclusive programs and implement program design considerations including:
- Partnering with Hearing Australia to provide free hearing tests for the community.
- Launching Memory Lane Social Club, a monthly program for people with dementia and their carers to make connections.
- Continuing to provide opportunities for inclusive participation by offering assistive technology and incorporating modifiable activities for participants with a range of abilities.
- Developing relationships with the Dementia Alliance and Latrobe Community Health Service to understand best practice around promoting accessible programs and providing inclusive spaces.
Over the 2023/24 period, Georges River Libraries continued with the following program design considerations:
- Ensuring that larger library events, such as National Science Week, have quiet spaces to support regulation of customers who have sensory needs.
- Promoting accessibility by asking customers if they require any additional support during the marketing and registration process.
- Adapting resources that are appropriate for people with disability including items in the Library of Things and Music Instrument Collection.
- Engaging support facilitators to provide support for participants with identified additional needs.
- Developing partnerships with leaders in GLAM Peak, the peak representative national body for Galleries, Libraries, Archives and Museums, to understand best practice to create more inclusive spaces.
Georges River Libraries and Customer Experience staff received industry training from Guide Dogs NSW. Staff learned skills to communicate with and offer assistance to people who are blind or have low vision, received a demonstration on the mobility aids used by people who are blind or have low vision, and learned Guide Dog etiquette and the issues related to accessing the community with a Guide Dog.
Our built environment program is ongoing. We continue to prioritise accessibility and liveability for our community, emphasizing the development of environments that foster accessibility, inclusivity, and the overall quality of life for our residents. We ensure that Councils infrastructure supports these goals through considered and targeted renewals, upgrades, and delivery of new assets. We have embedded accessible and inclusive design principles into all asset classes and projects, including buildings, footpaths, traffic facilities, streetscapes, open spaces, and playgrounds.
The delivery of the 2023/24 Footpath Programs has increased connectivity between residential areas and key amenities such as schools, parks, and town centres. This includes the installation of new footpaths, and the reconstruction of existing footpaths, to improve safety and accessibility.
The 2023/24 Traffic Facilities Program implemented a number of upgrades for pedestrian mobility measures including pedestrian crossings, refuge islands, and pram ramps. Council also engaged an external consultant to undertake a Bus Stop Audit of 745 locations across the Local Government Area to determine current asset condition, the provision of various facilities, and compliance with the Disability Discrimination Act (DDA). This audit will be used to develop a program to upgrade bus stops in future financial years to ensure compliance with the DDA at all bus stops across the LGA.
The 2023/24 Open Space Program saw the design, and in some cases construction, of a number of playgrounds across the LGA including Merv Lynch Reserve, Carss Park, Woodville Park, Austin Reserve and Croot Park. The design process for all of these playgrounds included community consultation and the consideration of inclusivity and accessibility to accommodate for all users.
Our priorities continue to include further expansion of our network of accessible infrastructure, enhancing community engagement to ensure that all voices are heard, and exploring innovative solutions to meet the evolving needs of our residents. We remain committed to fostering a community where every individual can enjoy a high quality of life and full participation in community activities.
Supporting access to meaningful employment
During the year the library hosted two students from Georges River College Oatley Campus’ Special Education and two students from Danebank Anglican School for Girls. The ongoing relationships with these schools included the building of a student profile which provided an easy way to communicate the strengths of each student, and the areas where they required assistance, to ensure the library was able to give them the best support.
Georges River Libraries also engaged two work experience participants through APM Employment Services. One of those students went on to undertake further tertiary studies in Library and Information Studies.
Council's Early Learning Centres have also continued to build partnerships with schools within the local community through supporting work experience opportunities. South Hurstville Kindergarten has hosted a student who is in their final year at Oatley Senior Campus. They are currently in the process of completing the External VET program and hoping to apply for a traineeship with one of the Early Learning Services when a position becomes available. Georges River Council continues to support access to meaningful employment for people with disability through various stages of their professional career.
Accessible systems, information or processes
We have translated the Disability and Inclusion Action Plan 2022-2026, the Community Strategic Plan (CSP) and Social Justice Charter into Easy Read and added the web version to our website.
We continue to organise meetings via online platforms, including meetings with members of the Access and Inclusion Reference Group (AIRG).
We continue to improve the accessibility of the website. We utilise the Monsido Tool, which scans and identifies accessibility and quality assurance errors via weekly reporting. Colour Contrast tools have been used to identify CSS Style sheet changes needed to improve contrast ratios to pass WCAG AAA tests. (This is now in Move to Improve for Helpdesk and vendor to implement across the website).
In 2023/24, we continued to improve accessibility across the website. Focusing on publishing and improvements that assist people who are vision impaired and use screen readers or text-based browsers. This included:
- All images are checked for ALT-text before publishing.
- Left justification fixed before publishing. (Left-aligned text is considered the most readable and accessible option, as it reduces the effort required to track each line’s beginning when the text wraps).
- Hyperlinks fixed to use descriptive link text before publishing which increases readability.
- Continue to remove/change images that have text overlapping (on thumbnails and other smaller images).
- Added National Relay Service and Language Assistance Service websites and phone numbers to the template page.
- Continued to preview websites on multiple devices prior to publishing (iPhone, iPad, Samsung etc).
- Recommended new Cascading Style Sheets (CSS) changes to be implemented across the navigation menu and sidebar to resolve colour contrast ratios to pass WCAG AAA tests.
- Continued work on implementing a Website Accessibility widget. Now in final approval and implementation stage. This will allow website to be digitally inclusive and allow visitors to customise content so that they can consume it in ways that works best for them.
- Workshops/training for content editors on use of Hemingway. To improve readability across the website and content writing skills.
- Project started with external contractor to improve readability score and content improvements across the website. Presented to over 50 website content editors and improvements made to several pages.
- What’s On Event pages now have an accessibility subheading and section included for Council led events.
- Major Council Event pages now have an accessibility section with accessibility maps and accessibility documents included on the page. These have been provided by the Events team.
- Easy read documents published to website from Community and Culture team. Such as easy read document for Community Strategic Plan (CSP) and Social Justice Charter.
- Mobile device improvements and padding of Carousel blue box halved as well as duplicated CTA text “Read More” button removed to improve user experience and screen view for mobiles.
- Accessibility widget (tool investigated and recommended for implementation). This will allow for documents to be accessible on the website via the PDF Document reader. Allowing for translation, text to speech and other supports if implemented.
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 adheres to the principles contained therein.
PILLAR 2: OUR GREEN ENVIRONMENT
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 2.1 Our environmentally sustainable practices inspire us all to protect and nurture the natural environment.
GOAL 2.2 Our waterways are healthy and accessible.
GOAL 2.3 Greening, canopy cover and bushland and biodiversity preservation are maximised.
ACHIEVEMENTS
- Environmental Sustainability Calculator is the first of a kind in NSW councils.
- Council met its renewable energy target ahead of the target schedule (2025). This has been reported in media releases.
CHALLENGES
- Budgetary constraints may limit Council's ability to meet its 2025 net zero carbon emissions target.
- Council met its renewable energy target ahead of the target schedule (2025). This has been reported in media releases.
- There has been lots of change regarding illegally dumped waste due to the cessation of the RID Squad in June 2023, and resumption of these activities by Council instead.
- Delivery of the CMP is dependent on all member Council's providing their financial contribution to the Riverkeeper by the end of the 2024/25 financial year.
- During Q3 and Q4, the waste education program will focus on preparations in community education for the implementation of the new waste collection contract in FY24/25.
- The implementation of the recommendations is subject to available funding. The delivery of a Biodiversity Strategy was not funded for delivery within the 2023/24 financial year, nor for the 2024/25 financial year.
IN 2024/25 WE WILL …
- Implement the Resilience Action Plan 2022- 2040 for Council services.
- Represent Council's ambitions for the Georges River through the GRCCC.
- 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.
- Implement the recommendations of the Foreshore Scenic Character Review into the Georges River Local Environmental Plan.
- Implement the Waste Strategy 2021-2040.
- Maintain Council's marine and foreshore assets to be functional and safe.
- Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices. Represent Council's ambitions for the Georges River through the GRCCC.
- Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area. 2.3.2A.
- Maintain and implement the Georges River Local Emergency Management Plan in collaboration with the Local Emergency Management Committee (LEMC).
- Implement Council’s Bush Regeneration Program to protect, conserve and enhance the natural environment.
Image: Lugarno
Summary of performance against indicators
Number of native plants including trees, shrubs and ground covers planted to improve habitat, biodiversity and bushland structure (or other community tree planting) activities.
Progress against one-year Operational Plan items
One-year Operational Plan projects
GOAL 2.1: Our environmentally sustainable practices inspire us all to protect and nurture the natural environment.
2.1.1: Prepare the Georges River area to be resilient in addressing climate change and reducing energy and water usage.
2.1.1A: Implement the Resilience Action Plan 2022- 2040 for Council services.
CODE ACTION NAME
2.1.1Ai Report on the implementation progress of the Environmental Resilience Action Plan 2022 - 2040. * (The Energy Management Plan (Gas) project will not be undertaken in 2023/24 due to the project not being funded in 2023/24)
ANNUAL COMMENT
Monitoring of progress of the Environmental Resilience Action Plan has largely been on hold since the vacancy of the Senior Sustainability Officer role since January 2023. Proactive monitoring of progress resumed in Q3 after the Senior Sustainability Officer role was filled at the end of Q2, after a vacancy of just under 12 months. This action will remain ongoing in the 2024/25.
2.1.1B: Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects
CODE ACTION NAME
2.1.1Bi Implement activities to educate the community on reducing energy consumption and protecting the environment.
ANNUAL COMMENT
Council, in leading by example and ensuring its operations are as sustainable as possible, with reduced emissions, will continue to focus on community education campaigns and services to work towards Council's 2050 community emissq2sdions target at the achievement of Council's net zero carbon emissions target for the year 2025.
2.1.2: Ensure waste is managed as a resource with minimal impacts from its disposal.
2.1.2A: Implement the Waste Strategy 2021-2040
CODE ACTION NAME
2.1.2Ai Report on the implementation progress of the Waste Strategy 2021-2040.
The implementation of the Waste Strategy 2021-2040 will remain ongoing until 2040.
Council continues to resume functions for the management of illegally dumped waste with regards to investigations and enforcement, with the employment of the Ranger Waste, with investigations during the year. During Q4, activities were on hold due to the vacancy of the position.
Delivery of recycling events continues with the expanded e-waste recycling drop off events held during Q4. Planning for and implementation of the new waste collection contract remains a priority during Q4, as evidence of joint procurement with Bayside Council in accordance with the Waste Strategy.
2.1.2B: Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.
CODE ACTION NAME
2.1.2Bi Implement the annual Waste Education Program.
ANNUAL COMMENT
Council continues to deliver a comprehensive waste education program each year.
2.1.3: Prepare for natural disasters such as bushfires and extreme weather events.
2.1.3A: Maintain and implement the Georges River Local Emergency Management Plan in collaboration with the Local Emergency Management Committee (LEMC).
CODE ACTION NAME
2.1.3Ai Provide support to the State Emergency Service within the Georges River Local Government Area.
2.1.3Aii Achieve endorsement of Georges River Local Emergency Management Plan 2021 and facilitate quarterly LEMC meetings attended by all combat agencies.
COMMENT
Council continues to make itself available to assist the SES as and when needed.
The Georges River Local Emergency Management Plan 2021 was successfully endorsed in April 2022.
GOAL 2.2: Our waterways are healthy and accessible.
2.2.1: Protect the Georges River and waterways to be clean and naturalised.
2.2.1A: Represent Council's ambitions for the Georges River through the GRCCC.
CODE ACTION NAME STATUS ANNUAL COMMENT
2.2.1Ai Support the GRCCC with the development of a Foreshore Management Plan.
Council continued to offer financial support the GRCCC (Georges Riverkeeper Combined Councils Committee) for the development of the Catchment Management Plan (CMP) alongside all member councils.
2.2.2: Maintain and implement strategies to provide access to our waterways
2.2.2A: Implement the recommendations of the Foreshore Scenic Character Review into the Georges River Local Environmental Plan.
CODE ACTION NAME STATUS ANNUAL COMMENT
2.2.2Ai Report the results of the preliminary community consultation on the proposed implementation of the Biodiversity Study and Foreshore Scenic Character Study.
The Biodiversity Character and Foreshore Planning Controls Planning Proposal was sent to the Department of Planning, Housing and Infrastructure for Gateway Determination.
2.2.2B: Maintain Council's marine and foreshore assets to be functional and safe.
CODE ACTION NAME
2.2.2Bi Undertake programmed and reactive maintenance works of marine and foreshore assets.
Programmed and reactive maintenance works have been completed for 2023/24.
GOAL 2.3: Greening, canopy cover and bushland and biodiversity preservation are maximised.
2.3.1: Increase and promote our tree canopy, shrubs and bushland coverage.
2.3.1A: Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area.
CODE ACTION NAME
2.3.1Ai Implement Council's Tree Management Policy.
2.3.1Aii Continue expanding urban tree canopy to work towards Council's target of 40% urban canopy by 2039 with a focus on areas of high urban heat.
2.3.1Aiii Develop a significant tree register for the LGA.
The revised Tree Management Policy (TMP) 2024 was adopted by Council on 27 May 2024 and became effective on 10 June 2024.
Works are ongoing to promote residential plantings and tree retention where practical through educational and promotional materials. Council has re-established its tree planting working group to strategise options and methods to increase urban canopy throughout the local government area.
Council at its meeting held on Monday, 18 December 2023 adopted 257 trees at 16 sites to be included on the Significant Tree Register. The Register is published on Council's website and will be managed in accordance with the Tree Management Policy.
2.3.2: Protect and reinstate our biodiversity, including endemic flora and fauna
2.3.2A: Implement Council's Bush Regeneration Program to protect, conserve and enhance the natural environment. CODE
2.3.2Ai Implement the 2023/24 Bush Regeneration Program.
2.3.2Aii Implement the high priority recommendations of the Biodiversity Study 2021 including preparing a Biodiversity Strategy. * (Aspects of this project may not be undertaken in 2023/24 due to the project not being funded in 2023/24).
Our bush regeneration team continues to educate and undertake work associated with improvement and development of resilient Council bushland areas.
The recommendations outlined in the Biodiversity Study 2021 are progressively being implemented - notably, the declaration of nineteen parks and reserves throughout the LGA as category 2 Wildlife Protection Areas through the Wildlife Protection Area (WPA) Policy, endorsed by Council in August 2022.
Statutory information
Environment Upgrade Agreement
Council did not enter into any environmental upgrade agreements during 2023/24.
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. It should be noted that there is a funding gap between the Charge and the cost to renew existing stormwater infrastructure and deliver larger capital works projects. We often apply for additional grant funding to support future projects.
A summary of 2023/24 income from this charge and balance of reserve funds held as at 30 June 2024 for stormwater management projects is shown below.
We used the funds to target the built environment, including stormwater asset upgrades and flood mitigation works. Funding from the Stormwater Management Service Charge in 2023/24 was expended as follows:
Coastal Protection Services (if levied)
No annual charge was levied for costal protection services in 2023/24.
Fisheries Management Act 1994
Council is not identified as having a role in any Final Recovery and Threat Abatement Plans under the Fisheries Management Act 1994.
Image: Carss Bush Park
GEORGES RIVER
PILLAR 3: OUR ECONOMY 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 3.1 Local jobs and local businesses are supported to grow.
GOAL 3.2 Our town centres are green, clean, vibrant and activated and have good amenities.
GOAL 3.3 Georges River is a 30-minute city.
ACHIEVEMENTS
- The River Rail was repositioned as a strategic transport corridor from the Committee for Sydney in several media articles upon the opening of the new Metro line.
- Representatives of the Office of the 24-Hour Commissioner attended our Economic Leadership Group and Councillor Briefing to detail the opportunities of the vibrancy reforms and Team24 Programs.
CHALLENGES
- We have not been able to secure commitment from the St George Hospital / Health Precinct for the ELG.
- Investment from the NSW Government has been focused on the delivery of the Metro and Liverpool and Parramatta Innovation Precincts.
IN 2024/25 WE WILL …
- Consolidate the advocacy priorities into the Economic Development Strategy Scope.
- Deliver and promote initiatives that support the night time economyAdvocate for the acknowledgement of tand investment in the Southern Aerotropolis through a NSW Government led vision and plan in collaboration with local councils and key stakeholders.
- Seek programs and partnerships to activate and increase the night time economy in Hurstville and Kogarah.
Summary of performance against indicators
Progress against one-year Operational Plan items
One-year Operational Plan projects
GOAL 3.1: Local jobs and local businesses are supported to grow.
3.1.1: Support local businesses to help protect jobs and create employment opportunities
3.1.1A: Implement initiatives in key economic sectors in response to the Economic Development Strategy.
3.1.1Ai Prepare a strategic business case for the 'River Rail' (Kogarah to Parramatta rail link) in partnership with key stakeholders.
Council provided recommendations in the Committee for Sydney report Plan B: Better buses for Sydney, that rapid buses should prioritise north-south connections in Sydney that aligns with River Rail to demonstrate potential demand. Hurstville and Kogarah were listed as strategic centres of Sydney.
The River Rail was repositioned as one of the strategic transport routes through the Committee for Sydney's media response to the opening of the new Metro Line.
3.1.2: Encourage the Night Time Economy, particularly in Hurstville, Beverly Hills and Kogarah, to grow.
3.1.2A: Deliver programs to activate and increase the night time economy in town centres
3.1.2Ai Seek programs and partnerships to activate and increase the night time economy in Hurstville and Kogarah.
The Night Manifesto was launched on YourSay in 2024 and creates a unified vision. Central to its design is the promotion and development of village centres where community and businesses can sign, share ideas, and engage with current opportunities that support a vibrant Night Time Economy.
We were successful in obtaining the Places to Love grant from Transport for NSW to explore place-based activations. The project leveraged the excitement of the Olympics and the community interest to deliver two events 'Skate, Break and Build' at Olds Park Penshurst with an exciting public program. The events were well attended and demonstrated the potential of public places within our region. 'Skate, Break and Build' was featured on national radio and television for a total audience reach of almost 2.5 million people.
3.1.3: Target economic development in key locations and sectors within the local government area
3.1.3A: Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.
3.1.3Ai Lead the Kogarah Collaboration Area Place Strategy Governance Group.
We established the Economic Leadership Group at the beginning of 2024. The Georges River Economic Leadership Group (ELG) provides a link between Council and key and emerging industry sectors with the aim of encouraging long-term economic opportunities in the region. The ELG will supersede the Economic Advisory Committee Group and Kogarah Collaboration Area Group to consolidate strategic directions across the LGA and to better attract membership.
3.1.3B: Prepare and implement an action plan to market the Georges River Local Government Area’s investment opportunities. CODE
3.1.3Bi Implement the action plan to market the City.
A new Discover Georges River website has been launched and is regularly promoted through the Business Unite newsletter to encourage local businesses to register their business in the Australia Tourism Data Warehouse. Information from this database is pulled into the Discover Georges River website and increases discoverability through Tourism Australia and Destination NSW platforms as an attractive place to live, work and play.
3.1.3C: Maximise the Potential of the Kogarah Health and Research Hub
3.1.3Ci Implement, promote and market the Kogarah Investment Attraction Strategy to grow the Kogarah Health and Education Precinct.
Council has been advocating for improved transport services through our membership and engagement with key advocacy groups such as the Committee for Sydney and Resilient Sydney. Through our participation we increased the visibility of Hurstville and Kogarah as strategic centres of the Georges River region and Greater Sydney in advocacy documents, research and planning.
3.1.3D: Build the cultural identity of Hurstville CBD as the Heart of the City
3.1.3Di Continue to build and promote the identity of Hurstville as the 'Heart of the City'.
Hurstville was promoted through a schedule of communication and marketing activities aligning with the major events calendar.
GOAL 3.2: Our town centres are green, clean, vibrant and activated and have good amenities.
3.2.1: Provide regular maintenance and cleansing of town centres and public toilets.
3.2.1A: Maintain Council's green open space and town centres to be functional and safe.
3.2.1Ai Undertake programmed and reactive cleansing, sportsfield and park maintenance works of Council's green open spaces and town centres.
Programmed and reactive cleansing schedules, including amenities cleaning, town centre cleansing/sweeping and deep cleansing activities, were all undertaken on regular schedules within agreed service timeframes. Park mowing was undertaken on a three weekly basis and tractor mowing of sportsfields was performed weekly.
3.2.2: Encourage and support targeted, place-based events and activities to activate town centres.
3.2.2A: Work with other directorates and teams to implement, promote and market long term place-based initiatives.
3.2.2Ai Continue to implement place-based public domain initiatives across the Georges River Local Government Area.
We continue to implement place-based public domain initiatives across the LGA.
3.2.3: Implement greening and planting strategies in town centres
3.2.3A: Assist and promote the greening and creation of open space in our town centres.
CODE ACTION NAME
3.2.3Ai Continue to drive increased greening and creation/ improvement of open space in our town centres.
STATUS ANNUAL COMMENT
In the 2023/24 financial year, Council implemented several projects that saw upgrades and the creation of new open space/ green areas in our town centres. Projects include Memorial Square Upgrade, MacMahon Courtyard Upgrade, Mortdale Town Centre Streetscape Upgrade and the Riverwood Town Centre Greening our City Project.
3.2.4: Protect employment growth and services during land rezoning processes.
3.2.4A: Implement the recommendations of the Commercial Centres Strategy.
3.2.4Ai Continue the work of the Commercial Centres Strategy for all centres within the Georges River Local Government Area.
This project was not undertaken in 2023/24 due to the project not being funded in 2023/24. This project has been identified as a capital works project under the adopted Operational Plan 2024/25 and a brief is under preparation to engage an external consultant.
GOAL 3.3: Georges River is a 30 minute city.
3.3.1: Advocate to the NSW Government to support Georges River as a 30 minute city.
3.3.1A: Advancement of the ‘River Rail’ through the identification of and protection of infrastructure corridors with Transport for NSW.
3.3.1Ai Prepare a business case for the 'River Rail' (Kogarah to Parramatta rail link).
Council has been advocating for improved transport services through our membership and engagement with key advocacy groups such as the Committee for Sydney and Resilient Sydney.
3.3.1B: Influence the next iteration of district and metropolitan planning, with recognition of the untapped potential of the Southern Aerotropolis
3.3.1Bi Advocate for the acknowledgement of and investment in the Southern Aerotropolis through a NSW Government led vision and plan in collaboration with local councils and key stakeholders.
Council has been advocating for improved transport services through our membership and engagement with key advocacy groups such as the Committee for Sydney and Resilient Sydney. Through our participation we increased the visibility of Hurstville and Kogarah as strategic centres of the Georges River region and Greater Sydney in advocacy documents, research and planning.
We established the Economic Leadership Group at the beginning of 2024.
Statutory information
GEORGES RIVER COUNCIL
Image: Penshurst Station
PILLAR 4: OUR BUILT ENVIRONMENT
Quality, well planned development
This pillar is about retaining the distinctive mix of urban and suburban feel of our city where people can explore the green areas or vibrant, busy cultural heart of Hurstville, or the bustling health and education hub of Kogarah or the village feel of our suburbs.
THE GOALS IN THIS PILLAR INCLUDE:
GOAL 4.1 New development should make Georges River more liveable, vibrant and sustainable.
GOAL 4.2 Affordable and quality housing options are available.
GOAL 4.3 There are a range of transport options and increased walkability and cycling to connect people, goods and businesses.
GOAL 4.4 Everyone has access to quality parks and open space and active and passive recreation facilities.
GOAL 4.5 Council-led development and assetsprovide quality, long term benefits to everyone.
ACHIEVEMENTS
- Work has commenced to implement the Mortdale Local Centre Master Plan, through the preparation of LEP and DCP controls.
- Economic feasibility testing is being finalised to determine the percentage of affordable housing that can be provided by the various types of new developments.
CHALLENGES
- The Beverly Hills Local Centre Master Plan is still under preparation due to the need to address environmental risks and constraints like flooding and the high pressure gas pipeline.
IN 2024/25 WE WILL….
- Consolidate the advocacy priorities into the Economic Development Strategy Scope.
- Participate in key advocacy forums and research to support the visibility and need for increase transport links from Kogarah including the River Rail.
Summary of performance against indicators
Maintain the Asset Renewal Ratio above
Progress against one-year Operational Plan items
One-year Operational Plan projects
GOAL 4.1: New development should make Georges River more liveable, vibrant and sustainable
4.1.1: Prepare Development Control Plans and Master Plans to guide liveable development and amenity.
4.1.1A: Complete a Master Plan for Beverly Hills and Mortdale that will revitalise the centre and respond to the community’s ideas and aspirations for the future of the centre.
4.1.1.Ai Finalise the Master Plan for Beverly Hills and Mortdale Local Centre.
Beverly Hills - In December 2023, consultants issued the Draft Master Plan, Public Domain and Economic Analysis to Council for review. Awaiting flood study to determine floor space ratios, heights and location of open space. To be reported to the Environment and Planning Committee and Council, seeking resolution to amend the Master Plan and place on exhibition after the Flood Impact Risk Assessment (FIRA) implications are considered by Council and the consultant.
Mortdale - In October 2023, Council resolved to adopt Option 1A as exhibited with amendments in response to submissions received. Council resolved to prepare a Planning Proposal, amend the GRDCP 2021 and amend the Georges River Local Infrastructure Contributions Plan 2021 to implement Option 1A (Post Exhibition Version), subject to budget in 2024/25. Council resolved to add design excellence principles and controls in the DCP to ensure building design complements the village atmosphere. Budget approved for 2024/25.
4.1.1B: Prepare a Master Plan for the Riverwood Local Centre in association with the Riverwood community and CanterburyBankstown Council.
4.1.1Bi Commence consultation on a Master Plan for the Riverwood Local Centre.
This project was not undertaken in 2023/24 due to the project not being funded in 2023/24. Council at its meeting held 25 March 2024 resolved to commence a master plan for the Riverwood Local Centre subject to Council's budget allocations for 2024/25. Budget has been approved for 2024/25. Brief under preparation to engage a consultant. Further, application for funding under the Commonwealth Government's Housing Support Program - Stream 1 for the preparation of master plans for the Kogarah Town Centre and the Riverwood Local Centre was submitted by Council in April 2024. Council was notified of their successful application in July 2024. Discussions with the Housing Support Program are underway surrounding the proposed project timeframes and a staged approach to the master plans.
4.1.1C: Include the Hurstville Civic Centre site in the Georges River Local Environmental Plan 2021.
4.1.1Ci Finalise the rezoning of the Hurstville Civic Centre site.
The Planning Proposal was gazetted on 27 October 2023.
4.1.1D: Develop and implement planning controls to protect the scenic character of the foreshore. CODE ACTION NAME
4.1.1Di Report the results of the preliminary community consultation on the proposed implementation of the Biodiversity Study and Foreshore Scenic Character Study.
4.1.1Dii Prepare a set of biodiversity, scenic character and foreshore controls for community consultation.
COMMENT
The Biodiversity Character and Foreshore Planning Controls Planning Proposal was sent to the Department of Planning, Housing and Infrastructure for Gateway Determination.
The Biodiversity Character and Foreshore Planning Controls Planning Proposal was sent to the Department of Planning, Housing and Infrastructure for Gateway Determination.
4.1.2: Undertake rigorous assessment of development applications (DAs) by Council staff, local planning panel and Sydney South Planning Panel.
4.1.2A: Monitor and standardise DA assessment reports and templates.
4.1.2Ai Update report templates to reflect current planning controls.
4.1.2Aii Ensure templates are up to date and reflect any legislative changes.
Ensuring assessment report tools are up to date is an essential tool in ensuring streamlined assessment. This is an ongoing task, especially noting the significant changes occurring in planning law on an ongoing basis.
Templates are predominantly up-to-date at the time of reporting, however require on-going review given the significant pace of legislative change, and this has been required throughout the year.
4.1.2B: Provide ongoing education to the community about controls to the development and building approval processes.
CODE ACTION NAME
4.1.2Bi Implement community information session on planning development and building sessions.
4.1.2Bii Provide up to date self-help information on Council's website.
The sessions were held and were a successful outreach to community, and an opportunity for the team to educate the community on the present state, processes and practices in the planning system.
The online information remains robust and up to date. Accessibility in terms of language used is being reviewed, however Council does provide support in the form of our duty service in the event more information is required, noting that this is a complex area for community members to understand.
GOAL 4.2: Affordable and quality housing options are available.
4.2.1: Develop policies that encourage a greater supply of housing diversity and choice.
4.2.1A: Develop and implement an Affordable Rental Housing Scheme.
CODE ACTION NAME
4.2.1Ai Develop an Affordable Rental Housing Scheme that applies to precincts within the LGA.
Council resolved on 28 November 2022 to prepare an Affordable Housing Contribution Scheme (AHCS). The then Department of Planning and Environment (DPE) requested that Council develop different options for an AHCS and for the DPE to review and provide guidance on the Council's next steps. Council forwarded different options to DPE on 6 March 2023. DPE letter received on 17 November 2023 which provided comments on Council's proposed options and feasibility testing required for the AHCS. Council prepared a brief for the preparation of a feasibility study to determine a viable Affordable Housing Contribution rate. An inception meeting was held on 5 April 2024. A draft report was produced on 12 July 2024. A Councillor briefing was presented on 2 September 2024.
4.2.1B: Provide affordable housing in one of Council's redevelopments.
4.2.1Bi Select a Council owned site for the provision of affordable housing.
4.2.1Bii Select a Council owned site or investigate the acquisition of residential property for the provision of affordable housing.
Residential building complexes continue to be assessed for suitability for future affordable housing use.
Residential building complexes continue to be assessed for suitability for future affordable housing use.
GOAL 4.3: There are a range of transport options and increased walkability and cycling to connect people, goods and businesses.
4.3.1: Provide expert advice and lobby the State Government to provide and improve public transport options such as train and bus services
4.3.1A: Pursue State Government priority for express trains on the T4 line stop at Kogarah and T8 line to the CBD, the River Rail and Hurstville (or Kogarah) to Macquarie Park via Rhodes (through Burwood or Strathfield) rail line.
4.3.1Ai Continue to lobby Transport for NSW and the Minister for Transport for improved public transport options.
4.3.1Aii Conduct economic modelling to explore the viability of reinstating train services to Kogarah in peak periods.
Council has been advocating for improved transport services through our membership and engagement with key advocacy groups such as the Committee for Sydney and Resilient Sydney. Through our participation we increased the visibility of Hurstville and Kogarah as strategic centres of the Georges River region and Greater Sydney in advocacy documents, research and planning.
Council provided recommendations in the Committee for Sydney report Plan B: Better buses for Sydney, that rapid buses should prioritise north-south connections in Sydney that align with River Rail to demonstrate potential demand. The River Rail was repositioned as one of the strategic transport routes through the Committee for Sydney's media response to the opening of the new Metro Line.
4.3.2: Plan for, improve and maintain safe and connected footpaths and cycleways
4.3.2A: Maintain Council's footpath network to be functional and safe.
4.3.2.Ai Undertake programmed and reactive maintenance works of Council's footpath assets.
This program, carried out by the City Maintenance team, was a very successful undertaking and has translated in the program once again being undertaken in 2024/25.
4.3.2B: Continue to maintain Council's walkways and cycleways to be functional and safe.
CODE ACTION NAME
4.3.2Bi Commence investigation and design for key cycle routes within the LGA.
In 2023/24, the Traffic consultant is to assess the key cycle routes within the LGA particularly in Hurstville and along the recreational commuter network in the Oatley, Lugarno, and Riverwood area. The concept design and associated report for this was completed in June 2024. This project will move into the next stage, i.e., detailed design, in 2024/25.
Strategic Placemaking continues to work with Transport for NSW(TfNSW) to progress their detailed investigation of strategic cycleway network within the Georges River Local Government Area.
Council is also working with (TfNSW) to progress the design of the Oatley to Como shared pathway upgrade. City Technical Services started the progression of this design project in 2023/24.
GOAL 4.4: Everyone has access to quality parks and open space and active and passive recreation facilities.
4.4.1: Ensure public parks, open space and Council buildings are accessible, well maintained and managed.
4.4.1A: Maintain Council's buildings and open space to be functional and safe.
CODE ACTION NAME
4.4.1Ai Undertake programmed and reactive maintenance works of Council's buildings, open spaces.
Maintenance contracts are being renewed and at this stage we do not have any data on what the potential increases to the maintenance contracts will be. These contracts are a minimum of 5 years old.
4.4.1B: Incorporate design principles for parks and open spaces that promote resilience. CODE
4.4.1Bi Ensure that design principles that promote resilience are incorporated into plans for open space.
All new design and construction projects utilise accessibility, environmental and resilience-based principles.
4.4.1C: Implement the GRC Open Space, Recreation and Community Facilities Strategy.
CODE ACTION NAME
4.4.1Ci Identify open space and recreation priorities based on the findings of the GRC Open Space, Recreation and Community Facilities Strategy.
4.4.1Cii Accelerate the feasibility study, concept plans and business case for a new aquatic centre in the LGA to allow Council to pursue funding sources.
4.4.1Ciii Implement the 2023/24 Recreational and Open Space Capital Works Program
During 2023/24 financial year: Playground Upgrades:
- Carss Bush Park, Merv Lynch, Austin Ave construction
- Arthur Hardiman Reserve design
- Woodville Park, Empress Reserve, Croot Park playground design
Sporting Facilities:
- Renown Park field 2 upgrade
- Renown Park field 1 and improvement works grant awarded,design commencing July 2024
- Parkside Dr Res sportsfield lighting
Active Recreation / Open Space Facilities:
- Lugarno watercraft launching design
- Applied for a number of GetActiveNSW grants (active shared path through Blackforest Res to connect M5 linear park, Beverly Hills Park)
- Metropolitan Greenspace design funding received for new
- Peakhurst Park off-road bike facility
- Hurstville Memorial Square completed
- MacMahon Courtyard upgrade completed
Council has provided a Memorandum of Understanding to the NSW Office of Sport handing over responsibility to the State Government for the development of a Detailed Business Case, Detailed Design and to obtain Development Consent.
The 2023/24 Recreational and Open Space Capital Works Program has been successfully completed to improve community amenity and recreational capacity across the local government area.
4.4.2: Plan and provide active and passive recreation including skate parks, aquatic facilities and off road biking opportunities
4.4.2A: Research and plan for active and passive recreation opportunities within the Georges River Local Government Area
CODE ACTION NAME STATUS ANNUAL COMMENT
4.4.2Ai Undertake detailed design for a skate and BMX facility at Olds Park.
4.4.2Aii Plan for increased cycling opportunities across the Georges River Local Government Area.
This project was successfully opened to the public in December 2023. The Skate Park continues to be a significant recreational asset to the community with heavy utilisation by skaters and bikers.
Strategic Placemaking continue to advocate and work with Transport for NSW to obtain grant funding and progress designs and implementation of key cycle routes within the LGA.
4.4.2B: Progress the construction of a new aquatic facility in the LGA.
CODE ACTION NAME
4.4.2Bi Undertake investigations and business cases to progress the construction of an aquatic facility at Carss Park.
4.4.2Bii Seek funding to progress construction of a new aquatic facility in the LGA.
Council has provided a Memorandum of Understanding to the NSW Office of Sport handing over responsibility to the State Government for the development of a Detailed Business Case, Detailed Design and to obtain Development Consent.
Council has provided a Memorandum of Understanding to the NSW Office of Sport handing over responsibility to the State Government for the development of a Detailed Business Case, Detailed Design and to obtain Development Consent. Council will continue to progress funding opportunities for the construction stage of this project.
4.4.3: Review Plans of Management for all open space in the local government area.
4.4.3A: Ensure our parks and reserves have updated Plans of Management and Master Plans
4.4.3Ai Continue the Plans of Management for Crown Lands in accordance with the Crown Land Management Act.
4.4.3Aii Finalise the Plan of Management for Sans Souci Park.
4.4.3Aiii Finalise the Master Plan for Sans Souci Park.
The following Plans of Management were underway in 2023/24:
- Carss Bush Park/Todd Reserve Plan of Management and Master Plan
- Donnelly Park Plan of Management and Master Plan
- Merriman Reserve Plan of Management and Landscape Master Plan
- Oatley Park Plan of Management and Landscape Master Plan
- Generic Plans of Management - Amendment 1
- Jubilee Stadium Precinct Plan of Management and Master Plan
- Olds Park Master Plan - Amendment 1 was adopted on 26 February 2024.
The Sans Souci Plan of Management was adopted by Council on 22 May 2023.
The Sans Souci Master Plan was adopted by Council on 22 May 2023.
GOAL 4.5: Council-led development and assets provide quality, long term benefits to everyone.
4.5.1: Provide new and upgraded community assets and services to the LGA
4.5.1A: Plan for and implement a purchasing program for property requiring compulsory acquisition in the comprehensive LEP
CODE ACTION NAME
4.5.1Ai Acquire land for open space purposes as identified in the Local Environmental Plan.
Councillors have been briefed on the implications of not undertaking compulsory acquisitions, in terms of timeframe and uncertainty in the ability to deliver open space. Approaching owners of identified properties to voluntarily reach a mutual agreement continues to be the Council direction.
4.5.1B: Achieve service delivery outcomes through a 10 year Capital Works Program driven by Council Strategies. CODE ACTION NAME
4.5.1Bi Implement the 2023/24 Sportsfield Renovation Program.
4.5.1Bii Deliver the 2023/24 Critical Safety and Asset Renewal Program.
4.5.1BiII Deliver the 2022/23 Road Resheeting Program.
The 2023/24 Sports Field Renovation Program was completed.
The 2023/24 Critical Safety and Asset Renewal Program has been successfully completed to improve community amenity and safety across the local government area.
The 2023/24 Road Resheeting Program has been successfully completed to improve community amenity and safety across the local government area associated with road infrastructure.
4.5.1C: Deliver Asset Management Plans for each Asset Class (Roads, Buildings, Open Space and Stormwater) which plan for the long term sustainability of Council’s Infrastructure assets.
4.5.1Ci Develop asset class based 10 year Asset Management Plans.
The 10-Year Asset Management Plans (AMPs) for each of the four individual asset classes were completed in 2023/2024. The AMPs will be used in the development of a draft 10 Year Capital Works Plan. The Plan will allow for more efficient prioritisation, planning, governance, and management of Councils assets. It will also enable the effective allocation of finances and resources, in line with the Long Term Financial Plan.
4.5.1D: Provide new and upgraded community assets such as new library services to the western part of our LGA.
CODE ACTION NAME
4.5.1Di Review options to provide new library services to the western part of our LGA.
This action remained on hold across the financial year. A presentation of the common findings of the Community Infrastructure Needs Assessment and Acquisition Strategy, Georges River Library Strategy, State Library NSW report on the branch libraries and accessibility audit will be presented at a Councillor Briefing at a suitable time following the Local Government elections to help determine priority library services for the western part of the LGA.
Statutory information
Voluntary Planning Agreements (VPAs) – s7.5(5) of the EP&A Act
The following agreements were in force in 2023/24:
Planning Agreement (vpa)
East Quarter –Stages 1,2,3
93 Forest Road, Hurstville
Parties to the agreement Executed
Georges River Council
East Quarter Hurstville Pty Limited
1-5 Treacy Street, Hurstville and Deed of Variation
– 1 Treacy Street, Hurstville
(relates to DA2014/1083)
Georges River Council
GR Capital Group Pty Limited
Everest Private Pty Ltd
21 December 2011
12-22 Woniora Road, Hurstville (former ATO site) (1st VPA)
(relates to DA191/15)
Georges River Council
Combined Projects (Hurstville) Pty Ltd
14 March 2016
Deed of Variation: 5 December 2023.
Description
Landscaping works outside the lands ($400,000).
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.
Land dedication for footpath & road widening on The Avenue & relocation services.
Monetary contribution of $550,000 for community facilities and public purposes (in lieu of dedication and fitout of commercial area (81m2) & car space).
Public Domain Works surrounding the site.
16 June 2016
East Quarter
Stage 3 93 Forest Road, Hurstville and First Deed of Variation to VPA
(relates to PP2014/0002 & DA2016/0218)
Georges River Council
Hville FCP Pty Ltd
East Quarter Hurstville Pty Ltd
VPA: 15 June 2017
Deed of Variation:1 October 2021
Monetary contribution ($4,587,500).
Land Dedication (223m2) and construction for road widening Greenbank Street.
Transfer of 200sqm commercial space with frontage to Greenbank Street.
Transfer stratum lot for 79 public car spaces.
Monetary contribution for public domain works at Kempt Field ($1.096M).
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.
Particulars of compliance with and the effect of the planning agreement in 2023/24
No compliance matters relating to VPA during 2023/24.
VPA obligations fully satisfied.
Deed of Variation executed 5 December 2023.
Monetary contribution of $550,000 paid to Council in 2023/24 under the Deed of Variation.
VPA and Deed obligations fully satisfied.
No compliance matters relating to VPA during 2023/24.
VPA obligations fully satisfied.
No compliance matters relating to VPA during 2023/24.
VPA obligations fully satisfied.
Planning Agreement (vpa)
Illawarra Catholic Club Site
6 Cross Street, Hurstville
(relates to DA2017/191) and Deed of Variation to the VPA (relates to DA2018/182)
Bing Lee Site 108, 112, 124 Forest Road & 1-3 Wright St, Hurstville
(relates to Planning Proposal PP2014/0004) and
Deed of Variation to the VPA
12-22 Woniora Road, Hurstville (former ATO site) – 2nd VPA
(relates to DA2016/154)
Parties
agreement
Georges River Council
Illawarra Catholic Club Ltd
Georges River Council
Shanghai Lihua Hurstville Pty Ltd
SLH 108 Pty Ltd
20 March 2018
Deed of Variation:
22 August 2019
26 March 2018
Deed of Variation: 13 February 2023
Monetary contribution ($976,147) for embellishment Central Plaza & 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.
Particulars of compliance with and the effect of the planning agreement in 2023/24
No compliance matters relating to VPA during 2023/24.
VPA obligations fully satisfied.
Georges River Council
Combined Projects (Hurstville) Pty Ltd
18 April 2018
Monetary contribution ($3,775,750) for public facilities & infrastructure. Land dedication (196sqm) along Forest Road for road widening.
No compliance matters relating to VPA during 2023/24.
VPA obligations ongoing - land dedication yet to be provided.
Monetary contribution paid to Council.
Monetary contribution $1 million for public infrastructure improvements within the City Centre or a public purpose.
No compliance matters relating to VPA during 2023/24.
VPA obligations fully satisfied.
Planning Agreement (vpa)
Part of the Landmark Square Precinct, Hurstville 61-69, 71A, 73 & 75 Forest Road, 126 Durham Street, Hurstville
(relates to Planning Proposal
PP2015/0001)
9 Gloucester Road, Hurstville
(relates to Planning Proposal
PP2015/0005)
Parties to the agreement
Georges River Council
Prime Hurstville Pty Limited
Council
GTB Hurstville Pty Ltd
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 across and through the Land connecting Forest Road, Robert’s Lane and Durham Street.
25 September 2020 Monetary contribution of $3,619,308.
Work carried out on Private Land
We did not carry out any works on private land during 2023/24.
Particulars of compliance with and the effect of the planning agreement in 2023/24
Monetary contribution of $1,200,523.10 (second instalment) paid to Council in 2023/24.
VPA obligations ongoingthird instalment monetary contribution, road works, land dedication and easement yet to be provided.
No compliance matters relating to VPA during 2023/24.
VPA obligations fully satisfied.
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 6 of the State Environmental Planning Policy (Planning Systems) 2021 – 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 21-020.
Rezoning reviews
The rezoning review process allows a proponent to request that an independent planning panel (i.e. the Sydney South Planning Panel) evaluates if the planning proposal should progress to a Gateway Determination. A proponent can only request a rezoning review once the planning proposal has been lodged with Council and we have:
- Notified the proponent in writing that it does not support the proposal; or
- Failed to indicate its support for the proposal within 90 or 115 calendar days (depending on the planning proposal category) of the proponent lodging it; or
- Failed to submit the proposal for a Gateway Determination within 28 calendar days of indicating support.
The Panel’s decision is based on the strategic and site-specific merits of a proposal. The review and determination should be in accordance with the Planning Circular PS 22-003 (or as updated).
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.
Development contribution arrangements
Contributions for local infrastructure, also known as development contributions, are required from new development to fund infrastructure which supports 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: required where there is a demonstrated link between the development and the infrastructure to be funded.
- Section 7.12 levies: charged as a percentage of the estimated cost of the development.
The Georges River Council Local Infrastructure Contributions Plan – Section 7.11 and 7.12 authorises consent authorities (including Council) and accredited certifiers to impose conditions of consent on Development Applications (Das) and complying development certificates (CDCs) that require the payment of development contributions.
The Environmental Planning and Assessment Regulation 2021 requires Council to maintain a contributions register which is published on Council’s website. The register is required to be upto-date and contain elements as established in the Regulations. Council 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.
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))
Lodgment of pound data returns with the Department of Local Government
Lodgement of data relating to dog attacks with the Department of Local Government
Funding of Companion animal Management Activities
During the reporting period, Council spent $430,845 on two Companion Animal Management contractors. These were, St George Animal Rescue, which impounds companion animals on behalf of Council and the Impounding Facility, operated by 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.
Council’s regulatory functions, in relation to Companion Animal Management, is conducted by Council’s Rangers who also perform a range of other public safety functions. Consequently, direct costs attributable to Companion Animal Management regulatory functions by Rangers cannot be provided, however costs are estimated at approximately $290,000.
Companion Animal Community Education Programs
Council provides community education relating to legislative requirements and responsible pet ownership thought Council’s website and social media. The website has been updated with improved information to promote responsible cat ownership as there is no legislative requirement to prevent cats from roaming. In partnership with Sydney Dogs and Cats home, a pilot microchipping and desexing program was conducted between February and July that resulted in Georges River Council residents taking advantage of the opportunity, with over 200 animals involved. A free health check and microchipping day was also conducted in June to promote companion animal ownership.
Council’s Strategies to Seek Alternatives to Euthanasia of Unclaimed Animals
To improve the rehoming rates of animals that become lost, an ongoing audit of information on the Companion Animals Register has resulted in the details of over 2000 animals, including contact addresses of owners or the address at which the animals are kept, being updated. These amendments permit animals to be reunited with their owners rather than being taken to shelters or euthanised due to the owner not being contactable.
Over 1500 animals were registered during the year which is a 30% increase on the previous year and can be attributed to a greater focus by Council on responsible pet ownership
education. Despite this, Council staff collected 68 deceased and unidentified cats located on public land.
Council has continued to seek support from the NSW State Government to address ongoing community concerns relating to cat attacks on native or other animals and reports of cats being found deceased on roads, by amending the Companion Animals Act to require cat owners to responsibly manage their animals by preventing them from roaming.
Unfortunately, the introduction of responsible cat ownership laws like those that apply to all dog owners, has not been supported. Sydney Dogs and Cats Home (SDCH) also maintain an up-to-date website with details of all impounded animals to assist in returning or re-homing these animals.
Wherever possible, animals that are not claimed or sold may be fostered to carers to help socialise them and improve their ability to be rehomed and are also made available to Rehoming Organisations approved by the Office of Local Government.
Off Leash Areas
Dog owners have access to eleven off-leash dog parks in the Georges River area, 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
- Hurstville Park, Hurstville
- Kogarah Park, Carlton
- Merv Lynch Reserve, Beverly Hills
- Moore Park, Hurstville Grove
- Moore Reserve, Hurstville Grove
- Riverwood Park, Riverwood
Inspection of private swimming pools
Requirement
Number of inspections of tourist and visitor accommodation.
Number of inspections of premises with more than two dwellings.
Number of inspections resulting in issuance of a certificate of compliance under S22D of the Swimming Pools Act 1992
Number of inspections resulting in issuance of a certificate of noncompliance under cl21 of the Swimming Pools Regulation 2008.
There are no swimming pools located within tourist and visitor accommodation within the Georges River LGA.
Council inspected seven (7) premises with more than two dwellings.
One hundred and six (106) inspections undertaken by Council resulted in issuance of a certificate of compliance by Council.
As at 30 June 2024 the NSW Swimming Pool Register contained twenty (20) inspections undertaken by Council resulted in issuance of a certificate of non-compliance.
Section 7.12 Levies Used or Expended
7.11 Contributions
GEORGES RIVER
PILLAR 5: OUR PLACE IN SYDNEY
Commitment to collaboration, partnerships and sharing resources.
This pillar is about leading for change by identifying and promoting priorities and opportunities on behalf of our community.
THE GOALS IN THIS PILLAR INCLUDE:
GOAL 5.1 Leadership focuses on innovation and improving the customer experience.
GOAL 5.2 The three spheres of government work together to improve services and facilities in our area
GOAL 5.3 Georges River is known for being environmentally and culturally rich and enhances its metropolitan position as a destination for people and business.
ACHIEVEMENTS
- The CEO from the Committee for Sydney and Directors of the Office of the 24-Hour Economy Commissioner attended ELG meetings to highlight research, strategic directions and opportunities for local business and Council.
- Meeting the diverse needs and increased expectations of customers of Council services.
- Georges River Council was the winner in the Customer Experience category at the NSW Local Government Excellence Awards for this Customer Experience Strategy and Customer Experience Charter.
- During 2023/24, Council officers continued implementation of the Georges River Council Customer Experience Strategy (2022-2027), including actions that improve consistency and reliability of service across all contact channels. Initiatives undertaken during 2023/24 include:
- Ongoing survey of customer satisfaction and capture of feedback to ensure ongoing service improvements; face to face, phone and online channels.
- Internal call assessments to ensure best practice call handling by staff.
- Provided community capacity building sessions customers to assist with applications, permits, approvals and other frequently accessed Council services. Topics included holding events in the LGA, and the assessment process and development pathways to Building Certification Services and Strategic Planning
- Development of online customer excellence training to reinforce the Customer Experience Charter and refresh staff skills. Implementation planned for 2024-25.
- Plan for a new venue booking system for customers that offer online payment and real time visibility of availability. Project planning underway and will go live for customer use in 2024-25.
- Plan for a new contact centre solution that offers expanded feedback capture, expanded contact channels to web chat and improved efficiencies. Project planning underway and will go live for customer use in 2024-25.
- Plan for keyless access of community venues for hire to improve customer ease in accessing halls, removing the need to pick and return keys from the Civic Centre.
CHALLENGES
- Increasing instances of unreasonable customer conduct.
IN 2024/25 WE WILL….
- To deliver the Discover Georges River, Sydney's Connected Community Campaign
Image: Fantastic Planet, What’s That by Amanda Parer at Uncontained arts Festival 2024
Summary of performance against indicators
Progress against one-year Operational Plan items
Completed
Not Started
On Track
Monitor
Cancelled
Ongoing
Carry over
On hold
One-year Operational Plan projects
5.1: Leadership focuses on innovation and improving the customer experience.
5.1.1: Promote Georges River as a place for innovation and collaboration and a desirable location for government and private investment.
5.1.1A: Explore the viability of a university precinct in Georges River Local Government Area and new investment from government and private enterprise to increase the region’s competitiveness as a place for investment and innovation. CODE
5.1.1Ai Develop an investment prospectus for the whole Georges River Local Government Area.
5.1.1Aii Continue to support medtech startups establishing in Kogarah.
5.1.1Aiii Implement grant projects that improve place, especially in key employment centres.
Discover Georges River was launched this year to highlight the local offerings of the Georges River region. The platform draws information from the Australian Tourism Data Warehouse (ATDW) and will be promoted through the Sydney's Connected Community campaign.
In partnership with the Spark Festival, Council delivered Spark Sydney South - Innovation Summit.
During 2023/24 Council established the Economic Leadership Group bringing together business and industry leaders in the region and became part of the Spark Innovation Leaders Network.
5.1.2: Provide positive experiences across all customer interactions for our community and visitors.
5.1.2A: Improve consistency and reliability of service across all customer contact channels.
5.1.2Ai Develop and implement the Georges River Council Customer Experience Strategy 2022 - 2027.
5.1.2Aii Establish a new baseline for Georges River website engagement and accessibility utilising new and existing analytics tools.
Georges River Council won the Customer Experience category at the NSW Local Government Excellence Awards for our Customer Experience Strategy and Customer Experience Charter. Council is 40% progressed through the life of this Strategy. Initiatives undertaken include:
- Ongoing survey of customer satisfaction and capture of feedback to inform service improvements. all assessments to ensure best practice call handling by staff.
- Online customer excellence training developed for staff.
A new venue booking system for customers that offers online payment and real time visibility of availability
A monthly City Futures Report has been including website analytics. Data from this is used for ongoing improvement and user experience.
The application tools Hemmingway Editor Plus (with AI), Monsido and Colour Contrast Tools are used to improve the readability and accessibility of customers including identifying quality assurance errors and ensuring that WCAG AAA standards are met.
GOAL: 5.2: The three spheres of government work together to improve services and facilities in our area.
5.2.1: Advocate to all levels of government to ensure critical infrastructure accompanies residential and employment growth.
5.2.1A: Develop an advocacy strategy that identifies how Georges River Council can influence government policy and secure government investment in the Georges River Local Government Area.
5.2.1Ai Implement an Advocacy Program to raise Council's reputation/profile and ultimately influence government policy to secure government investment in the Georges River Local Government Area.
Council has been advocating for improved transport services through our membership and engagement with key advocacy groups such as the Committee for Sydney and Resilient Sydney. Through our participation we increased the visibility of Hurstville and Kogarah as strategic centres of the Georges River region and Greater Sydney in advocacy documents, research and planning.
5.2.1B: Work with neighbouring councils to facilitate major projects with long-term delivery timeframes
5.2.1Bi Develop strategic partnerships to influence key government policy and bring investment to the Georges Local Government Area.
5.2.1Bii Deliver an engagement program for city and council advocacy.
We have developed strong partnerships with key advocacy bodies including Committee for Sydney and Resilient Sydney which supports the alignment and collaboration of key strategies with neighbouring and likeminded Councils.
Council has been advocating for improved transport services through our membership and engagement with key advocacy groups such as the Committee for Sydney and Resilient Sydney.
5.2.2: Investigate the opportunities for government land and shared facilities being used for open space and other uses e.g. schools and health.
5.2.2A: Develop an engagement program for services and facilities where regional collaboration would assist in their delivery, including those identified in the GRC Open Space, Recreation and Community Facilities Strategy CODE
5.2.2Ai Continue with shared and joint use program with Department of Education.
Council schedules regular communications about the 'Share our Space' School Infrastructure program to community members.
GOAL: 5.3: Georges River is known for being environmentally and culturally rich and enhances its metropolitan position as a destination for people and business.
5.3.1: Demonstrate our environmental and cultural riches through policies, programs and projects to showcase and immerse our residents and visitors in our lifestyle.
5.3.1A: Develop and build a brand and identity for the local government area. CODE
5.3.1Ai Continue to develop and build a brand and identity for the Georges River Local Government Area.
A new Discover Georges River website has been launched and is regularly promoted through the Business Unite newsletter to encourage local businesses to register their business in the Australia Tourism Data Warehouse.
Image: Skate Break and Build, Olds Park
PILLAR 6: OUR GOVERNANCE
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 Our community’s voice is considered in planning the area’s future.
GOAL 6.2 Our decisions are based on evidence which considers financial impacts, the environment and impacts on future generations.
GOAL 6.3 Our community knows why and how decisions are made.
GOAL 6.4 The workforce is inspiring, diverse and engaged.
ACHIEVEMENTS
- More place-based consultations took place in playgrounds, parks and venues where it was important Council captured the users of the place, at their convenience.
- Although this project has not progressed at the anticipated rate due to the enterprise migration, it has provided the team with the opportunity to gain a deeper understanding of our current system processes and application types. This will enable more informed decision-making in the future when the project resumes.
- Children were able to share their design ideas for a new playground for Carss Bush Park in a community pop up at the playground and this supports our child safe commitment as an organisation.
- There was demonstrable increased capacity in the community to submit high quality grant applications, resulting in stronger project delivery and more competitive grant rounds.
- The Your Say panel registrations continue to grow year on year and the range our projects our community can participate in also continues to grow
- Council was nominated as a finalist at the NSW Local Government Excellence Awards in the Risk Management category, recognising the effort and progress that we have made as part of the Enterprise Risk Management Uplift Program.
- Overall for this financial year the majority of prosecutions have been determined in Council’s favour.
- Overall for this financial year the majority of Class 1 Appeals were resolved in Council’s favour either by entering into S34 Agreements or following amended plans being provided during a Court hearing. The Legal Team makes every effort to resolve all matters prior to a hearing date to ensure costs are kept to a minimum.
CHALLENGES
- It remains a challenge for Council to ensure our Your Say panel reflects our community profile.
- To increase the maturity of risk identification, including the need to remove red-tape, improve the risk culture at Council and increase the knowledge of risk management at grass-roots levels throughout various layers of Council, on both and operational and strategic level.
- There is an ongoing requirement for training and support for staff to build capability and confidence in initiating and undertaking community consultation.
- The core enterprise system migration has been highly resource-intensive, limiting the capacity to implement other improvements along the way. However, upon completion, this project will facilitate the exploration of additional initiatives.
- Our challenge is to contin ue to find more ways for the community to contribute to the decisions that build a better Georges River.
- While these audits are instrumental in identifying and reporting issues that may go unnoticed in the daily operations, implementing the recommendations from these audits remains challenging due to resource shortages and the need to maintain regular business operations.
- Our challenge remains how we reach all of our community to keep them informed of the opportunities to participate in consultations.
- Despite significant achievements over the past 12 months, the predominant challenge faced by the team relates to resource allocation and budget constraints. Although these obstacles are challenging to overcome, we have strategically redirected our focus to various areas, securing outcomes through grant funding opportunities and leveraging teams not engaged in the enterprise system migration.
- The dashboard highlights where the most engaged community members are from in our Local Government Area and it reflects that Council does not hear from a diverse range of voices across all projects.
- The enterprise system migration has affected the project's anticipated progress; however, this migration is incorporating enhancements that will provide future flexibility and accommodate growth, ensuring sustained efficacy of these systems as the Council continues to maintain them.
- The number of projects made available for community participation continues to grow but we to find ways to involve the community sooner in projects to get better outcomes.
- Despite attempts to resolve an appeal prior to a hearing some appeals do need to progress to a hearing to enable a resolution by a Commissioner in the Land and Environment Court.
- "The Heritage Publication Grants Program” was discontinued in 2023/24 on the adoption of a new Grants and Donations Policy in October 2023, following community consultation.
- Heritage Building Grants did not have budget allocated in FY23-24.
- Consultation on the WHS Management System is resource-intensive and requires a considerable amount of time to be conducted meaningfully and in line with legislative requirements. The WHS Team alleviated this by holding a consultation day when reviewing Safe Work Method Statements, allowing a cross-section of workers to provide input on all documents at once. This approach could potentially be utilised for other WHS documents to streamline the consultation process.
- Rate pegging, cost shifting from other government agencies, capped fees for legislated services, and the rising cost of materials
- Achieving a separation of PEP Talks which facilitate valuable performance and development focussed conversations between our people and people leaders from the salary review process.
- The challenges of a set leadership program was ensuring learning content that was pitched at the right level. A review of the program highlighted that the content needed to be better tailored to the experiences and skills of our leaders. With leaders of varying degrees of experience, this is hard to get right and can build a sense of obligation when undertaking development rather than engagement. Further despite favourable sentiment towards leaders, our 2024 ExChange Ideas Staff Survey results highlighted that there was a lack of awareness of the vision for the future of our Council. Further, our leaders are not constrained by capability but rather capacity. Leaders are now managing workload stress not just of their own but their team and we are seeing higher cases of reporting related to psychosocial hazards.
- With a diverse and geographically separated workforce operating from many sites, the accessibility of our M-FIT champions is a challenge. We also have turnover impacting our network and challenges with champions setting boundaries between their work obligations and their commitment to supporting mental health within the organisation. Further with rosters, shift work, floor ratios and competing work deadlines, it is often hard to schedule opportunities for focus on wellbeing. The perception that all staff events and training are regarded as tick the box activities can also be difficult to overcome.
IN 2024/25 WE WILL…
- We will continue to work to increase capacity in the community to submit high quality grant applications, resulting in stronger project delivery and more competitive grant rounds.
- Council will continue to support the community through our financial assistance program to deliver projects that respond to community needs, encourage community inclusion and support innovation and social change.
Summary of performance against indicators
Actual year-to date income is no more than +/- 5% from the yearto-date approved budget.
Actual year-to-date expenditure is no more than +/- 5% from the year-to-date approved budget.
5%
Attempted resolution of Class 1 merit appeals by way of alternative dispute resolution such as s34 conciliation wherever possible and appropriate.
Committee Meeting business papers to be publicly available on Council's website at least three days prior to each meeting.
Council decisions made at meetings closed to the public.
Council Meeting business papers to be publicly available on Council's website at least three days prior to each meeting.
Result is $25 million above budget. Higher than expected income in Capital Grants ($12 million above budget), mainly for S94 Developer Contributions, and also Local Roads and Stronger Communities Capital Grants. Council also received an early payment of 100% of the 2023/24 Financial Assistance Grant, which was $5 million. Investment income was above budget by $6 millionCarparking and Regulatory Fines income was $1 million above budgetInsurance Claim received for roof repairs $1 million (offset by an increase in materials and services shown in expenditure)
Result is $3.6 million above budget.Employee costs under budget by 4% ($2.5 million) Materials and Services above budget by $4.8 million mainly due to expenditure on roof repairs ($1.2 million, and offset by Insurance Income); and A&I Contractor and Materials costs ($1.2 million and offset by Operating Grants income); Legal Expenses in Class 1 and 4 appeals were above budget ($1.1 million) and IT Licensing and Maintenance costs also above budget ($1 million)
In 2022/23 Council received 74 Class 1 Appeals of which 51 have been run in-house.Council resolved nine appeals by S34 Agreement and five appeals were discontinued.
100% of business papers were available on Council's website within the target timeframe.
17 out of 370 Resolutions were made in closed session for the 2022/23 year.
100% of business papers were available on Council's website within the target timeframe.
Continuing remaining work on DMARC and MFA.
Investment portfolio returns for the financial year to date exceeding industry benchmark as disclosed by CPG.
Benchmark exceeded 2.85% Off Track
For quarter 4, the financial year to date performance return in Council's investment portfolio was 2.85%. It is -0.04% below the Bloomberg Ausbond Bank Bill Index of 2.89%. Council still holds investments with low rates from prior rate hike, which will gradually run off during the FY24. This will be improved by investing higher interest TDs and FRNs in the new financial year. Given RBA slowed down on its aggressive rate hike, rapidly rising of Ausbond Bank Bill will slow down as well. Prioritising on investing in FRNs with better margin and TDs with higher interest will help Council's return outperform the Bank Bill Index over the next quarter and financial year.
Number of registered speakers at Committee Meetings. > 0 43 On Track 43 registered speakers at Committee Meetings for 2022/23.
Number of registered speakers at Council Meetings. > 5 85 On Track 85 registered speakers for Council' Meetings during 2022/23.
Percentage compliance with statutory and legislative reporting requirements (Office of Local Government Compliance Calendar).
Percentage of complaints completed within agreed times.
Percentage of correspondence responded to within 14 days.
Percentage of Critical devices on Council's network fully patched
Percentage of customer requests completed within agreed times.
All statutory reporting requirements have been complied with.
Consistently exceeding target for complaints handling.
On Track City Life regularly exceeds target.
Monthly sever patching is occurring as planned.
The annual figure is distorted the Q2 bulk closure of service requests.
Percentage of Cyber Threats blocked =
On Track
Q4 2022/23 We were able to block all identified cyber threats through different measures. Broadcom Web Security Service blocked access to 394,427 Requests regarding web sites related to "Phishing", "Malicious Sources/Malnets", "Potentially Unwanted Software", "Remote Access", "Scam/Questionable Legality", "Spam", "Suspicious", or "Software Downloads" category. Broadcom email Security Gateway blocked 541 malwares, 1726 phishing email, 296,920 spam email and 149,832 Newsletter and Marketing emails. Edge firewall blocked 177,870 + intrusion attacks in the top 20 range and a few viruses from entering in our network.
Percentage of legal cases determined in accordance with Council's corporate and strategic objectives including successful prosecutions (convictions) and/ or fines for major environment offences, including tree breaches
In 2022/23 Council closed five local court prosecutions and one supreme court prosecution.
MY SAFETY continues to drive compliance with actions being signed off within timeframes due to reminder and escalation emails. Of 133 incidents, injuries and near misses 11 were outside the timeframe.
Progress against one-year Operational Plan items
Completed
Not Started
On Track
Monitor
Cancelled
Ongoing
Carry over
On hold
One-year Operational Plan projects
GOAL 6.1: Our community’s voice is considered in planning the area’s future.
6.1.1: Commit to consult and engage the community on projects, initiatives and issues which have an impact on their lives.
6.1.1A: Embed a culture of continuous improvement where we use the feedback provided by the community to improve our programs and services.
COMMENT
6.1.1Ai Undertake the biannual community satisfaction survey and provide results to managers and the Executive team for action.
The Community Satisfaction Survey and Liveability Census and were completed in 2023.
6.1.1B: Develop a service delivery review program of Council’s services
6.1.1Bi Redesign the process to enable faster, simpler reviews, focussed on building organisational capability and impact, and incorporating service reviews outcomes into business as usual.
6.1.1Bii Conduct an organisation wide review of Council services including commercial property, paid parking and premium facilities. (Combined collaboration between Head of Strategic Property and Manager Premium Facilities).
The project is on track.
Draft framework, template and Service Directory documents have been prepared.
6.1.1C: Embed Council's Engagement Strategy as an overarching process for all Council engagement activity CODE
NAME
6.1.1Ci Re-establish the Your Say panel and undertake an ongoing survey to continue to improve the Your Say platform and Council's approach to engaging with the community.
6.1.1Cii Develop an intranet suite of resources to support all Council staff to create more opportunities for community engagement
Insights from our Your Say panel, via the annual survey and feedback throughout the year to the Your Say mail box, have informed a commitment to continuous improvement.
During this reporting period a suite of intranet resources were created, and supporting training resources, to build the capability for Your Say project admins across Council to enable better public participation in the projects, policies and decisions of Council.
6.1.1D: Refer a broad range of Council and community issues for engagement to Council’s Your Say platform.
6.1.1Di Use a broad range of tools in community engagements.
Throughout the year we have diversified the ways in which the community can contribute to the decisions that build a better Georges River.
6.1.1E: Develop comprehensive engagement and communication plans for Council’s community engagements. CODE
6.1.1Ei Create and implement Engagement and Communications Plans for major projects where Council is seeking community engagement utilising Council's communications channels.
6.1.1Eii Maintain on Your Say a community facing dashboard on engagement activity.
During the year our engagement and communications plan has been in place for all community consultations, expressions of interest, public exhibitions and policy and planning projects.
The interactive dashboard featuring demographic data from the Your Say consultations held over the 2022/23 financial year has been published on Your Say to close the loop for our community.
6.1.1F: Develop an Annual Community Consultation Progress report.
6.1.1Fi Develop a comprehensive community engagement report for Council's annual report
The community engagement content in our Annual Report reflects Council's commitment to community participation in the decisions that affect them.
6.1.2: Ensure Council’s financial assistance and grants programs are managed effectively.
6.1.2A: Deliver and report on Council's financial assistance program.
6.1.2.Ai Provide reports on Council's financial assistance program, including community grants, microgrants, venue hire program, heritage grants, heritage publication grants, and donations program.
In 2023/24, Council provided financial assistance to community organisations, community groups, residents and small business through Council's financial assistance programs. Across the year, 38 Community Grants projects were funded a total of $294,692 and four Micro Grants projects were funded a total of $3,494.
Venue Hire Grants subsidised 38 hires, totalling $164,668.36 and two Donations totalling $2,280 went to community organisations. Council continued to grow its offer of capacity building sessions in the form of individual grant meetings, grant information sessions and project development workshops for applicants, and orientation and evaluation workshops for grant recipients. 29 capacity building sessions were offered in 2023/24, with a total of 325 participants.
GOAL 6.2: Our decisions are based on evidence which consider financial impacts, the environment and impacts on future generations.
6.2.1: Ensure the behaviour and decisions of councillors and staff is professional and ethical.
6.2.1A: Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfil its responsibilities under the Local Government Act and ARIC Charter.
CODE ACTION NAME STATUS ANNUAL COMMENT
6.2.1Ai Facilitate ARIC reports to Council on activities and functions, including an Annual Report from the ARIC Chair.
All five ARIC meetings have been successfully facilitated to fulfill the responsibilities of the committee under the Terms of Reference and the Local Government Act.
The 2022/23 ARIC Annual Report was tabled at the Council Meeting held 28 August 2023 and the 2023/24 ARIC Annual Report was presented to the Council Meeting held on 26 August 2024.
6.2.1Aii Facilitate replacement of ARIC Chair in June 2022. Recruit 1 new ARIC member to the Committee to replace outgoing/retiring Chair.
6.2.1Aiii Prepare an annual ARIC Responsibility Calendar reflecting Local Government and ARIC Charter requirements to be completed throughout the year.
The EOI for the replacement of one of our independent ARIC members has been completed, and the new member, Hamish McNulty has been appointed. Hamish was offered the role under the normal four year term.
The ARIC Forward Responsibility Calendar for the 2024 calendar year has been prepared (including amended references to the adopted ARIC Terms of Reference document).
2024 meeting dates were circulated to the ARIC members and invites sent to secure dates, people and resources. Any requests to re-schedule any meeting will be approved via the ARIC Chair.
6.2.1B: Promote and assist in creating an ethical organisational environment with emphasis on internal controls, efficiency, effectiveness and good governance.
CODE ACTION NAME
6.2.1.Bi Complete the 2023/24 Audit Program.
6.2.1Bii Implement any mandatory internal audit guidelines issued by the OLG.
STATUS
6.2.1Biii Continue to roll out education programs, provide good governance to the organisation and implement effective safeguards in order to provide assurance that Council is delivering a high standard of ethical behaviour.
The revised 2023/24 audit program has been completed and tabled.
The revised 2023/24 Audit Program has been completed with two audits in progress as at 30 June 2024. The Audit Program covers items required under the Terms of Reference and the Local Government Act. The 2024/28 Internal Audit Plan has been developed, endorsed by ARIC and adopted by Council ready to commence for 1 July 2024.
The Governance and Risk team has launched several projects to strengthen internal controls and promote a culture of ethical decision-making. These efforts, supported by improved access to delegated authority information and an enhanced risk management framework, will boost staff awareness. Further initiatives, including new training and regular governance updates, will continue in the new financial year.
6.2.1C: Implement and deliver a Councillor induction and professional development program to ensure the Mayor and Councillors are aware of the knowledge, skills and personal attributes expected of them in their civic roles under the Local Government Act 1993, and of the support Council should be providing to ensure they are able to effectively fulfil their roles.
6.2.1Ci Provide ample training and development opportunities (offered both externally and internally) to ensure diversity of choice and availability.
6.2.1Cii Provide opportunities for a recommended minimum of 12 hours of skill and/or development training to be achieved by each Councillor annually.
Training and development opportunities are continually being offered to Councillors utilising their training and conference budget allocation within the Mayor and Councillors Expenses Policy.
All Councillors are encouraged to complete minimum 12 hours of skill and/or development training. Training opportunities are provided within Council and externally through LGNSW and other agencies.
6.2.2: Maintain a sustainably strong financial position balanced with demand for essential services and new projects and having regard for Section 8(b)(d)(ii) of the Local Government Act (the current generation funds the cost of its services).
6.2.2A: Ensure financial decisions address the key financial sustainability risks to secure Council's immediate and long-term future. CODE ACTION NAME
6.2.2Ai Align the annual budget strategy to incorporate proposed new projects and programs and to facilitate financially sustainable decisions
The 2023/24 operating result is a surplus of $2.8 million. This is $600,000 less than the adopted budgeted surplus $3.4 million. There are several items that have contributed to the variance:
- Interest income on Council's investment portfolio ($5.7 million positive).
- The write off of asset’s valued at $2.4 million due to renewals in the Roads and Open Space Asset categories.
- Employee costs were above the adopted budget by $2.2 million, due to high employee leave liabilities and increased use of casuals to cover vacant roles.
- Materials and services also finished above budget by $4.3 million, largely due to higher than expected legal costs, contractor costs, community property maintenance, and utility costs.
6.2.2B: Ensure the Long-Term Financial Plan incorporates strategic priorities and risks.
6.2.2Bi Ensure the annual Long Term Financial Plan adequately highlights emerging risks and outlined actions to remediate.
Annual updating of the Long Term Financial Plan (LTFP) indicates a deficit position will occur in year 4 (shown as Model 1 in the Resourcing Strategy) and will need to be addressed in the coming years. Without corrective action, service reductions or options to increase revenue will be required. Strategies to remediate were communicated and included within the LTFP.
6.2.2C: Ensure financial policy and process improvements focus on the integrity of controls, improved data for business decisions and customer experience.
CODE ACTION NAME
6.2.2Ci Expand payment channels and selfservice online access for financial processes.
ANNUAL COMMENT
Amendments to platforms based on Technology One are on hold pending the completion of the enterprise system cloud migration project, scheduled to go live in late September 2024. Another project is underway concurrently, once implemented, the Bookable System will support expanded payment options, including BPOINT and BPAY, for facilities such as halls and sports fields.
6.2.3: Undertake effective risk management to manage risks that may arise.
6.2.3A: Annually review Council’s enterprise and operational risks. CODE ACTION NAME
6.2.3Ai Maintain the focus on education, awareness and mitigation with respect to risk management and fraud control.
6.2.3Aii Review and report on the Governance and Risk Frameworks status to the Audit, Risk and Improvement Committee.
Quarterly reporting offers essential risk management insights to risk owners and facilitates robust oversight by the Senior Management team. During the quarter, additional mitigation strategies were implemented to address operational risks escalated to the Governance and Risk team. To drive continuous improvement, risk training commenced ahead of the annual risk review in the new financial year. Business Continuity training was provided to all relevant staff, culminating in a successful scenario testing exercise.
The Governance and Risk team submit relevant reports to the ARIC on a quarterly basis, as per scheduled meetings.
6.2.4: Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance.
6.2.4A: Review procurement policy and practice through the Local Government Procurement Program.
CODE ACTION NAME
6.2.4Ai Focus on procurement and contracts governance strategies and practices via continued training, reporting and awareness.
ANNUAL COMMENT
Procurement team has a continued focus on adherence to policy and best practices. Purchase order training has commenced. Review of Outstanding POs and Requisitions is conducted monthly. A review of the procure to pay training course, provided at induction, is underway.
6.2.5: Undertake effective management of council’s digital framework to enable responsive and timely services and information.
6.2.5A: Implement the Digital Resourcing Management Plan. CODE ACTION NAME
6.2.5Ai Continue to implement digital transformation initiatives that improve our e-planning, regulatory and asset management services.
6.2.5Aii Engineering Trust through the implementation of the independent information security audit program, to build business resilience and safeguard Council's information.
6.2.5Aiii Implement Annual program of funded initiatives for organisational plans of Council: - Customer and Digital Experience Program
- Cultural Program - 2030 Library Strategy 2021-2031 Early Learning Services Strategy.
6.2.5Aiv Review Council's Enterprise architecture to future proof and enable secure, scalable information services.
Efforts to develop transformation initiatives have persisted, with significant focus on the ongoing core enterprise system cloud migration project.
The Independent Information Security Audit program continued with five audits conducted in 2023/24.
While the enterprise cloud migration project has been a primary focus and will enable future enhancements, the team has also successfully delivered several additional projects throughout the year that have improved the community's interactions with the Council.
The main focus this year has been the delivery of the enterprise system cloud migration project, with the project experiencing delays due to records integration and other unforeseen factors. The team are on track to complete this migration by September 2024. Upgrades have already commenced across various systems and testing of the new environment is underway. In an effort to prevent delay on the overall Enterprise review the team are also focusing on acquiring appropriate resourcing to commence the scoping of the enterprise review with the organisation.
GOAL: 6.3: Our community knows why and how decisions are made.
6.3.1: The community is informed, has access to information and Council reports and reports from other levels of government, institutions and organisations pertaining to Georges River are made public.
6.3.1A: Maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) and Designated Persons disclosure returns (section 4.21-4.27 of Council's Code of Conduct).
6.3.1.Ai Continue to maintain online public registers as required including gifts and benefits and Councillor disclosures of interest returns.
Significant improvements in the Access to Information portfolio have been implemented this quarter, including developing a GIPAA processing manual, to ensure consistent decision-making and training resources for staff. All GIPAA registers that are managed by the Governance team are up to date and further governance oversight has been incrementally introduced throughout the year, ensuring all registers are regularly published in accordance with the Act.
6.3.1B: Report to the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters in accordance with statutory reporting requirements.
6.3.1Bi Continue reporting statistics to the Office of Local Government, NSW Ombudsman and the Information Privacy Commission under provisions of related Acts and Council's Procedures for the Administration of the Code of Conduct in accordance with statutory reporting requirements.
All Governance reporting was completed within required timeframes.
6.3.1C: Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan. CODE
6.3.1Ci Communicate Council's progress against the Community Strategic Plan, Delivery Program and Operational Plan.
The Half Yearly progress report was provided to Council, published to the website and a link sent to the OLG in April 2024. Yearly progress report will be provided to Council in November along with publishing to the website and sending a link to the OLG in accordance with legislation.
6.3.1D: Provide live webcasting of all Council and Committee meetings.
CODE ACTION NAME
6.3.1Di Recordings of all Council and Committee meetings to be available on Council's website for a period of four years (from 2021 onwards).
ANNUAL COMMENT
This has now become a Council process.
6.3.1E: Maintain online records of Council and Committee papers and minutes.
6.3.1Ei Ensure the unconfirmed minutes of each meeting of Council are published on Council's website within five business days
Unconfirmed minutes have all been published on Council's website within five business days of the meeting occurring during 2023/24
GOAL 6.4: The workforce is inspiring, diverse and engaged.
6.4.1: Implement leading people practices to create a high performing, capable and resilient workforce.
6.4.1A: Implement a Workplace Health and Safety System to support a well and safe workplace.
CODE ACTION NAME
6.4.1Ai Evaluate Work, Health and Safety (WH&S) procedures and implement effective controls to manage WH&S risks
6.4.1B: Implement the 2022-2026 Workforce Management Plan.
6.4.1Bi Design and Implement Council's Performance Excellence Program to achieve leading practices in reviewing, managing and recognising performance, fostering an environment where employees are engaged, aligned and motivated to excel in their roles.
ANNUAL COMMENT
The system was further reviewed, resulting in the development and refinement of documents based on selfaudit findings and tasks identified as high-risk in the WHS Risk Register.
6.4.1Bii Deliver a Leadership Program to unite leaders of the organisation and drive a thriving culture where leaders inspire staff and teams to achieve our operational and strategic goals to provide quality outcomes for our community
6.4.1Biii Implement Council's wellness and belonging program to drive a healthier, happier and more productive and engaged workforce, and promote Council as an employer of choice.
The Performance Excellence Program (PEP) will continue to be reviewed, and further improvements implemented based on feedback and business needs. Finalisation of the transition to the PEP has been achieved, facilitating cyclical performance and development conversations between our people and people leaders aligned with financial years.
The PEP has been crucial in providing role clarity, setting clear expectations, and establishing position specific performance goals and performance expectations linked to corporate and leadership indicators. Staff satisfaction with performance feedback was elevated by 13% in the 2024 ExChange Staff Survey. The Performance Excellence Program was recognised with a highly commended award for People, Workplace, and Wellbeing at the Local Government Professionals Awards.
We continued the rollout of our bespoke "Launching into Leadership" program, receiving positive feedback to sustain it as a key development opportunity. The LeaderLIFT program concluded in Q2, and based on feedback and evolving leadership needs, it will not continue with new cohorts. The team used this opportunity to develop a best-practice leadership framework, defining what it means to be a leader at Georges River Council and setting clear expectations for leadership behaviours. This framework also provides a pathway for aspiring leaders and supports talent acquisition and succession planning. Additionally, the Executive Team continued with scheduled individual and group coaching sessions.
Our M-FIT Champions network grew, with 35 new champions accredited as Mental Health First Aiders. Active across all directorates, the network maintained interaction records to inform mental health initiatives and supported events like R U OK? Day. Phase 4 of the M-FIT strategy focused on creating a psychosocially safe workplace. The "Keeping our Workforce M-FIT" program, developed with the Centre for Corporate Health, delivered awareness sessions to 481 staff in May/June, with phase 4 set to conclude in Q1 2024/25.
Statutory information
Statement of Activities to Implement Council’s EEO Management Plan
Council remains committed to building and valuing a diverse and inclusive workforce that represents the Georges River community. Speaking to this commitment and our existing footprint, significant initiatives and achievements for 2023/24 include:
- The Equal Employment Opportunity (EEO) Policy continues to be cyclically reviewed, which supports a fair and harmonious workplace, valuing diversity as integral.
- We have partnered with an external provider to develop Council’s Inclusion Strategy. A series of listening groups were conducted with staff from across Council to gather insights and collect feedback about what diversity and inclusion means to them and what they would like to see included in our strategy. All staff and key community groups were invited to contribute to the conversation that will set the strategy for Georges River Council.
- The community Disability and Inclusion Action Plan (DIAP) 2022-2026, includes internal actions across multiple business units across Council. We report on these actions in December of every year to the Disability Council NSW.
- Important memberships and public initiatives:
- Welcome Here Project, welcoming the LGBTQI community
- Welcoming Cities
- Zero Barriers – business supporting disability
- #racismnotwelcome campaign. Georges River Council is one of 17 Council’s who support the campaign. This campaign also ties into Council’s anti-racism campaign, ‘Better Together’.
- Continuing review and promotion of our BENE-FIT 360 program; including our Flex-Fit Policy, working on the principles of providing flexibility within our flexible work practices, and recognising the diversity of our workforce.
- Continuing 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.
- Review and further development of Council’s FutureGEN Program, actively employing apprentice, trainee and graduate positions.
- Our draft Talent Acquisition Policy and Procedure has been developed with a focus on promoting diversity and inclusion in talent acquisition and on the principles of merit.
- Continuing to promote and engage women in our workforce, our current ratio of women being 52 pe 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 2023/24.
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 2023/24.
Bodies in which the Council participated
Georges River Council representatives participated in the following external organisations during 2022/23:
- 2connect
- 3 Bridges
- Asian Women at Work
- Australian Library Information Association
- Australian Signals Directorate’s Australian Cyber Security Centre
- Bayside Council
- Bayside, St George and Sutherland Disability Interagency
- Business Chamber South (Previously St George Business Chamber)
- Committee for Sydney
- Create NSW
- Cross Cultural Workers in Maternity and Child & Family Health Services Project
- Cyber Security NSW
- Department of Education - Schools Infrastructure NSW
- Destination NSW
- Disability Services Australia
- Georges Riverkeeper (GRCCC)
- Headspace Hurstville
- Koori Interagency
- LGNSW
- Local Government Professionals Networks
- Museums and Galleries NSW
- National Library of Australia
- NSW Anti-Racism Working Group
- NSW Environment Protection Authority
- NSW Local Government Multicultural Network
- NSW Police
- NSW Public Libraries Association- South East Zone
- Pride Cup
- Realise Business
- Resilient Sydney
- SGS News Reference Group
- SEALS Multicultural Health Forum
- SESLHD Multicultural Health Forum
- Southern Sydney Regional Organisation of Council’s (SSROC)
- Spark Festival
- St George & Sutherland Mental Health Interagency
- St George and Sutherland Dementia Alliance
- St George Chinese Services Network
- St George Collaborative: Community Action Group
- St George Dementia Alliance
- St George Domestic Violence Committee
- St George Elder Abuse Collaborative
- St George Sutherland Shire Employment, Training and Action Network
- St George Youth Network
- State & Federal Governments
- State Library of NSW
- Student Wellbeing Network
- Sutherland Shire Council
- Sydney Alliance Voices for Power
- Sydney South Planning Panel
- TAFE NSW
- Welcoming Cities Network
Contracts awarded more than $150,000 (inclusive of GST)
From 1 July 2023 to 30 June 2024
Q23/056 Overland Flow Flood Study for Former Kogarah LGA Kellogg Brown & Root Pty Ltd
Q23/145 2023/24 New Footpath Program - Package 1 Civeco Pty Ltd
Q23/028 Supply and Installation of Lifts - Hurstville House Kone Elevators Pty Ltd
Q23/170 Road and Drainage Construction - Havendale Avenue Penshurst State Civil Pty Ltd
Lump Sum (Request for Quotation)
State Government Contract
Lump Sum (GRC Preferred Supplier)
Lump Sum (GRC Preferred Supplier)
$220,126.50 Local Government Procurement (LGP)
897.12
Government Procurement (LGP)
$359,539.37 Local Government Procurement (LGP)
Q23/171 Merv Lynch Reserve Playspace Construction Perfection Landscape Services Pty Ltd $522,911.73 Local Government Procurement (LGP)
Q23/180 Carss Bush Park Playground Renewal Auscape Pty Ltd
Q23/183 2023/24 Road Resheeting Program State Asphalt Services Pty Ltd - Package 1
Q23/183 2023/24 Road Resheeting Program Downer Edi Works Pty Ltd
Q23/185 Contact Centre Solution
Generation-e Productivity Solutions Pty Ltd
Q24/002 2023/24 Kerb and Gutter Program - Package 4 & 5 State Civil Pty Ltd - Packages 4 & 5
Q24/019 Plan of Management and Master Plan for Jubilee Stadium Precinct GHD Design Pty Ltd
Q24/028 Deep Cleansing Hurstville and Kogarah CBD Enviropath Pty Ltd
$962,570.62
$2,790,433.11
$3,284,681.40
$259,364.60
$319,209
$269,179.90
$201,240.60
Local Government Procurement (LGP)
Southern Sydney Regional Organisation of Councils (SSROC)
Southern Sydney Regional Organisation of Councils (SSROC)
Local Government Procurement (LGP)
Lump Sum (GRC Preferred Supplier)
Local Government Procurement (LGP)
Lump Sum (Director Exemption)
Q24/054 Architectural Services for the Design of Olds Park Premium Sporting Facility Mode Design Corp. Pty Ltd $328,014.50 Local Government Procurement (LGP)
T23/007 Renown Park Field 2 Reconstruction Landscape Solutions Australia Pty Ltd $801,209.46 Lump Sum (Public Tender)
T23/008 Design and Construction of Hurstville Oval Sports Lighting Havencord Pty Ltd t/as Floodlighting Australia
T23/010 Lower Poulton Park Amenty Construction Cerak Construction Pty Ltd
Sum (Public Tender)
Sum (Public Tender)
T24/001 Charles Pirie Reserve Sports Lighting Upgrade Havencord Pty Ltd t/as Floodlighting Australia $253,220.00 Lump Sum (Public Tender)
T24/004 VISY Recyclable Material Processing Visy Paper Pty Ltd t/as Visy Recycling
Schedule of rates
T23/016 Minor Building Trades and Ancillary Services GRC Preferred Supplier Panel Schedule of rates
T23/005 Provision of Animal Management Services St George Animal Rescue
Schedule of rates
T23/004 Netstrata Jubilee Stadium Catering and Hospitality Services The Trustee for Gema Hybrid Discretionary Trust T/A Gema Catering and Events $165,000.00
T23/003 Civil Construction and Ancillary Services GRC Preferred Supplier Panel Schedule of rates
T23/002 Integrated Library Management System Civica Pty Limited
T23/001 Landscaping and Ancillary Services GRC Preferred Supplier Panel
Q23/039 Beverly Hills Master Plan – A Way Forward Gyde Consulting Pty Ltd
Q23/160 Oatley to Como Shared Pathway Detailed Design Stantec Australia Pty Ltd
Provision of Animal Facilities and Services Sydney Dogs and Cats Home Inc
$426,294.00
Schedule of rates (Council Exemption)
Schedule of rates (Public Tender)
Schedule of rates (Public Tender)
Tender
Schedule of rates (Public Tender)
Lump Sum Annual Price (Procurement Australia)
Schedule of rates (Public Tender)
$247,203.00 Lump Sum (General Manager Exemption)
$329,119.56
Local Government Procurement (LGP)
$160,015 Lump Sum
Information requests under Government Information
(Public Access) Act 2009 – Renata Sala
In accordance with Section 125 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 71 formal access applications (including withdrawn applications but not including invalid applications).
Schedule 2 Statistical information about access applications to be included in annual report –Clause 8
Table A: Number of applications by type ] of applicant and outcome*
* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.
Table B: Number of applications by type of application and outcome
* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).
Table C: Invalid applications
Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 to Act
* More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.
Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of Act
of occasions when application not successful
and effective government
enforcement and security
Table F: Timeliness Number of applications
Decided within the statutory timeframe (20 days plus any extensions)
Decided after 35 days (by agreement with applicant)
decided within time (deemed refusal)
Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome)
* The Information Commissioner does not have the authority to vary decisions but can make recommendations to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made by the Information Commissioner.
Table H: Applications for review under Part 5 of the Act (by type of applicant)
by persons to whom information the subject of access application relates (see section 54 of the Act)
Table I: Applications transferred to other agencies under Division 2 of Part 4 of the Act (by type of transfer)
Public interest disclosures
We have fulfilled the statutory reporting requirements as stipulated by the Public Interest Disclosures Act 2022. There have been no Public Interest Disclosures made to Council in 2023/24.
Have you established an internal reporting policy? YES
Has the head of Council met their staff awareness obligations?
YES - Awareness training was provided in accordance with the Public Interest Disclosures Act 2022 and is ongoing to respond to staff movements and staff training needs.
Rates and charges written off (2023/24)
* The net cost of the mandatory rebate to Council is $752,999. An amount of $920,331, 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, the total Infrastructure Plus income collected is $29,198,508 and the expenditure up to 2023/24 is $28,826,293.
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 percent, 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 2023/24:
i. The 2023/24 SRV replaced the expiring former Hurstville Council SRV. It enabled Council to retain $2.5 million in additional rate income that sustained operating expenditure such as employee costs, events, community grants, donations and asset maintenance for the 2023/24 financial year. The budgeted operating result was a surplus of $3.4 million.
ii. There were no significant differences between the Proposed Program and the program of expenditure that was funded by additional income as it continued to sustain operations as per the proposed program.
iii. 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.
iv. The adopted budget was aligned to the Long-Term Financial Plan and variance to adopted budget is outlined within the Audited Financial Statements f or 2023/24.
Summary of amounts incurred by Council in relation to legal proceedings
The table provides in summary, 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.
Legal Costs 2023/24
The Legal Costs indicated below exclude staff time:
to property Acquisitions, Commercial and Venue Hire Lease Arrangements and Strategic Property (individual cases not disclosed)
Related to general legal costs not covered in the above (including Premium Facilities; Community Venues; Strategic Planning )
State of Progress
Pursuant to clause 217 (1) (a3) Local Government (General) Regulation 2021
Property Address / Applicant / Proceedings Number Description
6 – 10 Torrens Street, Blakehurst
Lioncrest Capital Holdings Pty Limited
Proceedings No: 2022/25659
49 Jersey Avenue, Mortdale
Sharobem Holdings Pty Limited
Proceedings No: 2022/164067
4 The Esplanade, South Hurstville
Ekon Pty Limited
Proceedings No: 2019/296629
Lot 9, 10 and 11, 29 Laycock Road, Penshurst
Penshurst Laycock Pty Ltd ats Trustee of Penshurst Laycock Unit
Proceedings No: 20/208036, 20/208037 and 20/208038
41 – 47 Princes Highway, Kogarah Bay
Skyton Developments No 2 Pty Ltd
Proceedings No: 2022/252723
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 refusal of DA2020/0354 for demolition works and the construction of a child care centre.
Matter listed for hearing 20 and 21 September 2022. Appeal upheld following amended plans. Applicant ordered to pay costs by monthly instalments.
Not Completed
21 Hogben Street, Kogarah
Michel Murr
Proceedings No: 2022/273362
Class 1 Appeal against refusal of DA2017/0659 for demolition of existing structures and construction of 68 place childcare centre at 4 The Esplanade, South Hurstville.
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 deemed refusal of MOD2022/0052 (seeking modification to conditions of DA183.20.2016) for minor modifications to address structural engineering requirements, reduction of units from 52 to 45 residential apartments to comply with ADG, increase in the total height from 10 storeys to 12 storeys and an increase in parking in basement area.
Class 1 Appeal against actual refusal of DA2020/0190 for demolition works, site preparation and construction of a twelve (12) storey mixed use development in elevation comprising ground floor retail/commercial floor space, 51 residential apartments above five (5) levels of basement containing 76 car spaces, roof top communal open space, landscaping, site works and stratum subdivision.
Matter listed for hearing on 16 and 17 February 2023. A S34 Agreement was entered into following amended plans. Negotiations taking place in relation to costs. Not Completed
Matter listed for hearing on 24 and 25 May 2021. Appeal refused. Negotiations in relation to costs taking place with Applicant’s solicitors.
Not Completed
Matter listed for contested hearing on 29 to 31 March 2021. Appeal refused. Costs awarded as agreed or assessed on 30 June 2021 Applicant has failed to agree on an amount. Negotiations taking place with Applicant’s solicitors. Not Completed
Matter listed for hearing on 19 and 20 July 2023. Appeal upheld.
Matter listed for S34 Conference on 31 January 2023. Adjourned to 14 June 2023. A S34 Agreement was entered into.
Class 1 Appeal against deemed refusal of DA2021/0448 for demolition of existing single storey brick building, construction of seven storey boarding house with two commercial units on ground floor over three levels of basement car parking.
Class 1 Appeal against order made under Division 9.3 and Schedule 5, Part 2 (Order 1) of the Environmental Planning and Assessment Act 1979 dated 5 September 2022.
Class 1 Appeal against refusal of Modification Application 2021/0193 for the increase in capacity from 68 children to 90, construction of new car park and play area, and other landscaping and building alterations.
Class 1 Appeal against deemed refusal of DA2022/0113 for a seven storey shop top housing development.
Class 1 Appeal against deemed refusal of DA2022/0431 for demolition of existing structures and construction of a multi-storey shop top housing development comprising of one commercial tenancy and 39 residential apartments and three level basement parking.
Class 1 Appeal against refusal of DA2022/0826 for demolition works and construction of a dual occupancy development.
Matter listed for hearing on 24 and 25 July 2023. Appeal dismissed.
Completed
Matter listed for hearing on 3 July 2023. Appeal upheld following reduction in scope of appeal against order.
Matter listed for hearing on 4 & 5 December 2023. Appeal dismissed.
Completed
Completed
Matter listed for hearing on 18 & 19 December 2023 however Applicant discontinued prior to hearing.
Matter listed for hearing on 12 & 13 February 2024. Consent granted subject to amended plans. S8.15 costs of $8,500 paid.
Completed
Listed for S34AA Conciliation hearing 7& 8 November 2023 however Applicant discontinued prior to hearing.
Completed
Completed
Property
Address / Applicant / Proceedings Number
1 Butler Road, Hurstville
W H Project Management Pty Ltd
Proceedings No: 2023/68786
Description of
Class 1 application direct to Land and Environment Court to modify development consent DA2017/0402 granted by the LEC in W H Project Management Pty Ltd v Georges River Council [2020] NSWLEC 1508 on 23 October 2020 for demolition of existing structures on the site; construction of new mixed use buildings and ground floor commercial/retail. 11 levels of apartments and 3 levels of basement car parking and strata subdivision. The modification application seeks to modify condition B.1 of the consent to modify the southern fire stair egress and consequential amendments to the approved plans.
Status
Matter listed for S34 Conference on 18 July 2023. Appeal Upheld following amended plans.
Completed
2A Woodlands Avenue, Lugarno
Russell Winston Green
Proceedings No: 2023/78761
202 – 206 Princes Highway, Kogarah Bay
Bentayga Pty Limited
Proceedings No: 2023/80478
12 Ogilvy Street, Peakhurst
Shady Eskander
Proceedings No: 2023/91345
Class 1 Appeal against refusal of Development Application DA2020/0460 for boundary adjustment and resubdivision of two lots, including construction of driveway and partial demolition of dwelling and garage.
Class 1 Appeal against deemed refusal of DA2022/0379 for demolition of the existing commercial buildings and construction of a 6 storey residential flat building containing 39 units over basement parking.
Class 1 Appeal against deemed refusal of DA2022/0387 seeking consent for the demolition and construction of a detached two storey dual occupancy development with two levels of basement, in-ground swimming pool, landscaping and fencing.
Matter listed for S34AA Conference on 16 and 17 August 2023. Agreement was entered into after amendment of application. Completed
Matter listed for S34 Conference on 10 July 2023. A S34 Agreement entered into following amended plans. Negotiations taking place in relation to costs.
Matter listed for hearing 20 & 21 November 2023. The Court upheld the appeal and granted development consent including a deferred commencement condition requiring an easement over Council land. S56A Appeal filed 5 February 2024. Hearing 21 May 2024. Judgment reserved.
Not Completed
50 Lily Street, Hurstville
Carmelina Lombardi
Proceedings No: 2023/86674
Class 1 Appeal against actual refusal of DA2021/0361 for demolition of alterations and additions to existing dwelling house and change of use to a boarding house.
Matter listed for S34 Conference on 28 June 2023. A S34 Agreement entered into following amended plans. S8.15 costs of $18,000 paid.
Completed
Property Address / Applicant / Proceedings Number Description
18 Victoria Street, Kogarah
Kai Tian Group Kogarah Pty Limited
Proceedings No: 2023/103213
13-19 Hogben Street, Kogarah
Adam Rennie
Proceedings No: 2023/144342
152 Stoney Creek Road, Beverly Hills
Outdoor Systems Pty Ltd
Proceedings No: 2023/00152711
26 Whitegates Avenue, Peakhurst Heights
Mustapha El Mir
Proceedings No: 2023/18099
9 Gloucester Road, Hurstville NSW 2220
GTB Hurstville Pty Ltd
Proceedings No: 2023/18099
Class 1 Appeal against deemed refusal of DA2023/0015 for alterations and additions to the upper level of an approved residential flat building (DA2017/0597) and the construction of two additional residential units.
Class 1 Appeal against the refusal for two storey addition to an existing mixed -use building comprising of 5 residential units.
Class 1 Appeal against deemed refusal of MOD2023/0026 for modification of an existing static advertising sign to a digital sign and removal of the existing sign.
Class 1 Appeal against refusal of DA2022/0400 for demolition of dwelling and construction of dual occupancy
Matter listed for hearing on 18-20 March 2024. Appeal upheld.
Completed
28 Carlton Crescent, Beverley Park
Mona Kayrouz
Proceedings No: 2023/20030
28 Carlton Crescent, Beverley Park
Mona Kayrouz
Proceedings No: 2023/19988
Class 1 Appeal against the deemed refusal of DA2022/0061 for demolition and construction of a part 6 part 18 storey mixed used development across 4 buildings containing 349 residential apartments, retail, and office floor space above 3 basement levels containing 455 parking spaces and tree removal.
Class 1 Appeal against the Interim Heritage Order that was resolved by Council on 22 June 2023 and gazetted on 26 May 2023.
Class 1 Appeal against deemed refusal of DA2023/0025 for subdivision, demolition works and construction of new dwellings, outbuildings, and ancillary works at 28 Carlton Crescent, Kogarah Bay.
Matter listed for hearing on 6 and 7 May 2024 however discontinued by Applicant. Negotiations taking place in relation to costs.
Not Completed
Matter listed for hearing on 9 to 11 July 2024. Not Completed
S34AA Conciliation Conference 10 November 2023. Appeal upheld following amended plans.
Matter listed for S34 Conference on 22 March 2024. A S34 Agreement was entered into following amended plans. S8.15 costs of $35,000 paid.
Matter listed for hearing on 3 to 5 July 2024 however matter discontinued.
Matter listed for hearing on 3 to 5 July 2024 however matter discontinued.
Completed
Completed
Completed
Completed
Property Address / Applicant / Proceedings Number
55 Halstead Street, South Hurstville
ZML Family Trust and JVM Family Trust
Proceedings No: 2023/22056
Description of Matter
Class 1 Appeal against deemed refusal of DA2023/0089 for demolition of an existing industrial premises to construct 29 industrial units, a food and drink premises, lobby area and outdoor recreation, vehicular parking and circulation areas for a total of 67 parking spaces, loading areas, perimeter deep soil landscaping and onsite planting including new trees.
Status / Critical Dates
Matter listed for S34 Conference on 8 February 2024 however terminated. Matter listed for hearing on 6 to 8 August 2024. Not
31-33 Bailey Parade, Peakhurst
Hassan Kabalan
Proceedings No: 2023/27914
10-14 Vaughan Street, Blakehurst
Mehanna Holdings Pty Ltd
Proceedings No: 2023/279149
6-8 Vaughan Street, Blakehurst
Princeton Capstack Pty Ltd
ATF Princeton Blakehurst Equity Trust
Proceedings No: 2023/307194
18 Beach Street, Blakehurst
Mohammad Chahine
Proceedings No: 2023/346558
8 Gooroa Street, Carss Park
Jamie Grounds
Proceedings No: 2023/364013
Class 1 Appeal against deemed refusal of DA2021/0192 for demolition and construction of a two-storey 56 place childcare centre with basement parking.
Class 1 Appeal against deemed refusal of DA2023/0074 for demolition and construction of a residential flat building consisting of 39 apartments over basement parking.
Class 1 Appeal against deemed refusal of MOD023/0009 to modify DA2018/0237 as approved by Council on 20 August 2019, for amendments to approved plans, including changes to address water table, design development and necessary services and details.
Appeal against deemed refusal seeking consent for demolition of existing structures and installation of an inground swimming pool, fire pit, covered area, filing and retaining wall.
Class 1 Appeal against actual refusal of DA2022/0160 for demolition works, construction of an attached two-storey dual occupancy, a swimming pool for each dwelling, landscaping and site works.
Matter listed for S34 Conciliation for 13 March 2024 however terminated. Matter listed for hearing on 26 and 27 September 2024.
Listed for conciliation on 14 March 2024 and terminated. Matter now listed for hearing on 29 and 30 October 2024.
Matter listed for S34 Conference on 20 May 2024. A S34 Agreement was entered into following amended plans.
Not completed
Not completed
Completed
Matter listed for s34AA Conciliation Conference on 27 and 28 May 2024. Matter adjourned to 18 June 2024. Awaiting judgment.
Matter listed for s34AA Conciliation Conference on 19 and 20 June 2024. Awaiting judgment.
Not Completed
Not Completed
Property Address / Applicant / Proceedings Number Description
Class 1 Appeal against deemed refusal of DA2023/0492 for demolition works, construction of a two-storey 95 place centre based child care facility with 23 basement parking and associated landscaping and site works and lot consolidation.
Class 1 Appeal against deemed refusal of DA2023/0468 for demolition, construction of a five-storey child care centre with basement parking and associated landscaping and site works and lot consolidation.
Class 1 Appeal against actual refusal of DA2021/0424 for demolition works, construction of a ten (10) storey shop top development over three levels of basement parking.
Class 1 Appeal against Council’s Development Control order issued on 13 December 2023.
Class 1 Appeal against actual refusal of DA2022/0186 seeking consent for the demolition of the existing dwelling and construction of two x two storey attached dwellings, landscaping and site works
Class 1 Appeal against deemed refusal of DA2023/0512 the demolition and construction of an early education and care facility at 78 Bonds Rd Peakhurst.
Class 1 Appeal against actual refusal of DA2023/0026 the demolition and construction of a two-storey attached dual occupancy with a swimming pool for each dwelling and landscaping
Class 1 Appeal against deemed refusal of DA2023/0430 for demolition, construction of new dwelling and swimming pool
Matter listed for S34 Conference on 13 June 2024 however terminated. Matter now listed for hearing on 14 to 15 November 2024. Not Completed
Matter listed for S34 Conference on 14 June 2024 however terminated. Matter now listed for hearing on 9 to 11 December 2024. Not Completed
Matter listed for S34 Conference on 7 June 2024. Matter adjourned to 15 July 2024. Not Completed
Matter listed for S34 Conference on 19 July 2024. Not Completed
Matter listed for S34AA Conciliation Conference on 24 and 25 June 2024. A S34 Agreement was entered into following amended plans.
Completed
Matter listed for S34 Conference on 26 August 2024. Not Completed
Matter listed for S34AA Conciliation Conference on 22 and 23 August 2024. Not Completed
Matter listed for S34AA Conciliation Conference on 9 and 10 September 2024. Not Completed
Property Address / Applicant / Proceedings Number
70 Kyle Parade, Kyle Bay
Archispectrum Pty Limited
Proceedings No: 2024/99588
4 The Esplanade, South Hurstville
Gary Finn
Proceedings No: 2024/87513
79 Queens Road, Connells Point
Chris Kotsis & Tony Nehme
Proceedings No: 2024/133536
36 Beach Street, Blakehurst
Construction by Design
Proceedings No: 2024/142088
294 Princes Highway, Carss Park
Khouri Petroleum Pty Ltd & Ors
Proceedings No: 2024/154732
45 Kuroki Street, Penshurst
Shorefront Corp Pty Limited
Proceedings No: 2024/179773
180 – 184 Princes Highway, Beverley Park
Beverly Park Pty Limited
Proceedings No: 2024/208463
63 Francis Street, Carlton
Jun Lu
Proceedings No: 2024/216811
Description of
Class 1 Appeal against actual refusal of DA 2023/0361 for Torrens Title subdivision of an existing allotment into two lots.
Class 1 Appeal against deemed refusal of DA2023/0553 for demolition of existing structures and construction of a 52 place child care centre.
Class 1 Appeal against actual refusal of DA2023/0439 for demolition of existing structures and construction of detached dual occupancy, swimming pools and associated works.
Class 1 Appeal against deemed refusal of DA2023/0612 for demolition of existing dwelling and ancillary structures and construction of a 2 storey dwelling, swimming pool and landscape works.
Class 1 Appeal against actual refusal of DA2023/0177 for alterations and additions to a service station and installation of business identification signage.
Class 1 Appeal against actual refusal of DA2022/0614 for construction of a detached secondary dwelling.
Class 1 Appeal against the actual refusal of DA2023/0012 for demolition, lot consolidation and construction of a seven storey residential flat building with basement parking, landscaping and site works.
Class 1 Appeal against a development control order dated 15 May 2024 in relation to unauthorised building works.
Status / Critical Dates
Matter listed for S34 Conference on 3 September 2024. Not Completed
Matter listed for S34 Conference on 25 September 2024. Not Completed
Matter listed for S34AA Conciliation on 10 and 11 October 2024. Not Completed
Matter listed for S34AA Conciliation Conference on 3 and 4 October 2024. Not Completed
Matter listed for S34 Conference on 23 September 2024. Not Completed
Matter listed for S34 Conference on 26 August 2024. Not Completed
Matter listed for first directions on 4 July 2024. Not Completed
Matter listed for first directions on 10 July 2024. Not Completed
Property Address / Applicant / Proceedings Number
1 – 5 Stanley Street and 1 – 22 Princes Highway, Kogarah
Kogarah Investments No 3 Pty Limited
Proceedings No: 2024/229146
7 – 11 Derby Street, Kogarah
TYD Kogarah Holding Pty Limited
Proceedings No: 2024/216820
Class 1 Appeal against the refusal of DA2023/0222 for demolition and construction of a 10 storey mixed use development, three levels of basement car parking, landscaping and site works.
Class 1 Appeal against the deemed refusal of MOD2024/0006 seeking to modify development consent DA2018/0137 to include an additional basement level, provision of columns, revised unit layouts and communal open space, changes to finished floor levels, addition of ground floor walkway, addition of solar panels and revised window locations and privacy screens.
Matter listed for first directions on 19 July 2024. Not Completed
Matter listed for first directions on 10 July 2024. Not Completed
17 Munmurra Road, Riverwood
Reda Bishay & Ors
Proceedings No: 2023/226903
3 Cross Street, Kyle Bay
Anastasi Christofi
Proceedings No: 2023/247747
Class 1 Appeal against the refusal for dual occupancy. The proposed dual occupancy has a lot size of 626.4sqm. As such the site is 23.4sqm short and is 3.6% less than allowed under Clause 4.1B
Class 1 Appeal against the deemed refusal of Modification Application MOD2023/0075, seeking to modify consent DA2020/0145 for demolition, pool removal and construction of a new three-storey dwelling house with swimming pool, landscaping and site works at 3 Cross Street Kyle Bay NSW 2221.
Matter listed for S34 Conference on 21 December 2023. A S34 Agreement was entered into following amended plans. Completed
Matter listed for S34AA Conference on 29 February & 1 March 2024. Appeal upheld following amended plans.
Completed
1A Rose Street, Connells Point
Bob Qi Building Pty Ltd
Proceedings No: 2023/31530
11/30-32 Lawrence Street, Peakhurst
Lulu Azzi
Proceedings No: 2023/360600
Class 1 Appeal against actual refusal of DA2022/0075 seeking consent for construction of a dual occupancy building with basement parking and associated earthworks and landscaping
Class 1 Appeal against Council’s Development Control Order (Demolish works Order-Schedule 5 Order 3 and Compliance Order Schedule 5 Order 11) issued on 17 October 2023
Matter listed for s34AA conciliation and hearing on 15 and 16 April 2024. A S34 Agreement was entered into following amended plans. Judgment delivered on 23 April 2024 with appeal upheld.
Matter listed for S34 Conference on 4 March 2024 however discontinued by Applicant.
Completed
Completed
Property
12/30-32 Lawrence Street, Peakhurst
Lulu Azzi
Proceedings No: 2023/360608
300 Princes Highway, Carss Park
Beaini Developments Pty Ltd
Proceedings No: 2023/305736
2 – 4 Vaughan Street, Blakehurst
Gianni Georges
Proceedings No: 2019/282526
Class 1 Appeal against Council’s Development Control Order (Compliance Order Schedule 5 Order 11) issued on 17 October 2023
Class 1 Appeal against deemed refusal of DA2023/0278 for demolition and construction of four (4) dwellings in the form of two semi-detached dwelling houses with associated landscaping.
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.
Matter listed for S34 Conference on 4 March 2024 however discontinued by Applicant.
Matter listed for S34 Conference on 15 March 2024 and adjourned to 15 April 2024. A S34 Agreement was entered into. S8.15 costs currently being negotiated. Not Completed
Matter listed for contested hearing 9 to 11 December 2020. Judgment handed down on 18 January 2021. Appeal dismissed. Costs awarded as agreed or assessed on 18 January 2021. Costs assessment filed with Supreme Court. Certificate of Determination received. Proceeding with external lawyers for recovery of costs from Defendant. Not completed
Appeal against a S23 direction by local authority under S26(1)(d) of the Swimming Pools Act 1992.
Appeal against a S23 direction by local authority under S26(1)(d) of the Swimming Pools Act 1992.
Matter listed for first directions hearing on 23 July 2024. Not Completed
Matter listed for first directions hearing on 14 May 2024. A S34 Agreement entered into. Matter finalised.
Class 3 Appeals
Property Address / Applicant / Proceedings Number
12 Ogilvy Street, Peakhurst
Shady Eskander
Proceedings No: 2023/304230
247 Princes Highway, Carlton
Rosina Perry & Ors
Proceedings No: 2024/16977
Applicant seeks an order that the Court impose an easement over land pursuant to s 40 regarding DA2022/0387 seeking consent for the demolition and construction of a detached two storey dual occupancy development with two levels of basement, in-ground swimming pool, landscaping and fencing.
Appeal against compensation notice dated 18 October 2023 in respect of a caveator’s interest in the freehold acquisition of land at 247 Princes Highway, Carlton.
Class 4 Proceedings
Property Address / Applicant / Proceedings Number
244 Connells Point Road, Connells Point
Habib Hamade, Zeinab Hammoud, Carole Li and Winson Li
Proceedings No: 2020/72897
297 Rocky Point Road, Sans Souci
Allan Frederick Goddard
Proceedings No: 2018/366019
Civil Enforcement Proceedings
Contempt for non-compliance with Orders 2 & 3 made by the Land and Environment Court at NSW on 19 October 2020.
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 14 & 15 October 2024. Not Completed
Matter listed for further directions on 18 October 2024. Not Completed
Listed for hearing on 14 and 15 March 2024 however vacated as Deed of Agreement entered into to complete works.
On 24 September 2019 the Court held that the premises were unsafe or unhealthy and made Orders for deaccumulation of items in accordance with a schedule provided by Council. Costs awarded in favour of Council. Council awarded costs as agreed or as assessed. Costs recovery action continuing.
Property
34 Milsop & 47 Jersey Avenue, Mortdale
Robert Stojanovski & Steven Stojanovski
Proceedings No: 2018/99739
5 Maclaurin Street, Penshurst
Emanuel Mifsud
Proceedings No: 2019/323436
324 Railway Parade, Carlton
Prem Singh
Proceedings No: 2023/308942
26 Bowden Crescent, Connells Point
Yasser Elgammal & Abdul Hammoud
Proceedings No: 2023/35778
18 Peake Parade Peakhurst
NSW 2210
Peake and Pearce - LIV
Developments Pty Ltd
Proceedings No: 2023/441484
5 Maclaurin Street, Penshurst
Parties: Emanuel and Crystina Mifsud
Proceedings No: 2022/265941
Proceedings commenced for unauthorised erection of structures and slabs, including habitation of structure at the premises.
Judgement handed down that he demolish the unauthorised structures. Costs recovery action continuing.
Proceedings commenced requiring Respondent to remove articles and items from the Premises (hoarding).
Failure to Comply with Development Order issued to him by Council on 15 June 2023, regarding DA2017/0464 as modified by MOD2020/0028.
Proceedings in relation to unauthorised works and validity of construction certificate.
Final orders made on 2 December 2022. Orders made the First Respondent carry out works within 60 days and costs of $4,093.00 to be paid. Costs recovery action continuing. Not Completed
Matter listed for mention on 3 November 2023. Listed for further mention 2 February 2024. Final orders made by consent. Costs being paid by instalments.
Listed for mediation on 7 December 2023 alongside Class 4 Sader proceedings. Matter discontinued after modification of development consent. Completed
Review for MOD2018/0027 that relates to DA2016/0366, for demolition and construction of new residential building with 25 units with a basement parking.
Failure to comply with the terms of an Order issued to each of them by Council dated 16 June 2023, regarding premises known as 5 Maclaurin Street Penshurst.
The court declared the determination of MOD2018/0037 to be invalid and of no effect. Council ordered to pay costs of $56,959.02. Completed
Matter listed for mention on 22 September 2023. Final orders made on 29 September 2024.
Completed
Class 5 Proceedings
Property Address / Applicant / Proceedings Number
34 Beach Street, Blakehurst Ahmad El Saadi t/a RNA Building Solutions Pty Ltd)
Proceedings No: 2023/237804, 237805, 237806 and 2023/237812, 237813, 237814
Class 6 Appeals
Proceedings in relation to unauthorised works.
Property Address / Applicant / Proceedings Number Description of
Appeal against Local Court Decision in relation to the fine imposed at sentencing.
Appeal against Local Court Decision in relation to the fine imposed at sentencing.
Appeal against Local Court Decision in relation to the fine imposed at sentencing.
Matter listed for sentencing hearing on 9 September 2024. Not Completed
Matter listed for first directions 7 June 2024. Matter withdrawn by Appellant.
Matter listed for first directions 7 June 2024. Matter withdrawn by Appellant.
Matter listed for first directions 7 June 2024. Matter withdrawn by Appellant.
Completed
Completed
Completed
Local Court
Property Address / Applicant / Proceedings Number
532 King Georges Road, Beverly Hills
N & N Khan Investments Pty Limited
1 Ellen Subway, Mortdale
Marritt Projects Pty Ltd
1 Ellen Subway, Mortdale Marritt Projects Pty Ltd
1 Ellen Subway, Mortdale Marritt Projects Pty Ltd
14 Morts Road, Mortdale
Faisal Azad Pty Ltd
Boggywell Creek, Lugarno George Helou
120/1 Barratt Street, Hurstville
Green Commodities Pty Ltd & Carlos Zeidan
120/1 Barratt Street, Hurstville Carlos Zeidan
Court Attendance Notices in relation to offences under Food Act 2003 (NSW) of Phillies, 532 King Georges Road, Beverly Hills.
Construction work and Road
Closure without a valid permit at 1 Ellen Subway Mortdale on 11 March 2023 PIN: 3246230020.
Construction work that was in breach of development consent for DA2017/0570 on 29 March 2023 PIN: 3246228307.
No Consent for Road Closure or occupation of the road. Breach of Development Consent for DA2017/0570. PIN: 32462289316
Court Attendance Notices in relation to offences under Food Act 2003 (NSW) of Bombay Grill , 14 Morts Road Mortdale.
Charges for breaches of s16 of the Companion Animals Act 1998 relating to dog attack on 9 July 2023.
Court election of penalty notice issued to owner for unauthorised advertising trailer.
Court election of penalty notice issued to owner for standing unregistered motor vehicle on road.
Matters listed for directions hearing on 14 March 2023. Guilty pleas entered, and Defendant was convicted and fined $6,840 and ordered to pay professional costs of $1,950. Completed
Hearing listed for 30 January 2024. Judgment listed for 9 May 2024 however dismissed by Court and listed on 18 June 2024 for costs application. Council ordered to pay costs of $7,000.
Hearing listed for 30 January 2024. Judgment listed for 9 May 2024 however dismissed by Court and listed on 18 June 2024 for costs application. Council ordered to pay costs of $7,000.
Hearing listed for 30 January 2024. Judgment listed for 9 May 2024 however dismissed by Court and listed on 18 June 2024 for costs application. Council ordered to pay costs of $7,000.
Completed
Completed
Completed
Matter finalised. Defendant was convicted and fined $7,500. Completed
Matter set down for further mention on 25 July 2024. Not Completed
Matter set down for hearing on 2 August 2024. Not Completed
Matter set down for hearing on 2 August 2024. Not Completed
Property Address / Applicant / Proceedings Number
8 Church Street, Blakehurst
John Bakamis
Pitt Street, Mortdale
Georg Orsaris
971 Forest Road, Lugarno
Lachlan Allouche
368 Forest Road, Hurstville
Handmade Ramen (New Spring Pty Ltd)
74 Cronulla Street, Carlton
Darren Collis
17 Raymond Street, Oatley
Tarek Hassan
31 Herbert Street, Oatley
Habuco Projects Pty Ltd
44 St Elmo Parade, Kingsgrove
Futuristic Design Pty Ltd
8 Marine Drive, Oatley
Rube Rabih Sayed
Proceedings No: 2023/345439
Non-compliance with written direction in relation to a swimming pool.
Court election of penalty notice issued for stopping in bus zone.
Penalty Infringement Notice issued by Council for failure to comply with written direction in relation to his swimming pool.
Court Attendance Notice relating to an offence against section 21(1) of the Food Act 2003.
Court election of penalty notice issued to owner for dog attack.
Court Attendance Notice in relation to tree removal.
Breach of Consent condition 2.41 of DA2017/0583 and MOD2022/0192.
Development not according to consent, no adequate controls in place to prevent tracking from site breaching condition 20 of DA2017/0487 PIN: 3246228545.
Three charges the Environmental Planning and assessment Act 1979 (EPA Act) in that the defendant carried out development without development consent, prohibited development and development contrary to consent.
Matter listed for first mention on 9 June 2024. Matter withdrawn.
Matter listed for first mention on 18 June 2024. Matter withdrawn.
Completed
Completed
Matter listed for first mention on 30 July 2024. Not Completed
Matter listed for hearing on 28 May 2024. Defendant fined a total of $9,000.
Matter listed for first mention on 23 May 2024 however matter withdrawn.
Matter withdrawn with no conviction or imposition of penalty on mutual agreement with defendant.
Guilty Plea was entered and Court ordered fine of $1000 and Council cost of $800.
Matter listed for hearing on 9 February 2024. Defendant convicted and fined $5000 and $2100 professional costs.
Completed
Completed
Completed
Completed
Completed
52 Morshead Drive, Connells Point Mohamed Taleb
27 Iraga Avenue, Peakhurst
Gus Kak
Failure to Comply with written order issued on 1 August 2023. PIN: 326339470
Construction of a carport without consent at 27 Iraga Avenue, Peakhurst
Matter was listed for hearing on 5 December 2023. Defendant pleaded guilty, was convicted in all three matters, fined a total of $70,000 and ordered to pay Council’s costs. Awaiting payment of costs. Not Completed
Matter finalised. Defendant pleaded guilty and was fined $550.
Matter finalised. Defendant pleaded guilty and was fined $1000.
Completed
Completed
Property Address / Applicant / Proceedings Number
293 Belmore Road, Riverwood Happy Family Kitchen
25 Pleasant Way, Blakehurst Christian Gonzalez
74 Carlton Crescent, Kogarah Bay Jack Koumis
11 Louis Terrace, Hurstville Rusli Hartono
Description
Defendant issued with 9 x Court Attendance Notices in relation to offences under Food Act 2003 (NSW) of Happy Family Ktichen, 293 Belmore Road Riverwood.
Court election of penalty notice issued to owner of premises where there was a failure to comply with a written direction to complete fencing under the Swimming Pool Act 1992.
Court election of penalty notice issued to owner of premises where there was a failure to comply with a written direction to complete fencing under the Swimming Pool Act 1992.
Failure to comply with notice to register companion animals
First directions hearing 26 March 2023. Defendant pleaded guilty, was convicted in all 9 matters and fined a total of $7,200.
First mention listed 5 March 2024. Matter Withdrawn.
First mention listed 19 March 2024. Matter Withdrawn
Completed
First mention listed 11 January 2024. Matter withdrawn.
Completed
Completed
Completed
Capital works program
We completed or progressed capital projects and programs such as upgrades to roads, footpaths and traffic facilities; improvements to parks and sporting facilities; and improvements to buildings and amenities.
The selection of key capital projects and programs noted below were part of our $35.0 million capital works program for 2023/24
$3,458,000
Community buildings and facilities
$762,000
Drainage and stormwater
$819,000
Footpaths
$581,000 Library Services
$3,251,000
Neighbourhood centre improvements
Upgrade and construction of community and sporting/leisure facilities amenities buildings throughout the LGA. Major projects included:
- $1,533,000 Hurstville Oval Community Pavilion
- $562,000 Lower Poulton Park Public Amenity
New and upgraded stormwater infrastructure to negate flooding and improve stormwater function across the LGA. Major works include:
- Dairy Creek Embankment Reconstruction
- Morgan Street, Kingsgrove Drainage Upgrade
- Letitia Street, Oatley Drainage Upgrade
A health and operation assessment of all Council Water Sensitive Urban Design infrastructure was also undertaken.
Upgrades and repairs to various footpaths throughout the LGA to improve accessibility and minimise community risk. Work sites included:
- Rickard Road, South Hurstville
- Taunton Street, Blakehurst
- Ada Street, Oatley
- Rona Street, Peakhurst
Includes the replacement of library resources and collections and work conducted on the new reading and sensory garden at Hurstville Library.
Includes $2,493,000 Hurstville Revitalisation and $581,000 Mortdale Town Centre upgrade, which is focused on improving community amenity and pedestrian safety in two town centres.
Upgrades and new facilities installed to improve passive and recreational use of highly valued open space across the LGA, as well as land acquisition for open space. Major projects included:
$7,557,000 Parks
- $4,481,000 Olds Park Skate Park and Netball Court upgrade
- $917,000 Lower Gannons Park Spoil Remediation
- $690,000 Carss Park Decontamination & Remediation
- $375,000 Merv Lynch Playground Upgrade
$1,427,000
Plant and equipment
$5,948,000
Roads
$2,137,000
Sportsfields and facilities
$377,000
Environmental Sustainability and Initiatives
$1,629,000
Traffic/pedestrian facilities
- $451,000 Replacement of plant and vehicles
- $445,000 Hurstville House plant replacement
- $329,000 Information technology equipment
Upgrade and re-sheeting of roads at various locations across the LGA to ensure better condition and road safety. Major works included:
- Railway Parade North, Station Street to Harrow Road, Hurstville
- Hurstville Road, Oatley Parade to Rosa Street, Oatley
- Mountview Avenue, Broadarrow Road to Stoney Creek Road, Beverly Hills
- Boundary Road, Forest Road to Norman Street, Peakhurst
Upgrades to improve passive and recreational use of highly valued sporting/ community facilities across the LGA. Major projects included:
- $1,226,000 Renown Park field reconstruction works
- $595,000 Hurstville Oval Lighting
Design and Construction of environmental and foreshore naturalisation projects focused on improving ecological resilience and biodiversity. Projects included:
- $205,000 Kyle Bay foreshore reconstruction
- $158,000 Council contribution to Sydney Water Parkside Drive Reserve Waterway Naturalisation
Upgrade and construction of facilities at various locations across the LGA to improve traffic and pedestrian safety. Major projects included:
- $834,000 Intersection upgrade at Forest Road and Durham Street, Hurstville
- Cook Street Raised Pedestrian Crossing, Mortdale
Upgrade of Memorial Square to improve community amenity through the installation of new paving, street furniture, tree pits and garden beds.
Annual Road Resheeting Program
Number of newly resheeted roads: 15
Length of roads: 5.5 km
Annual Footpath Program
Number of footpaths reconstructed: 12
Length of reconstructed footpaths: 3321m
Number of new footpaths constructed: 6
Length of new footpaths constructed: 1.6 km
Annual Drainage Program
Number of projects completed: 8
Additional statutory information
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.
Section 356 Grants
Image: AI Tarot Reader by Laura Jade and Leslie Marsh Uncontained Arts Festival 2024
Community Grants Program 2023/24
Community Grants enable organisations to deliver projects that meet identified community needs and encourage community participation and inclusion.In October 2023, Council adopted a new Grants and Donations Policy. As a result, there was a change in naming convention of the two funding categories for the grant program. Reconnecting Community changed to Major Projects, providing funding up to $25,000 and Capacity Building changed to Small Projects providing funding up to $10,000. A total of $294,692.00 was awarded in grant funding over two rounds.
Micro Grants 2023/24
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.
Venue Hire Grants 2023/24
Through the Venue Hire Grant
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.
Oatley Sea Scouts Hall 16 Annette Street, Oatley
Kingsgrove Baby Health Centre - 30 Morgan St, Kingsgrove
South Hurstville Baby Health Centre, 1a Allen St, South Hurstville NSW Department of Health $28,000.00
Poulton Park, 9 Morshead Drive, Connells Point, Eastern amenities block
Harold Fraser Oval, Princes Highway, Kogarah Bay, Storeroom no. 1 (Club store 1) and shared use of canteen
Park, 630 Forest Road, Penshurst, Storeroom and canteen
Park 630 Forest Road, Penshurst, Change Room No.3
Park Reserve (Closest Street entry Vale Lane Peakhurst Heights)
Club Inc.
Beverly Hills Park, 199 Vanessa Street, Beverly Hills, Amenities Block
Sub-licence Kingsgrove Colts. Head licence - St George Junior Rugby League Inc. N/A
Beverly Hills Park, 199 Vanessa Street, Beverly Hills, Ex Ground Storeroom Vacant N/A
Renown Reserve, 28 Mountbatten Street, Oatley
Riverwood Park – Building B, Amenities and Storeroom, 79 Coleridge Street, Riverwood (between Union and Hunter St)
Charles Pirie Reserve (formerly Parkside Drive Reserve), 15r Parkside Drive, Kogarah Bay
Claydon Reserve, 49 Ramsgate Road, Sans Souci
Gannons Park Reserve, 11p Kara Lane, Peakhurst
Gannons Park Reserve, 11p Kara Lane, Peakhurst
Harold Fraser Oval, 276 Princess Highway, Kogarah Bay, Storeroom no. 2 (Club store 2)
Olds Park, 630 Forest Road, Penshurst
Peakhurst Park, 5A Hedley Street Riverwood, Public Amenities block (closest to Trafalgar and Gover St)
Peakhurst Park, 5A Hedley Street Riverwood, Synthetic 5 Amenities Block (Trafalgar St)
Renown Reserve, 28 Mountbatten Street, Oatley
Riverwood Park, 79 Coleridge Street, Riverwood
Poulton Park, 9 Morshead Drive, Connells Point
Oatley Park Oval, 1 Dame Mary Gilmore Drive, Oatley
Sub-licence Renown United Football Club Head licence - St George Junior Rugby League Inc. N/A
Sub-licence Riverwood Legion Junior Rugby League Football Club (JRLFC). Head licence - St George Junior Rugby League Inc. N/A
Sub-licence Carss Park Football Club Inc. Head licence - Football St George Association Inc. $3,061.00
Sub-licence Sans Souci Football Club Head licence - Football St George
$2,070.00
Sub-licence Forest Rangers Football Club Inc. Head licence - Football St George Association Inc. $3,061.00
Sub-licence Lugarno Football Club Inc. Head licence - Football St George Association Inc. $2,061.00
Sub-licence Carlton Rovers Football Club Head licence - Football St George Association Inc. $2,169.00
Sub-licence Penshurst West Football Club Head licence - Football St George Association Inc. $250.00
Sub-licence Peakhurst United Football Club Head licence - Football St George Association Inc. $3,036.00
Sub-licence Oatley Football Club Inc. Head licence - Football St George Association Inc. $2,131.00
Sub-licence Hurstville Glory Football Club Head licence - Football St George Association Inc. $4,597.00
Sub-licence Connells Point Rovers Football Club Head licence - Football St George Association Inc. $3,082.00
Sub-licence Oatley West All Saints Football Club Head licence - Football St George Association Inc. $1,389.00
Vanessa Street Multi-Sports Courts facility, 70 Vanessa Street, Beverly Hills Football de Brazil Pty Limited N/A
Peakhurst Park, 5a Hedley Street, Peakhurst Football St George Association Inc. N/A
Poulton Park, 9 Morshead Drive, Connells Point Football St George Association Inc. N/A
Total $1,092,372.00
Quick Response Donations
The Quick Response Donations program supports small-scale projects and activities by community organisations and residents.
Heritage Grants
The Heritage Grants Program 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.
When the program is funded, owners of heritage listed buildings in the Georges River LEP 2021 are invited to apply for financial assistance for specific restoration or conservation works on their property.
Council did not fund the program in the 2022-23 or 2023/24 financial years due to budget. A $25,000 budget was allocated to fund the program in the 202425 financial year.
Heritage Publication Grants 2023/24
Previously, Council awarded grants for the publication of works which shine a light on the history, heritage and development of the Georges River area.
The Heritage Publication Grants program was discontinued in 2023/24 on the adoption of a new Grants and Donations Policy in October 2023, following community consultation.
Image: Allawah Hotel, Allawah
Financial information
Financial Overview
Council continues to work towards the longterm outlook of ongoing financial sustainability.
Our 2023/24 results highlight that the forecast of the Long-Term Financial Plan and overall budget strategy was successful in sustaining operations, though attention must continue to be on sustaining these positive results to avoid Council operating in deficit in future years.
The 2023/24 Budget was the second year Council was forecast to achieve a surplus and difficult prioritisation of valued services, projects and programs will continue to be essential in achieving financial sustainability and compliance with Council’s legislative obligations.
2023/24 also had several significant events that had both positive and negative impacts on the results. These events in particular have either directly, or indirectly, impacted Council’s financial results.
- High staff vacancies in key roles led to an increased use of casual and temporary agency staff, which caused an overspend in Employee Costs.
- A higher than anticipated impact on costs from asset value write-offs that occurred as part of the asset renewal program.
- Cash rate changes led to a higher than anticipated return on Council’s investment portfolio which favourably impacted the income result.
Further ,the results highlight the requirement to prioritise capital expenditure to items that will contribute to improving Council’s infrastructure performance ratios. Strategic Asset Management continues to be a fundamental topic in the 2025/26 Budget and the Long-Term 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.
Image: George Buchanan Mammoth at Uncontained Arts Festival 2024
Income Statement
The 2023/24 operating result before capital grants and contributions showed a surplus of $2.8 million. This result finished under the adopted surplus of $3.4 million, with material variations to budget seen in the following areas
- Employee costs finished $2.2 million above the adopted budget due to greater than expected spend on casual and temporary agency staffing costs. This was due to vacancies in key roles throughout the year in Council’s permanent staffing establishment.
- Asset write-offs of $2.4 million increased Council’s expenditure for the year, with write-offs being above expectations for Roads and other Open Space and Recreational facilities.
- Materials and Services finished above budget largely due to higher-than-expected costs for external lawyers and legal consultants used for appeal matters.
Interest income on Council’s investment portfolio was above budget by $5.7million due to higher than anticipated cash balances and high cash rates in the economy.
The total income performance was sustained by interest, other revenue, and rates and annual charges. Fees and charges income was above the adopted budget largely due to favourable returns on Restorations income in the Assets and Infrastructure area.
There was a total of $9.2 million in operating grants that council received in 2023/24 with the majority of this being for the annual Financial Assistance Grant of $4.7 million.
Other Grant Income was received for Transport (Roads to Recovery) and Storm/Flood damage, Community Services and grants for Environmental Programs. It should be noted that due to the accounting treatment of some specific grants, $1.9 million remains in unspent operating grants and contributions as at 30 June, with expenditure expected to occur in the 2024/25 financial year.
Capital grant income of $20.5 million was higher than budget by $1.5 million mainly due to higher-than-expected Section 7.11 and 7.12 developer contributions.
Statement of Financial Position
Council's equity increased by $103 million from 2022/23 to 2023/24, mainly due to growth in Infrastructure, property, plant, and equipment (IPPE) and investment properties.
Total assets rose by $101 million, driven by enhancements in Council’s asset portfolio, particularly IPPE. Current assets decreased slightly from $107.7 million to $102.7 million, largely due to reduced cash and cash equivalents as a result of higher investment outflows. Non-current assets increased by $106.1 million, attributed to growth in investments and IPPE.
Payables increased by $1 million, while current liabilities remained stable. Employee benefit provisions increased by $1.5 million, largely due to higher leave provisioning.
Statement of Performance Measures
The operating performance ratio decreased from 7.60% in 2022/23 to 2.73% in 2023/24, mainly due to higher operating costs in areas such as Asset Renewal and Road Repair Programs. Although this is a setback, ongoing financial management and effective budgeting will be key to maintaining a positive operating surplus.
The own source operating revenue ratio improved significantly to 84.74%, well above the benchmark of 60%, indicating less reliance on external funding sources. The unrestricted current ratio remains strong at 4.57, comfortably above the benchmark of 1.5, ensuring that Council can meet short-term obligations effectively.
The debt service cover ratio experienced a substantial increase, reflecting very low borrowing costs and a strong ability to cover debt-related expenses. Other key metrics, including rates and annual charges outstanding and cash expense cover ratio, achieved their respective benchmarks and reflect stable performance compared to prior year results.
Strategic Asset Management
Council continues to improve its asset management practices, focusing on asset data accuracy and developing sustainable programs to maintain infrastructure effectively. This work is crucial for long-term planning and ensuring critical assets are managed to meet community needs.
Council remains committed to reviewing key assets comprehensively, allowing for better planning and prioritisation of renewal and maintenance activities. Asset Management is a critical function of Council and the overall sector. The Local Government Sector manages over $220 billion community assets in New South Wales (NSW). With Georges River Council managing $1.97 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.
Georges River Council
ANNUAL FINANCIAL STATEMENTS for the year ended 30 June 2024
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 2024
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 2024
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
Contents for the 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
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 2024
Understanding Council's Financial Statements
Introduction
Each year NSW local governments are required to present audited financial statements to their council and community.
What you will find in the Statements
The financial statements set out the financial performance, financial position and cash flows of Council for the financial year ended 30 June 2024.
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
Statement
Georges River Council
Statement of Comprehensive Income for the year ended 30 June 2024
The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.
Georges River Council
Statement
River Council
above Statement of Changes in Equity should be read in conjunction with the accompanying notes. Georges River Council Statement of Changes in Equity for the year ended 30 June 2024
Georges River Council
Statement of Cash Flows for the year ended 30 June 2024
Georges River Council
A About Council and these financial statements
A1-1 Basis of preparation
B Financial Performance
B1 Functions or activities
B1-1 Functions or activities – income, expenses and assets
B1-2 Components of functions or activities
B2 Sources of income
B2-1 Rates and annual charges
B2-2 User charges and fees
B2-3 Other revenues
B2-4 Grants and contributions
B2-5 Interest and investment income
B2-6 Other income
B3 Costs of providing services
B3-1 Employee benefits and on-costs
B3-2 Materials and services
B3-3 Depreciation, amortisation and impairment of non-financial assets
B3-4 Other expenses
B4 Gains or losses
B4-1 Gain or loss from the disposal, replacement and de-recognition of assets
B5 Performance against budget
B5-1 Material budget variations
C Financial position
C1 Assets we manage
C1-1 Cash and cash equivalents
C1-2 Financial investments
C1-3 Restricted and
C1-4
C1-5
C1-6
C1-7
C2
C2-1
C2-2
C3 Liabilities of
C3-1 Payables
C3-2
C3-3 Borrowings
C3-4 Employee benefit provisions
C3-5 Provisions
C4 Reserves
C4-1 Nature and purpose of
Georges River Council
D Risks and accounting uncertainties
D1-1 Risks relating to financial instruments held
D2-1 Fair value measurement
D3-1 Contingencies
E People and relationships
E1 Related party disclosures
E1-1 Key management personnel (KMP)
E1-2 Councillor and Mayoral fees and associated expenses
E2 Other relationships
E2-1 Audit fees
F Other matters
F1-1 Statement of Cash Flows information
F2-1 Commitments
F3-1 Events occurring after the reporting date
F4 Statement of developer contributions
F4-1 Summary of developer contributions
F4-2 Developer contributions by plan
F5 Statement of performance measures
F5-1 Statement of performance measures – consolidated results
G Additional Council disclosures (unaudited)
G1-1 Statement of performance measures – consolidated results (graphs)
G1-2 Council information and contact details
A About Council and these financial statements
A1-1 Basis of preparation
These financial statements were authorised for issue by Council on 31 October 2024. 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 material accounting policy information related to these financial statements are set out below.
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, investment property, and financial assets at fair value through profit and loss.
Significant accounting estimates and judgements
The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Council's accounting policies.
Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the Council and that are believed to be reasonable under the circumstances.
Critical accounting estimates and assumptions
Council makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year include:
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.
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
Volunteer services
Council utilises volunteer services in the provision of some community services. It has been assessed that the financial value of these services is immaterial and that they would not otherwise be purchased if not donated. Accordingly, these services are not recognised in these financial statements.
continued on next page ...
Georges River Council | Notes to the Financial Statements 30 June 2024
A1-1 Basis of preparation (continued)
New accounting standards and interpretations issued but not yet effective
Council's assessment of these new standards and interpretations (where they have been deemed as having a material impact on Council's future financial performance, financial positon and cash flows) are set out below:
AASB 2022-10 Amendments to Australian Accounting Standards – Fair Value Measurement of Non-Financial Assets of Not for-Profit Public Sector Entities
This Standard modifies AASB 13 Fair Value Measurement for application by not-for-profit public sector entities such as Council.
It includes authoritative implementation guidance when fair valuing non-financial assets, not held primarily for their ability to generate cash inflows and also provides guidance and clarification when valuing assets that are restricted (in their use) at Council.
This includes guidance and clarification regarding the determination of an assets highest and best use, the development and use of internal assumptions for unobservable inputs and allows for greater use of internal judgements when applying the cost approach in the measurement and determination of fair values.
Although Council is yet to fully determine the impact of this standard, the changes will be evaluated in the future assessment of all property and infrastructure assets measured at fair value.
The standard applies prospectively to annual periods beginning on or after 1 January 2024, with earlier application permitted.
New accounting standards adopted during the year
The following new standard is effective for the first time at 30 June 2024:
AASB 2021-2 Amendments to Australian Accounting Standards – Disclosure of Accounting Policies and Definition of Accounting Estimates
The most significant change introduced by this standard is to remove the requirement to disclose significant accounting policies and instead require disclosure of material accounting policy information.
“Accounting policy information is material if, when considered together with other information included in an entity’s financial statements, it can reasonably be expected to influence decisions that the primary users of general purpose financial statements make on the basis of those financial statements.”
In applying the new requirements, Council has after taking into account the various specific facts and circumstances applied professional judgement to ensure it discloses only material accounting policies as opposed to significant accounting policies throughout these financial statements.
Performance B1 Functions or activities 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
(pursuant to s496, 496A, 496B, 501 & 611)
Council has used 2022 year valuations provided by the NSW Valuer General in calculating its rates.
Material accounting policy information
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.
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.
B2-2 User charges and fees
Material accounting policy information
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.
Child care subsidy disclosure
Council’s Fees and Charges schedule displays the full unsubsidised fee for childcare payable by the user. Payment of childcare fees can partly be made by childcare subsidy amounts (if eligible), which are paid direct to Council by the government. These amounts fall under user fees and charges and are not grant income.
This reclassification has been reflected in both the current year's and the prior year's figures to ensure consistency in the presentation of childcare income.
B2-3 Other revenues
of revenue recognition for other revenue
(1)
Material accounting policy information for other revenue
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
continued on next page
B2-4 Grants and contributions (continued)
Developer contributions
Developer contributions: (s7.4 & s7.11 - EP&A Act, s64 of the LGA): F4 Cash contributions
7.4 –
Timing of revenue recognition for grants and contributions
time (1)
at a point in time (2)
Georges River Council | Notes to the Financial Statements 30 June 2024
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:
Unspent grants and contributions
Unspent funds at 1 July
Add: Funds recognised as revenue in the reporting year but not yet spent in accordance with the conditions
Add: Funds received and not recognised as revenue in the current year
Less: Funds recognised as revenue in previous years that have been spent during the reporting year
Less: Funds received in prior year but revenue recognised and funds spent in current year
Material accounting policy information
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
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. continued on next page ...
Georges River Council | Notes to the Financial Statements 30 June 2024
B2-4 Grants and contributions (continued)
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.
Child care subsidy disclosure
Council’s Fees and Charges schedule displays the full unsubsidised fee for childcare payable by the user. Payment of childcare fees can partly be made by childcare subsidy amounts (if eligible), which are paid direct to Council by the government. These amounts fall under user fees and charges and are not grant income.
This reclassification has been reflected in both the current year's and the prior year's figures to ensure consistency in the presentation of childcare income.
B2-6 Other income
$
B3 Costs of providing services
B3-1 Employee benefits and on-costs
Material accounting policy information
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.
B3-2 Materials and services
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Georges River Council | Notes to the Financial Statements 30 June 2024
B3-3 Depreciation, amortisation and impairment of non-financial assets
Material accounting policy information
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.
B3-4 Other expenses
B4 Gains or losses
B4-1
Gain (or loss) on disposal of property (excl. investment property)
(or loss) on disposal
Gain (or loss) on
(or loss) on disposal of investments
Net gain (or loss) from
Georges River Council | Notes to the Financial Statements 30 June 2024
B5 Performance against budget
B5-1 Material budget variations
Council’s original budget was adopted by the Council on 26 June 2023 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.
'000
Reclassification of Childcare Subsidy Income from Operating Grants; also higher than expected Income from Assets & Infrastructure Income for restorations, temporary road closures and work zones income
Income received for Energy Savings Certificates on Council energy consumption initiatives; Higher than budgeted Regulatory Fines Income
Reclassification of Childcare Subsidy Income to Fees & Charges
B5-1
Material budget variations (continued)
Expenses
Employee benefits and on-costs
Overruns due to higher than expected provisioning for employee leave balances; high casuals costs particularly in Early Learning and Customer Experience to ensure adequate staffing levels
Materials and services
Overruns in Legal Costs due to higher than anticipated Class 1 Appeals; Contractor costs above budget, particularly in Development and Assessments to cover staff vacancies; Street lighting and other utility expenses also above budget.
amortisation and impairment of
Adjustments done to useful lives of some open space assets has increased the depreciation expenditure for the year
Write down the carrying value of Infrastructure, Property, Plant, and Equipment (IPPE) assets.
Statement of cash flows
Cash flows from operating activities
Cash Flows from operating activites higher than budget due to reclassification of Interest income, which was budgeted for in investing income Cash flows from investing activities (38,868) (56,121) (17,253)
Cash flows from investing activities showing a higher than budgeted outflow of cash due to a higher level of investing in term deposits, as cash levels were higher than anticipated throughout the year.
C
C1-2 Financial investments
Material accounting policy information
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 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
External
C1-4 Receivables
C1-4 Receivables (continued)
Material accounting policy information
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.
(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).
Infrastructure, property, plant and equipment (continued)
(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).
Georges
C1-5 Infrastructure, property, plant and equipment (continued)
Material accounting policy information
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.
C1-6 Investment properties
investment property
Material accounting policy information
Investment property, principally comprising freehold office buildings, is held for long-term rental yields and is not occupied by the Council.
C1-7 Other
C2 Leasing activities
C2-1 Council as a lessee
IT equipment
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 unlikely that Council would renew the leases at the end of the term.
(a) Right of use assets
$ '000
(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:
(d) Income Statement
The amounts recognised in the Income Statement relating to leases where Council is a lessee are shown below:
continued on next page
C2-1 Council as a lessee (continued)
(e) Statement of Cash Flows
Material accounting policy information
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.
C2-2 Council as a lessor
Operating leases
Council leases out a number of properties; these leases have been classified as operating leases for financial reporting purposes and the assets are included in the Statement of Financial Position as:
– investment property – where the asset is held predominantly for rental or capital growth purposes (refer note C1-9)
– property, plant and equipment – where the rental is incidental, or the asset is held to meet Council's service delivery objective (refer note C1-8).
$ '000
(i) Assets held as investment property
Investment property operating leases relate to commercial investment properties located in the Georges River Council area, leased to tenants under long-term operating leases.
The amounts recognised in the Income Statement relating to operating leases where Council is a lessor are shown below
(ii) Assets held as property, plant and equipment
Council provides operating leases on Council buildings for the purpose of generating property rental income to assist in funding services for the community, the table below relates to operating leases on assets disclosed in C1-8.
Reconciliation of IPPE assets
$ '000
(iii) Maturity analysis of undiscounted lease payments to be received after reporting date for all operating leases:
Maturity analysis of future lease income receivable showing the undiscounted lease payments to be received after reporting date for operating leases:
C2-2 Council as a lessor (continued)
C3 Liabilities of Council
C3-1 Payables
Current payables not anticipated to be settled within the next twelve
The following liabilities, even though classified as current, are not expected to be settled in the next 12 months.
The amounts are unsecured and are usually paid within 30 days of recognition.
C3-2 Contract Liabilities
Grants and contributions received in advance:
Unexpended capital grants (to construct Council controlled assets) (i)
Unexpended operating grants (received prior to performance obligation being satisfied) (ii)
Notes
(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. Revenue
in the contract
C3-3 Borrowings
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.
Material accounting policy information
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.
C3-5 Provisions
Description of and movements in provisions
Material accounting policy information
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.
C3-5 Provisions (continued)
Wherethereareanumberofsimilarobligations,thelikelihoodthatanoutflowwillberequiredinsettlementisdeterminedby considering theclassofobligationsasawhole.Aprovisionisrecognisedevenifthelikelihoodofanoutflowwithrespect to any oneitemincludedinthesameclassofobligationsmaybesmall.
Provisions aremeasuredatthepresentvalueofmanagement’sbestestimateoftheexpenditurerequiredtosettlethe present obligation atthereportingdate.Thediscountrateusedtodeterminethepresentvaluereflectscurrentmarket assessments of thetimevalueofmoneyandtherisksspecifictotheliability.Theincreaseintheprovisionduetothepassageoftime is recognised asaborrowingcost.
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Georges River Council | Notes to the Financial Statements 30 June 2024
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.
D Risks and accounting uncertainties
D1-1 Risks relating to financial instruments held
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 Council.
Council’s objective is to maximise its return on cash and investments while maintaining an adequate level of liquidity and preserving capital. The finance team manage the cash and investments portfolio with the assistance of independent advisers. Council has an investment policy which complies with s 625 of the Act and the Ministerial Investment Order. The policy is regularly reviewed by Council and a monthly investment report is provided to Council setting out the make-up and performance of the portfolio as required by local government regulations.
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 the finance team under policies approved by the Councillors.
The fair value of financial assets and financial liabilities approximates their carrying amount.
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 the changes are caused by factors specific to individual financial instruments or their issuers or are caused by factors affecting similar instruments traded in a market.
• Interest rate risk – the risk that movements in interest rates could affect returns and income.
• Liquidity risk – the risk that Council will not be able to pay its debts as and when they fall due.
• Credit risk – the risk that the investment counterparty will not complete their obligations particular to a financial instrument, resulting in a financial loss to Council – be it of a capital or income nature.
Council manages these risks by diversifying its portfolio and only purchasing investments with high credit ratings or capital guarantees. Council also seeks advice from its independent advisers before placing any cash and investments.
(a) Market risk – interest rate and price risk
$ '000
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.
Impact of a 1% movement in interest rates
Impact of a 10% movement in price of investments
Georges River Council | Notes to the Financial Statements 30 June 2024
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
Council applies the simplified approach for non-rates and annual charges debtors 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 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.
D1-1 Risks
(c) Liquidity risk
Payables, lease liabilities and borrowings are 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, and payment terms can be extended.
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 2024
D2-1 Fair value measurement
The Council measures the following asset classes at fair value on a recurring basis:
– Infrastructure, property, plant and equipment
– Investment property
– Financial investments at fair value through profit and loss
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:
Recurring fair
continued on next page ...
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 for financial assets measured at fair value through profit and loss from independent investment advisors on a monthly basis and at the end of each reporting period to ensure the financial statements reflect the most upto-date valuations. 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 an external valuer as at 30 June 2024.
◾ 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 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 2023/24 valuation.
‐ An external valuer performed an independent comprehensive valuation of Operational Land assets as at 30 June 2024. Desktop valuations for Community and Council Controlled Land have been valued using Valuer General (VG) price per square metre as at 1 July 2023. Land Under Roads (post 2008) was desktop valued using VG rates as at 1 July 2023.
◾ 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.
continued on next page ...
Georges
D2-1 Fair value measurement (continued)
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.
An external valuer performed an independent desktop valuation of Specialised building assets as at 30 June 2024.
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.
An external valuer performed an independent desktop valuation of Non-specialised building assets as at 30 June 2024.
◾ 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 an external valuer as at 30 June 2024. Footpaths, Roads and Bridges were desktop valued by an external valuer as at 30 June 2024. Stormwater drainage were comprehensively valued by an external valuer as at 30 June 2024.
D2-1 Fair value measurement (continued)
The valuation process for level 3 fair value measurements
Asset Category/ Class Comprehensive Valuation Frequency Description of processes
Annual Valuation using the current price in an active market for simiilar assets
3 years per asset class 3 year valuation cycle - 1 Comprehensive and 2 Desktop
Plant and equipment, office equipment and furniture and fittings Annually Assessment of remaining useful life undertaken annually which impacts on the fair value
Finance
continued on next page ...
Valuer-General land values or average unit rate for similar properties if not available
General / Internal Information Management & Technology/ Community & Culture Directorate/ Assets & Infrastructure Directorate/ Finance team.
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
Financial Assets
Plant and Equipment
Office Equipment Furniture and Fittings Library Collection
Land:
Operational Land
Community Land Council Controlled Land Land Under Roads
Open Space Land Improvements Other Structures
Buildings: Specialised Non-Specialised
Infrastructure: Roads Footpaths Bulk Earthworks
Stormwater drainage
Market Approach
Cost Approach
Market Approach
VG value (price per square metre) for Community Land
Cost Approach
Cost Approach
Cost Approach
Cost Approach
Unobservable inputs
Unit Price
Gross Replacement Cost
Remaining Useful Life Residual Value
Price per square metre
Discount rate to account for zoning and other constraints on development and the potential for alternative use.
Condition Useful and Remaining Life Unit Rates
Condition Useful and Remaining Life
Component replacement rates
Allowance for economic and functional obsolescence
Condition Useful and Remaining Life Residual Value Unit Rates
Condition Useful and Remaining Life Unit Rates
Residual Value
A reconciliation of the movements in recurring fair value measurements allocated to Level 3 of the hierarchy is provided below:
Other movements
Highest and best use
All of Council’s non-financial assets are considered as being utilised for their highest and best use.
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 formula 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 8.5% of salaries for the year ending 30 June 2024 (increasing to 9.0% 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 $20.0 million per annum for 1 January 2022 to 31 December 2024, apportioned according to each employer’s share of the accrued liabilities as at 30 June 2023. 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, the next of which is due effective 30 June 2024, and monitored annually between triennials.
Description of the extent to which Council can be liable to the plan for other Council’s obligations under the terms and conditions of the multi-employer plan
As stated above, each sponsoring employer (Council) is exposed to the actuarial risks associated with current and former employees of other sponsoring employers and hence shares in the associated gains and losses.
However, there is no relief under the Fund’s trust deed for employers to walk away from their defined benefit obligations. Under limited circumstances, an employer may withdraw from the plan when there are no active members, on full payment of outstanding past service contributions. There is no provision for allocation of any surplus which may be present at the date of withdrawal of the entity.
There are no specific provisions under the Fund's trust deed dealing with deficits or surplus on wind-up.
Georges
River Council | Notes to the Financial Statements 30 June 2024
D3-1
Contingencies
(continued)
There is no provision for allocation of any surplus which may be present at the date of withdrawal of an employer.
The amount of employer contributions to the defined benefit section of the Fund and recognised as an expense for the year ending 30 June 2024 was $302,013.54. The last formal valuation of the Fund was undertaken by the Fund Actuary, Richard Boyfield FIAA as at 30 June 2023.
Council’s expected contribution to the plan for the next annual reporting period is $219,680.58.
The estimated employer reserves financial position for the Pooled Employers at 30 June 2024 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 0.98%
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:
Investment return 6% per annum
* Plus promotional increases
The contribution requirements may vary from the current rates if the overall sub-group experience is not in line with the actuarial assumptions in determining the funding program; however, any adjustment to the funding program would be the same for all sponsoring employers in the Pooled Employers group.
Please note that the estimated employer reserves financial position above is a preliminary calculation, and once all the relevant information has been received by the Funds Actuary, the final end of year review will be completed by December 2024.
(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 June 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.
Georges
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
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.
People and relationships E1 Related party disclosures
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:
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
E2-1 Audit fees
$ '000
During the year, the following fees were incurred for services provided by the auditor of Council, related practices and non-related audit firms
Auditors of the Council - NSW Auditor-General:
Georges
F Other matters
F1-1 Statement of Cash Flows information
Reconciliation of Operating Result
/ (less) non-cash items:
Losses/(gains) recognised on fair value re-measurements through the P&L: –
‘fair
through profit and loss’
Movements in operating assets and liabilities and other cash items:
F2-1 Commitments
Capital commitments (exclusive of GST)
expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:
Georges River Council | Notes to the Financial Statements 30 June 2024
F3-1 Events occurring after the reporting date
Council is unaware of any material or significant ‘non-adjusting events’ that should be disclosed.
GEORGES RIVER
Statement of developer contributions
Under the Environmental Planning and Assessment Act 1979 , Council has significant obligations to provide Section 7.11 (contributions towards provision or improvement of amenities or services) infrastructure in new release areas. It is possible that the funds contributed may be less than the cost of this infrastructure, requiring Council to borrow or use general revenue to fund the difference.
Developer contributions by plan (continued)
F5 Statement of performance measures
F5-1 Statement of performance measures – consolidated results
1. Operating performance ratio
Total continuing operating revenue excluding capital grants and contributions less operating expenses 1, 2
continuing operating revenue excluding capital grants and contributions 1
2. Own source operating revenue ratio
Total continuing operating revenue excluding all grants and contributions 1
1
3. Unrestricted current ratio
Current
4. Debt service cover ratio
Operating result before capital excluding interest and depreciation/impairment/amortisation 1
Principal repayments (Statement of Cash Flows) plus borrowing costs (Income Statement)
5. Rates and annual charges outstanding percentage
6. Cash expense cover ratio
Current year’s cash and cash equivalents plus all term deposits
payments from cash flow of operating and financing activities
(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
Georges River Council | Notes to the Financial Statements 30 June 2024
G Additional Council disclosures (unaudited)
1. Operating performance ratio
Benchmark: > 0.00%
Purpose of operating performance ratio
This ratio measures Council’s achievement of containing operating expenditure within operating revenue.
Source of benchmark: Code of Accounting Practice and Financial Reporting
2. Own source operating revenue ratio
Benchmark: > 60.00%
Purpose of own source operating revenue ratio
This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions.
Source of benchmark: Code of Accounting Practice and Financial Reporting
3. Unrestricted current ratio
Benchmark: > 1.50x
Purpose of unrestricted current ratio
To assess the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of Council.
Source of benchmark: Code of Accounting Practice and Financial Reporting
Commentary on 2023/24 result 2023/24 ratio 2.73%
Result achieves benchmark. Amount was down on 2022/23 due to unusually high levels of operating grants in that year for Disaster Recovery and Local Road Repair Programs as a result of inclement weather
Ratio achieves benchmark
Ratio is outside benchmark
Commentary on 2023/24 result 2023/24 ratio 84.74%
Improved revenue from higher levels of return on Investments
Ratio achieves benchmark
Ratio is outside benchmark
Commentary on 2023/24 result 2023/24 ratio 4.57x
Result achieves benchmark and similar to prior year
Ratio achieves benchmark
Ratio is outside benchmark
G1-1 Statement of performance measures – consolidated results (graphs) Page 73 of 84
continued on next page ...
Georges River Council | Notes to the Financial Statements 30 June 2024
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
on 2023/24 result
Council operates debt free, and services very low cost levels for leases on office technology
Benchmark: > 2.00x Ratio achieves benchmark
Source of benchmark: Code of Accounting Practice and Financial Reporting
5. Rates and annual charges outstanding percentage
Benchmark: < 5.00%
Purpose of rates and annual charges outstanding percentage
To assess the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of recovery efforts.
is outside benchmark
achieves benchmark
Source of benchmark: Code of Accounting Practice and Financial Reporting Ratio is outside benchmark
6. Cash expense cover ratio
Benchmark: > 3.00months
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.
Source of benchmark: Code of Accounting Practice and Financial Reporting
Georges River Council | Notes to the Financial Statements 30 June 2024
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
General Manager
David Tuxford
Responsible Accounting Officer
Scott Henwood
Public Officer
David Tuxford
Auditors
Audit Office of New South Wales Level 19
201 Sussex St
SYDNEY NSW 2000
Opening hours: 8:30am - 5:00pm Monday to Friday
Internet: www.georgesriver.nsw.gov.au
Email: mail@georgesriver.nsw.gov.au
Mayor Elected members
Elise Borg
Councillors
Elise Borg
Nancy Liu
Oliver Dimovski
Kathryn Landsberry
Natalie Mort
Leon Pun
Ben Wang
Thomas Gao
Sam Stratikopoulos
Ashvini Ambihaipahar
Tom Arthur
Christina Jamieson
Matthew Allison
Elaina Anzellotti
Peter Mahoney
Other information
ABN: 57 789 014 855
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 S tatement of Comprehensive Income for the year ended 30 June 2024, the Statement of Financial Position as at 30 June 2024, the Statement of Changes in Equity and Statement of Cash Flows for the year then ended, and notes to the financial statements, including material accounting policy information 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 requirements of this Division
- are consistent with the Council’s accounting records
- present fairly, in all material respects, the financial position of the Council as at 30 June 2024, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards
• all information relevant to the conduct of the audit has been obtained
• no material deficiencies in the accounting records or financial statements have come to light during the audit
My opinion should be read in conjunction with the rest of this report.
Basis for Opinion
I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ section of my report.
I am independent of the Council in accordance with the requirements of the:
• Australian Auditing Standards
• Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants (including Independence Standards) ’ (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 have fulfilled my other ethical responsibilities in accordance with APES 110.
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 2024 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:
• Note G Additional Council Disclosures (unaudited), and
• 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 consider ed 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 been provided on Special Schedule - Permissible income for general rates
• about the security and controls over the electronic publication of the audited financial statements on any website where they may be presented
• about any other information which may have been hyperlinked to/from the financial statements.
Nicky Rajani Delegate of the Auditor-General for New South Wales
31 October 2024 SYDNEY
Cr Elise Borg
Mayor
Georges River Council
Cnr MacMahon and Dora Streets
HURSTVILLE NSW 2220
Dear Mayor
Contact: Nicky Rajani
Phone no: 0403 743 080
Our ref: R008-2124742775-5593
31 October 2024
Report on the Conduct of the Audit for the year ended 30 June 2024 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 2024 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 2024 is issued in accordance with section 417 of the Act. This Report should be read in conjunction with my audit opinion on the GPFS issued under section 417(2) of the Act.
INCOME STATEMENT
Net operating result before capital grants and contributions
* The 2023 comparatives have been restated to correct a prior period error. Note B2-2 of the financial statements provides details of the prior period error
Rates and annual charges revenue ($ 116.9 million) increased by $7.4 million (6.8 per cent) in 2023–24 due to a special rate variation of 5.8% per cent applied for 2023-24
Grants and contributions revenue ($ 29.7 million) decreased by $17.4 million (36.9 per cent) in 2023–24 primarily due to:
• decrease of $10.7 million of grants for storm/flood damage, Regional and Local Roads Repair Program, stronger community fund and Local Road and Community Infrastructure Grant ; and
• decrease of $3.1 million of developer contributions recognised during the year .
Council’s operating result from continuing operations ($23.2 million including depreciation, amortisation and impairment expense of $28.7 million) was $17.9 million lower than the 2022–23 result. The decrease was primarily due to less grants received during the year, as noted above
The net operating result before capital grants and contributions ($2.8 million) was $9.3 million lower than the 2022–23 result.
STATEMENT OF CASH FLOWS
The Statement of Cash Flows illustrates the flow of cash and cash equivalents moving in and out of the Council during the year. Cash balances decreased by $6 0 million to $20.6 million at the close of the year. The decrease in cash is mainly due to less grants and contributions received in 2023-24, as noted above.
Net cash flows for the year
FINANCIAL POSITION
Cash and investments
•
Restricted and allocated cash, cash equivalents and investments:
Externally restricted balances comprise mainly of developer contributions and domestic waste management
Internal allocations are determined by Council policies or decisions, which are subject to change.
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, Housing and Infrastructure .
Operating performance ratio
Council met the 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.
Operating performance ratio
Year ended 30 June
Operating performance ratio OLG benchmark > 0%
Own source operating revenue ratio
Council met the 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.
Unrestricted current ratio
Council met the 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.
Own source operating revenue ratio Own source operating revenue ratio OLG benchmark > 60%
Year ended 30 June
Unrestricted current ratio
As at 30 June
Unrestricted current ratio OLG benchmark > 1.5x
Debt service cover ratio
Council met the 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.
Year ended 30 June Debt service cover ratio Debt service cover ratio
benchmark > 2x
Rates and annual charges outstanding percentage
Council met the 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.
Rates and annual charges outstanding percentage
As at 30 June
Rates and annual charges outstanding percentage
OLG benchmark < 5%
Cash expense cover ratio
Council met the 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.
Year ended 30 June Cash expense cover ratio
Cash expense cover ratio OLG benchmark > 3 months
Infrastructure, property, plant and equipment renewals
Council renewed $19.5 million of infrastructure, property, plant and equipment during the 2023 -24 financial year. This was mainly spent on roads, open space and other structures. A further $16.0 million was spent on new assets including capital work in progress, buildings, open space and other structures .
OTHER MATTERS
Legislative compliance
My audit procedures did not identify any instances of material non-compliance with the financial reporting requirements in Chapter 13, Part 3, Division 2 of the LG Act and the associated regulation 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.
Nicky Rajani Delegate of the Auditor-General for New South Wales
Georges River Council
SPECIAL SCHEDULES
for the year ended 30 June 2024
A leading, people-focused organisation delivering outstanding results for our community and city.
Georges River Council | Permissible income for general rates | for the year ended 30 June 2024
Georges River Council
Permissible
income for general rates
Notes
(1) The notional general income will not reconcile with rate income in the financial statements in the corresponding year. The statements are reported on an accrual accounting basis which include amounts that relate to prior years’ rates income.
(2) Adjustments account for changes in the number of assessments and any increase or decrease in land value occurring during the year. The adjustments are called ‘supplementary valuations’ as defined in the Valuation of Land Act 1916 (NSW).
(3) The ‘percentage increase’ is inclusive of the rate-peg percentage, and/or special variation and/or Crown land adjustment (where applicable).
(4) Valuation objections are unexpected changes in land values as a result of land owners successfully objecting to the land value issued by the Valuer General. Councils can claim the value of the income lost due to valuation objections in any single year.
(6) Carry-forward amounts which are in excess (an amount that exceeds the permissible income) require Ministerial approval by order published in the NSW Government Gazette in accordance with section 512 of the Act. The OLG will extract these amounts from Council’s Permissible income for general rates Statement in the financial data return (FDR) to administer this process.
Georges River Council | Permissible income for general rates | for the year ended 30 June 2024
INDEPENDENT AUDITOR’S REPORT
Special Schedule – Permissible income for general rates
Georges River Council
To the Councillors of Georges River Council
Opinion
I have audited the accompanying Special Schedule – Permissible income for general rates (the Schedule) of Georges River Council (the Council) for the year ending 30 June 2025
In my opinion, the Schedule is prepared, in all material respects in accordance with the requirements of the Local Government Code of Accounting Practice and Financial Reporting 2023–24 (LG Code) and is in accordance with the books and records of the Council.
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 Schedule’ 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).
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 have fulfilled my other ethical responsibilities in accordance with APES 110.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.
Emphasis of Matter - Basis of Accounting
Without modifying my opinion, I draw attention to the special purpose framework used to prepare the Schedule. The Schedule has been prepared for the purpose of fulfilling the Council’s reporting obligations under the LG Code. As a result, the Schedule may not be suitable for another purpose.
River Council | Permissible income for general rates | for the year ended 30 June 2024
Other Information
The Council’s annual report for the year ended 30 June 2024 includes other information in addition to the Schedule 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 general purpose financial statements, and Special Schedule ‘Report on infrastructure assets as at 30 June 2024’
My opinion on the Schedule 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 general purpose financial statements.
In connection with my audit of the Schedule, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the Schedule or my knowledge obtained in the audit, or otherwise appear s 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 Schedule
The Councillors are responsible for the preparation of the Schedule in accordance with the LG Code. The Councillors’ responsibility also includes such internal control as the Councillors determine is necessary to enable the preparation of the Schedule that is free from material misstatement, whether due to fraud or error.
In preparing the Schedule, 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 Schedule
My objectives are to:
• obtain reasonable assurance whether the Schedule as a whole is 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 consider ed material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the Schedule.
A description of my responsibilities for the audit of the Schedule is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar8.pdf. The description forms part of my auditor’s report.
Georges
River Council | Permissible income for general rates | for the year ended 30 June 2024
The scope of my audit does not include, nor provide assurance:
• that the Council carried out its activities effectively, efficiently and economically
• about the security and controls over the electronic publication of the audited Schedule on any website where it may be presented
• about any other information which may have been hyperlinked to/from the Schedule.
Nicky Rajani Delegate of the Auditor-General for New
South Wales
31 October 2024 SYDNEY
Georges
‘key’
Georges River Council | Report on infrastructure assets as at 30 June 2024
Georges River Council
Report on infrastructure assets as at 30 June 2024
(*) All asset performance indicators are calculated using classes identified in the previous table.
(1) Asset renewals represent the replacement and/or refurbishment of existing assets to an equivalent capacity/performance as opposed to the acquisition of new assets (or the refurbishment of old assets) that increases capacity/performance.
Glossary of terms and acronyms
ABS Australian Bureau of Statistics
Advocacy Proactively communicating to support for a recommendation of a cause or policy.
AMC Australasian Management Challenge
ANSTO Australia's Nuclear Science and Technology Organisation
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.
DMARC Domain-based Message Authentication, Reporting and Conformance
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.
MFA Multi Factor Authentication
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.
SME Small and Medium-sized Enterprise
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 re-use 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.
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
Translation Information
For help to read and understand this document, Council can arrange interpreter services for you. Please contact Language Assistance Service on 131 450.
This State of the City Report is a report on Council’s activities for the electoral term of this Council: 2021-2024. It answers the questions:
• Are we achieving the community’s vision for the future of Georges River Local Government Area?
• Are we moving towards achieving our long-term goals?
• Are our partners in the plan doing what they said they would do?
For more information please contact Council on 9330 6400 or email: mail@georgesriver.nsw.gov.au
Acknowledgement of Traditional Owners
Georges River acknowledges the Bidjigal people of the Eora Nation who are the Traditional Custodians of all lands, waters and sky in the Georges River area.
Council recognises Aboriginal and Torres Strait Islander peoples as an integral part of the Georges River Community and values their social and cultural contributions. We Pay our respects 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.
Image: Water by Aunty Annette Webb
Annette Webb is a proud Dunghetti woman born in Sydney. Her artwork descends from her ancestors overlooking the land, lakes and rivers to protect and honour the traditional way of life today.
Our place in Sydney
Pillar 6: Our governance
Message from the Mayor
I
am proud to present the State of City Report for Georges River Council.
Despite the pandemic, at the beginning of the term, being one of the most demanding times in history, we continued to deliver important projects and strengthened our place as Sydney’s Connected Community.
We welcomed the appointment of David Tuxford as General Manager and new ward Councillors saw Council’s highest level of diversity, tipping into a female majority for the first time.
Project highlights saw us: Introduce a $47 million Economic and Social Recovery Plan; complete the Georges River Local Environmental Plan (LEP) 2021; achieve targets to source 100 per cent renewable energy for our operations three years early; adopt the Community Strategic Plan 2022 – 2032 (The Plan); complete Riverwood Reconnected project; complete Olds Skate Park and Netball Courts Precinct; complete the Blackshaw Gould Community Pavilion at Hurstville Oval honouring local sporting legends Les Blackshaw and Nell Gould with the naming of that facility; complete Memorial Square and MacMahon Courtyard works and reinstate a statue of Australian literary figure and feminist Miles Franklin; demolish and remediate the former Kogarah War Memorial Pool site; adopt a revised Tree Management Policy to achieve 40 per cent urban canopy cover by 2038; see our Carss Bush Park Foreshore project featured on Gardening Australia on ABC TV celebrating our innovative approach to foreshore design; adopt the Georges River Transport Strategy 2021; gazette the Georges River Local Environmental Plan 2021; and welcome strong
community participation in local decision making in the lead up to Council’s adopted Mortdale Local Centre Master Plan.
We saw record attendance at our events, including over 50,000 people at our Lunar New Year festivities; celebrated Hurstville Museum & Gallery’s 20th anniversary, and hosted the first Spark Sydney South Innovation Summit.
We improved Library services by adding diverse collections including a musical instrument and sound booth media lab at Hurstville Library and the First Nations Collection with over 600 items.
We continued to advocate for social justice for our community by supporting the Uluru Statement from the Heart, Voice to Parliament and a Makarrata Commission; launching our “Racism Not Welcome” campaign as part of our four-year ‘Better Together’ anti-racism campaign; and by launching our Social Justice Charter 2022-2026.
We became the first Sydney metro council to trial shared e-scooters with Transport for NSW and e-scooter provider, Beam, in Kogarah.
Georges River is a Council committed to being future focused and ambitious. In the coming years, we will see emerging strategic initiatives that support our region to be more accessible, green, diverse, and innovative.
Councillor Sam Elmir Mayor
About this report
Georges River Council (GRC) was formed in 2016 as an amalgamation of Hurstville and Kogarah Councils. For the first year, Council was under administration, and the first Councillors of Georges River were elected in 2017. Our current Council were elected in 2021 through to September 2024.
The State of Our City Report is one of the key accountability mechanisms between Council and the community and forms part of the Integrated Planning and Reporting (IP&R) Framework – see diagram below.
Our current 10-year GRC Community Strategic Plan (CSP) was adopted in June 2022. This State of Our City Report covers the three-year term of the current Council.
The State of Our City Report is a report on Council’s achievements and answers the questions:
• Are we achieving the community’s vision for the future of Georges River Local Government Area?
• Are we moving towards achieving our long-term goals?
• Are our partners in the plan doing what they said they would do?
The State of City Report presents a ‘state of the community’ report to stimulate discussion and debate about the way forward ahead of a review of our CSP.
State Plans and Strategies
Relevant Regional Plans and Priorities JO Statement of Strategic Regional Priorities
Other Council Strategies and Plans For example:
Disability Inclusion Action Plan Local Strategic Planning Statement Environmental Strategies
Resourcing Strategy
Workforce Management Strategy
Long-Term Financial Plan Asset Management Strategy and plans Delivery Program Operational Plan Annual Report
Community Vision Statement
Naturally connected to place, community and Country.
Six Pillars to shape our planning
We used many opportunities and mechanisms during 2022 to understand the community’s issues and ambitions for the Georges River area, and from this we identified six pillars that underpin our planning.
THESE SIX PILLARS ARE:
Our community
Our green environment
Our economy
Our built environment
Our place in Sydney
Our Governance
The Community Strategic Plan establishes higher level goals under each of the six pillars and identifies the strategies that will help us all work together to reach these goals.
The Delivery Program and Operational Plan translate these goals and strategies into actions that directly influence Council planning.
In this respect, our Resourcing Strategy is the final cog in the Framework we follow, setting out the time, money, people and assets that we will need to deliver the actions.
State of the Community Report
MEASURING SUCCESS
Pillar 1: Our community Offers a diversity of people, places, events and lifestyle options
Pillar 2: Our green environment A protected environment and green open spaces
*excluding mattress recovery tonnages
**Not available at the time of reporting. This information is published by the Georges Riverkeeper, on their website in the annual Report Card.
Pillar 3: Our economy A diverse and productive economy
*The census only reports on the total number includes all strategic centres within the Georges River Council Local Government Area.
Pillar 4: Our built environment Quality, well planned development
Pillar 5: Our place in Sydney Commitment to collaboration, partnerships and sharing resources
Pillar 6: Our governance Leadership and Transperency
Pillar 1: Our community
Offers a diversity of people, places, events and lifestyle options
Goal 1.1: Our community is socially and culturally connected, and we strive for social equity
Goal 1.2: Diverse, vibrant community hubs and facilities are connected, well maintained, and have equitable access
Goal 1.3: The community is safe and healthy
Goal 1.4: Georges River area heritage and history is protected
DELIVERY PROGRAM PERFORMANCE INDICATORS
Achievements
EVENTS
Highlights of our festive programming include the Magic of Christmas and Australia Day Awards celebrations, with the latter hosting a Citizenship Ceremony and recognising local achievements with Citizen, Young Citizen, and Volunteer of the Year awards. Additionally, our Australian Citizenship Ceremonies welcomed 2,217 new citizens over three years. The Australia Day event at Carss Bush Park offered a familyfriendly picnic with food trucks, entertainment, and fireworks over the bay.
We were recognised for our COVID-safe approach to events, with awards from the Sustainable Cities Awards for Community Spirit and Inclusion, and a Highly Commended affirmation at the NSW Local Government Excellence Awards.
Other notable annual events include:
• The impactful No Domestic Violence Walk, an educational initiative for local schools and community members showing commitment to the abolition of domestic and family violence in our community.
• Lunar New Year Festival, a cherished destination event for over 20 years, brings together up to 50,000 people annually to celebrate the vibrant culture and heritage that defines our community.
• Un[contained] Arts Festival is a highlight of South Sydney’s cultural calendar featuring an array of immersive art installations and dynamic live performances. This three day outdoor festival provides a platform for artists to showcase their talents while allowing the community to celebrate the creativity, diversity and vibrancy of the Georges River area.
• Eurovision Song Contest Live Broadcast Party, Australia’s largest Eurovision live event, brings people together in a celebration of art, culture, and diversity.
• Georges River Youth Festival (GRYFest), tailored to the needs and interests of local youth, connects young people to community spaces and highlights emerging local musicians.
• In Good Taste Festival is more than just a food festival; it is an exploration through the food of our community’s diversity and cultural richness.
Annual community support events honouring Council’s Social Justice Charter include Seniors Week, International Day of People with Disability, Harmony Day, NAIDOC Week, Refugee Week, and Scam Awareness Week
Council events have gained significant media coverage, with our Lunar New Year Festival featured on the Sydney Morning Herald’s front page for the first time. In addition, our Eurovision Song Contest Live Broadcast Party has received notable national and international media coverage, featuring on Channel 9’s Today Show, SBS World News, and the BBC, underscoring the community’s vibrant cultural presence.
PROMOTING THE ARTS
The biennial Georges River Art Prize showcased works from across Australia and provided the local community with the opportunity to see high-quality and diverse artworks.
We proudly presented three unique in-house curated exhibitions that highlighted the rich connections within the Georges River communities. Guraban: Where the Saltwater Meets the Freshwater explored the history of the Georges River and its continuous associations with First Nations communities. ‘Home in St George 1920-1960’ presented fresh perspectives on notions of home and domestic life in the Georges River area from the 1920s to the 1960s. Lastly, Our Journeys | Our Stories explored the Chinese migration history of the Georges River area, interweaving social and cultural history with the work of contemporary Chinese-Australia artists. This exhibition was recognised with a Highly Commended award at the IMAGinE Awards for Museum Exhibition Projects (Medium).
The Artist in Residence Program at Carss Park Artist’s Cottage, open to local, regional, and international artists, provided up to three months for skill development across diverse art forms and recently welcomed its first international artist, highlighting the program's growing profile.
Through the development of the Public Art Policy and the Public Art Advisory Panel, this has seen the successful engagement of recognised artists for numerous projects establishing Georges River as an emerging destination to discover public art that reflects the culture of the area.
The Lower Poulton Park Bat Caves murals are the first contemporary Aboriginal artworks in the Georges River area created by First Nations Artist Danielle Mate. The King Georges Road South Hurstville mural was created by artist David Cragg, in collaboration with Woniora Road School students. As part of Georges River Council’s Ormonde Parade Precinct Public Art project, ‘Interwoven’ is a striking lighting installation featuring LED neon tubes that symbolise connectivity within the Georges River area, created by Sydney artists Lawrence Liang and Ali Megahed. The Claydon Reserve Bus Shelter mural by Joel Cameron in Kogarah Bay promotes activity, fun and care for our natural spaces.
The upgrade of the Olds Park recreational precinct included a distinctive public artwork in the form of a large dragon sculpture called Knucker. Designed by artist Dillon MacEwan to reflect the Georges River Council logo and symbolise prosperity, good luck, and harmony in Chinese culture. Artist Amanda Newman created the Thurlow Community Hub mural in Riverwood celebrating diversity and encouraging inclusivity, connection, and participation amongst its community members.
Hurstville Entertainment Centre has consistently provided entertainment for all ages, supporting community events, school performances, end-of-year celebrations, and popular cultural festivals. Each year, the venue attracts over 150,000 visitors with performances ranging from family favourites like Playschool and The Wiggles to national tours such as comedian Anh Do and international music legend Don McLean. It has also served as a stage for the Sydney Fringe Festival, adding a contemporary edge to the lineup.
COMMUNITY SAFETY
Recognising the need for greater community awareness of safety issues, we introduced a comprehensive Community Safety Education Program, providing the public with key statistics, primary prevention recommendations, and awareness-raising activities to address crime and safety perceptions within the Georges River Council local government area.
Demonstrating our commitment to advance child safety and protection, Council continued to implement the Child Protection Action Plan, launching seven initiatives aimed at increasing awareness and strengthening responses to child abuse and neglect. Council became a Child Safe Organisation, actively supporting community and sporting groups with education and training tools to foster improved knowledge and awareness around child safety.
Additionally, a Youth Engagement Framework ensures that young people’s voices are heard in matters impacting them. This is complemented by the Interactions with Children and Young People Policy. A Child Safe Risk Management Plan was established alongside a child safety training program, which has been delivered to all Council employees, equipping them with skills and practices to prioritise child safety in our community, highlighting that child protection is everyone’s responsibility.
AFFORDABLE FACILITIES
Through our Venue Hire Grants Program, totalling $289,790.46, Council has supported community organisations by subsidising venue hire fees at Councilmanaged facilities, making it more affordable for not-for-profit organisations and unincorporated community groups to run targeted community and cultural programs. The program spans 12 Council facilities, ensuring equitable access to encourage community participation, neighbourhood activation, and a sense of belonging across the area.
Council manages a portfolio of over 60 community properties to meet community needs and expectations. This includes providing more than $1,095,480 in annual subsidies to community organisations leasing Council properties. Through these initiatives, Council is committed to maintaining affordable and accessible spaces that support community engagement and inclusivity.
LIBRARY SERVICES
We introduced new collections including First Nations, Pride and Raising Readers. Our creation spaces expanded with new resources in the eLibrary, a sound booth at Hurstville Library, a musical instrument collection and a digital tool library allowing customers to borrow cameras, podcast equipment and more. Additionally, a new reading tree at Clive James Library in Kogarah has created a vibrant social space for young families.
The harmonisation of the library opening hours enhanced community access offering extended hours to accommodate community preference for morning programs as well as use of our spaces after school and work.
Our outreach and partnership programs continue to strengthen community connections. Highlights include We Are Georges River which encompasses the annual Historical Markers Program to recognise people and places of historical and cultural importance, the Great Big Book Sale with over 400 attendees, and participation in events like National Simultaneous Storytime, Migrant Information Day, Seniors Festival, NAIDOC Week, and celebrations for Penshurst Library's 50th anniversary and Carss Park's 100-year exhibition.
We also maintain our Home Library Service, providing free delivery to those unable to visit due to illness or disability, and our LibraryGo program, which offers pre-selected library bags to meet the needs of children at Council’s Early Learning Services.
EARLY LEARNING SERVICES
Council operated one preschool, South Hurstville Kindergarten, and five long day care centres, including Jack High Child Care Centre, Carss Park Narani Childcare Centre, Ocean Street Kindergarten, Oatley West Early Learning Centre, and Penshurst Long Day Care. In the past three years, Oatley West Early Learning Centre, South Hurstville Kindergarten, and Penshurst Long Day Care received an Exceeding National Quality Standards rating from the Australian Children’s Education and Care Quality Authority, underscoring the exceptional education, community connections, and care provided.
Council’s Early Learning Services team actively implemented the Reconciliation Action Plan to embed Aboriginal and Torres Strait Islander protocols, enriching education on cultural inclusion. A high level of customer satisfaction confirmed Council's leadership and service delivery in early childhood education.
To strengthen support for children and families in the Local Government Area, the Inclusive Early Learning Services Feasibility Study assessed research, best practices, government strategies, and local needs for inclusion support, resulting in a plan to expand inclusive services for children of all backgrounds and needs. This initiative reflects Council’s commitment to leading inclusive, high-quality early learning in the community.
COMMUNITY FACILITIES
Two new hireable community spaces, Blackshaw Gould Community Pavilion and the Beverly Hills Creative Studio have joined Council’s suite of community hireable facilities. These additions enhance our affordable hire of spaces alongside existing venues including Carss Park Life Saving Hall; Kingsgrove Community Centre; Kogarah School of Arts; Oatley Community Hall; Mortdale Community Centre;
PJ Ferry Community Hall, Allawah; Senior Citizens Centre, Hurstville; St George Community Centre, Kogarah; Hurstville Civic Centre; Marana Auditorium, Hurstville along with various meeting rooms in our libraries.
The Blackshaw Gould Community Pavilion at Hurstville Oval named in recognition of local sporting legends Les Blackshaw and Nell Gould features a lower-level pavilion for sports use with an upper room available for community hire. The Beverly Hills Creative Studio is designed to support a wide range of creative endeavours for students and artists in our community.
Council staff have also been actively collaborating with the Department of Education to enhance our Joint Use Planning Agreement. This agreement aims to effectively utilise school facilities as active green spaces and community resources, and with the Office of Sport to identify trends in community engagement and recreational needs
STRATEGIES AND PLANS
Over the past three years, we have focused on improving our services to ensure they are responsive, accessible, and meet the needs of our community. The creation of the Customer Experience Strategy outlines our commitment to delivering excellent service, while our Customer Experience Charter explains what customers can expect when interacting with us, including how to access information, provide feedback, and suggest improvements. Complementing these, our updated Customer Feedback and Complaints Management Policy provides a framework that ensures feedback is handled fairly and professionally, with clear guidelines for complaint resolution and continuous service improvement.
In events, our Events and Festivals Charter provides a framework for Council and community events, ensuring they address inclusivity, project management, and community benefit. This is supported by our Events Toolkit and Guidelines, which assists the community on how to run a successful event on Council land and provides templates and examples to help their event planning and delivery.
For community facilities, the Open Space, Recreation and Community Facilities Strategy provides a roadmap for developing community centres, libraries, and recreation spaces to meet local needs. Alongside this strategy, the Community Infrastructure Needs Assessment and Area Acquisition Strategy identifies specific gaps in our facility provision, focusing on where future improvements will best serve our residents.
Together, these strategies and policies reflect our commitment to creating a well-supported, connected, and thriving community.
SOCIAL AND CULTURAL PLANS
The newly established Social Justice Charter outlines a strong vision for fostering participation, equity, respect, and empowerment in all Council activities, championing social justice within the organisation and throughout the community.
In a powerful demonstration, over 1,200 community members participated in the annual NO Domestic Violence Walk for 2023, marching 1.5 km from Netstrata Jubilee Stadium to Kogarah Town Square, Belgrave Street, Kogarah.
To promote diversity, strengthen social cohesion and stand firmly against discrimination, we developed a four-year anti-racism campaign Better Together. We installed twelve #RacismNotWelcome street signs in high-traffic areas, reinforcing that everyone is welcome and that racism has no place in our community.
SOCIAL PARTICIPATION AND COMMUNITY WELL-BEING
Council’s Advisory Groups provide essential insights and help shape our services and projects. Several Advisory Committees were either initiated or rejuvenated during the past three years, including the establishment of the Aboriginal and Torres Strait Islander Advisory Committee, which addresses issues significant to local Aboriginal and Torres Strait Islander communities, while the rejuvenated Seniors Advisory Committee allows seniors and senior organisations to guide Council on their needs.
A successful trial led to the establishment of a permanent Sports Advisory Committee, which advises Council on community sporting needs. Additional committees, including the Multicultural Advisory Committee, Access and Inclusion Advisory Committee, and Youth Advisory Committee, further support our diverse community.
We celebrated significant dates throughout the year, creating cohesive programming across Community and Culture, including the inaugural Pride Cup with AFL St George, marking Pride Month. In addition to Pride Month, Council delivers a robust schedule of events and programs aligned with days of cultural, national, and global significance.
Our activities include NAIDOC Week and National Reconciliation Week, celebrating Aboriginal and Torres Strait Islander heritage and fostering understanding. For Seniors Week and International Day of People with Disability, we have hosted events that champion inclusivity and accessibility. Harmony Day highlights our community’s diversity, while Refugee Week acknowledges and supports new Australians. Programs such as these strengthen community connections, celebrating the values of inclusivity, respect, and unity across the Georges River area.
The updated Disability Inclusion Action Plan (DIAP) underscores Council’s commitment to equity, outlining actions for enhancing accessibility across Georges River’s facilities and events. An Accessible, Inclusive,
and Liveable Audit was developed in response to the DIAP and will assess key service points and recommend improvements, ensuring welcoming and accessible spaces for all.
COMMUNITY GRANTS
Community Grants Programs to the sum of $951,648 funding to 120 groups across 123 projects, to support the delivery of programs designed by not-for-profit community organisations to meet identified community needs.
Pillar 2: Our green environment
A protected environment and green open spaces
Goal 2.1: Our environmentally sustainable practices inspire us all to protect and nurture the natural environment
Goal 2.2: Our waterways are healthy and accessible
Goal 2.3: Greening, canopy cover and bushland and biodiversity preservation are maximised
DELIVERY PROGRAM PERFORMANCE INDICATORS
Measure
Number of hectares of active bush regeneration activities.
Number of native plants including trees, shrubs and ground covers planted to improve habitat, biodiversity and bushland structure (or other community tree planting) activities.
of volunteer hours associated with Bushcare activities. ≥
of street trees planted each year.
of environmental pollution complaints
within two business days.
Achievements
ENVIRONMENTAL
We finalised the Environmental Resilience Action Plan in 2021/22, focusing on reducing the Council's environmental footprint through initiatives related to water, energy, and materials. It incorporates a Climate Change Risk Assessment and Adaptation Plan for implementation over the next 20 years. Council has committed to net zero carbon emissions and renewable energy targets, achieving 100% renewable energy for its operations three years ahead of schedule. Annual updates on progress towards these targets are provided to the community.
Additionally, we developed an online sustainability calculator, a first in NSW, to assist in achieving net zero emissions by 2050 and to streamline housing assessments.
Sustainable practices promoted include using native plants and preparing infrastructure for electric vehicle chargers. We were the first Council in the Sydney metro area to initiate a trial of shared e-scooters, set to continue until January 2025.
WASTE
In 2023/24, we focused on key actions from the Waste Strategy 2021-2040, including joint tendering for waste collection with Bayside Council and exploring options for waste processing and disposal. An online booking system was launched for kerbside clean-up services to reduce litter and illegal dumping, coupled with educational messaging on waste presentation.
We maintained a small-scale recycling program at various locations, collecting materials like mobile phones and batteries. With the dissolution of the Sydney Regional Illegal Dumping (RID) Squad, a new Ranger - Waste role was created to address illegal dumping locally. We supported Clean Up Australia Days and organised household chemical cleanout events, diverting hazardous waste from 2,514 households.
BIODIVERSITY
We continued to implement recommendations from the 2021 Biodiversity Study, focusing on high-priority actions. Collaborating with the Billion Bees Foundation, native stingless beehives were installed at childcare centres and community gardens to promote biodiversity and educate the community about these important pollinators.
Biodiversity considerations were integrated into various management plans to enhance habitat conservation, tree canopy cover, and mitigate urban heat. We are advancing the Biodiversity, Character, and FSPA Planning Proposal, seeking Gateway Determination from the State Government to protect local biodiversity and the scenic character of our local area.
Additionally, Hook and Line bins were introduced at popular fishing spots to manage fishing waste and protect marine life. We also partnered with Grow It Local to offer digital workshops aimed at promoting sustainability and reducing environmental impact within the community.
URBAN TREE CANOPY
We supported Planet Ark’s Schools Tree Day by providing advanced native trees and shrubs to local schools, aiming to enhance tree canopy cover, create wildlife corridors, and mitigate urban heat. An open space and park tree study was conducted to document trees in key parks and reserves, aiding future canopy enhancement planning. This project was funded by a $40,000 grant, which also supports the development of an asset management database for all street trees in the area.
Our Bushcare team is continuing to actively expand native vegetation planting initiatives throughout the Local Government Area (LGA). This effort significantly enhances canopy cover while also improving the resilience of mid-storey and ground cover layers. By prioritising native species, we aim to foster biodiversity, enhance ecosystem health, and contribute to the overall sustainability of our environment.
SIGNIFICANT TREE REGISTER
Council adopted a Significant Tree Register, featuring 257 trees across 16 sites to recognise and protect trees of visual, botanical, ecological, historical, and cultural significance. The nomination period received extensive community input, and nominations for significant trees on both private and public land will remain open. Assessments will occur either when there are enough nominations or during a five-year review of the Register, depending on funding availability.
WATERWAYS
We continue to partner with the Georges RiverKeeper to protect the Georges River and enhance liveability in the area. Efforts include monitoring and maintaining Gross Pollutant Traps to remove litter and improve water quality. We are also contributing to a Coastal Management Plan for the Georges River Catchment, in collaboration with other councils, which will identify management issues and outline actions to improve the river's health and liveability over the coming years.
OPEN SPACE
We have remediated the former Kogarah War Memorial Pool site, paving the way for a new aquatic facility. We are reviewing management plans for sporting fields, parks, and bushland, having completed plans for Moore Reserve, Penshurst Park, Sans Souci Park, and Donnelly Park. Additionally, the Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy has been adopted, offering strategic guidance for community facilities, including community, centres, libraries, and recreational spaces. This strategy focuses on identifying gaps in local provision and utilises spatial analysis to determine optimal locations for future infrastructure development.
HERITAGE
Our Heritage Building Grants Program offers financial support for the conservation of heritage-listed buildings or heritage projects, primarily focusing on small conservation efforts or extraordinary maintenance. Council will cover up to 50% of project costs, with a maximum grant value of $10,000.
GEORGES RIVER COUNCIL
Pillar 3: Our economy
A diverse and productive economy
Goal 3.1: Local jobs and Local businesses are supported to grow
Goal 3.2: Our town centres are green, clean, vibrant and activated and have good amenities
Goal 3.3: Georges River is a 30-minute city
DELIVERY PROGRAM PERFORMANCE INDICATORS
Measure
The
of reported graffiti removed within 5 days.
Achievements
ECONOMIC DEVELOPMENT
Economic Development at Georges River Council is focused on two primary functions - to support local business and enable economic opportunities now and for the future.
At the local level, we support local businesses through providing relevant information, delivering innovative projects, and hosting capacity building workshops and networking events. In the wider NSW context, we are actively involved in industry, advocacy, and government bodies to create strategic partnerships and encourage investment into the region.
We continue to lift the profile of Georges River local government area (LGA) and demonstrate our position and potential within the global economic corridor of Sydney as a strategic centre Some of our economic development programs included:
Economic Leadership Group (ELG)
The Georges River Economic Leadership Group (ELG) connects Council with key and emerging industry sectors to promote long-term economic opportunities in the region. The ELG supersedes the Economic Advisory Committee Group and Kogarah Collaboration Area Group to consolidate strategic directions across the LGA and to better attract membership. The ELG brings together local business and industry leaders who live, work, and invest in the Georges River region.
The ELG was established in 2024 and Council held three scheduled meetings in 2024 to discuss key interest areas for local businesses, upcoming Council strategies and engaged with key advocacy and State Government bodies.
The ELG members’ attention focused on how to build confidence and connections for the development of Community Improvement Districts; building literacy and awareness to engage with local procurement opportunities; how to create a unified approach for data collection across organisations and businesses to better leverage evidence for funding and investment into the region; and the strength of productive partnerships for greater impact. The learnings from these discussions continue to inform the economic development programs and upcoming Economic Development Strategy
Business Unite Newsletter
Our ‘Business Unite’ newsletter was launched December 2023, highlighting events and opportunities for small to medium business operating in the Georges River LGA. Business Unite is sent out bi-monthly to registered businesses with the opportunity for individuals to subscribe through the Georges River Council Business Website Page
Business Walks
Business Walks in partnership with Service NSW in Hurstville and Mortdale were delivered to promote the Business Connect program, the Business Bureau and Business Concierge Service. Through these programs businesses can access one on one tailored advice, resources, and grants to support the growth and success for businesses at all stages.
Discover Georges River website
Discover Georges River is a local tourism website launched in June 2024 that highlights the local offerings of the Georges River region including local businesses, events, and places. The platform draws information from the Australian Tourism Data Warehouse (ATDW) and provides opportunities for businesses to be discoverable on other tourism platforms.
Georges River Local Business Awards
The annual Georges River Business Awards acknowledges the drive and dedication required to succeed in business and recognises the best in local industry across over 25 categories.
Spark Sydney South – Innovation Summit
In partnership with Spark Festival, ANSTO and Business Chamber South, ‘Spark Sydney South’ was hosted at Netstrata Jubilee Stadium in June 2024. The Summit highlighted the Australian startup, innovation, and entrepreneurship communities with a program that demystified what innovation is and gave local businesses and individuals an opportunity to make valuable networks and connections
Business Chamber South Partnership
We are a Gold Sponsor of Business Chamber South which supports the delivery of a regular schedule of business support activities, workshops and events aimed at strengthening the capabilities and network of the local business community.
Greening and Cleansing of our Town Centres
We implemented several projects focused on enhancing our town centres through upgrades and the creation of new open spaces and green areas. Key initiatives included the Memorial Square upgrade, the MacMahon Courtyard enhancement, the Mortdale Town Centre Streetscape upgrade, and the Riverwood Town Centre Greening our City Project.
We maintained our commitment to both programmed and reactive cleansing activities, as well as the maintenance of sport fields and parks across the Council’s green open spaces and town centres. Our efforts ensure that these areas remain clean, safe, and accessible for all community members, enhancing the overall quality of our public spaces.
Pillar 4: Our built environment Quality, well planned development
Goal 4.1: New development should make Georges River more liveable, vibrant and sustainable
Goal 4.2: Affordable and quality housing options are available
Goal 4.3: There are a range of transport options and increased walkability and cycling to connect people, goods and businesses
Goal 4.4: Everyone has access to quality parks and open space and active and passive recreation facilities
Goal 4.5: Council-led development and assets provide quality, long term benefits to everyone
DELIVERY PROGRAM PERFORMANCE INDICATORS
Achievements
MASTER PLANNING
We are actively advancing the feasibility study, concept plans, and business case for a new aquatic centre in our local government area (LGA), aiming to secure funding for this multi-year project. The planning proposal to rezone the Hurstville Civic Precinct has been officially gazetted, facilitating the future redevelopment of the area into a vibrant mixed-use civic, cultural, commercial, and residential destination.
In response to community consultations, we have prepared the Biodiversity, Character, and FSPA Planning Proposal, which was submitted to the State Government for a Gateway Determination in July 2024. This proposal implements the Georges River Biodiversity Study and the Foreshore Scenic Character Study to safeguard our LGA's biodiversity and unique local character.
We engaged a consultant to assess key cycling routes within the LGA, focusing on Hurstville and the recreational commuter network in Oatley, Lugarno, and Riverwood. The concept design and report were completed in June 2024, and we will now proceed to the detailed design phase.
To ensure our public parks and open spaces remain accessible, well-maintained, and managed, we are utilising various strategies, master plans, and management documents. These resources, along with condition assessments and community feedback, drive our development of works programs to effectively manage our open space assets.
We are currently preparing several Plans of Management and Master Plans for our parks and open spaces, including Carss Bush Park and Todd Park, Donnelly Park, Merriman Reserve, Amendment 1 to the Generic Plan of Management, and the Jubilee Stadium Precinct.
In the 2023/24 financial year, we completed the 10-Year Asset Management Plans (AMPs) for each of the four asset classes. These plans will enhance our prioritisation, planning, governance, and management of Council’s assets, ensuring effective allocation of finances and resources in line with our Long Term Financial Plan
We have also adopted the Georges River Council Local Infrastructure Contributions Plan 2021, which became effective in December 2021. Implementation of the Mortdale Local Centre Master Plan has commenced through the preparation of LEP and DCP controls.
As part of the Olds Park Recreational and Sporting Hardscape Project, we constructed a new skate facility funded by the NSW Government and Georges River Council under the Greater Cities Sport Facility Fund. This state-ofthe-art precinct fulfills the vision of the 2020 Master Plan, catering to individuals of all fitness levels, including women,
girls, youth, and people with disabilities, while addressing ongoing community demand.
DEVELOPMENT ASSESSMENT
Despite significant industry challenges, we have consistently ensured rigorous assessment of Development Applications (DAs) as well as effective coordination of the Local Planning Panel and Sydney South Planning Panel
We utilised the services offered by State’s Metropolitan Assessment Relief Program (MARP) as a means to assist in DA determinations and standardisation of multiple reports and templates.
COMMUNITY EDUCATION
We have facilitated numerous information sessions including two Residential Development Information Sessions and one Industry Professional Information Session. The sessions allowed for open discussion and questions from the community and local professionals about development controls and legislative requirements involved in the assessment process.
Additionally, we actively participated in the Artificial Intelligence (AI) in NSW Planning Grant Program, assessing AI products that would assist our community in navigating the controls to the development and building approval process. Our feedback garnered comment from NSW Department of Housing, Planning and Infrastructure, who noted its value and plans to engage Council in the next stage of the program.
CERTIFICATION AND REGULATION
In the 2023/24 financial year, we have made significant progress with Council’s Certification Campaign. The first of its kind in NSW, the Principal Certifier and Council Responsibilities Policy 2024 clarifies Council’s role and process of handling complaints relating to the management of development sites when a Private Certifier has been appointed the Principal Certifier
Additionally, the Certification Campaign has proposed pragmatic and innovative solutions to consistent community complaints such as public access to CDC plans, Neighbour Notification and functionality of the NSW Planning Portal
The solutions have been well received by correspondence from NSW Department of Housing, Planning and Infrastructure and Building Commission NSW, as well as within State-wide forums such as NSW Planning Portal Customer First Co-design Workshop.
GEORGES RIVER COUNCIL - State
GEORGES
Pillar 5: Our place in Sydney
Commitment to collaboration, partnerships and sharing resources
Goal 5.1: Leadership focuses on innovation and improving the customer experience
Goal 5.2: The three spheres of government work together to improve services and facilities in our area
Goal 5.3: Georges River is known for being environmentally and culturally rich and enhances its metropolitan position as a destination for people and business
DELIVERY PROGRAM PERFORMANCE INDICATORS
Achievements
ADVOCACY
We have demonstrated strong leadership in implementing key strategic and advocacy initiatives, including Georges River 2050, the Local Strategic Planning Statement (LSPS), the Create Georges River Cultural Strategy, and the Hurstville Place Strategy, Southern Aerotropolis, River Rail. Our advocacy efforts have expanded to over 100 actions, and we adopted the Georges River Advocacy Priorities for 2021/22 to highlight our progress and align our advocacy themes with the needs of our community.
Recognising the challenges of population growth, we have prepared by developing population and employment forecasts, the Affordable and Inclusive Housing Policy, and master plans to meet the demand for diverse and affordable housing.
Alongside this, we have implemented initiatives to enhance the region's resilience against environmental impacts, including biodiversity planning controls, landscaping targets, and a significant tree register. We are also advocating for housing reforms that align with our biodiversity goals.
We strive to elevate our position as a strategic centre within Metropolitan and Greater Sydney. Our contributions to the Committee for Sydney's advocacy report, "Better Buses for Sydney," and our push to prioritise the River Rail - Kogarah to Parramatta line reflect our commitment to improving regional connectivity. The upcoming launch of the new Metro line in Sydney in 2024 has brought media attention to the River Rail proposal, positioning it as a recommended expansion of metro connections in our area.
To enhance our cultural offerings, we are exploring pilot projects, partnerships, and promotions that showcase our region's unique attributes. The Night Manifesto, developed as an advocacy initiative, consolidates insights from community surveys and consultations into a vision that promotes Council resources, the NSW Government’s Vibrancy Reforms, and opportunities from the Office of the 24-Hour Economy Commissioner
In 2024, we were announced as a successful partner in Transport for NSW’s Places to Love program, which allows us to explore how public spaces, such as streets and parks, can be utilised for temporary nighttime activities.
COMMUNITY SATISFACTION
Everyone deserves to live in a community that reflects their values and needs. To gain insights into liveability from our community's perspective, we supported the Australian Liveability Census. The 2023 Census provided valuable information on what matters most in liveable neighbourhoods, how our current areas are performing, and ideas for improvement. This research enables us to compare our local area with others, both nearby and further afield.
We also continued our participation in the Community Satisfaction and Wellbeing Survey, which helps us identify community priorities within the Georges River LGA. This survey assesses the community's overall satisfaction with our performance, activities, services, and facilities.
Pillar 6: Our governance
Leadership and transparency
Goal 6.1: Our community’s voice is considered in planning the area’s future
Goal 6.2: Our decisions are based on evidence which consider financial impacts, the environmental and impacts on future generations
Goal 6.3: Our community knows why and how decisions are made
Goal 6.4: The workforce is inspiring, diverse and engaged
DELIVERY PROGRAM PERFORMANCE INDICATORS
Actual year-to date income is no more than +/- 5% from the year-todate approved budget.
Actual year-to-date expenditure is no more than +/- 5% from the yearto-date approved budget.
Investment portfolio returns for the past 12 months exceeding industry benchmark as disclosed by CPG.
Percentage compliance with statutory and legislative reporting requirements (Office of Local Government Compliance Calendar).
of WHS Incident Management Corrective Actions
Percentage of legal cases determined in accordance with Council’s corporate and strategic objectives including successful prosecutions (convictions) and/or fines for major environment offences, including tree breaches.
Attempted resolution of Class 1 merit appeals by way of alternative dispute resolution such as s34 conciliation wherever possible and appropriate.
Council decisions made at meetings closed to the public.
Percentage of Council Meeting business papers to be publicly available on Council's website at least three days prior to each meeting. *
Percentage of Committee Meeting business papers publicly available on Council's website at least three days prior to each meeting.
indicator not previously measured
GEORGES RIVER COUNCIL - State of our City Report
GEORGES RIVER
Achievements
COMMUNITY CONSULTATION
We utilise various communication platforms, including our website and social media, to engage the community and promote discussions about ongoing projects, programs and initiatives. Face-to-face opportunities at major events allow residents to ask questions and learn about community engagement initiatives that they currently participate in. Residents can also participate through newsletters, public exhibitions, surveys, and workshops.
In 2023, a Community Satisfaction Survey and Liveability Census was completed to inform the next Community Strategic Plan.
Throughout the term, major consultations were held on several projects, including the Biodiversity and Foreshore Studies, the Blackshaw Gould Community Pavilion, the Significant Tree Register, Hurstville Precinct Playspaces, and more, ensuring important community input on these initiatives.
ENGAGEMENT MECHANISMS
Our online platform "Your Say" is our primary tool for community engagement, allowing residents to participate in decision-making for major projects. The recent formation of the Economic Leadership Group, Sports Advisory Committee, and Seniors’ Advisory Committee, along with the revitalisation of the Aboriginal and Torres Strait Islander Advisory Committee, highlights our commitment to enhancing community engagement and fostering trust and transparency in our decision-making processes.
We have also developed a Youth Engagement Framework to ensure that a key demographic within our community is consulted with on matters that affect them. This ensures that Council can empower youth to participate and hear fresh perspectives to support a sense of belonging and ownership and build future leadership and civic engagement.
PERFORMANCE REPORTING
Our Community Strategic Plan (2022-2032) was developed through community and stakeholder consultation, although face-to-face engagement was limited due to COVID-19.
We are actively implementing the priorities identified in the Plan and conduct regular reviews. A review is currently underway following the recent local government elections to ensure the Plan aligns with community values and addresses future needs.
TRANSPARENT COMMUNICATION
We live stream all Council and Committee meetings, with recordings available on the Council’s website. Business papers detailing the decision-making outcomes can also be accessed online. We communicate with the community through a standing advertisement and regular mayoral columns in local publications, as well as social media. A fortnightly Community E-newsletter informs residents about new projects open for consultation. Additionally, the Council engages the community on issues that affect them, including local development strategies, festivals, and events
RISK MANAGEMENT
We conducted an Enterprise Risk Management (ERM) review to enhance the Council's approach to risk management. We reviewed our unified risk registers, and
the top strategic risks were reassessed to establish greater accountability among risk owners. The ERM framework addresses various risks, including financial, regulatory, and reputational risks. It includes the Council’s Risk Register, which details all identified operational and strategic risks, as well as the ERM Policy and Plan that emphasises our commitment to fostering a risk-aware culture.
PROCUREMENT
We have ensured that our procurement policies reflect best practices in probity assurance and legislative compliance, continuously improving our systems. In August 2023, we adopted a revised Sustainable Procurement Policy that emphasises ethical governance and responsible sourcing, including measures to combat modern slavery and any engagement with organisations that do not support Child Protection in procurement activities. This policy supports local economic and social recovery by favouring local businesses through two initiatives: additional scoring for local suppliers in public tenders and a preferential approach to engaging local suppliers for other procurement activities.
TIMELY PROVISION OF INFORMATION
We focus on public interest, proactive disclosure, and individual privacy by maintaining online public registers as mandated by the Government Information (Public Access) Act 2009. These registers include contracts, gifts, Councillor disclosures, and records of Council and Committee papers. We publish a disclosure log for contracts over $150,000 and adhere to the Code of Conduct regarding gifts and benefits.
Additionally, Council has developed Enterprise Risk Management and Business Continuity Management Plans, along with operational risk registers that identify Council’s top 10 strategic risks.
AUDIT RESPONSIBILITIES
Our Chief Audit Executive is essential in promoting a culture of risk management and accountability. This position helps ensure we operate effectively and efficiently while safeguarding public resources. During this term, we have conducted various audits, including the community leasing process, swimming pool compliance, the annual RMS drives compliance audit, and reviews of contractors, consultants, and labour hire. We also completed several IMT audits, assessed our Records Management Security Framework, and an ICAC referral concerning recruitment practices. Additionally, we introduced the Office of Local Government Risk Management and Internal Audit Guidelines. Furthermore, we have provided training and workshops on the Code of Conduct, ethics, internal controls, and general governance to enhance our internal audit activities
COUNCILLOR ROLE
The first meeting of the new Council was held on 30 December 2021. Councillor induction and professional development requirements have been achieved to ensure that Councillors are up to date with legislative obligations and the knowledge needed to improve decision making. We introduced a Councillor Ward Discretionary Fund enabling Councillors to provide financial support to individual and community groups.
WORKFORCE PLANNING AND PERFORMANCE
Our Workforce Management Plan, "Our People Plan" (2022-2026), outlines our commitment to effective people practices that align with business and community needs. We have implemented strategies focused on employee experience, engagement, and excellence to position Council as an employer of choice.
A Talent Acquisition Strategy and Policy have been developed to address skills shortages and improve talent retention, emphasising merit-based recruitment and transparency. We also offer work experience placements and opportunities for staff to take on higher duties or secondments.
The FutureGEN Program was introduced to create entrylevel positions, such as apprenticeships and traineeships, to tackle workforce challenges. Additionally, a Diversity and Inclusion Policy is being developed, with staff input aimed at fostering a welcoming and empowering workplace for all.
PEOPLE DEVELOPMENT
Our learning and development framework, LEAP (Learn, Exceed, Achieve and Progress), offers a variety of organisational development opportunities focused on excellence. It includes four development streams: corporate, professional, leadership, and personal excellence, fostering a culture of continuous learning to enhance performance. Throughout the term, numerous programs were delivered to improve skills and capabilities, addressing current and future needs.
PEOPLE CULTURE
Our annual staff engagement survey, ExChange Ideas, assesses employee satisfaction, identifies areas for improvement, and gathers feedback on key workplace practices affecting job effectiveness and organisational culture. Our Saluting Service program recognises staff who have served for 10 years, and at five-year intervals thereafter, celebrating milestones up to 40 years.
Additionally, the Shine Bright Rewards program recognises staff for exemplifying the Council's values, contributing to its vision, ensuring safety, demonstrating innovation, and delivering excellent customer service.
A SAFE AND HEALTHY WORKPLACE
We implemented our Work Health and Safety Strategy to ensure employees feel safe, healthy, and valued. Our BENE-FIT 360 program promotes total wellbeing through three pillars: mental fitness (M-FIT), wellness and belonging (WELL-FIT), and work-life balance (FLEX-FIT), fostering a healthier and more engaged workforce. Flexible work arrangements allow our staff to adjust their hours and compress their work schedules into a two-week “flex period” giving them the option to take time off every other week.
Our WHS Committees facilitate communication between management and workers. Additionally, the City Operational Services’ Safe Work Method Statements (SWMS) were reviewed and are being transitioned to an electronic format for future use.
FINANCIAL STRENGTH
Council remains debt-free, showing strong financial resilience by funding operations with its own source revenue and maintaining a strong cash position. This financial independence has enabled Council to avoid borrowing while continuing to invest in essential infrastructure and services for the community.
For three consecutive years, we have achieved an operating surplus, supported by careful budgeting and prioritisation of valued services, projects, and programs, despite high inflationary pressures. With approval from the Independent Pricing and Regulatory Tribunal (IPART) for a special rate increase through 2025/26, we have been able to budget for continued surpluses, ensuring financial sustainability and compliance with legislative obligations.
We have adopted a rolling three-year Capital Works Program with clear priorities:
• Focus on infrastructure renewal, including transport, stormwater, open space, and buildings.
• Align with the Resourcing Strategy and Long-Term Financial Plan.
• Ensure funding sources are identified and eligible.
• Adhere to strategic asset management principles.
• Link to relevant management plans, including Plans of Management, Master Plans, and Council Strategies.
• Support the Environmental Resilience Action Plan 20222040.
Funding for the program primarily comes from grants, developer contributions, and reserves, allowing general revenue to focus on critical projects like road safety and capitalised salaries while maintaining healthy cash levels.
Looking ahead, Council remains committed to strict financial management and effective capital planning to sustain long-term financial stability and continue delivering services to the community.
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.
For more information on this document, please visit georgesriver.nsw.gov.au
