Delivery Program and Operational Plane 2021/22 Half Yearly Progress Report July-December by Georges River Council

Delivery Plan and Operational Plan Report 2021/22 July to December 2021 Progress Report

Acknowledgement of Country Georges River Council acknowledged that the Biddegal 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 people as an integral part of the Georges River community and highly values their social and cultural contributions. 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.

Contact Details Georges River Civic Centre Corner MacMahon and Dora Streets Hurstville NSW Australia Postal Address: PO Box 205 Hurstville NSW 1481

Clive James Library and Service Centre Kogarah Town Square Belgrave Street Kogarah T: 9330 6400 E: mail@georgesriver.nsw.gov.au

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

July to December 2021 The Georges River area is known as a clean, green and welcoming place with beautiful and accessible bushland and waterways. It offers a diversity of active, connected places and heritage areas that we can plan for in collaboration with our community. People attend many events and activities and can access a choice of housing and a mix of jobs and economic opportunities near where they live. In short, our vision is: A progressive, environmentally and culturally rich community enjoying a unique lifestyle. The six pillars of our Community Strategic Plan that we are working to achieve are: • • • • • •

A protected environment and green open spaces Quality, well planned development Active and accessible places and spaces A diverse and productive economy A harmonious and proud community with strong social services and infrastructure Leadership and transparency.

This report details some of the programs and projects we delivered during 2021 which contribute to delivering our community’s visions for the future.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Table of Contents HOW TO READ THIS REPORT .............................................................................................................. 5 How we rate the status ...................................................................................................................... 5 DELIVERY PROGRAM 2018 - 2022 ...................................................................................................... 5 DELIVERY PROGRAM PROGRESS ........................................................................................................ 6 OVERALL PROGRESS ........................................................................................................................... 6 PILLAR 1 .............................................................................................................................................. 7 A PROTECTED ENVIRONMENT WITH GREEN OPEN SPACES............................................................... 7 Progress against 1 Year Operational Plan Items ................................................................................ 7 Achievements ..................................................................................................................................... 7 PILLAR 2 ............................................................................................................................................ 20 QUALITY, WELL PLANNED DEVELOPMENT ....................................................................................... 20 Progress against 1 Year Operational Plan Items .............................................................................. 20 Achievements ................................................................................................................................... 20 PILLAR 3 ............................................................................................................................................ 26 ACTIVE AND ACCESSIBLE PLACES AND SPACES ................................................................................ 26 Progress against 1 Year Operational Plan Items .............................................................................. 26 Achievements ................................................................................................................................... 26 PILLAR 4 ............................................................................................................................................ 32 A DIVERSE AND PRODUCTIVE ECONOMY ......................................................................................... 32 Progress against 1 Year Operational Plan Items .............................................................................. 32 Achievements ................................................................................................................................... 32 PILLAR 5 ............................................................................................................................................ 39 A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE ............................................................................................................................. 39 Progress against 1 Year Operational Plan Items .............................................................................. 39 Achievements ................................................................................................................................... 39 PILLAR 6 ............................................................................................................................................ 50 LEADERSHIP AND TRANSPARENCY ................................................................................................... 50 Progress against 1 Year Operational Plan Items .............................................................................. 50 Achievements ................................................................................................................................... 50

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

How to read this report The focus of this July to December 2021 progress report is on the 2021/22 Operational Plan actions which contribute to the overall Delivery Program 2018-2022. The Plan contains actions which reflect both ongoing services and new projects or initiatives which are contributing to the four year deliverables and supporting continuous improvements.

How we rate the status

Complete On Track Ongoing On Hold Behind Schedule Carry Forward Not Started Cancelled

All agreed delivery milestones achieved. On time, within budget and meeting agreed levels. Ongoing deliverables. On hold due to budget or other constraints. Behind schedule due to budget or other constraints. Carry project forward to next action year. Not started due to budget or other constraints. Deliverable no longer proceeding.

Delivery Program 2018 - 2022 In response to the COVID-19 pandemic, the NSW Office of Local Government postponed the 2020 local government elections and extended the Integrated Planning and Reporting cycle for 12 months, making our current Delivery Program a four-year program, 2018-2022. Operational Plan 2018/19 1st year

Operational Plan 2019/20 2nd year

Operational Plan 2020/21 3rd year

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Operational Plan 2021/22 4th year

Overall progress We are currently half way through the final year of our four year delivery program with 90% of Operational Plan actions either completed, on track or ongoing with a further 10% due for completion within their agreed timeframes.

9% 6%

Complete Behind Schedule Ongoing Cancelled

26%

55%

On track Not started

Overall progress Income

Expenditure

Below YTD adopted budget Below YTD adopted budget

Customer Requests

Correspondence

Complaints

Responded to within 14 days July – December 2021

92%

89%

Completed within agreed times July – December 2021

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

98%

PILLAR 1 A PROTECTED ENVIRONMENT WITH GREEN OPEN SPACES Progress against 1 Year Operational Plan Items

Behind Schedule

38%

Ongoing On track Not started

54%

Achievements • • • • • • • • • • • •

Council adopted the Former Oatley Bowling Club Plan of Management and Master Plan in July 2021. The Georges River Local Environmental Plan 2021 (LEP 2021) came into effect on 8 October 2021. The Georges River Development Control Plan (GRDCP) 2021 became effective concurrently in conjunction with the Georges River LEP 2021. The Environmental Resilience Action Plan has been finalised. Council agreed to a regional energy supply agreement. Bushcare hosted the annual plant giveaway. The implementation of the Annual Parks and Open Space Improvement Program is progressing. Routine safety inspections of all playgrounds in the LGA have been completed. Proactive maintenance of council assets in parks is on track. Mobile service delivery schedules continue to be refined to ensure well presented recreational spaces for our community. A Consultant has been appointed to prepare the Donnelly Park Plan of Management and Master Plan. Findings from the Hurstville LEP heritage schedule have been incorporated in the Georges River LEP 2021.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PERFORMANCE INDICATORS Description

Baseline

Number of hectares of active bush regeneration activities.

Baseline New measure

Number of volunteer hours associated with Bushcare activities.

Annual Results Status Target To Date

YTD Comments

≥ 20

On Track

Bush regeneration occurred across 46 sites made up of 24 Bushcare sites and 22 Bushcare Regeneration Contract sites.

Baseline 3,049

= 3,200

322

Off Track

As a result of the significant impact of COVID Public Health Orders, restrictions and lockdowns in 2021, there were 0 volunteer hours recorded in Q1 and 322 recorded in Q2 once the Bushcare volunteer program was able to resume in December 2021.

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

Baseline 75%

> 75%

94%

On Track

Of the 216 environmental pollution requests received today, 205 were responded to within 2 business days.

Percentage of waste customer requests responded to within 48 hours.

Baseline 98%

> 98%

98%

On Track

1,797 service requests were actioned for YTD with 98% within the timeframe of 48 hours.

The percentage of reported graffiti removed within 5 days.

Baseline 84%

> 80%

66%

Off Track

Council continues to actively respond to graffiti removal requests. Achievement of this KPI is influenced as a result of the complexity, location and size of the graffiti.

Number of street trees planted each year.

Baseline - 300

= 350

Off Track

The planting program is expected to be commence at the end of Q3 and continue through to September 2022. In line with industry best practice, street tree planting is best done between the months of April and July as the cooler months limit transpiration by the newly planted trees and allows for better root establishment.

Kilometres of roads swept.

Baseline New measure

= 17,800

11699

Off Track

Due to the impacts of COVID-19 Public Health Orders and restrictions, as well as the shortage of sweeper drivers in both

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Description

Baseline

Annual Results Status Target To Date

YTD Comments

quarters 1 and 2, targets have not been met.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 1.1: Council’s environmentally sustainable practices inspire everyone to protect and nurture the natural environment. Strategy - 1.1.1: Ensure the Georges River area is resilient in addressing energy, water and gas usage, sustainable buildings, waste diversion, green corridors, carbon emissions and urban design.

DP Action

1.1.1a: Adopt and implement a Resilience Strategy for Council services.

Status

Progressing

Comment

The Environmental Resilience Action Plan (was known as the Strategy) has been finalised and will be presented to the Environment and Planning Committee in Q3.

Action Code

Action Name

1.1.1ai

Develop a Resilience Strategy.

Status

Comments The Environmental Resilience Action Plan (was known as the Strategy) has been finalised and will be presented to the Environment and Planning Committee in Q3.

DP Action

1.1.1b: Reduce energy use at the top 10 Council energy using sites through the Energy Management Plan.

Status

Progressing

Comment

Council agreed to a regional energy supply agreement, which will commence in 2022/23. Additional information regarding this contract will be published ahead of the contract commencement.

Action Action Name Code 1.1.1bi

Implement an Energy Management Plan for Council's top 10 energy using sites.

Status

Comments The annual energy update report was provided to the Environment and Planning Committee to report on Council's continued progress towards implementing the recommendations of the Energy Management Plan and in meeting its renewable energy and net zero emissions targets.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

1.1.1c: Implement the Tree Management Policy.

Status

Progressing

Comment

Tree planting projects are continuing as funded under the Greening Our Cities Program, with a total of 1,000 trees expected to be planted during 2021/22. An estimated third of these trees have either been planted (approximately 280 trees) or provided to the community to be planted on private land (upon request).

\Action Action Name Code 1.1.1ci

Status

Implement the Tree Management Policy.

Comments As a result of a restructure this period, a new Tree Management team was formed to deliver the objectives of the Tree Management Policy. In accordance with the Policy, Council is currently collating a street tree planting schedule, with planting expected to be undertaken between March and September 2022.

DP Action

1.1.1d: Identify actions required to reduce the risks from climate change impacts on Council assets.

Status

Progressing

Comment

The Environmental Resilience Action Plan (was known as the Strategy) has been finalised and will be presented to the Environment and Planning Committee in Q3.

Action Code

Action Name

1.1.1di

Implement actions to reduce the risks from climate change impacts on Council assets.

Status

Comments A Climate Change Risk Assessment and Adaptation Plan has been developed and actions identified.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

1.1.1e: Develop a Waste Minimisation Strategy.

Status

Completed

Comment

The Waste Strategy was presented to Council in March 2021 and endorsed after an extensive community consultation program.

Action Action Name Code 1.1.1ei

Status

Implement the recommendations of the Waste Minimisation Strategy.

Comments The 16 key recommendations of the Strategy will be implemented over the 20-year life of the Strategy through a progressive budget allocation of funds from the Domestic Waste Management Reserve.

Strategy 1.1.2: Use waste management contracts and practices to divert waste from landfill sites.

DP Action

1.1.2a: Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.

Status

Behind Schedule

Comment

With the recruitment for a Waste Education Officer finalised, waste education programs, initiatives and events will recommence in Q3.

Action Code

Action Name

1.1.2ai

Implement a Waste Education Program.

Status

Comments The project has been on-hold during the current reporting period due to the pending recruitment and movement restrictions brought about via the Public Health (COVID-19 General) Order 2021.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 1.1.3: Help everyone to contribute to a more environmentally sustainable Georges River LGA.

DP Action

1.1.3a: Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects.

Status

Ongoing

Comment

Council's Environment and Sustainability section of the website is planned to be upgrade during Q3 to assist with community education regarding environmental management and protection alongside publishing of the Backyard Biodiversity Guide.

Action Action Name Code 1.1.3ai

Status

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

Comments Council agreed to a regional energy supply agreement, which will commence in 2022/23. Additional information regarding this contract will be published ahead of the contract commencement. The annual energy update report was provided to the Environment and Planning Committee to report on Council's continued progress towards meeting its renewable energy and net zero emissions targets. Tree planting projects are continuing as funded under the Greening Our Cities Program, with a total of 1,000 trees expected to be planted during 2021/22. An estimated third of these trees have either been planted (approximately 280 trees) or provided to the community.

Strategy 1.1.4: Develop and implement programs to protect and conserve the natural environment.

DP Action

1.1.4a: Implement the Tree Management Policy and Canopy Enhancement Program.

Status

Progressing

Comment

As a result of a restructure this period, a new Tree Management team was formed to deliver the objectives of the Tree Management Policy. In accordance with the Policy, Council is currently collating a street tree planting schedule to enhance the canopy within the LGA, with planting expected to be undertaken between March and September 2022.

Action Code

Action Name

1.1.4ai

Undertake the 2021/22 Street Tree Planting Program.

Status

Comments A street tree planting and location schedule is in the process of being collated, with the planting program expected to be undertaken between March and September 2022. In line with industry best practice, street tree planting is best done between the months of April and July.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

1.1.4b: Implement Council's Bush Regeneration Program to protect, conserve and enhance the natural environment.

Status

Completed

Comment

Program in place to utilise internal staff, contractors and volunteers to maintain and manage bushland reserves.

Action Code

Action Name

1.1.4bi

Implement the 2021/22 Bush Regeneration Program.

Status

Comments The Bushcare Volunteer Program resumed in December 2021 with a reasonable response after a long hiatus of 8 months resulting from COVID-19 Public Health Order restrictions and lockdowns. The program does not resume at maximum capacity until February 2022. All 22 contracted bush regeneration sites continued over the 2021 Christmas period and are moving forward with their prescribed works. Bushcare hosted the postponed annual plant giveaway to residents on 11 December 2021 with great success. All of the 1600 plants ordered found new homes in the LGA. No other Bushcare events occurred within the quarter due to Public Health Orders only being lifted in December.

Goal 1.2: The LGA’s waterways are healthy and accessible Strategy 1.2.1: Use our role on the Georges River Combined Councils' Committee (GRCCC) to lobby State agencies and other stakeholders for a protected and enhanced Georges River.

DP Action

1.2.1a: Represent Council's ambitions for the Georges River through the GRCCC.

Status

Ongoing

Comment

Council continues to support the GRCCC by attending all regular meetings and contributing to the finalisation of a Catchment Management Plan Scoping Study and the Georges River Foreshore Access and Improvement Plan.

Action Code

Action Name

1.2.1ai

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

Status

Comments Ongoing

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 1.2.2: Maintain marine and foreshore assets in a safe and functional condition.

DP Action

1.2.2a: Maintain marine and foreshore assets in a safe and functional condition and upgrade as required.

Status

Ongoing

Comment

Ongoing assessment and reporting of marine assets to ensure function and safety.

Action Code

Action Name

1.2.2ai

Undertake six monthly inspection and complete maintenance, renewal and upgrade on prioritised marine and foreshore assets.

Status

Comments Monitoring and rectification as required.

Goal 1.3: Everyone has access to beautiful parks and open spaces. Strategy 1.3.1: Ensure all public parks and open spaces are accessible, well maintained and managed to meet the recreational needs of current and future resident.

DP Action

1.3.1a: Implement the annual Parks and Open Space Improvement Programs.

Status

Progressing

Comment

Implementation of Annual Parks and Open Space Improvement Program progresses including completion of Merv Lynch Reserve amenities building, Lower Poulton Park carpark and naturalisation area and progression of Penshurst Park Stage 2 Sporting Hub construction.

Action Code

Action Name

Status

Comments

1.3.1ai

Implement the 2021/22 Parks and Open Space Improvement Program.

Parks and Open Space Improvement Program progressing.

1.3.1aii

Undertake quarterly Playground Safety Inspection Program.

An operational quarterly routine safety inspection of all playgrounds in the LGA was completed at the end of December 2021. Risk rating inspections were conducted on any issues and prioritized from high to low with repairs and maintenance scheduled for completion.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

1.3.1b: Use the findings of the Open Space, Recreation and Community Facilities Strategy to guide forward works programs and budgets.

Status

Ongoing

Comment

Findings of Open Space, Recreation and Community Facilities Strategy utilised in conjunction with other Council strategies to identify, scope, fund and execute open space projects for the community.

Action Code

Action Name

Status

Comments

1.3.1bi

Implement the 2021/22 Sportsfield Renovation Program.

Program under development based on condition changes over Christmas shutdown.

1.3.1bii

Implement the 2021/22 Playground Asset Replacement Program.

No funding available for new playground construction, however, maintenance of existing remains ongoing,

DP Action

1.3.1c: Implement scheduled cyclic painting program across parks and open space, including buildings, furniture and murals to prevent graffiti.

Status

Progressing

Comment

The 2021/22 Painting Program for Council assets is on track with a further 17 parks/reserves completed this quarter.

Action Code

Action Name

1.3.1ci

Undertake proactive maintenance of Council assets in parks.

Status

Comments Proactive maintenance of council assets in parks is on track with the painting of park furniture in a further 17 parks/reserves completed in this quarter. A collaborative effort from Council's carpenters, painters, sign writer and sign installation team also saw the installation of three park signs updated with Georges River Council branding at Judd Reserve Peakhurst, Bell Avenue Reserve Narwee and Yuruga Street Reserve Narwee. Safety signs at Oatley Park Swimming Baths were also updated with Georges River Council branding.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

1.3.1d: Implement scheduled cyclic mowing and gardening program across parks and open space.

Status

Ongoing

Comment

Mobile service delivery schedules continue to be refined to ensure well-presented recreational spaces for our community.

Action Code

Action Name

1.3.1di

Implement the 2021/22 mowing and gardening program across parks and open space.

Status

Comments Despite increased usage of parks and limited staff resources during COVID-19 lockdowns during this period, optimal presentation of our parks and recreational spaces was maintained.

Strategy 1.3.2: Review Plans of Management for sporting fields, parks, open space and bushland in the LGA.

DP Action

1.3.2a: Continue the review of Plans of Management for sporting fields, parks, open space and bushland within the LGA.

Status

Ongoing

Comment

In 2021/22 the review of Merriman Reserve, Oatley Park and Donnelly Park commenced.

Action Code

Action Name

1.3.2ai

Continue the review of the Plans of Management Programs for Crown Lands in accordance with the Crown Land Management Act.

Status

Comments Council in Q2 appointed Gondwana to prepare the Donnelly Park Plan of Management and Master Plan.

Strategy 1.3.3: Understand the potential impacts of climate change when developing design principles for parks and open spaces.

DP Action

1.3.3a: Incorporate design principles for parks and open spaces that promote resilience.

Status

Completed

Comment

Parks and open space continue to be delivered using design principles that promote resilience.

Action Code

Action Name

1.3.3ai

Continue to implement sustainable and resilient design principles in parks and open space projects.

Status

Comments All projects utilise sustainable and resilient design principles to develop best practice parks and open space outcomes.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 1.3.4: Use the GRC Open Space, Recreation and Community Facilities Strategy to inform the provision of parks and open space.

DP Action

1.3.4a: Continue to implement the GRC Open Space, Recreation and Community Facilities Strategy.

Status

Ongoing

Comment

The Georges River Council Open Space, Recreation and Community Facilities Strategy is the guiding strategy for open space and recreation project delivery and programming.

Action Code

Action Name

Status

Comments

1.3.4ai

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

Project development and design based on GRC Open Space, Recreation and Community Facilities Strategy

1.3.4aii

Continue to implement priorities based on the findings of the GRC Open Space, Recreation and Community Facilities Strategy.

Project scoping reliant on the Community Strategic Plan and GRC Open Space, Recreation and Community Facilities Strategy. Funding recently obtained for Olds Park Skate Park based on demand from this strategy.

Goal 1.4: Local heritage is protected and promoted. Strategy 1.4.1: Recognise the LGA’s local heritage through heritage listings in LEPs and protection policies in DCPs.

DP Action

1.4.1a: Finalise the review of the Hurstville LEP heritage schedule as part of the comprehensive LEP for the Georges River LGA.

Status

Completed

Comment

Completed and findings incorporated into the Georges River LEP 2021.

Action Code

Action Name

1.4.1ai

Prepare a planning proposal to incorporate the recommendations of the Foreshore Scenic Character Review into the Georges River LEP.

Status

Comments This project will commence in Q3 with the new Council.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 1.4.2: Capitalise on opportunities to recognise heritage assets in Council services and programs.

DP Action

1.4.2a: Retain and maintain properties with heritage significance through an annual Heritage Building Grants Program.

Status

Progressing

Comment

The Heritage Building Grants Program was funded for 2021/22 with submissions received up until 30 September 2021.

Action Code

Action Name

Status

Comments

1.4.2ai

Implement the 2021/22 Heritage Building Grants Program.

A total of twenty four applications were received and 12 applications are recommended for grant funding with a total amount of $77,000. The applications will be reported to Council in February 2022.

1.4.2aii

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

The Heritage Information Sessions will be held in Q3.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PILLAR 2 QUALITY, WELL PLANNED DEVELOPMENT Progress against 1 Year Operational Plan Items

17% 33% Behind Schedule Ongoing Cancelled On track

33% 17%

Achievements

• • • •

Processes and procedures are continually being reviewed and refined to ensure continuous improvement of the assessment of DAs. Elodgement for all application types has been completed. Georges River Local Environmental Plan 2021 and Georges River Development Control Plan 2021 has now been implemented. Council’s Development Advisory Service and formal pre-DA service is currently operating.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PERFORMANCE INDICATORS Description

Baseline

Annual Target

Results To Date

Number of DAs determined by the Georges River Local Planning Panel.

Status

YTD Comments

Baseline - 36

= 35

On Track

The Georges River Council Local Planning Panel hosted 13 public meetings, 1 electronic determination and considered 45 applications during Q1 and Q2.

Number of DAs determined by the Sydney South Planning Panel.

Baseline - 15

= 15

On Track

During Q1 and Q2 the Sydney South Planning Panel hosted considered 5 applications.

Number of DAs determined.

Baseline - 876

> 800

375

On Track

During Q1 and Q2 Council determined a total of 375 applications.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 2.1: Sustainable development delivers better amenity and liveability of the community and the environment. Strategy 2.1.1: Prepare a comprehensive LEP for the entire LGA to improve and standardise development controls and regulations - Completed Strategy 2.1.2: Prepare a comprehensive DCP for the LGA to guide development in the LGA.

DP Action

2.1.2a: Complete the Master Plan for Beverly Hills.

Status

Completed

Comment

The Georges River Development Control Plan was adopted by the Georges River Local Planning Panel on 24 March 2021.

Action Action Name Code 2.1.2ai

Status

Finalise the Master Plan for Beverly Hills in association with the Beverly Hills community.

Comments The preliminary hazard assessment of the gas pipeline has been completed and lodged with the Department of Planning, Industry and Environment for review. A Councillor Briefing was held on 18 October 2021 as required by the July Council resolution. Council has also recommissioned the master planning consultants to address matters associated with the recommendations of the preliminary hazard analysis and the outcomes of the Councillor briefing.

Strategy 2.1.3: Continue rigorous assessment of development applications (DAs) including compliance with DCPs, aesthetic qualities and environmental initiatives.

DP Action

2.1.3a: Continue to review the assessment and determination of processes and procedures to ensure continuous improvement of the assessment of DAs.

Status

Ongoing

Comment

All applications are assessed against Statutory and Council requirements. Processes and procedures are being reviewed, refined and improved regularly on an ongoing basis.

Action Action Name Code 2.1.3ai

Continue the implementation of internal procedures relating to the assessment of DAs.

Status

Comments To assist in process improvements, Council has been liaising with the State Government in term of grant funding to review process lines to improve efficiencies.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 2.1.4: Ensure high quality reporting and DA assessment by Council staff, local planning panels and the Sydney South Planning Panel.

DP Action

2.1.4a: Continue to monitor and standardise DA assessment reports and templates.

Status

Ongoing

Comment

All applications are assessed against Statutory and Council requirements. Peer review processes are implemented for quality control. Processes and procedures are being reviewed, refined and improved regularly on an ongoing basis. To assist in process improvements, Council has been liaising with the State Government in term of grant funding to review process lines to improve efficiencies.

Action Code

Action Name

2.1.4ai

Implement e-planning system to include e-lodgement of applications and commence implementation of ASSESS module.

Status

Comments E-lodgement for all application types has been completed. As new Georges River Local Environmental Plan 2021 and Georges River Development Control Plan 2021 has now been implemented, ASSESS module can be developed and applied to application assessments.

Strategy 2.1.5: Utilise Council’s Design Review Panel to provide independent and expert advice on the design quality of planning proposals and multistorey developments that meet the review criteria.

DP Action

2.1.5a: Monitor the functions and recommendations of the Design Review Panel.

Status

Cancelled

Comment

Design Review Panel has been terminated. In April 2021 Council employed a Senior Specialist Planner (Urban Design) following the service restructure of the Development and Building Department to improve the consistency of urban advice to customers and assessment planners in addition to reducing consultancy and legal costs associated with expert evidence in the NSW Land and Environment Court.

Action Code

Action Name

2.1.5ai

Review the functions and membership of the Design Review Panel.

Status

Comments Design Review Panel has been terminated.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 2.1.6: Adopt an effective fire safety program.

DP Action

2.1.6a: Adopt and implement a Fire Safety Program that maintains buildings with essential fire services to safeguard the community.

Status

Completed

Comment

Completed

Action Code

Action Name

2.1.6ai

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

Status

Comments 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.

Goal 2.2: The community helps to plan the LGA’s future. Strategy 2.2.1: Use community consultation and feedback to guide a comprehensive set of planning and development strategies that are incorporated into LEPs and Council policies.

DP Action

2.2.1a: Provide ongoing education to the community about controls to the development and building approval processes.

Status

Ongoing

Comment

Council's website is regularly updated, the Development Advisory Service is available during business hours to provide advice to community members or developers as required. Formal Pre-DA service currently operating.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 2.3: Council-led development and assets provide quality, long-term benefits to everyone. Strategy 2.3.1: Ensure quality design and sustainability principles underpin the provision of Council facilities and other assets.

DP Action

2.3.1a: Investigate systems to improve public safety and accessibility.

Status

Completed

Comment

Council officers, as part of asset management, consistently look for ways to improve public safety and accessibility.

Action Code

Action Name

2.3.1ai

Maintain and upgrade council's security and CCTV systems to improve public safety and accessibility.

Status

Comments Realignment of Assets and Infrastructure Directorate and staffing changes resulted in no data for this quarter.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PILLAR 3 ACTIVE AND ACCESSIBLE PLACES AND SPACES Progress against 1 Year Operational Plan Items

15%

Complete Behind Schedule Ongoing

54%

On track

23%

Achievements • • • • • • • •

Georges River Transport Strategy was adopted by Council at is meeting held on 25 October 2021. All reported potholes were made safe within a 48 hour period. Black Spot nomination for the intersection of Railway Parade/Lily Street/Elizabeth Street, Allawah has been endorsed. 1031 metres of trip hazards removed as part of Council’s Footpath Condition Audit. Council continues to deliver the Kogarah Collaboration Area Project with Bayside Council as a contributor. The Georges River Coastal Management Plan is in development with all Councils along the Georges River. The review of the Plans of Management for Merriman Reserve, Oatley Park and Donnelly Park have commenced. Nine bus stops have been upgraded and installed to Bus Zones.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PERFORMANCE INDICATORS Description

Baseline

Annual Target

Civil design for private works completed within timeframe.

Baseline - New Measure

> 90%

Maintain the Asset Renewal Ratio above industry benchmarks.

Baseline - 116%

Percentage of engineering operations service requests actioned against works scheduled.

Results To Date

Status

YTD Comments

88%

On Track

104 driveway applications received with 129 designed.

> 100%

90%

Off Track

Data collected and reported annually.

Baseline - new measure

≥ 80%

100%

On Track

The use of CiAnywhere is enabling effective scheduling and job completion.

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

Baseline - new measure

= 100%

100%

On Track

All reported potholes were made safe within a 48 hour period.

Percentage of utility restorations completed within timeframe advised.

Baseline - 80%

≥ 80%

43%

Off Track

Q2 results were significantly higher compared to Q1 with increased activity in December 2021. Four large development restorations were processed in Q2.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 3.1: The LGA has a range of transport options to connect people, goods and businesses. Strategy 3.1.1: Lobby for improved commuter car parking and manage local parking supply, including around train stations, to enhance business vitality and encourage public transport use, cycling and walking.

DP Action

3.1.1a: Implement the recommendations of the Car Parking Strategy.

Status

Progressing

Comment

The Transport Working Group did not meet in Q2.

Action Code

Action Name

3.1.1ai

Implement the recommendations of the Car Parking Strategy adopted by Council in April 2020.

Status

Comments The next meeting is arranged in Q3.

Strategy 3.1.2: Work with the NSW Government to develop an integrated transport and land use plan and a 20-year precinct plan as part of Future Transport 2056 initiatives.

DP Action

3.1.2a: Draft an Integrated Transport and Land Use Plan as part of Future Transport 2056 for public exhibition.

Status

Completed

Comment

Council at its meeting on 25 October 2021 adopted the Georges River Transport Strategy 2021.

Action Code

Action Name

3.1.2ai

Finalise the Transport Strategy.

Status

Comments Council adopted the Georges River Transport Strategy 2021 at the 25 October 2021 Council Meeting.

Goal 3.2: Roads, footpaths and cycleways are safe, accessible and free of congestion. Strategy 3.2.2: Implement a program of capital and maintenance to meet the needs of current and future users of Council’s infrastructure assets.

DP Action

3.2.2a: Develop and implement the annual Infrastructure Works Program, including a Town Centres Public Domain Program.

Status

Ongoing

Comment

Ongoing

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Status

Behind Schedule

Carry forward

Not started

Cancelled

Action Code

Action Name

Comments

3.2.2ai

Develop and deliver the 2021/22 Capital Works Program for new construction and renewals.

Capital Works Program execution ongoing.

3.2.2aii

Develop and deliver the 2021/22 Road Re-sheeting Program.

Road Re-sheeting Program progressing.

3.2.2aiii

Deliver the 2021/22 Drainage Upgrade Program including new and replacement works.

Progression of drainage upgrade program ongoing.

3.2.2aiv

Implement annual Black Spot Funding Program.

Black Spot nomination for the intersection of Railway Parade / Lily Street / Elizabeth Street, Allawah has been endorsed. Funding approval letter has not yet been received. Previous Black Spot locations have been completed by the Projects team.

3.2.2av

Design and construct compliant accessible bus stops.

9 bus stops upgraded to “Bus Zones” through Traffic Committee and installed. Awaiting TfNSW and Punchbowl Bus Company to carry out investigations for hardstand area and tactile locations.

DP Action

3.2.2b: Use the findings from the Footpath Condition Audit to implement the planned Footpath Maintenance Schedule.

Status

Progressing

Comment

A scheduled program of concrete grinding works was completed with 1031.1 metres of trip hazards successfully removed.

Action Code

Action Name

3.2.2bi

Deliver the 2021/22 Footpath Maintenance Schedule.

Status

Comments There is a continued focus on kerb and gutter requests currently being actioned for replacement as well as completion of slab replacement for identified trip hazards within the LGA.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 3.2.3: Collaborate with neighbouring councils to deliver large-scale infrastructure and planning projects.

DP Action

3.2.3a: Develop plans with neighbouring councils to deliver large-scale infrastructure projects, including projects recommended in the Open Space, Recreation and Community Facilities Strategy.

Status

Progressing

Comment

Council has a partnership with the other Georges River Councils to build flood resistance. Council also liaises with Sutherland Shire Council on Infrastructure issues, sharing ideas, opportunities and challenges. Council continues to deliver the Kogarah Collaboration Area Project with Bayside as a key contributor.

Action Code

Action Name

Status

Comments

3.2.3ai

Monitor for new opportunities for collaboration to work with neighbouring councils to deliver large-scale infrastructure projects.

Projects identified within the Salt Pan Creek Spatial Framework and Coastal Zone Management Plan utilised to identify new project opportunities.

3.2.3aii

Attend meetings with neighbouring councils to discuss delivery of future largescale infrastructure projects.

Council continues to communicate with neighbouring Council's regarding infrastructure demands and future projects. The Georges River Coastal Management Plan is in development with all Councils along the Georges River collaborating on this project.

Goal 3.3: Everyone, including people with disability, navigates the LGA in safety. 3.3.1: Implement the GRC Disability Inclusion Action Plan. (all projects completed)

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 3.4: Everyone has access to a range of active and passive recreation facilities. Strategy 3.4.1: Guided by the GRC Open Space and Recreation Strategy, provide contemporary passive and active recreation spaces, aquatic facilities, synthetic fields, community centres and libraries.

DP Action

3.4.1a: Plan, consider funding for and commence a program of capital works and service adjustments that responds to the Open Space, Recreation and Community Facilities Strategy, and improve opportunities for the community to participate in sporting, exercise and leisure activities.

Status

Progressing

Comment

Capital Planning as it relates to service delivery continues to mature to ensure an optimal and cost-effective implementation of the Open Space, Recreation and Community Facilities Strategy.

Action Code

Action Name

Status

Comments

3.4.1ai

Prioritise new projects and service changes in response to the GRC Open Space, Recreation and Community Facilities Strategy.

Grant funding opportunities uses GRC Open Space, Recreation and Community Facilities Strategy to identify priorities.

3.4.1aii

Complete Hurstville Central Plaza as community open space.

This project has been completed.

DP Action

3.4.1b: Complete Plans of Management for all sporting fields in the Georges River LGA.

Status

Ongoing

Comment

In 2021/22 the review of Merriman Reserve, Oatley Park and Donnelly Park commenced.

Action Action Name Code 3.4.1bi

Develop innovative funding and delivery models to implement priority projects and recommendations from the GRC Open Space, Recreation and Community Facilities Strategy.

Status

Comments There was no budget allocated for this project. Council is currently delivering the project management framework in house.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PILLAR 4 A DIVERSE AND PRODUCTIVE ECONOMY Progress against 1 Year Operational Plan Items

10%

10% Complete Behind Schedule Ongoing On track Not started

60%

Achievements

• • • • • • •

Ongoing improvements and refinements have been made to our Deep Cleansing Program servicing town centres. Georges River Local Environmental Plan was gazetted in October 2021. Activations were held in Hurstville and Kogarah CBDs to encourage the return of foot traffic. Council is an active member of the 24 Hour Night Time Economy Commission. Council is actively applying for grant funding under the NSW Department of Planning Industry and Environment’s Festival of Streets’ Program to stimulate the night time economy. Council resolved to adopt the Georges River Council Local Infrastructure Contributions Plan 2021 at its meeting on 25 October 2021. Council has re-established a Kogarah Collaboration Leadership Group.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PERFORMANCE INDICATORS Description

Baseline

Annual Target

All 24 commercial centres cleaned daily.

Baseline - 100%

= 100%

Amount of commercial, retail and industrial zoned/employment land capacity.

Baseline 115.56ha employment lands; retail and industrial

No net decrease

Level of 'place satisfaction' for key and emerging centres.

Baseline - new measure

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

Baseline - 101.4

Percentage of Construction Certificates determined in 21 days. Percentage of planning proposals meeting Gateway determination timeframes.

Results To Date

Status

YTD Comments

100%

On Track

The ongoing focus of improved service standards, particularly in Hurstville and Kogarah CBD's, has continued by way of ongoing improvements and refinements to our Deep Cleansing Program servicing town centres, CBD's and public amenities as well as the engagement of external contractors to service our 2 major CBDs on a biannual basis.

No loss of commercial, retail and industrial zoned land loss.

On Track

No loss of commercial, retail and industrial zoned land loss.

No Data

On Track

Dependent on results of Community Satisfaction Survey (Q4 2022).

< 90

132

Off Track

The mean determination times of all applications (DA's, Modifications and Reviews) processed in Q1 and Q2 reporting period was 132 days.

Baseline - 76%

> 90%

16%

Off Track

During Q1 and Q2, 16% of applications determined met the 21-day target.

Baseline - 85%

> 85%

100%

On Track

The only Planning Proposal gazetted in Q1 and Q2 was the Georges River Local Environmental Plan in October 2021. Council met the funding deadlines for the comprehensive LEP.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 4.1: Local businesses are supported to help protect jobs and create employment opportunities. Strategy 4.1.1: Primarily target economic development initiatives in Kogarah, Hurstville, Kingsgrove, Peakhurst and Riverwood.

DP Action

4.1.1a: Promote effective economic development initiatives that benefit the LGA.

Status

Ongoing

Comment

Businesses were again impacted during Q2 due to COVID restrictions; however, activations were held in Hurstville and Kogarah during this time to encourage the return of foot traffic to local centres.

Action Code

Action Name

4.1.1ai

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

Status

Comments Council is preparing for Small Business Month in March 2022. We will be partnering with industry experts like Service NSW, Innovative Manufacturing CRC (IMCRC), University of Technology Sydney, Bayside BEC (Business Enterprise Centre) and RiSe Women (Confidence for Women) to deliver a range of events to help small business succeed.

Strategy 4.1.2: Develop economic programs that target the health, retail, construction, education and financial sectors, small to medium businesses and home-based businesses.

DP Action

4.1.2a: Implement initiatives in key economic sectors in response to the Economic Development Strategy.

Status

Ongoing

Comment

Due to the ongoing impact of COVID, particularly on hospitality businesses in our local centres, and following on from Council's Economic and Social Recovery Plan, support was centred around these particular businesses and the promotion of State and Federal Government support packages.

Action Code

Action Name

4.1.2ai

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

Status

Comments In addition to key placemaking grant opportunities from the NSW Government, Council is preparing a program for Small Business month to support local businesses in the LGA. We will partner with industry experts to deliver a range of free workshops and initiatives as well as an International Women's Day event in March 2022.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 4.1.3: Deliver responsive placedbased activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses.

DP Action

4.1.3a: Deliver programs to activate and increase the night time economy in town centres.

Status

Ongoing

Comment

Working around lockdowns and COVID restrictions has been challenging, however, Council successfully implemented activations that have resulted in a positive impact to businesses in local centres, expanding activity from day to night.

Action Code

Action Name

4.1.3ai

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

Status

Comments Council is actively applying for grant funding under the NSW Department of Planning Industry and Environment’s 'Festival of Streets' program which provides grant funding to councils to stimulate the night time economy. Council is also an active member of the 24 Hour Night Time Economy Commission.

DP Action

4.1.3b: Implement medium and long-term place-based initiatives across other centres in the LGA.

Status

Ongoing

Comment

Being implemented as part of the new strategic placemaking unit.

Action Code

Action Name

4.1.3bi

Continue to implement placebased public domain initiatives across the LGA.

Status

Comments Seeking opportunities to deliver place-based activities across the LGA

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

4.1.3c: Measure the community’s satisfaction of the LGA’s key town centres as places.

Status

Ongoing

Comment

Will be measured in next Community Satisfaction in Q4 2022.

Action Code

Action Name

4.1.3ci

Continue to measure the community's satisfaction of the LGA's key town centres as places.

Status

Comments Ongoing as part of the Community Satisfaction Survey. Hurstville survey to be conducted for the public spaces legacy program.

Goal 4.2: Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth. Strategy 4.2.1: Develop an Employment Lands Study to preserve employment lands and to protect employment growth and services during land rezoning processes.

DP Action

4.2.1a: Implement the recommendations of the Commercial Centres Strategy.

Status

Not Progressing

Comment

Both the Beverly Hills and the Mortdale Master Plans received numerous community submissions which were reviewed by Council in Q2. No other commercial centres work commenced in Q2 due to budget restrictions.

Action Code

Action Name

4.2.1ai

Continue the work of the Commercial Centres Strategy for all centres within the LGA.

Status

Comments Both the Beverly Hills and the Mortdale Master Plans received numerous community submissions which were reviewed by Council in Q2. No other commercial centres work commenced in Q2 due to budget restrictions.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 4.3: The ambitions for Hurstville and Kogarah as strategic centres are realised. Strategy 4.3.1: Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth.

DP Action

4.3.1a: Prepare a new Section 7.11 and Section 7.12 Contributions Plan for the Georges River LGA.

Status

Completed

Comment

Council resolved to adopt the Georges River Council Local Infrastructure Contributions Plan 2021 (Section 7.11 and Section 7.12) at its meeting on 25 October 2021.

Action Code

Action Name

4.3.1ai

Complete a new draft Section 7.11 and Section 7.12 Contributions Plan(s) for the Georges River LGA.

Status

Comments The Plan came into effect on Wednesday 1 December 2021 and has repealed the Council's existing six Section 7.11 Plans and one Section 7.12 Plan on this date.

DP Action

4.3.1b: Work with the NSW Government and CanterburyBankstown Council on the orderly development of Riverwood as a Planning Precinct.

Status

Not Progressing

Comment

Council has advised the Department of Planning, Industry and Environment that it has two master planning processes underway for Beverly Hills and Mortdale Local Centre.

Action Code

Action Name

4.3.1bi

Continue to work with the NSW Government and CanterburyBankstown Council on the orderly development of Riverwood as a Planning Precinct.

Status

Comments Riverwood will probably commence late 2022 subject to a budget.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 4.3.2: Collaborate across all levels of government so that the Kogarah health and research hub can grow and attract allied services, increase employment, provide a range of housing types (including affordable housing) and provide excellent transport connections to and within the South and Eastern City districts.

DP Action

4.3.2a: Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

Status

Ongoing

Comment

Council has engaged Bayside Council as well as health and education stakeholders in Kogarah to form a new leadership group with a narrowed focus on advocacy and economic development. The group met in early December 2021 to confirm the focus areas for the next 12-18 months.

Action Code

Action Name

4.3.2ai

Play an active role in the Kogarah Collaboration Area Place Strategy Governance Group.

Status

Comments Council has reestablished a Kogarah Collaboration Leadership Group comprising the Local Health District, TAFE - NSW St George, the Microbiome Research Centre and Merunova (startup).

Strategy 4.3.3: Create an action plan with the business community that markets the LGA’s investment opportunities.

DP Action

4.3.3a: Prepare and implement an action plan to market the LGA's investment opportunities.

Status

Progressing

Comment

This is the 3rd Phase of the implementation of the marketing plan. Currently the focus is on the Discover phase of the plan aimed at redefining the perception of the region and building a positive reputation.

Action Code

Action Name

4.3.3ai

Finalise an action plan to market the City's investment opportunities.

Status

Comments In preparation, strong relationships are starting to be formed with Investment NSW, Small Business Commissioners and other influential stakeholders who can position the LGA a region that offer investment opportunities.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PILLAR 5 A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE

Progress against 1 Year Operational Plan Items

10% 11% Complete

42%

Behind Schedule Ongoing Cancelled On track

32% 5%

Achievements • • • • • • • • • • • •

All 38 school safety zones were patrolled by Council officers. A program of COVID-19 safe community events have been delivered with seven community events held attracting 19,500 visitors. Initial research and consultation is underway for the preparation of the events strategy. Council’s draft Social Justice Charter is now available to the community on Your Say for feedback. A drafty Early Learning Services Strategy has been developed. The Child Protection Action Plan is complete and implementation is on track. Council’s Reconciliation Plan was published by Narragunawali in December 2021. Implementation of the 2030 Library Strategy goals has commenced. Georges River Libraries’ Business Case for a new library in the western part of Georges River LGA has been completed. An Expression of Interest for a Sensory Garden has been undertaken with four prospective companies identified. Georges River Art Prize was launched. The Get the Site Right blitz was held in November 2021 with 54 active building sites inspected.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PERFORMANCE INDICATORS Description

Baseline

Annual Target

Results To Date

Status

YTD Comments

Customer satisfaction with Childrens Services.

Baseline - >82%

= 80%

No Data

Off Track

Currently this Financial Year there has been minimal opportunity to capture this data. Since June 2021 parents and carers have not been entering Early Learning Centres due to COVID-19. Children are dropped off and collected at the front door. With families not entering the centre, customer satisfaction via the ‘Happy or Not’ portal has not been captured.

Customer satisfaction with community centres and performance venues.

Baseline - new measure

≥ 80%

86%

On Track

Data reflects Q2 2021/22, due to Performance venues (Hurstville Entertainment Centre) and Community Centres/Halls for hire remained closed between 26 June 2021 to 13 and 15 October 2021, due to the COVID-19 lockdown period.

Customer satisfaction with Events.

Baseline - New measure

≥ 80%

95%

On Track

Positive community feedback for events delivered by Council. Note that in response to NSW Government COVID19 Public Health Order restrictions, Council did not deliver events in the first quarter 2021/22.

Customer satisfaction with Library Services.

Baseline - >83%

≥ 80%

86%

On Track

Libraries opened up on 11 October 2021 for click and collect and libraryGo (home delivery service) and 15 November for access to the public. Q2 actual exceeds the target of 80% and is on par with the similar period in FY2020/21 Statistics are from 1,098 surveys.

Customer satisfaction with Museum and Gallery

Baseline - > 90%

≥ 80%

98%

On Track

Museum & Gallery opened for access to the public from 12 October 2021. Q2 actual exceeds the target of 80% and is on par with the similar period in financial year 2020/21. Stats are from 83 surveys.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Description

Baseline

Annual Target

Results To Date

Percentage of food premises inspected annually.

Status

YTD Comments

Baseline - 100%

= 100%

39%

Off Track

Food premises inspections were not carried out in Q1. During Q2 inspections only commenced in November 2021.

Percentage of school safety zones patrolled annually.

Baseline - 100%

= 100%

100%

On Track

All 38 schools were patrolled in both Q1 and Q2 which equates to 100%.

Utilisation of Council's Child Care Centres.

Baseline - >95%

> 90%

90%

On Track

Carss Park Narani 88% Jack High 92% Oatley West 97% Ocean Street 67% Penshurst LDC 95% South Hurstville Kindergarten 96%. Despite the challenges of COVID-19 and the lockdown utilisation of the centres has remained consistent with previous quarter.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 5.1: We create and support events that celebrate community and cultural identity and benefit the economy. Strategy 5.1.1: Initiate, facilitate and support inclusive and accessible events that meet the community’s aspirations and actively connect Council to individuals, community groups and businesses.

DP Action

5.1.1a: Implement an annual program of Council-run and Council-supported events.

Status

Progressing

Comment

A program of COVID-19 Safe Community events delivered across the year, in accordance with NSW Government Public Health Order Restrictions. Seven community events attracting 19,500 visitors delivered in Q2.

Action Code

Action Name

Status

Comments

5.1.1ai

Implement an annual calendar of destination and localised events.

Seven events and activations delivered over the October December quarter including the Frightful 80s drive in theatre, ‘We Are Georges River’ travelling art exhibition, Festive Flicks at Carss Bush Park, Summer Streets Christmas markets in Hurstville and the Mobile Musos program. 9,500 people attended our events. These events delivered in accordance with Council's COVID-19 Safe events program and spread across the LGA to be as accessible to as many residents as possible.

5.1.1aii

Deliver the 2021 Christmas Lights Competition.

The 2021 Christmas Lights Competition cancelled following a resolution of Council 25 October 2021 (CCL080-21).

DP Action

5.1.1b: Review of Georges River Council Event Strategy.

Status

Progressing

Comment

Initial research and consultation underway for the preparation of the events strategy.

Action Code

Action Name

5.1.1bi

Commence a review of Georges River Council Event Strategy.

Status

Comments Initial consultation and data gathering component of the project underway.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 5.2: Affordable and quality housing options are available. Strategy 5.2.1: Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes.

DP Action

5.2.1a: Develop an Affordable Housing Policy and Affordable Housing Contributions Scheme (as per NSW Government requirements).

Status

Progressing

Comment

The implementation of the Affordable Rental Housing Policy is tied up with the Mortdale Master Plan. The Mortdale Master Plan will be reported to Council in 2022.

Action Code

Action Name

5.2.1ai

Implement an Affordable Rental Housing Policy.

Status

Comments The Mortdale Master Plan will be reported to Council in 2022.

Strategy 5.2.2: Council-led development proposals incorporate, where feasible, options that support affordable and diverse housing.

DP Action

5.2.2a: Investigate the potential to include affordable housing in Council-led developments.

Status

Progressing

Comment

Council adopted its Affordable Housing Policy in May 2021. This Policy provides the framework for affordable housing in Council-led developments.

Action Code

Action Name

5.2.2ai

Place the Planning Proposal for Civic Precinct Master Plan on community participation.

Status

Comments The Planning Proposal is required to be updated in accordance with the conditions of the Gateway Determination issued 28 September 2021 along with a civic precinct public amenities and facilities strategy, a civic precinct public domain strategy, a conservation management plan for the museum and gallery and a revised traffic assessment. Proponent advised in late December 2021 that they are unlikely to meet the Gateway Determination timeframe.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goals 5.3: The community is socially and culturally connected. Strategy 5.3.1: Develop and implement a Social Plan and a Cultural Strategy that celebrates diversity, promotes the multicultural community, supports innovation and creativity and contributes to the economic success of the area.

DP Action

5.3.1a: Develop and implement a Social Justice Charter to build the LGA’s social strengths.

Status

Progressing

Comment

A Council staff workshop was run in November and edits made to the Social Justice Charter based on feedback from staff as well as Council’s Reference Groups. The current draft Social Justice Charter is now available to the community for feedback on Council’s Your Say platform until the end of February.

Action Code

Action Name

5.3.1ai

Launch and promote the Georges River Council Social Justice Charter.

Status

Comments Further consultation will be held with targeted community groups before being presented to Council in Q3.

Strategy 5.3.2: Develop, support and promote programs and activities that foster social participation and wellbeing of the diverse community, regardless of age, gender, sexual orientation, cultural or religious background.

DP Action

5.3.2a: Implement an annual program of activities that create opportunities for community interaction and cohesion.

Status

Completed

Comment

We Are Georges River was a travelling outdoor exhibition that took place over September and October 2021 throughout parks and town centres in the Georges River LGA. The format of an outdoor exhibition allowed the event to go ahead and people to view in a COVID-safe manner. Despite rain, the Christmas markets were well attended with 8,000 people recorded during the event. This indicates that the community is comfortable willing to interact in a COVID-safe manner, support local business, and were thankful to be able to participate in the festive markets and activations.

Action Code

Action Name

5.3.2ai

Deliver enhanced community centre/space for key communities, prioritising the development of facilities in the western part of the LGA.

Status

Comments Penshurst Park Community Centre build phase completed. Occupational Certificate issued and leasing arrangements confirmed.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 5.3.3: Develop an integrated Community Safety Plan to identify the role Council and others can play in helping to make the LGA a safer place.

DP Action

5.3.3a: Increase community safety awareness with business and residents.

Status

Progressing

Comment

The Volunteer Street Champion program is being reviewed.

Action Code

Action Name

5.3.3ai

Deliver a pilot Community Safety Program.

Status

Comments It is planned that the Volunteer Street Champion Program will recommence once the participating Officer from the St George Local Area Command is available to meet with the volunteers. This will need to be online to ensure continuation without disruption from COVID-19.

Strategy 5.3.4: Provide high quality, affordable and economically viable education and care across Council’s children’s services.

DP Action

5.3.4a: Implement the 2017-2020 Children’s Services Strategic Plan with an emphasis on best practice and family-friendly childcare services.

Status

Completed

Comment

All actions in the Plan are complete. A Draft Early Learning Services Strategy 2021-2031 has been developed. Public exhibition has been completed. The draft strategy will go to Council with recommendation for adoption in February 2022.

Action Code

Action Name

Status

Comments

5.3.4ai

Develop and implement Children and Staff Wellbeing Action Plan.

A Wellbeing Working Group was developed that consists of an educator from each service along with a coordinator who leads the group. A Be You Action Plan was developed with the group which focused on "Mentally Healthy Communities".

5.3.4aii

Implement Council's Child Protection Action Plan.

The Child Protection Action Plan is complete and implementation is on track. From October - December 2021 Council Terms and Conditions for facility/venue hire were reviewed to ensure standards updated for inclusion of Child Safety measures. Business units across Council have been provided toolbox talks on how to include Child Protection as a regular agenda item at meetings and provide information on regulations and reporting procedures and Council's digital screens display Child Protection messaging.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

5.3.4aiii

Implement a Reconciliation Action Plan.

Reconciliation Plan was published by Narragunawali in December 2021. All centres have been provided with action plans and a copy of the published Reconciliation Action Plan.

5.3.4aiv

Review demand for additional needs early learning centre.

Completed in 2019/20. No action required.

Goal 5.4: Diverse, vibrant community facilities and spaces are connected, well maintained and accessible. Strategy 5.4.1: Expand the role of libraries as welcoming and inclusive spaces with services, collections and programs that inspire and engage with the community.

DP Action

5.4.1a: Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

Status

Ongoing

Comment

Implementation of the Strategy goals has commenced. The Cultural Engagement and Library Service Business Plan for 2021-23 was also finalised and will guide the work being done in regard to the implementation of the 2030 Library Strategy.

Action Code

Action Name

Status

Comments

5.4.1ai

Conduct and implement outcomes of feasibility study to harmonise library opening hours.

Due to the COVID-19 lockdown and restrictions in place, the trial harmonisation of Georges River Libraries' operating hours has been extended to 29 May 2022. The outcomes of the trial will be factored into the recommendations put forward to Council in regard to the library opening hours moving forward.

5.4.1aii

Conduct and implement results of business case and demand analysis toward locating and building a new large 2,500sqm library to serve the western half of the LGA, to transform the current branch libraries into spaces that are more flexible for programming and community use and selfservice pick up points and to implement standalone selfservice and all-hours pick-up points in key transport and population centres.

The Georges River Libraries’ Business Case for a new library in the western part of Georges River LGA and strategic planning for Oatley, Penshurst and South Hurstville libraries has been completed. community space and hall.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

5.4.1aiii

On track

Ongoing

On hold

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

Behind Schedule

Carry forward

Not started

Cancelled

EOI for the sensory garden was undertaken with four prospective companies identified. Invitation to tender for the build and construction of the sensory garden is currently being finalised. The final tender report with the selected tender will be presented to Council by the end of Q3 2022 with the commencement of the project build in Q4 2022.

DP Action

5.4.1b: Deliver improvements to library services and facilities to ensure appropriate and effective use of collections and resources.

Status

Progressing

Comment

Library and Museum & Gallery services were adapted to support the community during the lockdown. Services included LibraryGo (home delivery service), introducing a Click and Collect service and the member reactivation program. Museum & Gallery developed a virtual tour of their services to enable the community to still experience the Georges River Art Prize virtually.

Action Code

Action Name

5.4.1bi

Implement the Debt Recovery Plan for Library Services.

Status

Comments $2,043 was collected as part of the library amnesty drive and given to the Indigenous Literacy Foundation. 700 members took part and $20,000 in fines were cleared. 4,471 members did not take part in the amnesty. These are members with pre-existing fines from amalgamation to before 9 April 2021 who did not come forward to participate in the amnesty. The total outstanding amount (charge date <= 09 April 2021) = $119,259 [These are outstanding fines since amalgamation till 9 April 2021]. 579 members have outstanding fines greater than $50 totaling $84,570. 3,892 members have outstanding fines less than $50 totaling $34,689 [3,209 members < $16.45 in outstanding debt ($14,111)]. During Q3, a report will be prepared on the amount and volume of debts over $50 - to be dealt with first so that overdue reminder notices can be sent out to these members.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 5.4.2: Collaborate with State agencies, the education sector and neighbouring councils to provide regional level community facilities – partnership established and formalised. Strategy 5.4.3: Provide a range of affordable and accessible facilities for community-based activities.

DP Action

5.4.3a: Seek community partnership to develop community facilities for culturally diverse and emerging communities.

Status

Progressing

Comment

Federal Government funding has been secured by a community organisation for the refurbishment of 7A Hedley Street Riverwood.

Strategy 5.4.4: Encourage and promote the arts through Council’s cultural facilities including Hurstville Museum & Gallery, Hurstville Entertainment Centre and Carss Park Artist’s Cottage.

DP Action

5.4.4a: Implement an annual program of community and cultural programs and events.

Status

Progressing

Comment

The Georges River Art Prize was launched which is an important cultural event for the local community, providing residents with the opportunity to experience high quality contemporary Australian art. Despite the impact of COVID-19, there was strong interest in this Prize, with over 350 entries received from across Australia, in the categories of painting, sculpture, Little Artist and Youth Art. The Georges River Art Prize was displayed at both Hurstville Museum & Gallery and the Clive James Library and Service Centre, Kogarah, and offered $20,000 in total prize money. Throughout October - December 2021 Hurstville Museum and Gallery continued to stay connected with our community and did this through online platforms, increasing social media posts and presence, highlighting exhibitions, collection objects, and local studies photos and stories throughout this period.

Action Code

Action Name

5.4.4ai

Increase the profile of the Artist in Residence Program.

Status

Comments Katika Schultz commenced the Artist in Residence Program on 2 November 2021 to 23 January 2022. Katika worked on portraits of the local Georges River community, to capture the diversity and cultural richness of the area and will be donating one of her artworks to Hurstville Museum & Gallery collection. The current Artist in Residence is Emma Varga who is a glass artist and is in the residence from 1 28 February 2022.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 5.5: The community is safe and healthy. Strategy 5.5.1: Conduct Council’s regulatory functions in accordance with legislative requirements.

DP Action

5.5.1a: Continue to liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes.

Status

Ongoing

Comment

Staff maintain currency with legislation amendments via various email networks/forums from relevant NSW Government agencies and Council's Panel of Solicitors.

Action Code

Action Name

5.5.1ai

Implement the 2021/22 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns.

Status

Comments Regulatory programs, including food premises and public health (skin penetration premises, cooling water towers and public recreational pool and spa) inspections, has commenced. These regulatory programs were put on hold in Q1 and most of Q2, due to the restrictions placed by the Public Health Order, limiting the capacity of retail trade. Currently, the program is behind schedule.

DP Action

5.5.1b: Continue to implement programs relating to food premises, skin penetration premises and regulated systems.

Status

Behind Schedule

Comment

Regulatory programs, including food premises and public health (skin penetration premises, cooling water towers and public recreational pool and spa) inspections, has commenced. These regulatory programs were put on hold in Q1 and most of Q2, due to the restrictions placed by the Public Health Order, limiting the capacity of retail trade. Currently, the program is behind schedule.

Action Code

Action Name

5.5.1bi

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

Status

Comments The Get the Site Right blitz was held between 15-19 November 2021 during which time 54 active building sites were inspected across the LGA with 13 warnings issued for minor non-compliances.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PILLAR 6 LEADERSHIP AND TRANSPARENCY

Progress against 1 Year Operational Plan Items

12% 3%

14%

Complete Behind Schedule Ongoing On track

71%

Achievements

• • • • • • • • • • • •

Community engagement for Community Strategic Plan has been completed. Annual Report and End of Term report adopted by Council. Completion of the 2018-2021 Audit Plan comprising 30 audits, encompassing the 2020/21 Information Management and Technology Audit Program comprising 8 audits. Recruitment and induction of 2 new members of the Audit Risk and Improvement Committee (replacing outgoing members), comprising 3 independent members. Completion of audit actions arising from NSW Audit Office and BDO Contract Management. Public registers have been updated to ensure legislative compliance under GIPA. A Councillor Induction Program has been developed. A draft Investment Prospectus has been developed. An Advocacy Priorities Program has been developed. A Draft Plan of Management and Master Plan for Sans Souci Park was adopted for public exhibition at the November 2021 Council Meeting. COVID-19 Vaccination Policy and related safety plans have been implemented. Council responded to 92.5% of correspondence within 14 days.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

PERFORMANCE INDICATORS Description

Baseline

Annual Target

Results To Date

Status

YTD Comments

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

Baseline - 8% under budget

< 5%

-4%

On Track

Above budget due to the earlier than expected receipt of the Pensioner Rebate Subsidy ($963k), and interest income also above budget ($168k)

Actual year-to-date expenditure is no more than 5% over the year-todate approved budget.

Baseline - 12% under budget

< 5%

-14%

On Track

Under budget due to savings in Agency Collection Fees and Doubtful Debts expenses, both considered to be timing only at this stage

Annual nett litigation costs managed to $1.9m budget.

Baseline $843000

< $1,900,000

$519,514

On Track

Legal Services' expenditure is currently on track for the year to date and managed to budget.

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

Baseline 100%

= 100%

100%

On Track

Legal Services continues to attempt the resolution of all Class 1 merit appeals by way of S34 conciliation whenever possible.

Council decisions made at meetings closed to the public.

Baseline - 8%

< 25%

On Track

Only two Ordinary Council Meetings held in Q2 (October and November) due to Council elections being conducted on 4 December 2021 and election of Mayor, Deputy Mayor and Committee memberships held on 30 December 2021.

Council's overall Customer Experience rating

Baseline - 53%

≥ 63%

74%

On Track

The annual target of 63% was exceeded in the first half of 2021/22, despite COVID19 restrictions limiting customer opportunities for inperson interactions with Council.

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

Baseline - New Measure

≥ 80%

86.5%

On Track

In the first half of the 2021/22 year the result was 86.5% customer satisfaction, exceeding the target of 80%, noting that some Council facilities were closed during Q1 and Q2 due to COVID health guidelines.

Increased income from grants

Baseline - 13%

> 75%

91%

On Track

Target is to increase grant income by 13% based on FY21 (so 113% of $33.5m =

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Description

Baseline

Annual Target

Results To Date

Status

YTD Comments FY22 Target of $37.8m) At Dec-21, we should be halfway to this target, so $18.9m. Actual Grant income is $17.2m so we are off target by $1.7m (translating to 91% achievement).

Investment portfolio returns for the past 12 months exceeding industry benchmark as disclosed by CPG.

Baseline 3.39% - 1.64% above benchmark

0.88% to 0.85% above benchmark

On Track

For Q2 the performance return in Council's investment portfolio was 0.88%. It is on average 0.85% above the performance benchmark. The return on investments was decreased due to the low cash rate held by RBA.

Number of registered speakers at Council Meetings.

Baseline - New measure

On Track

YTD total 33 speakers.

Number of visits to Council's website is increased by 10% annually.

Baseline - New measure

>10% increase

1,053,699

On Track

The target for website visits for the year has already been met and exceeded.

Number of Your Say Georges River Panel Members increases 10% annually.

Baseline - New Measure

> 10% increase

On Track

Growth on the Your Say Panel is on target for a 10% annual increase.

Operating Performance operating expenditure is contained within operating revenue.

Baseline - 2.57%

> -4%

On Track

Mainly due to lower than expected expenditure, with main savings in Assets and Infrastructure contractor and materials costs and the timing of the council election costs

Own Source Operating Revenue - % of self funding.

Baseline 78.49%

> 60%

86%

On Track

Mainly due to higher than budgeted income from investment portfolio, rates income and car parking fines

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

Baseline 100%

= 100%

100%

On Track

100% compliance with statutory and legislative reporting requirements for YTD.

Percentage of complaints completed within agreed times.

Baseline - 67%

≥ 90%

100%

On Track

In the first half of the 2021/22 year the result was 100% of complaints completed within agreed times, exceeding the target of 90%.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Description

Baseline

Annual Target

Results To Date

Status

YTD Comments

Percentage of correspondence responded to within 14 days.

Baseline - 82%

> 80%

92.5%

On Track

In the first half of the 2021/22 year the result was 92.5% of correspondence responded to within 14 days, exceeding the target of 80%.

Percentage of customer requests completed within agreed times.

Baseline - 64%

≥ 80%

89%

On Track

In the first half of the 2021/22 year the result was 89% of customer requests completed within agreed times, exceeding the target of 80%.

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

Baseline 78.7%

≥ 80%

72%

Off Track

The target was not met but trending in the right direction based on results in the 2020/21 year.

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.

Baseline 100%

> 75%

100%

On Track

The Legal Services team continues to work with the Investigations, Compliance and Regulatory officers throughout Council to educate them around improving investigation techniques.

Percentage of occupancy across Council-owned commercial properties.

Baseline - 97%

> 90%

94%

On Track

5 vacant properties out of 81 properties. Difficult market conditions for the year due to COVID.

Percentage of WHS Incident Management Corrective Actions finalised within agreed times

Baseline - 22%

≥ 60%

65%

On Track

YTD average is meeting the annual KPI target.

Percentage outstanding rates, annual charges, interest and extra charges.

Baseline - 2.7%

< 5%

On Track

We are on track. The same as last year. The ratio will reduce as the year progresses. The majority of the outstanding amount relates to prior years charges.

Rates and annual charges outstanding ratio

Baseline 3.0%

< 5%

On Track

We are on track. The same as last year. The ratio will reduce as the year progresses.

Unrestricted Current Ratio

Baseline - 3.86

On Track

Favourable working capital ratio at December month end.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 6.1: The community is involved and listened to Strategy 6.1.1: Actively implement the GRC Community Engagement Policy and Strategy, providing a consistent and best practice approach to engagement across all Council functions.

DP Action

6.1.1a: Review performance indicators and data with internal and external stakeholders to ensure data contributes to continuous improvement.

Status

Progressing

Comment

A cycle of review has been established with internal and external stakeholders.

Action Code

Action Name

6.1.1ai

Continue to review performance indicators and data with internal and external stakeholders to ensure data contributes to continuous improvement.

Status

Comments Community consultation and engagement undertaken for the Community Strategic Plan closed in October and is being used to establish the priorities from the community and will guide how performance is measured. The new Council performance dashboard, MyCouncil, has gone live on the website and has been promoted to the community.

DP Action

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

Status

Progressing

Comment

A cycle of review and improvement for Community Engagement has been established and is undertaken after every consultation to apply lessons learnt from community and stakeholders.

Action Code

Action Name

Status

Comments

6.1.1bi

Implement changes to Your Say following feedback from the Your Say Satisfaction Survey.

A page has been created for 2022 and review has commenced of previous years for context. This year’s insights include a focus on the impact of COVID and the reliance on digital platforms.

6.1.1bii

Deliver training to relevant staff concerning updates to the Community Engagement Strategy.

Training has been incorporated into the beginning of each consultation with the program lead, outlining the minimum requirements per the Community Engagement Strategy. Additional content has been established to exceed the standard to bring awareness and improve accessibility and visibility of the consultation.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.1.1c: Develop and build a brand and identity for the LGA.

Status

Progressing

Comment

Regular communication to the business community on available COVID support resources and funding from all government levels. Developed and implemented small business events and programs to support the local business community. Regularly update to the small business community on issues relevant to them using the small business platform ‘Georges River Business’.

Action Code

Action Name

6.1.1ci

Continue to develop and build a brand and identity for the LGA.

Status

Comments Continuously reviewing and adjusting all council initiatives and communication avenues for small business to ensure the optimum outcome.

Strategy 6.1.2: Use of online, social media and other communication channels, including Your Say Georges River.

DP Action

6.1.2a: Broaden the range of Council and community issues referred for feedback to Council’s Your Say Georges River Panel.

Status

Progressing

Comment

A training plan has been developed to brief key Council teams in the engagement functionality of our consultation platform supported with pre-consultation one on one training with project leads and teams.

Action Code

Action Name

6.1.2ai

Continue to broaden the range of Council and community issues referred for feedback to Council's Your Say Georges River Panel.

Status

Comments During this quarter, 16 projects were opened. Highlights include: •

BMX and Mountain bike riding in Georges River

•

Name Your Youth Festival

•

Help plan the Future of Merriman Reserve

Consultations this quarter included a focus on diverse cohorts, particularly engaging youth. Corresponding project groups were introduced to a broader selection of engagement tools offered through Your Say, including mapping, polls, and ideas walls to further encourage dynamic participation from both internal and external stakeholders.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.1.2b: Develop comprehensive communication plans for Council’s projects, programs and initiatives.

Status

Progressing

Comment

All major community consultations, events and programs have a Communications Plan and a lead Communications Officer.

Action Code

Action Name

6.1.2bi

Create and implement an Engagement Communication Plan for major projects where Council is seeking community engagement in 2020/21 including use of print media and traditional marketing methods.

Status

Comments During this quarter we had plans in place for BMX and Mountain Bike Riding in Georges River, Name Your Youth Festival, Help us Plan the Future of Merriman Reserve and Help us Name our Anti-Racism Campaign.

Strategy 6.1.3: Publicly and regularly report on our performance against strategic, financial and operational plans.

DP Action

6.1.3a: Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

Status

Ongoing

Comment

All Integrated Planning and Reporting requirements have been met including publishing of the 2020/21 annual report.

Action Code

Action Name

6.1.3ai

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

Status

Comments Annual Report complete together with End of Term Report. Both documents have been published on Council's website.

DP Action

6.1.3b: Develop an Annual Community Consultation Progress report.

Status

Completed

Comment

Completed

Action Code

Action Name

Status

Comments

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

6.1.3bi

On track

Ongoing

On hold

Create an Annual Community Consultation Progress report.

Behind Schedule

Carry forward

Not started

Cancelled

The annual dashboard for community consultation is available on the YourSay platform for all visitors to the site to view the past year of consultation. We have commenced the capture of regular reporting for the annual report on our engagement with the community.

DP Action

6.1.3c: Deliver and report on the Financial Assistance Program.

Status

Ongoing

Comment

The Georges River Council Financial Assistance Guideline provides a framework to guide the process, review and allocation of funds to community organisations. The Guideline ensures consistency and compliance under sections 356 and 377 of the Local Government Act 1993 for all financial assistance programs administered by Georges River Council, including the programs outlined in: •

Georges River Council Grants, Donations and Sponsorship Policy

•

Georges River Council Community Lease Policy

•

Georges River Council Councillor Ward Discretionary Fund Policy.

This Guideline was established following the Internal Audit Report (2020) - Section 356 Financial Assistance Final recommendation to develop an overarching framework on financial assistance to ensure consistency across financial assistance programs and reduce the risk of noncompliance with section 356 of the Local Government Act 1993. This Guideline will be reviewed annually to ensure the total allocated and approved budget is incorporated into the Guideline and published on Georges River Council's website.

Action Code

Action Name

6..1.3ci

Deliver and report on the financial assistance program including community grants, community leases, microgrants, venue hire program, heritage grants, heritage publication grants, donations, Councillor Discretionary Ward Fund, COVID recovery program, sponsorship program.

Status

Comments The Guideline was endorsed by the Executive Team on the 15 December 2020 and reviewed by the Independent Commission Against Corruption in September 2021. It is accessible on Council's website under Council's policy page.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

6.2: Open, informed and transparent decision-making supports the interests of the community. Strategy 6.2.1: Make all reports to Council Meetings public wherever possible under the Local Government Act 1993 or provide open and closed reports where necessary.

DP Action

6.2.1a: Investigate the feasibility of 'Meet your Ward Councillors' sessions.

Status

Progressing

Comment

Planning for the 2021/22 Meet Your Ward Councillors' Sessions has commenced.

Action Code

Action Name

6.2.1ai

Review current program to date and recommend feasibility of offering the program in the future.

Status

Comments Hurstville Ward has been scheduled for Saturday, 26 March 2022. Other Ward sessions will be scheduled to occur in the following weeks/months. All sessions will be held as pre-arranged online meetings.

DP Action

6.2.1b: Utilise webcasting to improve access to information from Council meetings.

Status

Ongoing

Comment

This occurs prior to the closure of every Council meeting. This work is ongoing and continual.

Action Code

Action Name

6.2.1bi

Webcast resolutions from any items considered in closed sessions.

Status

Comments This occurs prior to the closure of every Council meeting.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 6.2.2: Undertake effective risk management to provide greater certainty and security over the management of Council resources and services.

DP Action

6.2.2a: Annually review Council’s enterprise and operational risks.

Status

Completed

Comment

Completed review and update of strategic risks, risk heat map and confirmation of risk tolerance/criteria and directorate risk registers. Including update of business continuity plans/sub-plans and scenario training workshops to test internal controls.

Action Action Name Code

Status

Comments

6.2.2ai

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

Adoption of the audit of council strategies and policies and reporting to the Audit Risk and Improvement Committee.

6.2.2aii

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

Reporting on quarterly basis to the Audit Risk and Improvement Committee - risk management and the annual review of strategic risks, governance compliance and fraud control, WHS, procurement external reporting, and the audit of council policies and strategies.

Strategy 6.2.3: Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance.

DP Action

6.2.3a: Review procurement policy and practice through the Local Government Procurement Program.

Status

Progressing

Comment

100% completion of audit actions arising from NSW Audit Office and BDO Contract Management. Ahead of schedule on the implementation of BDO Project Governance Audit and Project Management Framework.

Action Code

Action Name

Status

Comments

6.2.3ai

Continue to implement recommendations from the Procurement Audit.

100% completion of audit actions arising from NSW Audit Office and BDO Contract Management. Ahead of schedule on the implementation of BDO Project Governance Audit and Project Management Framework

6.2.3aii

Ongoing focus on procurement contracts governance strategies and enabling priorities.

Project Governance Committee provided an update to the Audit Risk and Improvement Committee on the development of the Project Management Framework and templates, and the identification of pilot projects to test implementation of the framework and templates,

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

business case and risk assessment in line with the next budget development and approval timetable. Strategy 6.2.4: Provide timely access to Council information, in accordance with legislation, policy, public interest considerations, proactive disclosure and the respect for individual privacy.

DP Action

6.2.4a: Maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) including contracts, gifts and benefits and Councillor and Designated Persons disclosure returns (section 4.21-4.27 of Council's Code of Conduct).

Status

Progressing

Comment

Public registers updated to ensure legislative compliance under GIPA including gifts and benefits. Disclosures of Interest Returns for designated persons published as required in accordance with the requirements of the Code of Conduct and the Information Privacy Commission.

Action Action Name Code

Status

Comments

6.2.4ai

Continue to maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) including contracts, gifts and benefits and Councillor disclosures of interest returns.

Publication of updated of public registers and Designated Person Returns.

6.2.4aii

Continue to implement a training and awareness program in regards to disclosure obligations under the Code of Conduct, Local Government Act and GIPA Act.

Implementation of new online Conflicts of Interest Declaration form for all staff complemented with directorate and team based interactive demonstration sessions and information/resources that will support the mandatory Code of Conduct training for staff, including providing information resources to staff on their disclosure obligations. Governance and Audit roadshow prepared to rollout in next quarter to enable face to face delivery with the directorates. Office of the Local Government review of the administrative framework under which complaints about Councillor misconduct are managed.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.2.4b: Maintain online records of Council and Committee papers and minutes, donations and sponsorships, and Councillor expenses.

Status

Ongoing

Comment

Achieved, this occurs after each meeting. This work is ongoing and continual.

Action Code

Action Name

6.2.4bi

Continue to maintain online records of Council and Committee papers and minutes, donations and sponsorships and Councillor expenses.

Status

Comments All reports that are considered by Council are available on Council's website, including the publication of minutes to ensure that decisions made by Council are open and transparent and accessible to the community. Additionally, registers are available on Council's website which contain details of expenses which are reimbursed to Councillors in accordance with the Mayor and Councillors Expenses Policy.

DP Action

6.2.4c: Report to the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters in accordance with statutory reporting requirements.

Status

Progressing

Comment

Report on statistics prepared to submit to the NSW Ombudsman in the next quarter. Report submitted to Council and the Office of Local Government on the 2021 Code of Conduct Complaints statistics.

Action Code

Action Name

6.2.4ci

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.

Status

Comments Publication of updated Disclosure Returns. Report to the Office of Local Government on the Code of Conduct Complaints statistics. Report to the NSW Ombudsman on Public Interest Disclosure statistics and the Information Privacy Commission on GIPA statistics.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 6.2.5: Use the Audit, Risk and Improvement Committee to independently advise Council on good governance, audit matters, business improvement and risk management controls.

DP Action

6.2.5a: Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfil its responsibilities under the Local Government Act and ARIC Charter.

Status

Progressing

Comment

The ARIC has fulfilled its responsibilities to date in 2021/22 under the Local Government Act and ARIC Charter, supported by the Internal Audit Unit and management. All items on the ARIC Responsibility Calendar for the financial year 2021/22 have been covered and presented for discussion to ARIC at their quarterly meetings on 19 August, 15 October and 24 November 2021.The 2021/22 ARIC Responsibility Calendar is 60% complete as at 31 December 2021.

Action Code

Action Name

Status

Comments

6.2.5ai

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

The annual ARIC Responsibility Calendar for 2021 was prepared and adopted in March 2021. The annual ARIC Responsibility Calendar for 2022/23 has been prepared and reviewed by the ARIC Chair in October 2021 and was adopted by ARIC at their meeting on 25 November 2021.

6.2.5aii

Facilitate 4-5 ARIC meetings per year with the agendas to cover all topics in the ARIC Responsibility Calendar over the year.

Three of the five annual ARIC meetings have now been held during Q1 & Q2 in 2021/22. Scheduled ARIC meetings for Q3 and Q4 are 24 February and 2 June 2022.

6.2.5aiii

Facilitate to ARIC Annual Report to Council on activities and functions.

The ARIC resolved at the meeting on 25 November 2021 that the ARIC Annual Reporting period be altered from a calendar year to a financial year to align to the financial and integrated planning and reporting periods. The next ARIC Annual Report will incorporate the 18-month period from 1 January 2021 to 30 June 2022 and thereafter cover the period 1 July to 30 June each year. The next ARIC Annual Report will be submitted for Q4.

6.2.5aiv

Recruit for 2 independent ARIC members to replace scheduled departures in December 2020 and 1 independent member in March 2021.

Two independent ARIC members were recruited in March 2021 and commenced attending the ARIC meetings in May 2021. The third independent ARIC member has had their tenure extended until 30 June 2022 to ensure continuity of the ARIC and to provide the ARIC with an experienced Chair. There was no requirement to recruit additional ARIC members in Q1 or Q2 or in 2021/22.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.2.5b: Prepare and implement a three-year risk-based Audit Plan.

Status

Progressing

Comment

The 2018-2021 Audit Plan has been completed with some carry over audits into the 2021-2024 Audit Plan. The 2021-2024 Audit Plan is on schedule with the following audits completed: •

IMT Physical Intrusion Testing (July 2021)

•

IMT ASD Essential 8 (July 2021)

•

TfNSW DRIVES System Annual Compliance (July 2021)

•

Project Governance & Methodology (August 2021)

•

Development-related Fees (September 2021)

•

Bonds, Bank Guarantees & Security Deposits (September 2021)

•

IMT Records Management Security Framework (November 2021)

•

IMT Network Segmentation (December 2021) The remaining audits on the original 2021-2024 Audit Plan are on hold for the following reasons:

Action Code

Action Name

6.2.5bi

Complete the 2021/22 Audit Program.

Status

•

Cash Management - awaiting COVID restriction to end to allow on site audit.

•

Secondary Employment - request by P&C to delay audit until 2022 as a result of their involvement with managing the Public Health Orders.

•

Budget Management - CFO implementing a new Budget Management Policy which was adopted by the Executive Team on 26 October 2021 and will take time to take effect.

Comments The 2021/22 Audit program is on schedule.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.2.5c: Provide ARIC with the status of internal audit recommendation implementation.

Status

Ongoing

Comment

ARIC are provided with the status of audit recommendations at each ARIC meeting as a standard agenda and calendar item.

Action Action Name Code 6.2.5ci

Status

Provide the ARIC with the status of audit recommendations at each meeting.

Comments In Q1, ARIC were presented with this information on 19 August 2021. In Q2, ARIC were provided with the status of audit recommendations at their meeting on 25 November 2021. In Q3 and Q4, ARIC will be provided with the status of audit recommendations at their meetings on 24 February and 2 June 2022.

DP Action

6.2.5d: Liaise with the Office of Local Government regarding internal audit guidelines and adopt as required.

Status

Progressing

Comment

The OLG Draft Guidelines on a New Risk Management and Internal Audit Framework were released to Council in August 2021. A report was submitted to the Executive Team on 28 September 2021 with GRC current compliance, updates from the prior Discussion Paper and possible items for submission to OLG. A presentation was given to councillors at a Workshop on 18 October 2021 for their information and feedback. No feedback was received.

Action Code

Action Name

6.2.5di

Implement any mandatory internal audit guidelines issued by the OLG

Status

Comments The ARIC were advised of council’s position at their meeting on 15 October 2021 and the Councillor Workshop presentation and Draft Guidelines were updated to the ARIC HUB on the same day. A submission on behalf of the General Manager has been prepared submitted to the OLG prior to close date. Council’s submission was presented to ARIC at their meeting on 25 November 2021 and updated on the ARIC HUB for ARIC member and Councillor information. The OLG has not yet finalised the Guidelines for implementation.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 6.2.6: Ensure compliance with Section 232(1) of the Local Government Act and processes adopted in Council policies.

DP Action

6.2.6a: Implement a Councillor training program to improve decision making, facilitate better communication with the local community and assist Councillors to acquire and maintain the skills needed to perform their role.

Status

Ongoing

Comment

A Councillor Induction Program has been developed and further professional development opportunities are provided and encouraged.

Action Code

Action Name

6.2.6ai

Implement and promote a Professional Development Program for Councillors to ensure a minimum of 12 hours of skills development training is offered to each Councillor.

Status

Comments Professional development opportunities are provided and encouraged throughout the year.

Goal 6.3: Leadership focuses on innovation and improving the customer experience Strategy 6.3.1: Meet customer service commitments that aim to make it easy to do business with Council and create systems and a culture that support positive customer experiences.

DP Action

6.3.1a: Improve consistency and reliability of service across all customer contact channels.

Status

Progressing

Comment

Considered as a key component of the Customer Experience Strategy.

Action Code

Action Name

6.3.1ai

Conduct a review of the Georges River Council Customer Experience Strategy.

Status

Comments First stage internal and external consultation complete. Draft strategy prepared for internal review.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 6.3.2: Demonstrate a culture of continuous improvement and effective governance throughout Council services

DP Action

6.3.2a: Implement an Innovation Strategy to provide a strategic approach to improvements to customer service, service delivery and performance improvement.

Status

Progressing

Comment

There has been focus on culture and creativity internally and the development of partnerships and networks externally. Council has been successful in building partnerships and gaining grant funding to support the innovative delivery of projects for example A Greening our City Grant to use new technology to support the growth of trees in urban settings.

Action Code

Action Name

6.3.2ai

Implement the Innovation Strategy and embed a culture of innovation across the organisation.

Status

Comments Council's Creative Collective tool continues to be used to garner ideas from staff to inform Council projects. Most recently, to name Council's anti-racism campaign to launch in March 2022.

DP Action

6.3.2b: Establish Council’s reputation as a leading local government organisation.

Status

Completed

Comment

Completed

Action Code

Action Name

6.3.2bi

Develop strategic partnerships and influence key government policy to bring investment into the LGA.

Status

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

DP Action

6.3.2c: Raise awareness for cyber security.

Status

Progressing

Comment

The annual awareness campaign is progressing well.

Action Action Name Code 6.3.2ci

Finalise benchmarking of Information Security framework

Status

Comments IMT are working through the recommendations to improve council’s rating from a level 1+ to a level 2 benchmark. 1 of

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

against Essential 8 and NSW Cyber security policy.

Behind Schedule

Carry forward

Not started

Cancelled

4 recommendations has been rolled out across council, remaining actions are underway.

Strategy 6.3.3: Increase the status, influence, reputation and brand of GRC and its LGA through a greater focus on innovation and advocacy.

DP Action

6.3.3a: Maximise the potential of the Kogarah Health and Research Hub.

Status

Ongoing

Comment

Council has reestablished a Leadership Group for the Kogarah Collaboration Area comprising key health and education stakeholders as well as Bayside Council. In addition, an investment prospectus has been prepared and is currently being designed. This document markets and promotes the offerings of Kogarah as a strategic centre, Collaboration Area and emerging innovation district.

Action Code

Action Name

Status

Comments

6.3.3ai

Deliver an investment prospectus for Kogarah.

A draft Investment Prospectus has been developed and is currently in the design stage.

6.3.3aii

Implement the Kogarah Investment Attraction Strategy to grow the existing Kogarah Health and Education Precinct.

Council is delivering actions the set out in the Investment Attraction Strategy such as creating a Kogarah Leadership Group and preparing a prospectus to market and promote the centre as a unique business location and emerging innovation district.

DP Action

6.3.3b: Build the cultural identity of Hurstville CBD as the Heart of the City.

Status

Ongoing

Comment

This is being achieved through grant funding opportunities for public domain improvements and placemaking activities to further promote and improve brand Hurstville.

Action Code

Action Name

6.3.3bi

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

Status

Comments This is being achieved through grant funding opportunities for public domain improvements and placemaking activities to further promote and improve brand Hurstville.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.3.3c: Develop an advocacy strategy that identifies how GRC can influence government policy and secure government investment in the LGA.

Status

Completed

Comment

Council has developed an Advocacy Priorities program and subsequent Southern Aerotropolis report to influence the next iteration of district plans. There will be ongoing engagement around key advocacy priorities.

Action Action Name Code 6.3.3ci

Implement an Advocacy Program to raise Council's reputation/profile and ultimately influence government policy to secure government investment in the LGA.

Status

Comments Council has prepared a Southern Aerotropolis report which will be disseminated to key partners and government stakeholders. It advocates for: •

NSW Government-led strategic vision and plan for the Southern Aerotropolis in collaboration with local council and key stakeholders;

•

A whole-of-government focus on business attraction and investment;

•

Identification and protection of infrastructure corridors, and advancement of the program for the construction of River Rail;

•

Development of an integrated Economic Strategy;

•

Development of a university precinct in the South District;

•

Investment in the liveability and urban quality of the strategic centres across the Southern Aerotropolis;

•

Future availability and retention of industrial zoned land in the Southern Aerotropolis (e.g., Sydney Airport and Port Botany precinct) to support nationally significant trade gateways and employment growth; and

•

Improvement of the operation of A3 and A6 transport corridors.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.3.3d: Assist and promote the greening and creation of open space in our town centres.

Status

Ongoing

Comment

This is being achieved through grant funding opportunities for public domain improvements and increased greenery through Department of Planning Industry (DPIE) and Environment, Greening our City, DPIE Legacy funding and DPIPE Streets as Shared Spaces funding.

Action Action Name Code 6.3.3di

Status

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

Comments Being achieved through grant funding opportunities for public domain improvements and increased greenery through Department of Planning Industry (DPIE) and Environment, Greening our City, DPIE Legacy funding and DPIPE Streets as Shared Spaces funding.

DP Action

6.3.3e: Complete the program of service delivery reviews commenced after the establishment of GRC.

Status

Progressing

Comment

All service reviews have been conducted with one remaining - Venues and Facilities Management Service Review. RFQ has been developed and will go out to the market, with the expected service review to be completed by the end of 2022.

Action Code

Action Name

6.3.3ei

Complete the Venues and Facilities Management Service Review.

Status

Comments Expected to be completed by end of 2022.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Goal 6.4: Council’s assets and resources are managed responsibly and with accountability. Strategy 6.4.1: Implement asset management plans to maintain infrastructure assets in a safe and functional standard, meeting current and future community needs

DP Action

6.4.1a: Consult with the community about the service standards for Council assets, including asset maintenance funding in the context of Council’s overall budget imperatives, and use this to inform a review of asset ownership and maintenance standards.

Status

Ongoing

Comment

Council has a current Asset Management Strategy included in the Resourcing Strategy. Over Q1 and Q2 2021/22 there is an increased focus on Asset Management and this has been bolstered by a realignment of asset management practices to inform capital and operational delivery.

Action Code

Action Name

6.4.1ai

Update Asset Management Plan for road, footpath, drainage and building assets classes based on updated asset data capture.

Status

Comments Planning has commenced. Asset specialists to be on boarded in January and February 2022. Asset Management Steering Committee endorsed by Executive Team in October. Asset Management Policy in development.

DP Action

6.4.1b: Review and progress with any funding opportunities accessible to progress with the GRC Depot Master Plan.

Status

Behind Schedule

Comment

Due to City Operational Services facilitating essential services only during this quarter, additional funding opportunities are yet to be explored.

Action Code

Action Name

6.4.1bi

Continue to investigate potential funding opportunities to progress the GRC Depot Master Plan.

Status

Comments Due to City Operational Services facilitating essential services only during this quarter, additional funding opportunities are yet to be explored.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 6.4.2: Maintain a sustainable and strong financial position, balanced with demand for essential services and new projects, and having regard for Section 8B(d) (ii) of the Local Government Act (the current generation funds the cost of its services)

DP Action

6.4.2a: Align the Long-Term Financial Plan to the strategic priorities of Council.

Status

Completed

Comment

Completed in In June 2021

Action Code

Action Name

Status

Comments

6.4.2ai

Refine the Long-Term Financial Plan to incorporate proposed new projects and programs and to facilitate financially sustainable decisions.

Completed

6.4.2aii

Incorporate the review of Council's Asset Management Plan (6.4.1.a), including asset life, depreciation and maintenance costs, into Council's Long-Term Financial Plan.

Completed

DP Action

6.4.2b: Develop a fair equitable Georges River Council Rating System that also improves Council's financial sustainability.

Status

Completed

Comment

Completed June 2021

Action Code

Action Name

6.4.2bi

Implement a rating system across the Local Government Area (LGA) that compiles with relevant legislation and NSW Government approval.

Status

Comments Completed

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.4.2c: Ensure financial policy and process improvements focus on the integrity of controls, improved data for business decisions and customer experience.

Status

Completed

Comment

Completed

Action Code

Action Name

6.4.2ci

Expand payment options for all revenue activities to minimise risks and costs associated with cash and cheque management.

Status

Comments Move to Revenue NSW and PML has assisted. Working towards more online self service functions is key though volume of work will require prioritisation.

Strategy 6.4.3: Actively manage Council’s property portfolio to maximise returns on investment in community assets and programs.

DP Action

6.4.3a: Plan for and implement a purchasing program for property requiring compulsory acquisition in the comprehensive LEP.

Status

Progressing

Comment

Acquisition program determined with process commenced.

Action Code

Action Name

6.4.3ai

Redevelop Sans Souci Bathers' Pavilion to provide commercial leasing opportunity.

Status

Comments Leasing options being considered.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.4.3b: Complete Planning Proposals for the Hurstville Civic Centre precinct.

Status

Progressing

Comment

Gateway determination obtained September 2021. Further supporting documentation being obtained.

Action Code

Action Name

Status

Comments

6.4.3bi

Implement Master Plan for Sans Souci Park.

Council adopted a Draft Plan of Management (PoM) and Master Plan for Sans Souci for public exhibition at its meeting held 22 November 2021. The Draft PoM and Master Plan have been referred to the Department of Planning, Industry and Environment for owner’s consent prior to public exhibition.

6.4.3bii

Implement Plan of Management for Sans Souci Park.

6.4.3biii

Progress Planning Proposals for planned Council developments.

The only Council led Planning Proposal is for the Hurstville Civic Centre. The Planning Proposal is required to be updated in accordance with the conditions of the Gateway Determination issued 28 September 2021 along with a civic precinct public amenities and facilities strategy, a civic precinct public domain strategy, a conservation management plan for the Museum & Gallery and a revised traffic assessment. Proponent advised in late December 2021 that they are unlikely to meet the Gateway Determination timeframe.

DP Action

6.4.3c: Progress all statutory property matters in a timely manner.

Status

Completed

Comment

All property matters completed in accordance with statutory time frames.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

Strategy 6.4.4: To strengthen Council's reputation and maintain community confidence by delivering secure, efficient, easy to use services. For our community, this means greater flexibility dealing with Council.

DP Action

6.4.4a: Implement the Digital Resourcing Management Plan.

Status

Progressing

Comment

The implementation of this Plan is progressing well.

Action Code

Action Name

6.4.4ai

Implement initiatives from the Digital Experience Strategy.

Status

Comments The Digital Experience Strategy targeted 33 IMT initiatives. •

9 Completed

•

13 In Progress

•

11 Not Started as they require funding.

6.4.4aii

Establish e-planning technology framework. - NSW Planning portal - API integration between Technology One and NSW Planning Portal - T1 eplanning module implementation

The implementation of the NSW portal API will be finalised end of February 2022. User Acceptance testing is progressing well.

6.4.4aiii

Implement digital initiatives for the Customer Experience Program.

The digital transformation of customer facing services continues to move forward. Capability for eCRM and eLodgement has been fully implemented. 2020/21 had increased online transactions to 26,821 an increase from 15,957 from 2019/20. Payment gateway was successfully implemented in November 2021 to support online application lodgement and payment. The MyCouncil Portal continues to progress. Testing of the solution continues with internal staff (Customer Service/ Library staff). We expect to be ready for soft launch to our Community April 2022. Review Mobile applications (part of e-services) - Customer Service will be educated on drilling down on eCRM updates and providing relevant updates to customer. The CX delivery plan has been fully implemented. Any future expansion will be part of the Strategic Placemaking Team's delivery plan. Planning for the Upgrade has been delayed. Delays in the Teams Telephony and Office 365 projects have impacted this project. These projects are due for completion by July 2022. This will then enable IMT to focus on the Contact Centre Upgrade. New revised timeframe of December

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

2022. Implement Chat bot with Customer Service Expected delivery of December 2022. 6.4.4aiv

Deliver Works, Assets and Mobility program.

Working with new coordinator to review and confirm go live for the Fleet Management System upgrade. Defect process to be reviewed. On hold until all positions are filled. Work order Implementation being finalised. User Acceptance to begin in February with a final release scheduled for April 2022. Digital Literacy Program continues. Additional iAuditor templates are in test for Restoration inspections.

6.4.4av

Enable committed governance initiatives to support business resilience and keep our information safe.

Council has an active independent audit program that is focused on business resilience. 91 audit recommendations have been implemented with 28 currently being implemented. Audits focused on keeping our information safe are listed below with progress to date.

Goal 6.5: The workforce is inspiring, diverse and engaged. Strategy 6.5.1: Implement leading people practices to create a high performing, capable and resilient workforce.

DP Action

6.5.1a: Implement the GRC Workforce Plan.

Status

Progressing

Comment

Due June 2022. Initial discussions and project mapping have commenced.

Action Action Name Code 6.5.1ai

Implement Council's Wellness and Belonging Program.

Status

Comments M-FIT: People leader mental health response training completed in October 2021 with 144 leaders attending two half day virtual sessions providing tools to support mental health in their teams and self-managing their own mental health. 2-hour mental health resilience workshop delivered to 154 staff (self registered or identified in development plans) in October/November. These staff will continue resilience training in 2022 focused on coping with change at work, goal setting, dealing with stress and facing setbacks and challenges with confidence. WELL-FIT: Preliminary discussions with wellness providers have commenced to scope a wellness program for GRC. FLEX-FIT: Staff resumed flex-fit arrangements as per transition back to the office. Staff survey results showed a 69% score for wellness, 8% higher than industry. The score reflects the emotional wellness of staff at work, and their ability to successfully manage job stress. Our data showed that wellbeing in our organisation is moderate, with 69% of survey respondents indicating they feel well at work.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.5.1b: Implement Performance Excellence and People Capability Strategies and Programs.

Status

Progressing

Comment

Council's Leadership Program has been developed and will launch in February 2022. This program is a highly tailored program and bespoke to GRC. It has been developed based on feedback from our Managers and what the General Manager sees as being key leadership development, with a focus on Leadership Excellence and creating a culture of learning and collaborative, resilient, agile, high performing teams.

Action Code

Action Name

6.5.1bi

Implement performance program and streamline performance appraisal process.

Status

Comments Implementation of EPM21 system for Performance Excellence Program (PEP) completed. System upgrades on track align with ic.GRC interface and Single Sign On (SSO). New performance rating scale implemented to shift focus to career conversations and development planning; 'Developing', 'Performing' and 'Excelling'. Focus groups' feedback has been reviewed to inform and formalise PEP; move to half yearly goal and performance conversations, maintain self-assessment format, recommendation for salary increase to form part of established quarterly corporate KPI and budget review process. Further focus will be given to more specifically developing the performance rating scale for operational areas such as City Operational Services and Children's Services.

6.5.1bii

Review and enhance the performance development frameworks to align capability with the organisations current and future priorities and implement a leadership development program, to ensure skill levels and capability continue to be improved within the leadership group.

Stage 1 transition to PEP has been completed, launching a new performance rating scale of 'Developing', 'Performing' and 'Excelling', which shifts focus to career conversations and development planning.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.5.1c: Implement a Workplace Health and Safety System to support a well and safe workplace. (Manager Governance and Risk)

Status

Progressing

Comment

Implementation of COVID Vaccination Policy and related safety plans and risk assessments following consultation with the WHS Committee. Return to Work Program has been fully consulted with WHS Committee, Consultative Committee and Unions as required by Workers Compensation legislation.

Action Code

Action Name

6.5.1ci

Evaluate Work, Health and Safety (WH&S) procedures and implement effective controls to manage WH&S risks. (Manager Governance and Risk)

Status

Comments Progression of the review of the WHS Management System is progressing with three of the foundation Procedures being reviewed and consulted. There has been a substantial amount of work carried out on the COVID-19 documents. The processes and guideline’s purpose is to inform managers and workers of how Council is going to manage COVID-19 at the workplace in line with Legislative and Public Health Order (PHO) requirements. The frequent changes to PHO have caused multiple reviews of the documents within the quarter. The Return to Work Program has been reviewed and consulted and is to be implemented early next quarter.

6.6: Council has a regional-approach to service delivery and facilities. Strategy 6.6.1: Plan for regional-level services and facilities and share information across State agencies and neighbouring councils.

DP Action

6.6.1a: Work with neighbouring councils to facilitate major projects with long-term delivery timeframes.

Status

Ongoing

Comment

Currently the focus is gaining support and endorsement from neighbouring councils on the concept of the Southern Aerotropolis to influence the next iteration of district plans.

Action Code

Action Name

6.6.1ai

Develop strategic partnerships to influence key government policy and bring investment to the LGA.

Status

Comments Duplicate action - see 6.3.2bi.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Completed

On track

Ongoing

On hold

Behind Schedule

Carry forward

Not started

Cancelled

DP Action

6.6.1b: Develop an engagement program for services and facilities where regional collaboration would assist in their delivery, including those identified in the GRC Open Space, Recreation and Community Facilities Strategy.

Status

Progressing

Comment

Council actively advocates and collaborates with key stakeholders to deliver key projects to our community. We continue to implement the Kogarah Collaboration Area Place Strategy working with State Government agencies and neighbouring councils. Progress has also been made on our advocacy program which focuses on transport connections across Greater Sydney, the provision of open space for our community and investment into Councils creative assets.

Action Code

Action Name

6.6.1bi

Deliver engagement program for city advocacy.

Status

Comments Council has prepared a Southern Aerotropolis report which will be disseminated to key partners and government stakeholders. This concept is a key advocacy priority for Council.

Delivery Program/Operational Plan 2021/22 – July to December 2021 – Progress Report

Delivery Program and Operational Plan July to December 2021 Progress report