Georges River Council Half Yearly Report 2019-2020 by Georges River Council

DELIVERY PROGRAM & OPERATIONAL PLAN 2019/20

Half-yearly Progress Report July - December 2019

www.georgesriver.nsw.gov.au

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

CONTENTS Overall Progress................................................................................4 Pillar 1: A protected environment and green open spaces........7 Summary…...................................................................................8 Three Year Delivery Program.......................................................10 One Year Operational Plan...........................................................16 Pillar 2: Quality, well planned development.............................23 Summary…...................................................................................24 Three Year Delivery Program.......................................................25 One Year Operational Plan...........................................................28 Pillar 3: Active and accessible places and spaces.................33 Summary…...................................................................................34 Three Year Delivery Program.......................................................35 One Year Operational Plan...........................................................38 Pillar 4: A diverse and productive economy............................43 Summary…...................................................................................44 Three Year Delivery Program.......................................................46 One Year Operational Plan...........................................................50 Pillar 5: A harmonious and proud community with strong social services and infrastructure........................55 Summary…...................................................................................56 Three Year Delivery Program.......................................................58 One Year Operational Plan...........................................................67 Pillar 6: Leadership and transparency.....................................75 Summary…...................................................................................78 Three Year Delivery Program.......................................................81 One Year Operational Plan...........................................................90 Budget Review Statement.........................................................100

OVERALL PROGRESS Customer requests

Completed within agreed times

Responded to within 14 days

Completed within agreed times

Dec 19

69 67 71 85

Jan - June 2018 July - Dec 18/19 Jan - Jun 2019 July - Dec 19/20

97%

86 86 87 64

100

90 80 70 60 50

Complaints

64%

Jan - June 2018 July - Dec 18/19 Jan - Jun 2019 July - Dec 19/20

85%

Correspondence

0 Jan - June 2018

July - Dec 18/19

Jan - Jun 2019

July - Dec 19/20

55 Jan - June 2018

July - Dec 18/19

Jan - Jun 2019

July - Dec 19/20

Income

Expenditure

Above YTD approved budget

Dec 19

Jan - June 2018

July - Dec 18/19

Jan - Jun 2019

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

July - Dec 19/20

Progress against 1 Year Operational Plan items

2.5%



 T

0.5%

Complete Not started On track

Behind schedule

Cancelled

Ongoing

Carry over

On hold

14% 66%

3% 9% 3.5% 1.5%

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

PILLAR 1 A PROTECTED ENVIRONMENT AND GREEN OPEN SPACES Progress against 1 Year Operational Plan items



 T

Complete Not started

19%

On track

Behind schedule

Cancelled

Ongoing

Carry over

On hold

7.6% 73%

Achievements:

Next time:

• Foreshore and Heritage Review recommendations incorporated into draft LEP and DCP

• Finalise Waste Minimisation Strategy

• 2019-20 Heritage Building Grants Program implemented • Sustainable and resilient design principles have been implemented in parks and open space projects

• Implement the annual Historical Markers’ Program • Commence Cool Spaces Urban Oasis Project ($100,000).

How our planned projects are progessing in 2019/2020: PERFORMANCE INDICATORS

Description

Baseline

Annual Target

Results to date

Status

Comment

Number of hectares of active bush regeneration activities.

New measure

â&#x2030;Ľ 20.00

On Track

Bush regeneration involving employees, volunteers and contractors across 43 unique sites.

Number of trees and plants given away each year.

3650

> 3,800.00

1426

On Track

Minor street tree planting only in Q2 due to weather : 54 street trees planted ( 25 - 45 litre pot size) Cumulative total 1426 trees. Further 300 trees scheduled to be planted in Q3 and Q4 as part of 5 Million Trees program. Additional 30-40 trees to be planted as part of Mortdale Ward Discretionary Fund and 40 trees as part of federal grant for Oatley area.

Number of volunteer hours associated with Bushcare activities

3,049

= 3,200.00

1106

On Track

Increased awareness of volunteer group activities through social media and ongoing commitment to involving the broader community have provided favourable result in attracting volunteers to assist with bushcare activities.

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

75%

> 75.00%

78%

On Track

Of the 112 requests received 87 were responded to within two business days.

Percentage of waste customer requests responded to within 48 hours.

98%

> 98.00%

99%

On Track

514 of 519 customer requests were responded to within 48 hours.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

The percentage of graffiti tags removed within 48 hours.

84%

> 80.00%

85%

On Track

Number of street trees planted each year

300

350

326

On Track

Percentage of waste customer requests responded to within 48 hours

98%

>98%

100%

Achieved

There were a total of 568 graffiti tags removed during quarter 2, which was 38% higher than the previous quarter. By ward, this includes Mortdale 145, Peakhurst 196, Blakehurst 8, Kogarah Bay 31 and Hurstville 188. There were 9 offensive tags that were removed within agreed timeframes.

3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED





ONGOING

The table below highlights how each project in our 3 year Delivery Program is progressing:

Program/Project

Year due Status

Comment

Goal 1.1 - Council's environmentally sustainable practices inspire everyone to protect and nuture the natural environment. Environmental 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.

a. Adopt and implement a Resilience Strategy for Council's services (commence 2019-20).

20/21

Funding has been provided in the 2019/20 budget to develop a Resilience Strategy for which a RFQ has been prepared. Council has/is developing key documents such as the Tree Management Policy, Waste Minimisation Strategy and Energy and Water Management Plan to support an umbrella Resilience Strategy

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

20/21

Approximately sixty percent of the recommended actions in the Energy Management Plan have been implemented. The Revolving Energy Fund has been used for switching to LED at Ken Rosewall Tennis Courts ($80k) and installation of Solar Panels at Kogarah Library ($60k), both projects are expected to be finalised in Q3.

c. Implement the Urban Forest Strategy.

20/21

Funding provided by the 5M Trees Grant is being used to complete the following projects: Canopy Corridors Project ($115,000) is 60% completed with 194 trees installed and being maintained in the Kogarah Bay Corridor. Two grants of $20,000 each have been successfully obtained through which approximately 850 trees (>3m mature height) will be planted at Beverly Hills Park and Riverwood Park in Winter 2020. Cool Spaces Urban Oasis Project ($100,000) is due to commence in the next quarter.

d. Identify actions required to reduce the risks from climate change impacts on Council assets (commence 201920).

19/20

In July 2019 a climate change risk assessment was conducted by Council’s Insurer, Statewide Mutual which identified actions which Council should take to minimise the impacts of climate change. Council is currently preparing a response to this document which will help to inform the Resilience Strategy and a Climate Change Adaptation Plan.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project e.Create environmental protection education programs for schools and the broader community.

Year due Status 20/21

Comment Council's waste collection and disposal contracts are monitored on a weekly basis for performance and compliance with the terms of the contracts with monthly meetings held with the service providers. A consultant has been engaged to develop the Waste Minimisation Strategy which is scheduled to be briefed to the Councillors on 3 March 2020 and will provide direction on the actions required to reduce landfill.

Waste Strategy - 1.1.2. Use waste management contracts and practices to divert waste from landfill sites. a: Monitor contracts for green waste, recyclables, general waste clean-up services and mattress collection for compliance and develop strategies to reduce landfill deposits

ongoing

Daily operational requirements of the green waste, recyclables, general waste, clean-up services and mattress collection contracts have continued. Preparations have also taken place for a refund sharing agreement (due for signing in July 2019), a new contract for mattress collection (due for signing in July 2019) and a clean-up service tender (due for release mid 2020) .

b. Delivery community education initiatives to support environmentally sustainable waste disposal and recycling practices (commence 201920).

ongoing

During the first two quarters the following activities were held: Retail your rubbish - 39 garage sales and 148 participants to Council stall: World Environment Day - 500 plastic bags surrendered and replaced with 100 tote bags: Halloween Movie Night ‘Single-Use Plastic Nightmares’ event – 32 participants and 3 prizes awarded: National Recycling Week ‘2040’ film Movie Night- 209 participants (fully booked out) and three discussion panel members: Waste Smart Body Corporate talk at Multi-Unit Dwellings – 12 participants: Composting and Worm farming workshops (4) with 106 participants: Bower reuse cafes (3) with 32 participants: Oatley Village Festival ‘Sustainability Street’- 8 stall holders and about 200L of mixed organics diverted from landfill including food organics and food contaminated service wear : Internal Responsible Café program events (2) with 399 staff members participating and signing a pledge: Eco body care - 14 attendees.

c. Actively participate in regional illegal dumping (RID Squad) initiatives.

ongoing

Council remains a member of the RID Squad and attends all meetings and events. During Quarter 1 and 2 there were no special compliance operations held within the Local Government Area.

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

ongoing

Council continues to offer residents education and the option to purchase solar panels via the Our Energy Future solar campaign which over the first two quarters, has resulted in: Residential solar quote requests (56), Solar PV installations (7). Other initiatives are detailed under 1.1.1e and 1.1.2b.

3 Year Delivery Program Projects Program/Project b. Lobby the NSW Government to strengthen regulations to ensure private certifiers rigorously implement conditions of consent relating to environmental protection.

Year due Status 18/19



Comment This was completed in 2018/2019.

Natural environment Strategy - 1.1.4. Develop and implement programs to protect and conserve the natural environment. a. Implement the Urban Forest Strategy and Canopy Enhancement Program.

20/21

Council was successful in obtaining grant funding under the '5 Million Trees Program'. Work has commenced to increase planting and maintenance of five-hundred trees within two newly-formed, distinct canopy corridors as per Georges River Council’s ‘Forest Roads’ Project. The trees will be planted in streets, reserves and schools, with a focus on the suburbs with the least urban tree canopy cover. First 200 trees planted in August-October 2019.

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

20/21

Ongoing bush regeneration programs, including contractors and volunteers, in place at over 20 sites throughout Council's bushland reserves. Extensive weed mapping undertaken as part of the grant funded NSW Weeds Action Program 2015-2020 through NSW Department of Primary Industries.

Goal 1.2 -The LGA's waterways are healthy and accessible. Waterways 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 a. Represent Council's ambitions for the Georges River through the GRCCC.

2019/20

Council is the host Council of the GRCCC (Riverkeeper) until September 2020 and a representative of Council attends each Executive and Committee meeting of the RiverKeeper to represent Council's ambitions for the Georges River.

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

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

2019/20

Foreshore access survey completed, high priority actions currently underway including Wharf Road safety fencing at Kogarah Bay.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

Comment

Goal 1.3 Everyone has access to beautiful parks and open spaces. Open space Strategy - 1.3.1. Ensure all public parks and open spaces are accessible, well-maintained and managed to meet

the recreational needs of current and future residents. a. Implement the annual Parks and Open Space Improvement Programs.

20/21

Capital projects on-track including major and minor works across all parks. These include new amenities building at Gannon's Park, Riverwood Park and upgrades at Beverly Hills Park. Several new playgrounds and drinking fountains, resurfacing of sports courts. LED sports flood lighting upgrade to all courts at Ken Rosewall Tennis Centre.

b. Use the findings of the Recreation and Open Space Strategy to guide forward works programs and budgets.

20/21

The five year Capital Works Plan is currently being developed and includes priority capital works projects as outlined in the GRC Open Space, Recreation and Community Facilities Strategy.

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

20/21

The preventative maintenance painting program has been established across high profile sporting fields and park furniture throughout the local government area. National Graffiti Day was held in October, with Council receiving the two top awards including Best Mural and Best Contribution by a Council for its mural at Carss Park that involved over 500 students from local primary schools and child care centres.

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

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

20/21

During 2018/19 Council continued to review plans of management for sporting fields, parks, open space and bushland within the LGA.Â A program to address the reqirements of the Crown Land Management Act commenced on 1 July 2018 which provides a method for incorporating all 26 of Council's Crown Land Reserves into a Plan of Management by July 2021.

Resilient Design Principles Strategy - 1.3.3. Understand the potential impacts of climate change when developing design principles for parks

and open spaces.

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

20/21

Current works include Hurstville Oval Plan of Management and Olds Park Landscape Masterplan. Significant upgrades to Gannon's Park including restoration and protection of Upper Boggywell.

3 Year Delivery Program Projects Program/Project

Year due Status

Comment

Open Space and Recreation Strategy Strategy - 1.3.4. Use the GRC Open Space, Recreation and Community Facilities Strategy to inform the provision

of parks and open space.

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

20/21

As scheduled in Delivery Program and as funding is secured.

Goal 1.4 Local heritage is protected and promoted. Conservation and heritage Strategy - 1.4.1. Recognise the LGA's local heritage through heritage listings in LEPs and protection policies in

DCPs.

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

20/21

The recommendations of the heritage review have been incorporated into the draft Georges River LEP and include the removal of three existing heritage items being 78 Bonds Road, 127-137 Forest Road and 237 Forest Road Hurstville; amendment to the description of 20 items to remove façade only as this type of listing does not protect the heritage value of the item; and various administrative amendments to item descriptions to cover correct Lot/DPs, naming corrections, etc.

b. Review existing DCPs to update heritage guidelines.

20/21



The preparation of Georges River DCP is well underway. The heritage guidelines and controls in the current four DCPs are being carried over and updated.

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

a: Celebrate heritage in the annual program of Council-run and Council supported events.

20/21

In Q2, the 2020 Historical Markers Program opened for the community to nominate people and places of historical and cultural importance. In collaboration with the Oatley Heritage & Historical Society, interpretive signage was installed featuring the history of the original Oatley School of Arts building. In October, Georges River Libraries launched their new multimedia interactive touchscreen that enabled visitors to experience history and heritage in an engaging way. 66 visitors attended the launch. Georges River Libraries and Hurstville Museum & Gallery had 29 local studies social media posts with a total engagement of 13,754 interactions (including likes, shares and comments) and a total reach of 109,283. Topical posts about the late author Clive James proved popular, with an average reach of 4,642 per post, and an image from the Snapshot Gallery exhibition ‘Building St George’, generated discussion on the demolition of the Judd’s Brickworks, Oatley, reaching 7,000 people.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

Comment

b: Implement the annual Historical Markers’ Program to create awareness of the history, heritage and cultural identity of the Georges River area.

20/21

In Q2, the 2020 Historical Markers Program was launched and submissions opened for the community to nominate people and places of historical and cultural importance. The program was promoted to local historical societies and via Council's social media. Submissions will close at the end of Q3.

c. Develop and maintain public programs through the Hurstville Museum & Gallery that exemplify the history of the St George region.

20/21

In Q2, a suite of programs and resources were delivered in support of the biennial Georges River Art Prize, including the art explorers family trail, the Georges River Art Prize high school education kit, and artmaking workshop. These programs worked to develop and maintain relationships with new and existing audiences and further highlight the Museum and Gallery as an entertaining and educational community resource. This was highlighted through engagement with local preschools, with two centres participating in the art explorers trail and expressions of interest from additional groups to attend in 2020. Continued engagement of the public with the Museum and Gallery is further reflected in high attendance numbers for regular programs, including a 100% booking rate for ‘Dragonflies Kids’ Club’ and ‘Art in the Courtyard’ in Q2.

d. Retain and maintain properties with heritage significance through an annual Heritage Building Grants Program.

20/21

In Q2 Council approved 37 applications for Heritage Building Grant funding, amounting to $57,241.50.

1 Year Operational Plan Projects COMPLETE NOT STARTED ON TRACK BEHIND SCHEDULE CANCELLED CARRY OVER

 5

 -

ONGOING

The table below highlights how each project in our Operational Plan 2018-2019 is progressing:

Program/Project

Status

Comment

Request for Quotation drafted ready for release in Q3.

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

A report will be provided to Council in May 2020 to endorse the Energy and Water Management Plan 2018-2022 and to provide an update on the progress of its implementation and recent developments regarding Council's net zero carbon emissions target.

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

Implement the Canopy Enhancement Program as part of the Urban Forest Strategy.

Develop a Waste Minimisation Strategy.

A consultant has developed a draft Waste Minimisation Strategy which is scheduled to be briefed to Councillors in March 2020.

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

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project Develop and implement a Waste Education Program.

Status

Comment During the quarter the following activities were held: Halloween Movie Night ‘Single-Use Plastic Nightmares’ event – 32 participants and 3 prizes awarded: National Recycling Week ‘2040’ film Movie Night- 209 participants (fully booked out) and 3 discussion panel members: Waste Smart Body Corporate talk at Multi-Unit Dwellings – 12 participants: Composting and Worm farming workshops (1) with 22 participants: Bower reuse cafes (1) with 7 participants: Oatley Village Festival ‘Sustainability Street’- 8 stall holders and about 200L of mixed organics diverted from landfill including food organics and food contaminated service wear : Internal Responsible Café program events (2) with 399 staff members participating and signing a pledge.

Sustainability Strategy - 1.1.3. Help everyone to contribute to a more environmentally sustainable Georges River LGA. Implement a program to educate the community on reducing energy consumption and protecting the environment.

Council continues to offer residents education and the option to purchase solar panels via the Our Energy Future solar campaign which resulted in: residential solar quote requests (54), Solar PV installations (6), which is a 14% of uptake rate that represents a successful campaign. The quarterly Riverwise Review newsletter educates subscribed residents in environmental action. The imminent Backyard Biodiversity Guide will be distributed to thousands of residents within Green Grid corridors. Regular workshops and events focusing on environmental sustainability initiatives are held at Council facilities.

Natural environment Strategy - 1.1.4. Develop and implement programs to protect and conserve the natural environment. Undertake the 2019/20 Street Tree Planting Program.

Street tree planting cumulative total 326, year to date. 54 trees planted in Q2. Reduced number planted due to hot and dry prevailing weather conditions. Further 300 street trees scheduled to be planted in Q3 and Q4 as part of the 5 Million Trees Grant - Forest Roads Canopy Corridors ( 25 - 45 litre pot size). Additional 30-40 trees to be planted as part of Mortdale Ward Discretionary Fund and 40 trees as part of Federal Grant for Oatley area.

Implement the 2019/20 Bushland Regeneration Program.

Bushland regeneration activities continued throughout the quarter. Council successfully recruited a Senior Operations Leader to focus on increased awareness of volunteer group activities and effective engagement of staff and contractors in key areas.

1 Year Operational Plan Projects Program/Project

Status

Comment

Goal 1.2 -The LGA's waterways are healthy and accessible. Waterways 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. Support the GRCCC with the development of a Foreshore Management Plan.

Council's consultant has completed Milestones 1 and 2 of the Coastal Management Program.

Marine and foreshore assets Strategy - 1.2.2. Maintain marine and foreshore assets in a safe and functional condition. Undertake six monthly inspection and complete maintenance, renewal and upgrade on prioritised marine and foreshore assets.

Foreshore Access Survey completed, high priority actions currently underway including Wharf Road safety fencing at Kogarah Bay.

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

Implement the 2019/20 Parks and Open Space Improvement Program.

Open Space projects remain on track with works commencing on Beverly Hills and Olds Park Sports Field resurfacing irrigation and drainage. Poulton Park Synthetic Fields are nearing completion and the tender was issued and awarded for Poulton Park Sporting Amenities Building. An RFQ for the preparation of designs for the restoration of the former landfill tip area and Council Depot in lower Poulton Park into additional car parking and storage bays for synthetic field rubber infill material as well as environmental restoration of foreshore area was also issued. Work progressed on the contamination and remediation plans / designs for the former Oatley Bowling Club site. The Kempt Field Inclusive Adventure Playground and amenities buildings were also completed and opened in Q2. Work on phase 2 of the Gannons Park Sports Field resurfacing, irrigation and drainage project was completed and work on the final phase 3 is nearing completion with only drainage work remaining.

Undertake quarterly Playground Safety Inspection Program.

Quarterly routine safety inspections completed.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Implement the 2019/20 Sports field Renovation Program.

Olds Park and Beverly Hills resurfacing irrigation and drainage is progressing well and nearing completion. Only drainage work remaining. Gannons Park Irrigation, Drainage and Resurfacing of 8 sports fields is progressing well and nearing completion. Work on phase 2 was completed and only drainage work remains on the final phase (3) of the project. Poulton Park Synthetic Fields are nearing completion and the tender was issued and awarded for Poulton Park Sporting Amenities Building. The contract for the construction of Penshurst Park Sporting Hub Stage 2 was awarded in December 2019 and this includes the construction of a new synthetic sports field at Penshurst Park. Work will commence in February 2020.

Implement the 2019/20 Playground Asset Replacement Program.

The contract was awarded for the replacement of the playground at Paddy Tyler Reserve, Mortdale with work commencing on 5 February 2020 and Simpson Reserve, Oatley which starts in March 2020. Work will commence in Q3 on Anderson Park, San Souci and Grosvenor St Reserve. Edgbaston Reserve Playgroup upgrade will commence in Q4 as funding is being spread across 2 financial years for this project (including possible grant funding - yet to be announced). The Contract for the playground replacement at Penshurst Park was also awarded in Q2 and work has commenced on site.

Implement the 2019/20 painting program for Council assets in parks and open space, including identification of four murals.

The preventative maintenance painting program continues, targeting high profile sporting fields. National Graffiti Day was held in October, with Council receiving the two top awards including Best Mural and Best Contribution by a Council for its mural at Carss Park that involved over 500 students from local primary schools and child care centres. Council are currently in the process of identifying other potential sites.

Plans of management Strategy - 1.3.2. Review Plans of Management for sporting fields, parks, open space and bushland in the LGA. Commence the review of the Plans of Management Programs for Crown Lands in accordance with the Crown Land Management Act.

ď Ź

Review commenced in Q1 as required. Program is over 2 years.

Resilient design principles Strategy - 1.3.3. Understand the potential impacts of climate change when developing design principles for parks and open spaces. Implement sustainable and resilient design principles in parks and open space projects.

ď Ź

Completed in Q1

1 Year Operational Plan Projects Program/Project

Status

Comment

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

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

The GRC Open Space Recreation and Community Facilities Strategy identified the need for better facilities and embellishment at local parks in the Kogarah, Carlton, Allawah and Hurstville areas. The Meade Reserve Adventure Playground has been developed in Allawah and quotations were sought for a new amenities building to service the park in Q2. The Kempt Field Adventure Playground and Amenities block were also delivered in Hurstville in Q2. A feasibility study was also prepared in Q2 on the best location for skate park developments in the LGA. Designs will be prepared for a new skate park at Olds Park to replace the current skate park and the Delivery Program also identifies a skate park for Hogben Park in Kogarah in 2020/21. The strategy also identifies the need for sports field restoration works including drainage at Evatt Park (Delivery Plan for 2020/21 identifies $2m for stormwater offtake, irrigation, drainage and resurfacing) which will be progressed if funding awarded in budget. Resurfacing also scheduled for Riverwood field 3 as identified in GRC Open Space Strategy in 2020/21.

Commence the implementation of priorities based on the findings of the GRC Open Space, Recreation and Community Facilities Strategy.

Olds Park and Beverly Hills sports field upgrades are nearing completion. Contract awarded in Q2 for Penshurst Park Sporting Hub Stage 2 which includes synthetic sports field. Work to commence 10 February 2020. Waiting on confirmation of budgets identified in Delivery Plan before work can commence on Evatt Park sports field, Stormwater Harvesting, Irrigation, Drainage and Resurfacing Project and Hogben Park Skate Park. Project Delivery has been working with Strategic Planning to develop the Master Plans and Plans of Management for Olds Park and Hurstville Oval - plans currently on exhibition. Project Delivery has secured $200,000 in grant funding from the Metropolitan Greenspace Program to develop a spatial framework for a green grid of Salt Pan Creek including Riverwood Foreshore.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Goal 1.4 Local heritage is protected and promoted. Conservation and heritage Strategy - 1.4.1. Recognise the LGA's local heritage through heritage listings in LEPs and protection policies in DCPs. Incorporate the foreshore review recommendations into the comprehensive draft LEP and draft DCP. Incorporate the recommendations of the heritage review of the Hurstville LEP into the draft Georges River LEP 2020.

 

Completed in Q1

Heritage assets Strategy - 1.4.2. Capitalise on opportunities to recognise heritage assets in Council services and programs. Take part in the 2020 Australian Heritage Festival.

Council has organised several events to coincide with Heritage Festival 2020 including a ‘Hurstville Oval Historical Talk and Tour’ and a celebration of historic photos of the area. Recommended Historical Markers from the 2020 nominations will also be on public exhibition during the Heritage Festival, aligning with this year’s theme of preserving and recognising heritage for the future.

Deliver an annual Heritage Publications Grant Program.

Heritage Publication Grants Program is awarded. Applications open 30 January 2020 and close 29 March 2020.

Implement the 2019/20 Heritage Building Grants Program.



The 2019/20 Heritage Building Program has been implemented as required by the Action. For the 2019/20 financial year, Council extended the invitation to those who own Contributory Items within Council’s three Heritage Conservation Areas (Penshurst, Kogarah South, and O’Briens Estate). This is due to requests for funding from owners of Contributory Items since the commencement of the program. A total of 73 applications were received, which comprised 19 Heritage Items and 54 Contributory Heritage Conservation Items.

Conduct a heritage information session for owners of heritage listed properties

The Heritage Review was completed for inclusion in the Georges River Local Environmental Plan 2020. The consultant is finalising the inventory sheets. Once the inventory sheets are finalised, owners of heritage items will be sent the updated inventory sheets. There has been an increase of complaints regarding illegal works on heritage items and conservation items. The works vary from low scale restoration to major landscaping works, but much of the works could have been approved by Council if the owner lodged a Development Consent Requirement Exemption Form. Council will be issuing flyers to all heritage listed property owners and heritage conservation item owners, outlining frequently asked questions relating to permissibility of certain development on a heritage listed property or heritage conservation property to address this issue.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

PILLAR 2

QUALITY, WELL PLANNED DEVELOPMENT Progress against 1 Year Operational Plan items



 T

Complete Not started

15%

On track

Behind schedule

Cancelled

Ongoing

Carry over

On hold

25%

20%

Achievements:

Next time:

• LSPS fnalised and forwarded to Greater Sydney Commission for final assurance

• Complete review of the functions and membership of the Design Review Panel.

• Development Advisory Service implemented

• Prepare a new Georges River DCP 2020.

• Implemented phase out of all fluorinated firefighting foams

How our planned projects are progessing in 2019/2020: PERFORMANCE INDICATORS

Description

Baseline

Annual Target

Results to date

Status

Comment

Community participation in strategic land use planning.

New Measure

â&#x2030;Ľ 0.01%

No Data

On Track

No LGA wide community consultations carried out during Q2.

Number of DAs determined by IHAP.

On Track

During Q2 the Georges River Council Local Planning Panel hosted 6 meetings and considered 26 applications and 2 planning proposals.

Number of DAs determined by the Regional Planning Panel

On Track

During Q2 the South Sydney Planning Panel have not considered any applications for the GRC LGA. This is due to a number of court cases and the amendment of State Environmental Planning Policy (State and Regional Development) 2011 to increase the cost of work thresholds from $20mil CIV to $30mil CIV to trigger consideration.

Number of DAs determined.

876

> 800.00

204

On Track

During Q2 Council determined a total of 204 application including 134 DA's, 69 Modifications and 1 Review.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED





The table below highlights how each project in our 3 year Delivery Program is progressing: Program/Project

Year due Status

ONGOING

ï-

Comment

Goal 2.1 - Sustainable development delivers better amenity and liveability of the community and the environment. LGA-wide planning Strategy - 2.1.1. Prepare a comprehensive LEP for the entire LGA to improve and standardise development controls and regulations. a: Continue to prepare a comprehensive LEP for the Georges River LGA.

20/21

The Planning Proposal was reported to Council’s Environment and Planning Committee on 11 November 2019 and subsequently to Council at its meeting on 25 November 2019. However, Council was unable to form a quorum and exercise its planning proposal authority functions at both meetings as a result of Councillors appropriately managing pecuniary conflicts of interest in accordance with Council’s Code of Conduct (adopted 27 May 2019 and reflects the NSW Model Code of Conduct 2018). Council received advice from the Acting Deputy Secretary of the DPIE on 19 December 2019 which states that the Minister would not appoint the GSC as the appropriate authority to be delegated plan making powers in relation to the GRLEP 2020. The Department's letter recommended that Council pursue the first option in moving forward by delegating its planning proposal authority functions to the LPP in the interest of expediting the submission of the Planning Proposal for Gateway and to ensure local ownership of the draft GRLEP 2020.

Master planning Strategy 2.1.2: Prepare a comprehensive DCP for the LGA to guide development in the LGA.



a: Complete the Hurstville City Centre Urban Design Strategy. (Completed 2018/19)

18/19

Completed 2018/19

b: Continue with the preparation of a comprehensive DCP for the entire Georges River LGA.

20/21

In Q2 2019/20 the internal and Councillor workshops continued on the new comprehensive DCP. The workshops related to medium density controls and controls for the up-zoned areas under the Kogarah New City Plan gazetted in May 2017.

c: Complete the Master Plan for Beverly Hills.

20/21

During Q2, development of the draft Master Plan and further feasibility testing was undertaken as part of Phase 2. Council were advised of the results of the Community Workshop that was held on 26 September 2019 at a briefing held 18 November 2019. 25

3 Year Delivery Program Projects Program/Project

Year due Status

Comment

Development Assessment Strategy 2.1.3: Continue rigorous assessment of development applications (DAs) including compliance with DCPs, aesthetic qualities and environmental initiatives. a: Continue to review the assessment and determination of processes and procedures to ensure continuous improvement of the assessment of DAs.

20/21

It is an ongoing program to continue to review the assessment and determination of processes and procedures to ensure continuous improvement of the assessment of DAs.

Monitoring Communications Strategy - 2.14. Ensure high quality reporting and DA assessment by Council staff, local planning panels and the Sydney South Planning Panel. a: Continue to monitor and standardise DA assessment reports and templates.

20/21

It is an ongoing program to monitor and standardise DA assessment reports and templates.

Design Review Panel Strategy - 2.1.5. Utilise Council’s Design Review Panel to provide independent and expert advice on the design quality of planning proposals and multi-storey developments that meet the review criteria. a: Monitor the functions and recommendations of the Design Review Panel.

20/21

A review of the DRP process was delayed pending the implementation of the new Development Advisory Service. An options report is currently being developed and will be provided to Executive Team in Q3 2020.



A new Fire Safety Protocol has been prepared and adopted. This program is now being implemented.

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

19/20

Goal 2.2 - The community helps to plan the LGA's future. Community engagement 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.

a: Monitor and review the variation to LEPs and DCP provisions occurring as part of the determination of DAs.

Ongoing

It is an ongoing program to monitor and review the variation to LEPs and DCP provisions occurring as part of the determination of DAs. Council's computer system records all variations and an online document is available for the public to view.

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

Ongoing

Council's new Development Advisory Service has commenced Development Information Sessions and scheduled four to be undertaken annually.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

3 Year Delivery Program Projects Program/Project

Year due Status

Comment

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. 20/21

CCTV network operating effectively throughout Q2 2019. Additional funding likely for the expansion of CCTV network in Hurstville CBD area. CCTV internal working group established. CCTV procedure manual being developed with investigation into additional mobile cameras to address 'hot spots' or determine feasibility for new permanent installations. Security review of all existing systems by new contractor completed. New CCTV systems installed at Harold Fraser Oval Amenities and Club House.

b: Implement more environmentally friendly building practices and products.

Ongoing

ĂŻ

Standardised designs for new building projects that incorporate quality design and sustainable principles. Numerous new amenities buildings under construction or recently completed at Harold Fraser Oval, Parkside Drive Reserve, Renown Reserve and Peakhurst Park, Claydon Reserve and Renown Reserve. Several more to commence shortly including Gannon's Park. All contracted building maintenance service providers required to complete asset management review as part of incoming contract. Significant inventory review completed and works commenced to identify projects that will deliver efficiency gains. Projects implemented to date include; hot water service timers, two new boiler replacements, power factor correction installed and at Hurstville Aquatic Leisure Centre, Jubilee Oval power monitoring underway, major BMS upgrade to ensure automatic controls and timers are optimised. Energy monitoring software portal implemented for top 10 energy using sites.

c: Forward plan, and investigate funding for, major rollouts of sustainable materials.

Ongoing

ĂŻ

Action relates to all areas of Council. Environmental Resilience Committee established to investigate and seek funding for sustainable projects and materials.

a: Expand Councilâ&#x20AC;&#x2122;s security and CCTV systems to improve public safety and accessibility.

1 Year Operational Plan Projects COMPLETE NOT STARTED ON TRACK BEHIND SCHEDULE CANCELLED CARRY OVER

 3

 1

ONGOING

ï 4

The table below highlights how each project in our Operational Plan 2018-2019 is progressing:

Program/Project

Status

Comment

Goal 2.1 - Sustainable development delivers better amenity and liveability of the community and the environment. LGA-wide planning Strategy - 2.1.1. Prepare a comprehensive LEP for the entire LGA to improve and standardise development controls and regulations. Complete the Local Strategic Planning Statement for the Georges River LGA.



The LSPS was forwarded to the Greater Sydney Commission on 30 October 2019 for final assurance.

Prepare a new LEP for the Georges River LGA.

Master planning Strategy - 2.1.2. Prepare a comprehensive DCP for the LGA to guide development in the LGA. Prepare a new Georges River DCP 2020. Continue to develop a Master Plan for Beverly Hills in association with the Beverly Hills community.

 T

Strategic Planning objective. Not related to Development & Building Section. During Q2, development of the draft Master Plan and further feasibility testing was undertaken as part of Stage 2. Council were advised of the results of the Community Workshop that was held on 26 September 2019 at a briefing held 18 November 2019.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Development Assessment Strategy - 2.1.3. Continue rigorous assessment of development applications (DAs) including compliance with DCPs, aesthetic qualities and environmental initiatives. Implement the Development Advisory Service – a customer focused program providing a range of pre-lodgement and advice services relating to planning, development and building matters Continue the implementation of internal procedures relating to the assessment of DA such as the Clearing House.



Completed in Q1

Process reviews and system changes are ongoing. Noting the commencement of the e-lodgement program in January 2020 - due for implementation April 2020.

Monitoring Communications Strategy - 2.14 Ensure high quality reporting and DA assessment by Council staff, local planning panels and the Sydney South Planning Panel. Maintain and review development and building templates to increase efficiency. Conduct community information sessions on legislation changes affecting building and development.

ï ï

The review and refinement of Assessment Templates is currently being undertaken. Council's new Development Advisory Service has commenced Development Information Sessions and scheduled 4 to be undertaken annually.

Design Review Panel Strategy - 2.1.5. Utilise Council's Design Review Panel to provide independent and expert advice on the design quality of planning proposals and multi-storey developments that meet the review criteria. Review the functions and membership of the Design Review Panel.

DRP review and draft report completed, current pending peer review. Matter will be reported to Executive Team in Q3.

Fire Safety Strategy - 2.1.6. Adopt an effective fire safety program. Implement actions to ensure compliance with the directions set by the NSW State Government relating to external combustible cladding.

Council has issued 32/42 Rectification Notices. Report to Executive Team detailing program progress in February 2020.

Program/Project

Status

Comment

Goal 2.2 - The community helps to plan the LGA's future. Community engagement Conduct community information sessions on development and building matters.

ĂŻ

Council's new Development Advisory Service has commenced Development Information Sessions and scheduled four to be undertaken annually.

AC units older than Year 2000 contain a refrigerant that is harmful to the Ozone and is now being phased out by the Federal Government by 2020. This results in extreme repair costs for existing R22 units.

Implement phase out of all fluorinated firefighting foams

ď Ź

Completed in Q1

Implement LED Lighting rollout.

Continued action on replacement of all applicable lighting to LED. Full upgrade of Ken Rosewall Tennis Centre flood lighting completed.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019



PILLAR 3

ACTIVE AND ACCESSIBLE PLACES AND SPACES Progress against 1 Year Operational Plan items



 T

Complete

6.5%

Not started

12.5%

On track

Behind schedule

Cancelled

Ongoing

Carry over

On hold

81%

Achievements:

Next time:

• Black Spot Funding Program has been implemented

• Implement the recommendations of the Car Parking Strategy

• Research stage of Draft Integrated Transport and Lands Use Plan has been completed

• Provide "Appreciating Diversity in Others' training to staff to build confidence in working with and providing services to people with disability.

• Draft Car Parking Strategy Placed on public exhibition and submissions have been assessed.

• Continue work on an Integrated Transport and Land Use Plan.

How our planned projects are progessing in 2019/2020: PERFORMANCE INDICATORS

Description

Baseline

Target

Results to date

Status

Comment

Civil designs completion rates.

Baseline - New Measure

> 90.00%

95%

On Track

Footpath program 100% complete, Traffic facilities 100% complete, Streetscape works for Ormonde Pde issued, Mortdale subject to Community Consultation. 90 Driveway applications received 78 completed (87%) remainder are waiting on customer to action.

Maintain the Asset Renewal Ratio above industry benchmarks.

Baseline - 116%

> 100.00%

92%

On Track

Performance measure calculated annually as part of annual financial statements. 2018-19 figure is 92%

Percentage of depot jobs completed against works scheduled

Baseline - new measure

0.8

On Track

This measure is currently under-development with the introduction of the CiAnywhere scheduling process.

Percentage of utility restorations completed within timeframe advised.

Baseline - 80%

â&#x2030;Ľ 80.00%

80%

On Track

Cumulative total for Restorations

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED





The table below highlights how each project in our 3 year Delivery Program is progressing:

Program/Project

Year due Status

ONGOING

ï-

Comment

Goal 3.1 - The LGA has a range of transport options to connect people, goods and businesses. Parking supply 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. a: Implement the recommendations of the Car Parking Strategy.

20/21

The draft Car Parking Strategy was placed on public exhibition from 24 July to 25 September 2019. During Q2 Council assessed the 20 submissions received.

Integrated transport and land use planning Strategy - 3.1.2 Work with the NSW Government to develop an Integrated Transport and Land Use Plan and a 20Year Precinct Plan as part of Future Transport 2056 initiatives. a: Work with State agencies to deliver improved transport outcomes for the Hurstville City Centre and Kogarah City Centre areas based on relevant studies including the Hurstville CBD TMAP.

Ongoing

In Q1 Council prepared and placed out for quotations a brief for the preparation of a Transport Strategy for the Georges River LGA. In Q2 Council appointed consultants on 14 November 2019 to prepare a Transport Strategy for the Georges River LGA. During Q2 the consultants carried out the research stage of the project.

b: Draft an Integrated Transport and Land Use Plan, including a 20 year Precinct Plan, as part of Future Transport 2056, for public exhibition.

20/21

In Q1 Council prepared and placed out for quotations a brief for the preparation of a Transport Strategy for the Georges River LGA. In Q2 Council appointed Cardno on 14 November 2019 to prepare a Transport Strategy for the Georges River LGA. During Q2 the consultants carried out the research stage of the project.

Goal 3.2 - Roads, footpaths and cycleways are safe, accessible and free of congestion. Capital Works

3 Year Delivery Program Projects Program/Project

Year due Status

Comment

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. a: Develop and implement the annual Infrastructure Works Program, including a Town Centres Public Domain Program. (Manager Program Delivery)

20/21

Project Delivery and Manager of Infrastructure are working together to develop plans for Mortdale Town Centre Upgrade, Ormonde Parade, Streetscape upgrade and future town centre upgrades that will be identified in the draft five year Capital Works Program.

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

20/21

The footpath condition audit was completed in early 2019, with all hazards identified and categorised accordingly. Throughout the current financial year, works have been completed utilising a combination of in-house civil maintenance crews to address urgent safety related works and minor repairs and contracted resources for completion of larger civil repairs. This program is on-going.

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

Ongoing

Relationships maintained between neighbouring Councils, attendance at regional meetings to discuss upcoming projects. No joint projects currently planned.

Goal 3.3 - Everyone, including people with disability, navigates the LGA in safety. Accessibility and inclusivity Strategy - 3.3.1. Implement the GRC Disability Inclusion Action Plan (DIAP). a: Engage with and support the local business community to provide more accessible and inclusive services to people of all abilities.

Ongoing

Building an internal library on Councilâ&#x20AC;&#x2122;s website with images to ensure people with disability are presented in a positive manner has started in Q2. This has been identified by Councilâ&#x20AC;&#x2122;s Access and Inclusion Reference Group at previous meetings and is committed to complete the project in Q3. The images aim to assist in improving attitudes and behaviours towards people with disability.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

b: Increase the accessibility and inclusiveness of Council community and major events through the development of a continuous improvement program based on the findings of accessibility assessments and community feedback.

Ongoing

More than 150 people marked the â&#x20AC;&#x2DC;International Day of People with Disabilitiesâ&#x20AC;&#x2122; on November 29, a partnership initiative with Kingsgrove Community Aid Centre. The event was all about increasing public awareness, understanding and acceptance persons with disability. Service providers attended were from Cairnsfoot School, Wesley Mission, Sunnyhaven Disability Services, St George School Kogarah and Kingsgrove Disability Services.

20/21

Managers and Coordinators across the organisation attended a Disability Awareness â&#x20AC;&#x201C; Train the Trainer Program in Q2 and all staff across the organisation will undertake Disability Awareness training through their teams in 2020.

c: Provide "Appreciating Diversity in Others' training to staff to build confidence in working with and providing services to people with disability.

Comment

Goal 3.4 - Everyone has access to a range of active and passive recreation facilities. Open space and recreation 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. a: 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.

20/21

Considerable capital works upgrades for Open Space recreation and community facilities in 2019/20. New amenities buildings at Claydon Reserve, Peakhurst Park, Renown Park, Parkside Drive Reserve, Riverwood Park and Beverly Hills Park with further projects underway at Gannon's Park, Oatley Park and Poulton Park. New sports turf surfaces with subsoil drainage and automatic irrigation systems at Oatley Park, Gannon's Park, Olds Park and Beverly Hills Park. New synthetic sports fields at Peakhurst Park and Poulton Park. Expanded maintenance and maintenance programs to community facilities including A/C upgrades DDA access improvements and painting programs.

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

20/21

Current works include generic parks Plan of Management including sports fields along with site specific plans currently underway for Hurstville Oval Plan of Management and Olds Park Landscape Masterplan.

1 Year Operational Plan Projects COMPLETE



NOT STARTED



ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

ï-

CARRY OVER ON HOLD

The table below highlights how each project in our Operational Plan 2018-2019 is progressing: Program/Project

Status

Comment

Goal 3.1 - The LGA has a range of transport options to connect people, goods and businesses. Parking supply 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. Develop a car parking strategy for the commercial centres in the Georges River LGA.

The draft Strategy has been prepared and applies to the business zoned land (B1 Local Centre, B2 Neighbourhood Centre, B3 Commercial Core, B4 Mixed Use and B6 Enterprise Corridor) under the Hurstville and Kogarah Local Environmental Plans. The draft Car Parking Strategy was placed on public exhibition from 24 July to 25 September 2019. During Q2 Council assessed the 20 submissions received.

Finalise the Car Parking Strategy.

The draft Strategy has been prepared and applies to the business zoned land (B1 Local Centre, B2 Neighbourhood Centre, B3 Commercial Core, B4 Mixed Use and B6 Enterprise Corridor) under the Hurstville and Kogarah Local Environmental Plans. The draft Car Parking Strategy was placed on public exhibition from 24 July to 25 September 2019. Council received 20 submissions. These are under assessment.

Integrated transport and land use planning Strategy - 3.1.2. Work with the NSW Government to develop an Integrated Transport and Land Use Plan and a 20Year Precinct Plan as part of Future Transport 2056 initiatives. Commence work on an Integrated Transport and Land Use Plan.

Council appointed consultants on 14 November 2019 to prepare a Transport Strategy for the Georges River LGA. During Q2 the consultants carried out the research stage of the project.

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

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Develop and deliver the 2019/20 Capital Works Program for new construction and renewals.

The 2019/20 Capital Works program is on target for completion. Kempt Field Adventure Playground and Amenities were completed and officially opened, Poulton Park Synthetic Sports Fields are nearing completion, Gannon's Park Sports Field Irrigation, Drainage and Resurfacing is nearing completion, Gannon's Park Water Quality Improvement Scheme will be complete by April 2020, Harold Fraser Oval Pavilion was completed and officially opened, Poulton Park Netball Amenities was completed, Riverwood Amenities buildings are ahead of schedule, Beverly Hills and Olds Park Sports Field upgrades, irrigation, drainage and resurfacing are progressing well with only drainage installation remaining. Delays have been experienced with finalising designs for the Hurstville Oval Community Pavilion as a decision is still pending from Council on the location of the pavilion. Work is unlikely to start on construction as a result until 2020/21. Quotations have been sought for annual playground renewal program, with construction commencing February 2020.

Develop and deliver the 2019/20 Road Resheeting Program.

T T

Program delivery is ahead of schedule with only 10 projects of the 35 on the program remaining.

Implement the Black Spot Funding Program for Beverly Hills.

ď Ź

Two Roundabouts submitted under the federal blackspot funding and funded by the Safer Local Government Roads. Edgbaston Road and Melvin Street, Beverly Hills and Morgan Street and Lee Avenue, Beverly Hills. Both projects completed and open to traffic in January 2020.

Design and construct compliant accessible bus stops.

Forest Road streetscape works completed. Ormonde Parade Streetscape designed issued for construction. Mortdale Streetscape completed community consultation. All projects include bus stop accessibility improvements.

Develop and deliver the 2019/20 Footpath Maintenance Schedule.

A high level of activity in relation to the footpath maintenance schedule was undertaken in November and December, with all hazards identified as part of the footpath audit now complete and additional works relating to reactive requests being completed.

Deliver the 2019/20 Drainage Upgrade Program including new and replacement works.

Various minor drainage works undertaken. Designs underway for larger projects. Blackshaw Avenue drainage extension issued for quotations.

1 Year Operational Plan Projects Program/Project

Status

Comment

Large-scale infrastructure Strategy - 3.2.3. Collaborate with neighbouring councils to deliver large-scale infrastructure and planning projects. Establish a framework, mechanism and resourcing strategy for working with neighbouring councils to deliver large-scale infrastructure projects.

Contact has been made with several government agencies to determine whether regional working groups exist that are facilitated by NSW that involve local government in the areas of infrastructure, sport and environmental programs. Contact has also been made with Inner West Council who have established a working group with neighbouring Councils and relevant sport and recreation funding bodies to learn about the framework they are using. GRC is currently collaborating with City of Canterbury Bankstown in the Salt Pan Creek Green Grid Project which will see a spatial framework developed for the establishment of a green grid corridor (which involves environmental, asset, access and connectivity enhancement along the Salt Pan Creek connecting Canterbury, Riverwood and Bankstown. The next step will be to approach Southern Councils directly to gauge interest in establishing a cross council working group for large scale infrastructure, community, sporting and environmental projects (such as the Green Grid Project).

Attend meetings with neighbouring councils to discuss delivery of future large-scale infrastructure projects.

The RFQ for the development of a spatial framework to support the Salt Pan Creek Open Space Corridor is currently out for quotation. Contact has been made with Inner West Council to learn about the framework they use to collaborate with neighbouring Councils and government agencies on sport and recreation projects to make the most of funding opportunities and efficiencies of scale with large projects.

Goal 3.3 - Everyone, including people with disability, navigates the LGA in safety. Accessibility and inclusivity Strategy - 3.3.1. Implement the GRC Disability Inclusion Action Plan (DIAP). Increase the provision of key Council documents in easy English.

Seniors' Weekly Programs and Personal and Home Safety Brochures were reviewed to ensure content is in simple English. Five key documents about Councilâ&#x20AC;&#x2122;s Summer program has been translated into easy English and promoted in the community.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project Provide more opportunities for performers and audiences with disabilities at Councilâ&#x20AC;&#x2122;s major events.

Status

Comment Council has organised and confirmed Auslan interpreters to be available on Australia Day for Citizenship ceremonies, speeches and the official opening ceremony of Lunar New Year. A designated viewing platform has also been sourced to be implemented in Q3. This will allow persons with disability to feel included and have the opportunity to enjoy the activities at major events. Live music and singing performers bands including the disability rock group, The Weaklies, performed at various Council events in October and November 2019 and expected to perform at Australia Day festival.

Goal 3.4 - Everyone has access to a range of active and passive recreation facilities. Open space and recreation 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. Prioritise new projects and service changes in response to the GRC Open Space, Recreation and Community Facilities Strategy.

The new 5 year Capital Works Program is currently being developed which includes priority capital works identified in the GRC Open Space, Recreation and Community Facilities Strategy 2019/2036.

Complete Hurstville Central Plaza as community open space

All civil works are completed. Only Ausgrid works remain which were delayed due to the live work ban that was in place for an extended period. There are two stages of the live work ban and Ausgrid recently lifted the Stage 1 work ban relating to overhead and low voltage work. The stage 2 work ban relating to underground works is still in place . Our electrical consultant is currently working with Ausgrid to negotiate a power shutdown with local shop owners to enable the above ground works to take place.

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

Q2 has seen discussions continue with Council's Community Development Officer to find ways to add value to our project by including elements from the Cultural Heritage Strategy and to combine budgets where possible. Funding opportunities also continue to be explored with state funding agencies on a regular basis.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019



PILLAR 4

A DIVERSE AND PRODUCTIVE ECONOMY Progress against 1 Year Operational Plan items



 T

Complete

Not started

18%

On track

Behind schedule

Cancelled

Ongoing

Carry over

On hold

27%

36% 9%

Achievements:

Next time:

• Economic Development Strategy implemented

• Finalise planning for signal box art and public art at the ChillOut Smart Cities sites.

• Investment Attraction Strategy completed for Kogarah, Place strategy for Hurstville and events in Hurstville Plaza and Business networking events held • Night Time Economy Study community consultation has taken place.

• Finalise the Commercial Centres Strategy for all centres within the LGA. • Complete a new draft Section 7.11 and Section 7.12 Contributions Plan(s) for the Georges River LGA.

How our planned projects are progessing in 2019/2020: PERFORMANCE INDICATORS

Description

Baseline

Target

Results to date

Status

Comment

24 commercial centres, identified for daily cleaning, cleaned each day.

Baseline 100%

On Track

The ongoing focus of improved service standards, particularly in Hurstville and Kogarah CBD's has been achieved via the use of nightshift contractors and Council maintenance crews. All other commercial centres are included in the service delivery schedules and completed at the commencement of shift each day.

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

Baseline - 115.56ha -

No net decrease

On Track

Growth in GRP compared to growth to estimated residential population (ERP)

Baseline GRP 4.4% ERP 1.95%

â&#x2030;Ľ 4.40%

No Data

Off Track

Not a quarterly data set. Statistics from 2019. Annual GRP Growth 1.23 Statistics from 2018 estimated residential growth 1.26%

Level of Employment selfcontained

Baseline 37%

> 37.00%

37%

On Track

Unchanged this figure is collected at the Census

Level of 'place satisfaction' for key and emerging centres

Baseline - new measure

level of satisfaction increases

No Data

On Track

Councils Wellbeing and Satisfaction Survey will be in Q3 2020. Data will be available in Q4 2020 reporting.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

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

Baseline 101.4

< 90.00

157

Off Track

During Q2 Council determined a total of 204 applications including 136 DA's, 52 Modifications and 2 Reviews. The mean gross processing days was 157. This increase is due to the large number of old applications being determined. It should be noted that 51/204 applications were processed within 40 days of lodgement and 52.9% processed below the 90 days. It should also be noted that the average time of all currently undetermined applications is currently sitting at 122 days. As the backlog of old applications is cleared these average times will reduce and the number of applications determined below the 90 day target will increase.

Percentage of Construction Certificates determined in 21 days.

Baseline 76%

> 90.00%

33%

Off Track

In Q2, Council had determined 18 applications. Of those applications determined, 6/18 (or 33%) were processed below the 21 day target. The average timeframes for the remaining applications was 169 days.

Percentage of planning proposals meeting Gateway determination timeframes.

Baseline 85%

> 85.00%

86%

On Track

Planning Proposals dealt with during Q2 are: PP2017/0003 - reclassification of Lot 2 and part of Lot 1, Taylor Reserve - Council Meeting 28/10/2019 - alteration to Gateway Determination

Strategic centres job targets

Baseline - Kogarah 11,800 Hurstville 11,600

Kogarah 2036 16,000 to 20,500. Hurstville 2036 15000 to 20000

No Data

On Track

Job target data is released with the census. Propose that this measure is removed or reworked.

Unemployment rate compared to greater Sydney unemployment rate

Georges River 3.5%; Greater Sydney 4.5%

Lower than greater Sydney

GRC 3.08% GS 4.07%

On Track

Figures as of March 2019

3 Year Delivery Program Projects COMPLETE



NOT STARTED

 -

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

ï-

CARRY OVER ON HOLD

The table below highlights how each project in our 3 year Delivery Program is progressing: Program/Project

Year due Status

Comment

Goal 4.1 - Local businesses are supported to help protect jobs and create employment opportunities. Economic development Strategy - 4.1.1 Primarily target economic development initiatives in Kogarah, Hurstville, Kingsgrove, Peakhurst and Riverwood. a: Adopt the Economic Development Strategy as supported by local business, Council's Economic Development Advisory Committee and Council. (Completed 2018/19)

2018/19



Completed 18/19

b: Implement a program of works in key centres that responds to the Economic Development Strategy.

Ongoing

The Economic Development Strategy continues to be implemented. In Q2 the following was delivered: an Investment Attraction Strategy for Kogarah, Place Strategy for Hurstville, events in Hurstville Plaza and business networking events.

c: Promote effective economic development initiatives that benefit the LGA.

Ongoing

Council continues to promote economic development initiatives. In Q2 Council created an Investment Attraction Strategy for Kogarah, Promotion of the St Georges Business Chamber Buy Local Campaign and business events and the community consultation work to produce the Night Time Economy Study.

d: Regularly review and monitor DA times and implement efficiencies to improve DA turnaround times.

Ongoing

It is an ongoing program to regularly review and monitor DA times and implement efficiencies to improve DA turnaround times. A quarterly report is provided to Council in this regard.

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

20/21

In Q2 Council adopted the Kogarah Investment Attraction Strategy which focuses on the harnessing of investment in the health and wellbeing sector leveraging off the existing assets in Kogarah including the Hospitals, TAFE and public amenity. The Hurstville Place Strategy was also adopted. This strategy promotes the future redevelopment of the Civic site which is focused on the commercial, education and cultural sector.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

3 Year Delivery Program Projects Program/Project

Year due Status

b: Provide clearer, tailored information for small business on council approvals and regulatory requirements. (Completed 2018/19)

18/19



Comment Completed 2018/19

Place making Strategy - 4.1.3. Deliver responsive placed-based activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses. a: Deliver programs to improve cleanliness and attractiveness of public spaces and increase night-time activation in Hurstville CBD.

20/21

Council endorsed the Hurstville Place Strategy which has actions specific to cleanliness, attractiveness and activation. The community consultation for the Night Time Economy Study was undertaken.

b: Deliver programs in the Kogarah town centre to improve cleanliness, attractiveness and activation.

20/21

The Kogarah Town Centre continues to be cleaned as per schedule. In Q2 the Kogarah Place Strategy was adopted by the Greater Sydney Commission which highlights the importance of a public domain strategy for the town centre. Council will commence planning work for public domain improvement in mid 2020.

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

20/21

CSI has been working in partnership with other Directorates to create place-based initiatives across Council. A grant application for the conversion of Palm Court Car Park to Public Space, tree planting and the installation of the Chill Out Hubs was completed in Q2.

d: Measure the community’s satisfaction 20/21 of the LGA’s key town centres as places.

A Community Satisfaction Survey initiated by Community Engagement will be undertaken in Q3.

Goal 4.2 - Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth. Employment lands Strategy - 4.2.1. Develop an Employment Lands Study to preserve employment lands and to protect employment growth and services during land rezoning processes. a: Implement the recommendations of the Commercial Centres Strategy.

20/21

A total of seven (7) submissions were received during the exhibition of the draft Commercial Centres Strategy – Part 1 Centres Analysis. All submissions were reviewed during Q2 and the draft Strategy has been amended following consideration of the issues raised in the submissions. The adoption of the amended Commercial Centres Strategy – Part 1 Centres Analysis as a strategic planning document that will inform the preparation of the Georges River LEPs and DCP will be subject of a report to Council in Q3. One of the recommendations of Part 1 is to increase the non-residential FSR in the B zones which has been included in the draft GRLEP2020.

3 Year Delivery Program Projects Program/Project

Year due Status

b: Establish guidelines for assessing rezoning proposals in industrial and urban services land. (Completed 2018/19)

18/19

ď Ź

Comment Completed 2018/19

Goal 4.3 - The ambitions for Hurstville and Kogarah as strategic centres are realised. Critical infrastructure Strategy - 4.3.1. Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth. a: Prepare a new Section 94 20/21 Contributions Plan for the Georges River LGA.

Council was further briefed on Option 4a (s7.11 in Kogarah and Hurstville centres, s7.11 on residential development elsewhere, and s7.12 on remaining development) on 7 November. Council accepted all the recommendations regarding development types in/out of 7.11 or 7.12 plans, pending further investigation on potentially discounting rates on some development types. Council at its meeting held 25 November 2019 adopted Option 4A.

b: Lobby the Australian and NSW Governments to address infrastructure gaps.

20/21

In Q2 City Strategy and Innovation continued to develop the Central Rail advocacy paper, an evidence based paper to support the delivery of the proposed Kogarah to Parramatta Rail Link. The Kogarah Place Strategy was endorsed by the Greater Sydney Commission and meetings took place with Local MPs to advocate for infrastructure gaps such as Kogarah - Parramatta, congestion on the T8 and T4 lines and the Kogarah timetable change.

c: Work with the NSW Government and Canterbury-Bankstown Council on the orderly development of Riverwood as a Planning Precinct.

Ongoing

Environment and Planning Directorate action - CSI will support as required.

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

20/21

The Kogarah Collaboration Area Place Strategy has been developed and endorsed by the Greater Sydney Commission. It contains actions to improve connectivity to and within the precinct, increase the productivity of the area, and ensure the provision of a range of housing types to suit key workers.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

Comment

Investment opportunities Strategy - 4.3.3. Create an action plan with the business community that markets the LGA's investment opportunities. a: Prepare and implement an action plan to market the LGA's investment opportunities.

20/21

Council adopted the Kogarah Investment Attraction Strategy and the first key stakeholder meeting was held with St George Hospital, TAFE, St George Private and the St George Sutherland Medical Research Centre where discussions centered around how to brand and promote Kogarah to attract opportunities and investment. A draft Reputation Strategy was also created to showcase our unique value proposition to leverage off to garner investment to the City.

1 Year Operational Plan Projects COMPLETE



NOT STARTED

 1

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

ï 4

CARRY OVER ON HOLD

The table below highlights how each project in our Operational Plan 2018-2019 is progressing: Program/Project

Status

Comment

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

Continue to promote the benefits of economic development to the community. Continue to work with the NSW Government, adjoining Councils, business and community groups to facilitate, coordinate and stimulate economic development opportunities.

 

Completed in Q1

Preparation for economic development initiatives was undertaken. These initiatives include the GRC and Regional Development Australia initiative 'Southern Sydney Innovation and Entrepreneurship Roundtable' and the City Launch Event.

Economic sectors 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 Continue to partner with Realise Business to assist start-up and growing businesses in the LGA and promote and facilitate networking opportunities.

Regular meetings are held with Realise Business to align priorities to support start ups and small business.

Place making Strategy - 4.1.3 Deliver responsive placed-based activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses. Continue to implement a place-making program for our centres.

The preparation of increased public art occurred in this quarter. Project planning has commenced for signal box art and public art at the ChillOut Smart Cities sites. The Smart City ChillOut Hubs installation was completed.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Goal 4.2 - Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth. Employment lands Strategy - 4.2.1. Develop an Employment Lands Study to preserve employment lands and to protect employment growth and services during land rezoning processes. Finalise the Commercial Centres Strategy for all centres within the LGA.

A total of seven (7) submissions were received. All submissions were reviewed during Q2 and the draft Strategy has been amended following consideration of the issues raised in the submissions. The adoption of the amended Commercial Centres Strategy â&#x20AC;&#x201C; Part 1 Centres Analysis as a strategic planning document that will inform the preparation of the Georges River LEPs and DCP will be subject of a report to Council in Q3.

Goal 4.3 - The ambitions for Hurstville and Kogarah as strategic centres are realised. Critical infrastructure Strategy - 4.3.1. Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth. Complete a new draft Section 94 Contributions Plan(s) for the Georges River LGA.

Council was further briefed on Option 4a (s7.11 in Kogarah and Hurstville centres, s7.11 on residential development elsewhere, and s7.12 on remaining development) on 7 November 2019. Council at its meeting held on 25 November 2019 accepted all the recommendations regarding development types in/ out of 7.11 or 7.12 plans, pending further investigation on potentially discounting rates on some development types.

Identify critical infrastructure needs arising from the new car parking strategy

ď&#x201A;Ą

The Car Park Strategy has not been finalised. The draft Car Parking Strategy was only placed on public exhibition from 24 July to 25 September 2019.

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

To be reassigned to Environment and Planning Directorate for action.

1 Year Operational Plan Projects Program/Project

Status

Comment

Kogarah health and education precinct 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. Continue to play an active role as processes are established for the Kogarah Health and Research Hub.

ĂŻ

The Kogarah Collaboration Area Place Strategy has been developed and endorsed by the Greater Sydney Commission and is due to be endorsed by Council in February 2020. Work has commenced on establishing an ongoing governance structure to support the implementation of the Strategy.

Investment opportunities Strategy - 4.3.3 Create an action plan with the business community that markets the LGA's investment opportunities. Finalise an action plan to market the LGA's investment opportunities.

The Kogarah Investment Attraction Strategy was endorsed by Council on 25 November 2019. Council has commenced progressing the Strategy recommendations, such as the formation of a Kogarah Alliance.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

PILLAR 5 A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE Progress against 1 Year Operational Plan items



 T

Complete Not started On track

Behind schedule

Cancelled

Ongoing

Carry over

On hold

2% 4% 74% 19%

Achievements:

Next time:

• Event processes have been reviewed and investigation into destination event for LGA commenced

• Run training for community event organisers on online event toolkit.

• Established 23 place Occasional Care Service within LGA • Developed Joint Use Planning Agreement with Department of Education • Asbestos Education Program has been implemented

• Implement the recommendations of the Inclusive Housing Strategy including the identification of an affordable housing target for the LGA. • Implement the 2017-20 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

How our planned projects are progessing in 2019/2020: PERFORMANCE INDICATORS Description

Baseline

Target

Results to date

Status

Comment

Customer satisfaction with Children's Services

new measure

0.8

80%

On Track

Staff have educated families on the use of the satisfaction kiosks to ensure accuracy of feedback

Customer satisfaction with library services

new measure

0.8

80%

Off Track

Customer Service Team continuing to identify issues and work on a place to improve the level of service.

Customer satisfaction with Museum and Gallery

new measure

0.8

90%

On Track

12% of visitors completed the exit survey and reported a 92% satisfaction with their overall visitor experience

Number of annual visitors to Hurstville Entertainment Centre

HEC 107326

≥ 100,000.00

47,440

On Track

Hurstville Entertainment Centre hosted 217 events attracting 47,440 visitors in Q2.

Community centres had 1,226 bookings attracting 44,494 attendees.

Number of annual visitors to Museum and Gallery

Museum & Gallery - 8995

≥ 12,000.00

4,364

On Track

The Museum & Gallery received 4,364 visitors in Q2, with 21 programs attracting 460 attendees

Number of annual visitors to the library service - door count

Baseline 780,000 door count;

≥ 80,000.00

165,081

On Track

This figure is the combined door count for all 5 library locations from October to December.

Number of annual visitors to the library services eLibrary

New Measure

= 1,000,000.00

316,942

On Track

eLibrary performance is on track to exceed the annual target of 1,000,000.00

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Number of annual visitors to the library services outreach

new measure

= 2,200.00

367

On Track

Performance in Q2, combined with Q1 performance is on track to exceed the annual target for Outreach.

Number of attendees at council major events

68000

≥ 70,000.00

8,000

On Track

The Magic Of Christmas Event was held in December and 8,000 people attended the event. The two remaining major events will be held in Q3.

Percentage of food premises inspected annually.

100%

63%

Off Track

Of the 759 high and medium risk food premises to be inspected annually, a total of 189 were required to be inspected during Q2. A total of 103 or 63% of the required inspections were conducted during Q2. The focus in Q2 was again on implementing the Temporary Food Premises Program.

Percentage of school safety zones patrolled annually.

Measure

100%

On Track

During Q2, an audit of schools in the area was conducted where it was determined that for enforcement purposes there are 38 schools in the LGA. Georges River College Oatley campus was removed as the vast majority of vehicle activity occurred within the school grounds or the students walked to public transport and Penshurst Public School is still being redeveloped and was also not patrolled. 20 service requests relating to schools were received. There were at least 100 patrols of schools conducted, with Peakhurst Public, Mater Dei & Oatley West patrolled at least 3 or more time due to service requests specifically about those schools. Parking Officers issued 198 penalty notices with a 13 warning notices issued. The School road safety program with Council’s Road Safety officer has continued with additional information brochures produced and distributed around schools.

Utilisation of Council’s Child Care Centres.

95%

> 95.00%

0.91%

Off Track

Utilisation has increased by 3.51% overall • Jack High- 90.39 • Hurstville Early Learning- 80.4 • Narani- 97.43 • Penshurst Long Day Care- 95.64 • Ocean Street- 79.37 • South Hurstville Kindergarten- 100

3 Year Delivery Program Projects COMPLETE



NOT STARTED

ON TRACK

 -

BEHIND SCHEDULE

CANCELLED

ONGOING

ï-

CARRY OVER ON HOLD

The table below highlights how each project in our 3 year Delivery Program is progressing: Program/Project

Year due Status

Comment

Goal 5.1 - We create and support events that celebrate community and cultural identity and benefit the economy. Events 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. a: Assess event capacity and opportunities to make the LGA a preferred event destination.

20/21

Event Survey information continues to be assessed. Activation in wards is now being incorporated into the Cultural/Event Activation Strategy. As per the Open Space Strategy, Hogben and Jubilee Park are preferred sites.

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

Ongoing

Council has planned an annual calendar that includes both Council-run and Community-run events. In Q2 there were 31 Council run events Magic Of Christmas, various community Christmas Carols, including openings of the Harold Fraser Oval amenities and upgrade of Kempt Field.

c: Develop an Environmentally Sustainable Events Guideline.

19/20



The Guideline is now being implemented for both Council and Community run events. All of Council's major events' carbon footprint is now being offset.

d: Build stronger relationships with local businesses, industries and State agencies to maximise sponsorship of local events.

Ongoing

The Sponsorship Prospectus continues to be promoted and sponsorship interest was secured for Lunar New Year and Australia Day. The Sponsorship Specialist will continue to build key relationships and look at long term sponsorship opportunities.

e: Develop an online event toolkit to help community and commercial groups deliver events. Build community capacity in event planning and delivery.

20/21

The Online Toolkit has been completed on the website. The training content has been finalised for all aspects for running community events. In Q3 it is planned to run the training for community event organisers.

Goal 5.2 - Affordable and quality housing options are available. Affordable housing Strategy - 5.2.1 Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes. a: Implement the recommendations of the Inclusive Housing Strategy including the identification of an affordable housing target for the LGA.

20/21

Work has continued on the preparation of the Inclusive Housing Strategy and will be placed on public exhibition in early 2020. Once it is endorsed by Council the recommendations will be implemented.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

Comment

Housing for key workers Strategy - 5.2.2. Advocate to the NSW Government to include 'key worker' housing for moderate income earners to be included in affordable housing initiatives. a: Work with the NSW Government to extend the application of affordable rental housing initiative targeting key workers in particular.

20/21

Work has continued on the preparation of the Inclusive Housing Strategy and will be placed on public exhibition in early 2020. Once it is endorsed by Council the recommendations including any for key workers will be implemented.

Mandatory requirements Strategy - 5.2.3. Advocate to the NSW Government to include mandatory affordable housing requirements in Council LEPs. a: Implement the recommendations 20/21 of the Inclusive Housing Strategy including working with the Department of Planning in the development of LEP provisions to increase the supply of affordable housing.

Work has continued on the preparation of the Inclusive Housing Strategy and will be placed on public exhibition in early 2020. Once it is endorsed by Council the recommendations will be implemented.

Housing diversity and choice Strategy - 5.2.4. Develop policies that encourage a greater supply of housing diversity and choice. a: Implement the recommendations of the Housing Strategy and the Inclusive Housing Strategy via the comprehensive LEP and DCP, and Councilâ&#x20AC;&#x2122;s planning guidelines.

20/21

Work has continued on the preparation of the Local Housing Strategy and Inclusive Housing Strategy and both will be placed on public exhibition in early 2020. Once endorsed by Council the recommendations will be implemented.

Council-led development proposals Strategy - 5.2.5. Council-led development proposals incorporate, where feasible, options that support affordable and diverse housing. a: Investigate the potential to include affordable housing in Council-led developments.

20/21

Draft program currently being developed. For review in second quarter of 2020/21 financial year.

Goal 5.3 - The community is socially and culturally connected. Social and cultural plans 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. a: Develop and implement a Social Plan to build the LGAâ&#x20AC;&#x2122;s social strengths.

20/21

Review Social Plan Development based on Social Justice Principles and Global Sustainable Objectives.

3 Year Delivery Program Projects Program/Project

Year due Status

b: Implement the priorities of the Cultural Strategy and Public Art Policy.

20/21

Comment Implementation of Create Georges River, Council’s Cultural Strategy is underway with meetings held in Q2 with all responsible officers to discuss actions within the Strategy. Inception meetings have also been held to discuss short term actions; ‘1.1 Develop a What’s On Calendar of Cultural events’ and ‘1.3 Develop a LGA wide signage and way-finding strategy’. Significant progress has been made in developing a Cultural Needs/Facilities Assessment for the LGA which is currently in draft form and a Draft Public Art Policy which will be publicly exhibited in January 2020.

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

Ongoing

The 2019 ‘Discovery Festival’ was held from September 28 – November 3 with seventeen events held across the LGA in partnership with a range of community based cultural organisations. Partnerships with organisations included: The Australian Chinese New Arts Society, The Film Seen, Australian Macedonian Cultural Association, Resourceful Australian Indian Network (RAIN), Fiestaville Multicultural Arts, St George Creative Art & Craft Centre, St George Art Society, Discovery Writers, Australian Macedonian Literary Association. The Festival offered a program filled with interactive, fun, accessible activities from music, dance, film, art and food, to writing showcasing the rich mix of cultures of Georges River community. 180 local residents of Chinese background attended an interactive workshop organised in October about social security benefits and services. A Chinese interpreter facilitated the workshop. 40 carers joined a cruise in the Georges River on celebrating ‘Carers Week’ in recognition of the contribution carers make to their families. Council consulted a number of local community groups to create a self-sustaining community project that is based on grassroots efforts ‘Fostering Community Spirit’. The new project will create opportunities for groups to work together in shared spaces with focus on the role of women in building a cohesive community. A grant from State Government was sought to build the program in 2020.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

b: Collaborate across Council and with relevant partners to develop holistic programs for community benefit.

Ongoing

Council supported a number of initiatives organised in Q2 in partnership with various Council departments and service providers to assist new migrants and refugees to settle in the area including: Migrant Information Day held on November 6 2019 in Hurstville attracted over 600 people with 45 stalls gave information about services, facilities and support groups. The ‘Career & Employment Expo’ held on October 16 2019 at the Marana Auditorium gave an opportunity to 250 new migrants and refugees to engage with local employers and receive information on job vacancies, study and career pathways. Six grandparents’ activities were organised during October to celebrate the contribution grandparents make to the community. Activities were for the whole family, including art classes, exercise and cultural events. A memory loss program ran as a pilot program in partnership with Hurstville Community Gardens for local residents living at home with dementia. The program reached sixteen new participants. The pilot program identified the need for an accessible toilet to be installed at the Hurstville Community Gardens.

c: Develop action plans that address the needs of the aged, youth, multicultural and Indigenous communities in the Georges River area.

Ongoing

Four Actions Plans were completed for youth, multicultural, and Indigenous communities in addition to Community Safety Action Plan. Older People Action Plan was drafted and further consultations with seniors needed to identify seniors strategic objectives in future.

d: Implement Council's Equal Employment Opportunity Policy. (Completed 2018/19)

18/19



Comment

Completed 2018/19

Community safety planning 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. a: Implement a Community Safety Plan.

20/21

A Community Safety Plan was developed in consultation with relevant stakeholders. It provides the foundation for a safe and thriving community. The Plan guides the actions undertaken by Council, agencies and the community to improve community perceptions of safety and reduce the risk of crime and anti-social behaviour.

3 Year Delivery Program Projects Program/Project

Year due Status

b: Increase community safety awareness with business and residents.

20/21

50 Chinese seniors attended a safety and scams awareness workshop in September in collaboration with NSW Police and SGCH. Planning is underway for a business security and safety workshop with NSW Police and Georges River Association in Q3. A draft brochure for safety at home is to be completed in Q3. New CCTV sign has been designed and installation commenced around the LGA. A forum for 54 individuals from different service providers in the LGBTQIA+ sector was held to educate and create awareness around LGBTQIA+ people from culturally and linguistically diverse communities. A Community Safety Survey was promoted to local businesses to provide feedback. A Chinese interpreter assisted Chinese businesses owners in completing the survey. Planning is underway for a Business Safety Forum and Audit workshop in late February 2020.

c: Work with the Police Area Command to manage Alcohol Free Zones and Alcohol Prohibited Areas.

18/19



Ongoing management alongside NSW Police of Alcohol Free Zones and Alcohol Prohibited Areas. No complaints or requests in Q2.

Comment

Children's services Strategy - 5.3.4. Provide high quality, affordable and economically viable education and care across Council's children's services.

a: Implement the 2017-20 Children’s Services Strategic Plan with an emphasis on best practice and familyfriendly childcare services.

20/21

A calendar was designed for the service to highlight all monthly meetings, dates and events that staff will be focusing on. Be You-Beyond Blue program for children was introduced. Families set their children's goals for the new year to be implemented as part of their attendance. Check ins commenced with Coordinators and Early Childhood Teachers for NESA Accreditation.

b: Investigate the feasibility of a 24 hour child care centre in the Kogarah Health and Research Hub and implement if viable.

20/21

5.3.4c: Locate an appropriate site for 19/20 an occasional child care service within the Hurstville CBD.

 

Community Consultation complete. Information provided to the consultant through Model Review process.

d: Operate all child care services with contemporary technology.

Meeting with Information Management and Technology monthly for site visits to ensure operational projects are being delivered. Online programming through Educate and the Hubworks Newsfeed commenced and feedback from families allowed refinements. Positive feedback received.

Occasional care is offered to the community at Hurstville Early Learning and in six months of offering the service we have had one family utilise it. Ocean Street has also commenced offering the service with no current interest. There is no current need in the community for a 23 place occasional care service.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

Comment

Goal 5.4 - Diverse, vibrant community facilities and spaces are connected, well maintained and accessible. Library services 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. a: Implement the 2017-20 Library 20/21 Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

Draft Georges River Library Strategy 2030 presented to February 2020 Council Meeting to seek approval to be placed on public exhibition from 3 March to 1 April 2020 to facilitate community consultation. Following the public exhibition and community consultation period, feedback received will be considered, and where appropriate, incorporated into the Georges River Library Strategy. The final revised strategy will return to Council for adoption in May 2020.

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

Actions to deliver improvements to library services and facilities will be implemented following key actions from the Georges River Library Strategy 2030 in short, medium and long term priorities.

20/21

Community facilities Strategy - 5.4.2. Collaborate with State agencies, the education sector and neighbouring councils to provide regional-level community facilities. a: Develop a community property portfolio to improve public benefits to residents and local/state agencies and the ongoing sustainability of the property.

20/21

Draft Strategy paper has been developed and prepared which will included recommendations for the Colliers Report.

b: Work with the NSW Government to encourage greater provision of adequate crisis accommodation in the LGA. (Completed 2018/19)

Ongoing

ď Ź

Completed 2018/19

Affordable facilities Strategy - 5.4.3. Provide a range of affordable and accessible facilities for community-based activities. a: Review and deliver Council's Venue 18/19 Hire Grants Program in conjunction with the Grants, Donations and Sponsorship Policy. (Completed 2018/19)

ď Ź

Completed 2018/19

b: Review use of community facilities in conjunction with Community Lease Policy.

An Action Plan is being developed based on the recommendations from the Colliers report.

20/21

3 Year Delivery Program Projects Program/Project

Year due Status

Comment

Promoting the Arts 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. a: Implement an annual program of community and cultural programs and events.

Ongoing

The Georges River Art Prize was delivered in Q2, attracting 2,855 visitors over Oct-Dec 2019. This biennial art prize showcases works from all across Australia, and provides the local community with the opportunity to see high quality and diverse artworks. Over 200 visitors attended the official openings of the Georges River Art Prize/Youth Presentation. 39 artworks (painting and sculpture) were displayed at Hurstville Museum & Gallery and 73 youth works (7-17 years) were featured at Kogarah Library and Service Centre. The Carss Park Artist in Residence program continued with two artists completing their residencies. Q2 remained a busy time for the Hurstville Entertainment Centre (HEC), with venues booked out most weeks with end of year dance school performances, school presentations and Christmas parties. Further to this HEC hosted a Goodlife under 18s dance event, DJ Jazzy concert, Lah Lahâ&#x20AC;&#x2122;s Stripy Christmas concert, The Elvis Trilogy Show and our final Music at Twilight concert for the year. All received great reviews from audiences and attendees. In December 2019 a group workshop consultation was undertaken by Council involving local young people and Youth Services, to develop the 2020 Youth Week program. The program was finalised and program working groups involving young people and youth service representatives have been established.

Goal 5.5 - The community is safe and healthy. Regulatory functions Strategy - 5.5.1 Conduct Council's regulatory functions in accordance with legislative requirements. a: Continue to liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes.

Ongoing

Updates on changes in legislation are received from Council's in-house legal team and via circulars provided by solicitors on Council's legal panel.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

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

20/21

Food Premises - A total of 267 or 34% of the required inspections were conducted for Q1 and Q2. The focus for Q1 and Q2 was on implementing the Temporary Food Premises Program which saw 94 applications assessed and focus was also put on public health inspection and assessment. In addition, during Q1, staff took considerable periods of leave. Skin Penetration Premises has commenced and is anticipated that all skin penetration inspection will be completed by 30 April 2020. Regulated Systems assessment has commenced and it is anticipated that all regulated system assessment will be completed by 30 June 2020. Public swimming pools and spas has commenced and it is anticipated that all public swimming pool and spas (including recreational waters) inspections will be completed by 30 April 2020.

c: Continue to implement Council’s Public Health Programs.

Ongoing

Public Health inspection and assessment has commenced. Public health inspection and assessment includes skin penetration premises, regulatory systems and public swimming pools. It is anticipated that all inspection and assessment will be completed by 30 April 2020.

Comment

Compliance of public space Strategy - 5.5.2. Manage public spaces to ensure legislative compliance and promote a safe and healthy environment for the community. a: Develop and implement compliance Ongoing management programs.

The Get the Site Right Program is conducted in November and May each year to educated builders and developers on appropriate sediment and erosion controls for their site.

b: Develop and implement a parking education program.

20/21

During Q1 and Q2, all schools within the LGA were patrolled with a total of 180 patrols of school zones conducted with 450 penalty notices and 21 warning notices issued. An ongoing Schools Road Safety Program has been initiated with assistance from Council’s Road Safety Officer which includes educational signage and information brochures provided to all schools.

c: Develop and implement an animal management education program.

20/21

During Q1 and Q2 1046 animal owners were contacted in relation to unregistered animals with 449 payments received. There were 290 penalty notices issued for dog related breaches and a further 114 warning notices for minor first offences. Rangers continue to undertake random patrols of parks. A review of Council’s Animal Controller park patrol schedule is being conducted to help ensure that a more strategic approach to patrolling problem areas is implemented.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

1 Year Operational Plan Projects COMPLETE



NOT STARTED

ON TRACK

 -

BEHIND SCHEDULE

CANCELLED

ONGOING

ï 1

CARRY OVER ON HOLD

The table below highlights how each project in our Operational Plan 2018-2019 is progressing: Program/Project

Status

Comment

Goal 5.1 - We create and support events that celebrate community and cultural identity and benefit the economy. Events 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. Evaluate event value to the LGA, investigate a destination event for the LGA and review the events process. Engage sponsorship expertise to review and revamp event sponsorship.

 

Surveys were conducted across all wards during the month of December 2019 by the Events Team. Data has been collated and will be considered as part of the planning for the Destination Event. The Sponsorship Specialist has been appointed and is currently working on the 2020/21 prospectus and meeting with potential sponsors.

Evaluate and review destination event options for implementation.

Three concepts will be presented in Q3 to the Director for consultation and review. This will include potentially activating town centres, the Georges River and cultural celebrations.

Implement findings of the Event Services Review.

The Sponsorship Specialist is currently building relationships with existing and potential new sponsors. The Cultural/ Activation Strategy is currently being scoped and will be presented to Councillors at a Workshop in Q3. Community workshops will take place in Q3.

Deliver the 2019 Christmas Lights Competition.



The competition closed with 27 entries across the five wards. Bus tours were conducted with the Councillors who chose the ward winners and overall winner. The People's Choice Award received 528 votes through Your Say. A review will take place and recommendations made for the 2020 competition.

Develop an online event toolkit to help community and commercial groups deliver events. Build community capacity in event planning and delivery.



The final element of this project was the online Events form which has now been launched.

Goal 5.2 - Affordable and quality housing options are available. Affordable housing Strategy - 5.2.1. Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes. Prepare an affordable rental housing policy Complete the Inclusive Housing Strategy.

T T

In Q2 work continued on the Inclusive Housing Strategy. In Q2 work continued on the Local Housing Strategy.

1 Year Delivery Program Projects Program/Project

Status

Comment

Housing for key workers Strategy - 5.2.2. Advocate to the NSW Government to include 'key worker' housing for moderate income earners to be included in affordable housing initiatives. Use the new Housing Strategy to inform NSW Government advocacy that includes key worker housing in affordable housing initiatives

In Q2 work continued on the Inclusive Housing Strategy which includes an assessment of key worker housing needs.

Complete the Inclusive Housing Strategy.

In Q2 work continued on the Inclusive Housing Strategy.

Mandatory requirements Strategy - 5.2.3. Advocate to the NSW Government to include mandatory affordable housing requirements in Council LEPs. Based on the findings of the Affordable Housing Strategy, approach the NSW Department of Planning and Environment to include mandatory affordable housing in State Environmental Planning Policy No. 70 Affordable Housing (Revised Schemes).

In Q2 work continued on the Inclusive Housing Strategy. The Affordable housing contributions scheme under SEPP No. 70 will be prepared and linked to LEP2022 with contributions to be levied from 2024.

Complete the Inclusive Housing Strategy

In Q2 work continued on the Inclusive Housing Strategy.

Housing diversity and choice Strategy - 5.2.4. Develop policies that encourage a greater supply of housing diversity and choice. Complete the Inclusive Housing Strategy and the Housing Strategy.

In Q2 work continued on both the Local Housing Strategy and the Inclusive Housing Strategy.

Council-led development proposals Strategy - 5.2.5. Council-led development proposals incorporate, where feasible, options that support affordable and diverse housing. Progress the Planning Proposal for Civic Precinct Masterplan to Gateway determination stage.

Q2 saw further discussion between the proponent and Council on the provision of public benefits. On 4 November 2019 the proponent was requested to provide additional details on the community facilities and public benefits on the Hurstville Civic Precinct site. To date no reply received.

Goal 5.3 - The community is socially and culturally connected. Social and cultural plans 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.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Develop the Social Plan.

Work is underway on the development of a Social Plan. Four Action Plans were completed in Q1. More consultations were identified to be needed on community safety and on seniors’ strategic future objectives. The outcomes of the consultations will guide the development of the Older People Action Plan and Community Safety Plan.

Implement recommendations from the Cultural Strategy.

Implementation of Create Georges River, Council’s Cultural Strategy is underway with meetings held in Q2 with all responsible officers to discuss actions within the Strategy. Inception meetings have also been held to discuss short term actions; ‘1.1 Develop a What’s On Calendar of Cultural events’ and ‘1.3 Develop a LGA wide signage and wayfinding strategy’. Significant progress has been made in developing a Cultural Needs/Facilities Assessment for the LGA which is currently in draft form and a Draft Public Art Policy which will be publicly exhibited in January 2020.

Develop and implement a Public Art Policy.

The Draft Georges River Council Public Art Policy was considered by Council on 16 December 2019 and will go on public exhibition for community feedback, commencing 20 January 2020.

Social participation and community wellbeing 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. Develop a directory of free and low-cost services for seniors.

Seniors' Weekly Programs and Personal and Home Safety brochures were reviewed to ensure content is in simple English. in addition, five key documents about Council’s summer program have been translated into Easy English and promoted in the community.

Implement the Hurstville Plaza Activation Plan.

The Discovery Festival offered a variety of creative and cultural events featuring world music and food. Four events showcasing local community arts projects and cultural celebrations were designed to help activate the Hurstville Plaza during Discovery Festival (September 28 – November 3). These events allowed community groups to work together building cross cultural collaboration and allowed to perform in public domain.

1 Year Operational Plan Projects Program/Project

Status

Comment

Implement the annual Community Grants Program.

On 4 December 2019, Council awarded $150,965 in funding to 27 groups across two categories in Round 1 of the 2019/2020 Community Grants Program. Eight projects were awarded funding through Vibrant Georges River Major Programs. 19 projects were awarded funding through Capacity Building Grants - Community Development. The 'Doing It Differently' grants $56,260 in funding was awarded to nine projects. The 'Doing It Differently' Grants initiative is delivered in partnership with Georges River Council, South Eastern Sydney Local Health District Health Promotion Service and Calvary Health Care Kogarah.

Celebrate the local LGBTQI community through Pride Month events.

In Q2 for the first time in the region, a free Forum for 54 staff who are working with newly arrived migrants and customers from Culturally and Linguistically Diverse backgrounds in the LGBTIQA+ community was held in October 2019. The aim of the Forum was to develop a holistic approach for service delivery for the target group. ANTRA (LGBTQ+ local Group) was awarded a grant for their project Uncle Bunny: We are the same in LOVE.

Work with partner agencies to deliver targeted social inclusion grant program.

Council partnered with South Eastern Sydney Local Health District (SESLHD) and Calvary Health Care Kogarah to deliver 'Doing It Differently Grants' Initiative. Council has awarded a total of $56,260 to nine organisations.

Community safety planning 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. Undertake a Safety Audit of public spaces across the LGA.

Review of CCTV cameras in the LGA continued in Q2 while liaising with NSW Police, internal and external stakeholders to ensure they meet all legal requirements and operates to their full potential. Findings of the review including list of recommendations were collated in a report and to be finalised in Q3.

Consult on and develop a Community Safety Plan.

On-line ‘Community Safety Survey’ was run from November 1 - December 15 2019. 209 community members participated in the survey. Results from the survey assist in developing the Community Safety Plan based on community’s perceptions of crime and safety. Findings of the surveys will be collated in a report in Q3.

Children's services Strategy - 5.3.4. Provide high quality, affordable and economically viable education and care across Council's children's services.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Establish a 40 place long day-care centre in Oatley West.

Recruited all 3 ECTs and advertised for Diploma positions. Commenced RFQs for resources and furniture. Children's Services had a stall at Oatley Village Festival to promote Oatley West Early Learning with fun, interactive experiences for children. We have enrolled 60% of the service and will wait for the licensing before further enrolment. We have lodged our licensing application and continue to provide information to the Department of Education as requested.

Implement the findings of the feasibility study into a 24 hour childcare centre in Kogarah.

  

Completed

Establish a 23 place occasional care service within the LGA. Undertake a trial study of mixed usage options at Hurstville Early Learning Centre to determine community's needs.

Completed in Q1

Mixed use of care has been in operation for Q1 and Q2. We will continue to offer both Long Day Care and Occasional Care to the community at Hurstville Early Learning. There has been limited uptake, however, we are now utilising the same model at Ocean Street Kindergarten.

Goal 5.4 - Diverse, vibrant community facilities and spaces are connected, well maintained and accessible. Library services 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. Develop and implement training modules to maximise staff knowledge of the Library’s collections and Information Services.

Training content has been finalised with the aim of standardising and improving the ability of staff to work with library collections, including eResources, and provide accurate information and advice to customers. Sessions will be scheduled through Q3 and priority will be given to any knowledge gaps that are identified by the Staff Skills audit.

Develop a Local Studies Marketing and Communication Plan.

Concepts and background work have been completed, including the approach for events and outreach, social media and interaction, as well as promotional collateral. Material will be made consistent with the future directorate Marketing and Communication Plan.

Implement agreed outcomes from the Library Service Delivery Model Review.

Councillor workshops conducted in November to outline the purpose and future of our library service, including the findings of community and staff surveys, along with the results of a buildings and service review measured against state benchmarks. The workshops presented an opportunity to forecast and develop a shared vision of what spaces, services and collections the library might need to best serve our community towards 2030.

Develop a Collection Management Plan.

Document outline and research completed. Library Resources team currently updating some of the collection management procedures to reflect emerging best practices. These will be incorporated into the document.

1 Year Operational Plan Projects Program/Project Deliver Media Lab within Hurstville Library. Develop a Debt Recovery Plan for library services.

Status

T T

Comment Project team are meeting regularly. A revised scope has been developed and is currently being costed. Building works are estimated to commence from mid-March Project initiated with library management system vendor to identify and resolve problem records including duplicate records and records with missing data.

Develop a Debt Recovery Plan for library services. Strategy - 5.4.2 Collaborate with State agencies, the education sector and neighbouring councils to provide regional-level community facilities. Develop a Joint Use Planning Agreement with the Department of Education.



Joint Use Planning Agreement has been signed with the NSW Department of Education.

Work with local service providers to support women and children who are at risk of, or experiencing, homelessness as a result of domestic violence.

Council continues to work closely with Kingsway Community Care to implement crisis housing in Hurstville for women and children who are at risk of experiencing homelessness as a result of Domestic Violence. Council ran an awareness raising event ‘No Domestic Violence Walk’ which saw over 1000 participants walk from Jubilee Netstrata Stadium to Kogarah Town Square. Council has formed the St George, Sutherland Shire Homeless Assertive-outreach Collaborative (SSHAC) to address local demand and NSW Premier’s priorities. The SSHAC is made up of Georges River Council, Sutherland Shire Council, Health, Housing, Police and Homelessness services and conduct weekly outreach events between St George and Sutherland Shire to reduce rough sleeping. A homeless persons register and services list was created to record data on homelessness in the LGA. A new partnership has been built with the Park Road Anglican Church to provide showers and laundry services for homeless persons and to promote their meals services throughout Council’s senior social groups.

Work with the NSW Government to facilitate an increase in crisis accommodation in the GA for women and children who are at risk of, or experiencing, homelessness as a result of domestic violence.

Lease has been signed with an agency who will be providing crisis accommodation, keys have been handed over and renovation has begun.

Affordable facilities Strategy - 5.4.3 Provide a range of affordable and accessible facilities for community-based activities. Undertake audit of Council-owned community facilities.

Promoting the Arts 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.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

1 Year Operational Plan Projects Program/Project

Status

Comment

Deliver the Artist in Residence Program.

The Artist in Residence program has been consistently promoted throughout the Q2 period. This has been accomplished through reinvigorating the Artist in Residence webpage on Council’s website. Photographs of the studio and of the artists participating in the program were added to highlight the diversity of artists taking part in the program. The artists’ contributions to Council were also included to inform the community of what has been accomplished during the program.

Investigate a platform to promote cultural activity across the LGA.

T T

Work has continued in Q2 on the creation of a What’s On page for community initiated events, including the drafting of Terms and Conditions.

Increase the profile of our cultural facilities through partnerships with key arts organisations.

In Q2, Hurstville Museum & Gallery was awarded a Create NSW Arts and Cultural Projects Funding grant of $50,000 to deliver two exhibitions over the next two years. These exhibitions will harness the potential of a converged Museum and Gallery facility, bringing together contemporary visual arts practice with social history. This State Government grant positions Hurstville Museum and Gallery alongside other major cultural organisations, raising our profile.

Goal 5.5 - The community is safe and healthy. Regulatory functions Strategy - 5.5.1. Conduct Council's regulatory functions in accordance with legislative requirements. Implement the 2019/20 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns.

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

The second 'Get the Site Right Program' day for 2019 was conducted on 12 December with the following results being achieved: • A total of 26 development sites were inspected; and • Four fines were issued for ‘Development not in accordance with development consent’.

Implement the 2019/20 Asbestos Education Program.



Completed in 2018/2019

Compliance of public space

Program/Project

Status

Comment

Strategy - 5.5.2 Manage public spaces to ensure legislative compliance and promote a safe and healthy environment for the community.

Continue the enforcement strategy requiring the removal of illegal rubbish by the dumper.

Regulatory action for the quarter: Number of Fines: 67 (issue value $21,439) Number of Notices: 3 (issue value $1689) Number of Warnings: 2. A total of 13% of all rubbish dumping incidents were removed by the dumper.

Implement the 2019/20 School Safety and Education Program.

During Q2, an audit of schools in the area was conducted where it was determined that for enforcement purposes there are 38 schools in the LGA. Georges River College Oatley campus was removed as the vast majority of vehicle activity occurred within the school grounds or the students walked to public transport and Penshurst Public School is still being redeveloped and was also not patrolled. 20 service requests relating to schools were received. There were at least 100 patrols of schools conducted, with Peakhurst Public, Mater Dei & Oatley West patrolled at least three or more times due to service requests specifically about those schools. Parking Officers issued 198 penalty notices with a 13 warning notices issued. The School Road Safety Program with Councilâ&#x20AC;&#x2122;s Road Safety Officer has continued with additional information brochures produced and distributed around schools.

Implement the 2019/20 Animal Management Education Program

During Q2, 822 animal owners were contacted in relation to unregistered animals with 393 payments received. In addition, 128 amendments to the status of an animal, including listed as deceased, were made. There were 261 penalty notices issued for dog related breaches and a further 20 warning notices for minor first offences. Rangers received 202 service requests and are continuing to undertake random patrols of parks. A review of Councilâ&#x20AC;&#x2122;s Animal Controller park patrol schedule is being conducted to help ensure that a more strategic approach to patrolling problem areas is implemented.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

PILLAR 6

LEADERSHIP AND TRANSPARENCY Progress against 1 Year Operational Plan items



 T

0.5%

Complete Not started

8.5%

On track

Behind schedule

Cancelled

Ongoing

Carry over

On hold

13.5% 65%

1.5% 3%

Achievements:

Next time:

• Changes to pre lodgement services have been reviewed and implemented

• A Your Say satisfaction survey will be run in March 2020.

• Community engagement completed on GRC Rating Structure

• City Launch event on 20 March 2020 that will launch the 2050 Vision and position Georges River as a leading Local Government organisation.

• GRC Revenue Management Policy adopted • Diversity and Inclusion Program implemented

• Implement the GRC Depot Masterplan including closure of the Carlton Depot and rehabilitation of the Hurstville Road quarry depot site.

How our planned projects are progessing in 2019/2020: PERFORMANCE INDICATORS

Description

Baseline

Target

Results to date

Status

Comment

Annual nett litigation costs managed to $1.5m budget

$843,000

<$1,500,000

$983,113

Achieved

The amount of legal costs expended by Council as at 30 June 2019 including costs of all litigation (Court proceedings) is $2,062.224. Costs recovered for this period was $1,124,111. The nett figure is therefore $938,113 which is well within the budget of $1.5 million.

Percentage of legal cases determined in accordance with Council's corporate and strategic objectives including successful prosecutions (convictions) and/or fines for major environmental offences, including tree breaches

100%

>75%

100%

Achieved

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

100%

Achieved

Percentage of satisfied Your Say Georges River Panel members with engagement on Council projects.

New measure

>75%

62%

Not Achieved

The satisfaction survey of Your Say Panel members concluded on 31 March 2019. Over this period 92 members engaged in this survey and 62% agree or strongly agreed that Your Say has made it easier to stay informed and provide input on decision making of Council with 82.3% satisfied with the Your Say tool.

Council decisions made at meetings closed to the public.

<25%

2.52%

Achieved

A total of 12 decisions were made in closed sessions during 20182019.Annual average of 2.52%

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Description

Baseline

Target

Results to date

Status

Increased interaction with Council meetings including average number of speakers, public attendees and uptake of live streaming of Council Meetings and Committees of Council.

"7 speakers 42 attendees 15 live streams"

">2 speakers >10 attendees 50 live streams"

Percentage of occupancy across all Council-owned commercial properties.

97%

>90%

97%

Achieved

Percentage of customer requests completed within agreed times.

64%

80%

77%

Not Achieved

Percentage of correspondence responded to within 14 days.

82%

>80%

86%

Achieved

Percentage of complaints completed within agreed times.

67%

90%

94%

Achieved

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

100%

Achieved

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

78.7%

80%

Achieved

Customer satisfaction with face to face interaction at the Customer Service Centre.

New measure

80%

Achieved

Comment

The Customer Service Advocates have worked with all business units to ensure that complaint responses are handled within the policy and guidelines. Customer service reviewed the process and implemented visibility of progress. 32 out 34 complaints were handled within the agreed timeframe with an average completion rate of 3.4 days.

Description

Baseline

Target

Results to date

Status

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

8% under budget

<5% under budget

5% above budget

Achieved

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

12% under budget

<5% over budget

8% below budget

Achieved

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

3.39% - 1.64% above benchmark

Benchmark exceeded

2.76%

Achieved

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

2.7%

<5%

-11%

Achieved

Comment

Baseline is 1.97%, and Council's annualised performance was 2.76% for June 2019. The performance is declining from last years performance as a result in declining cash rate and old term deposits on higher interest rates maturing.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED





The table below highlights how each project in our 3 year Delivery Program is progressing: Program/Project

Year due Status

ONGOING

ï-

Comment

Goal 6.1 - The community is involved and listened to. Community consultation 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. a: Review performance indicators and data 20/21 with internal and external stakeholders to ensure data contributes to continuous improvement.

A review of indicators and data will be conducted in Q3 to coincide with Community Strategic Plan Review.

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

20/21

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

20/21

T T

Community Engagement Strategy was adopted on 28 October 2019. Stakeholder consultation for the Reputation Strategy was completed. The research provided insights into how we are perceived as a city based on the opinions of those who don't live in Georges River and will form the base of our evolving brand and identity.

Engagement mechanisms Strategy - 6.1.2. Use of online, social media and other communication channels, including Your Say Georges River. a: Increase the range of community engagement activities on Council’s website.

20/21

The Your Say Panel has been implemented and currently consists of 1824 active members. Recruitment for the Your Say Panel and website will be ongoing and includes promotions through Council’s community newsletter and e-newsletter, social media promotion, promotion at key community events and activities.

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

Ongoing

Community engagement conducted for Q2 included the Low Rise Medium Denisty Housing Code Planning Proposal, Create Georges River Cultural Strategy, Changes to your Rates, Oatley West Early Learning Centre, Regional Aquatic Facility Site Suitability and Feasibility Study. In addition, public exhibitions on Draft Hurstrville Place Strategy, Amended Place Naming Policy, Georges River 2050: Leading for Change. The Your Say page received the following visits: Total Visits - 6,500, Maximum Visitors per day 253, New Registrations - 44, Engaged Visitors - 885, Informed Visitors - 2,100, Aware Visitors - 4,200.

3 Year Delivery Program Projects Program/Project

Year due Status

c: Develop comprehensive communication plans for Councilâ&#x20AC;&#x2122;s projects, programs and initiatives.

Ongoing

Comment In Q2 the Communications Team worked on 13 tailored communication plans, comprising various channels including the website, e-news, social media, e-signage, local media outlets, social media, and Councilâ&#x20AC;&#x2122;s Community magazine. The Communications Team distributed 71 media releases, four of which were translated into Chinese. We also prepared 13 media statements on behalf of Council.

Performance reporting Strategy - 6.1.3 Publicly and regularly report on performance against strategic, financial and operational plans. a: Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

Ongoing

Community Strategic Plan Commencing March 2020 - June 2021 End of Term Report Commencing March 2020 July 2020 Annual Report Complete Progress Reports Delivery Program and Operation Plan 2018/19 End of Year Progress Report

b: Develop an Annual Community Consultation Progress report.

20/21

A Your Say satisfaction survey will be run in March 2020. The satisfaction survey is a key element of the Annual Community Consultation Progress report.

c: Advocate to the Office of Local Government for timely benchmarking across councils.

20/21

Goal 6.2- Open, informed and transparent decision-making supports the interests of the community. Transparent communication 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. a: Investigate the feasibility of 'Meet your Ward Councillors' sessions.

19/20

The Meet Your Ward Councillor sessions are continuing for 2019/20. A feasibility report has not been prepared. Meet your ward Councillor Open Days for 2020 are as follows: Blakehurst 22 February 2020 Hurstville 28 March 2020 Kogarah 2 May 2020 Mortdale 23 May 2020 Peakhurst 27 June 2020

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

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

2019/20

Comment On Monday 27 May 2019, Georges River Council adopted a new Code of Meeting Practice. A provision of the proposed Code of Meeting Practice is to webcast all Advisory Committee Meetings, Committee Meetings and Meetings of Council. From 1 June 2019 Council webcast all Advisory Committee Meetings, Committee Meetings and Council Meetings (ordinary and extraordinary).

Risk management Strategy - 6.2.2. Undertake effective risk management to provide greater certainty and security over the management of Council resources and services. a: Annually review Councilâ&#x20AC;&#x2122;s enterprise and Ongoing operational risks.

Reviewed methodology with respect to how risks are documented and reported. Creating standard agenda templates to ensure that risk management and WHS are raised regularly at monthly team meetings to assist with overall ERM.

Procurement Strategy - 6.2.3 Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance. a: Continuously improve procurement policy and practice through the Local Government Procurement Program.

Ongoing

Development and implementation of procurement compliance framework to identify areas where further training/information needs to be provided and to develop phase two of improvements within the procurement space.

Timely provision of information 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. a: 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 (Section 449 of the LG Act).

Ongoing

Online registers are updated regularly to ensure legislative compliance.

3 Year Delivery Program Projects Program/Project

Year due Status

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

Ongoing

All reports that are considered by Council are available on Council's website, this includes the publication of minutes to ensure that decisions made by Council are open and transparent and accessible to the community. Additionally, registers are available on Council's website which contain details of expenses that are reimbursed to Councillors in accordance with the Mayor and Councillors' Expenses Policy and funds that have been voted by Council in accordance with the Councillor Ward Discretionary Fund Policy.

c: Report annually to the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters.

Ongoing

Code of conduct reporting finalised for period. PID reporting to be finalised.

Comment

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

a: Support the Audit, Risk and Improvement Committee to fulfil its responsibilities under the LG Act.

Ongoing

Internal Audit has prepared a Responsibility Calendar for 2019 & 2020 to ensure that the ARIC fulfils its responsibilities. The Responsibility Calendar divides the responsibilities of the ARIC over five meeting agendas throughout the year being 19 August 2019, 11 November 2019, 23 March 2020, 13 July 2020 and a special Financial Statements Meeting held on 18 September 2019.

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

18/21

The three-year risk-based Audit Plan was prepared in 2018 for the period 2018-2021 and is currently in its second year of operation. It has been implemented from September 2018 and ongoing since. In Q1, the status of the audits is as follows: - Voluntary Planning Agreements Audit commenced and completed - RMS Drives Terms of Access Agreement compliance audit - commenced and completed - Debtors Management & Debt Recovery Audit commenced and completed In Q2, the status of audits is as follows: - Enterprise Risk Management audit commenced in Q2 and completed in Q3 - Time Management audit - commenced in Q2 and completed in Q3 - Credit Card Transaction audit - commenced and completed in Q2 Fire Safety Compliance audit - commenced in Q2 and completed in Q3

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

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

Ongoing

Comment The OLG released a Discussion Paper on a new risk management & internal audit framework for NSW councils in September 2019. The Internal Auditor and Manager Risk and Governance presented these changes to a Council Briefing on 4 November 2019. The Internal Auditor responded to the OLG discussion Paper, on behalf of GRC, prior to 31 December 2020. GRC has pre-empted by adopting many of the proposed requirements. This includes changing the title of Internal Auditor to Chief Audit Executive (February 2020). The OLG Guidelines are still in the discussion phase as at Q2 with expected phased-adoption expected to commence from March 2021.

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

a: 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.

Councillors are continually encouraged to apply for appropriate training opportunities throughout the year. Currently (6 of 15) have achieved the min 12 hours CPD.

Goal 6.3 - Leadership focuses on innovation and improving the customer experience. Customer service 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. a: Expand online services and payment options, including mobile applications, public Wi-Fi and self-service kiosks.

19/20

ď Ź

Self Service Kiosks have been installed at Hurstville Civic Centre, Hurstville Library and Service Centre and Kogarah Library Service Centre. The use of the kiosks continue to be monitored and locations of the kiosks will be changed if required.

b: Increase automation of processes to increase efficiencies.

19/20

ď Ź

A number of processes have been automated across Council and will continue to be as technology allows. The Omni chat channel system has improved the phone service and allowed for better reporting and feedback. An upgrade is currently being tested that will improve the webchat system.

3 Year Delivery Program Projects Program/Project

Year due Status

c: Improve the DA lodgement processes and pre-lodgement advice, including new NSW Department of Planning and Environment guidelines.

20/21

The Development Advisory Service (DAS) has been introduced to help streamline the development assessment process and make it easier for community members and building professionals to access planning and development advice. Improvements include the Duty Planner Service , new evening Development Information Sessions for community members and building professionals, new DA Lodgement Service supported by a new self-service online booking tool, expanded Pre-lodgement Advisory Service and a new Complying Development Consultation Service. Staff are currently working on implementing the e-planning lodgement system

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

Ongoing

Calls received - 16,245 Calls answered - 15,174 Calls Abandoned - 1,071 Abandonment rate - 6.71% Service Level -40.17% Results from the Customer Experience Measurement Program continue to be assessed and an action plan will be implemented across Council.

Comment

Continuous improvement Strategy - 6.3.2. Demonstrate a culture of continuous improvement and effective governance throughout Council services.

! T

No comment provided.

c: Implement an Innovation Strategy 20/21 to provide a strategic approach to improvements to customer service, service delivery and performance improvement.

In Q2 the engagement work was completed to deliver a draft Strategy. Aside from strategy development, planning has commenced for a Southern Sydney Roundtable to support innovation and entrepreneurship with Georges River Council as the lead.

d: Implement the GRC Digital Strategy.

The first year of the three year Digital Resource Strategy is On track to plan. Council's Resource plan is now being updated to include this Strategy

a: Advocate a comprehensive performance 20/21 program for all Councils with OLG, in partnership with LG Professionals. b: Establish Councilâ&#x20AC;&#x2122;s reputation as a leading local government organisation.

Ongoing

20/21

Stakeholder consultation for the Reputation Strategy was completed and will be used for reputation building activities in the future. Planning has commenced on the Leading for Change series - a series of events culminating in the City Launch event on 20 March 2020 that will launch the 2050 Vision and position Georges River as a leading Local Government organisation.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

e: Raise awareness for cyber security.

Ongoing

Comment Annual report presents the Cyber Security threats managed for the year.

Strategy and Innovation Strategy - 6.3.3. Increase the status, influence, reputation and brand of GRC and its LGA through a greater focus on innovaton and advocacy. a: Prepare a 30-year City Vision and City Reputation Strategy, incorporating a strong, well-communicated external presence and brand.

20/21

The 2050 vision was on public exhibition from November to January and will likely be adopted in Q3. The draft Reputation Strategy was delivered to Council staff in December and will be presented to Council for adoption in Q3.

b: Maximise the potential of the Kogarah Health and Research Hub.

20/21

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

20/21

The Hurstville Heart of the City Place Strategy was adopted by Council in December. Further work on brand and identity will be commenced in 2020 including the Leading for Change City Launch event being held in Hurstville CBD.

d: Develop an advocacy strategy that 20/21 identifies how GRC can influence government policy and secure government investment in the LGA.

The draft Georges River Reputation Strategy has been developed. This Strategy will inform the creation of an Advocacy Strategy. Advocacy work has commenced including working with the Greater Sydney Commission and advocating for the future of Kogarah and the drafting of an advocacy paper to promote the benefits of the proposed Central Rail connection.

e: Commence implementation of the Cool Places: Urban Oasis project in key town centres.

20/21

Cool Places Urban Oasis has commenced. The ChillOut Hubs were installed in November 2019 and include trees and planter boxes. Further work is being conducted across Council to add additional trees to the Public Domain.

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

20/21

No work undertaken in the 2019/20 FY to date due to competiting priorities.

3 Year Delivery Program Projects Program/Project

Year due Status

Comment

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

Ongoing

Extensive review of footpath and road network completed. Asset Management Plan currently being updated with this new data. This information will feed future community consultation on asset services levels and expectations. Program in place to log requests for new paths or road resurfacing. Survey questions to be incorporated into Council wide ‘Satisfaction and Wellbeing Survey’.

b: Implement the GRC Depot Masterplan including closure of the Carlton Depot and rehabilitation of the Hurstville Road quarry depot site.

20/21

Final business plan has been developed and funding options have been considered. Council approval to proceed will be sought in early 2020.

Financial strength Strategy - 6.4.2. Maintain a sustainably 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). a: Continually align the Long-Term Financial Plan with the context of Council and Integrated Planning and Reporting documents.

Ongoing

b: Develop a rating structure for the LGA by June 2020.

20/21

c: Continue to review financial policies and Ongoing processes to ensure integrity of controls, efficiency of service and quality financial data, to reduce risk, deliver quality information for business decisions and improve service delivery.

 

The Long Term Financial Plan is reflective of the current budget and decisions of Council.

A new Rating Structure was developed. Decision of Council not to proceed in 2019/20 as of 10 February 2020. Purchase Card Policy, Debt Management and Hardship and the Cash Handling and Payment Collection Policies were all updated in Q1 and Q2. Q3 will focus on a revised investment Policy.

Property management Strategy - 6.4.3. Actively manage Council's property portfolio to maximise returns on investment in community assets and programs.

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

20/21

Draft acquisition program completed. Acquisition process for open space property identified under the current Local Environmental Plan commenced.

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

20/21

Planning Proposal submitted. Concerns of the Planning Panel addressed and ready to be submitted for consideration by Council prior to Gateway lodgement.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Year due Status

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

Ongoing



Comment Commercial property occupancy rate above 90%. No rental arrears. Statutory property matters progressing as scheduled.

Goal 6.5 - The workforce is inspiring, diverse and engaged. Workforce planning and performance Strategy - 6.5.1. Implement leading people practices to create a high performing capable and resilient workforce. a: Implement the GRC Workforce Plan

20/21

Workforce Strategy adopted by Council June 2018. Plan and actions reviewed during People and Culture Leadership planning session in January 2020. Plan consists of 43 current actions, 31 (72%) of which have been completed – 12 (28%) in progress on track and 1 yet to commence.

b: Implement Performance Excellence and People Capability Strategies and Programs

20/21



Continuation of 2018/20 Council wide learning program including Senior Leadership and Coordinator forums. 18 courses completed and all-staff cultural development program “River Run” completed.

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

Ongoing

Review and realignment of WHS Operational Plan 2019/20 and implementation of key procedure WHS Responsibilities and all WHS Duty Statements signed ensuring all workers, managers and officers understand and agree with their WHS Duty of Care.

Goal 6.6 - Council has a regional-approach to service delivery and facilities. Regional planning Strategy - 6.6.1. Plan for regional-level services and facilities and share information across State agencies and neighbouring councils. a: Develop long-term regional plans with neighbouring councils to facilitate major projects with long-term delivery timeframes.

Ongoing

The Kogarah Collaboration Area Place Strategy endorsed in December by the Greater Sydney Commission contains long term actions such as a public domain plan for Kogarah to be undertaken with Bayside Council and supporting state agency stakeholders.

b: 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.

20/21

The Community Engagement Team works to support engagement for specific projects across the organisation. In Q2 the Kogarah Place Strategy was adopted which works towards cross Council and government collaboration to meet the outcomes of the Strategy. A governance group will be created in Q3.

c: Work with State agencies to identify funding opportunities across all tiers of government.

Ongoing

Council has identified relevant grant funding opportunities such as NSW Sport local sport grants, NSW Women's Week grants and the NSW Office of Responsible Gambling infrastructure grants for arts and cultural programs. Council also continues to promote pilot project opportunities to the State Government particularly focused on delivery of open space.

1 Year Operational Plan Projects COMPLETE



NOT STARTED

 -

ON TRACK

T 46

BEHIND SCHEDULE

CANCELLED

ONGOING

ï 5

CARRY OVER ON HOLD

The table below highlights how each project in our Operational Plan 2018-2019 is progressing: Program/Project

Status

Comment

Goal 6.1 - The community is involved and listened to. Community consultation 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. Implement changes to Your Say following feedback from the Your Say Satisfaction Survey. Deliver training to relevant staff concerning updates to the Community Engagement Strategy.

ï V

The wellness and satisfaction survey will be carried out during March 2020. This action will be reassigned to City Strategy and Innovation Directorate for action in Q3.

Strategy - 6.1.2. Use of online, social media and other communication channels, including Your Say Georges River. Deliver drop in sessions and toolbox talks to encourage staff to increase the range and type of activities on Your Say.

Drop in sessions were initiated and delivered in 2019, with very little attendance. Staff have been advised that personal appointments can be made with Council’s Community Engagement Officer at any time.

Create and implement an Engagement Communication Plan for major projects where Council is seeking community engagement in 2019/20 including use of print media and traditional marketing methods.

This action will be reassigned to City Strategy and Innovation Directorate for action in Q3.

Performance reporting Strategy - 6.1.3. Publicly and regularly report on performance against strategic, financial and operational plans.

Create interactive PDF and videos where appropriate to share Council’s progress against the Community Strategic Plan, Delivery Program and Operational Plan.

This action will be carried over to 2020/2021. Pre Council Meeting video has been prepared and presented prior to all Council Meetings.

Create an Annual Community Consultation Progress report.

This action will be reassigned to City Strategy and Innovation Directorate for action in Q3.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Goal 6.2- Open, informed and transparent decision-making supports the interests of the community. Transparent communication 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. Produce a feasibility report on the â&#x20AC;&#x2DC;Meet Your Ward Councillorâ&#x20AC;&#x2122; sessions.

The Meet Your Ward Councillor sessions are continuing for 2019/20. A feasibility report has not been prepared. Meet Your Ward Councillor Open Days for 2020 are as follows: Blakehurst 22 February 2020, Hurstville 28 March 2020, Kogarah 2 May 2020, Mortdale 23 May 2020, Peakhurst 27 June 2020.

Provide fact sheets at each Council meeting to inform the community on the reasons for confidential Council reports.

T T

Fact Sheets have been designed and will be available at the March 2020 Council Meeting

Webcast resolutions from any items considered in closed sessions.

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

Risk management Strategy - 6.2.2. Undertake effective risk management to provide greater certainty and security over the management of Council resources and services. Continue to implement training and awareness programs in risk management, procurement and fraud control.

Training scheduled with respect to bespoke procurement training for specific business units in 2020. Implementation of audit recommendations with respect to ERM including requirement for risk appetite being assessed on a regular basis and as a standing item on team meeting agendas.

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

Updates to be provided to ARIC with respect to the implementation of audit recommendations including the roll out of the updated procurement policy, procurement portal and finalised recruitment and on boarding process.

Procurement Strategy - 6.2.3. Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance. Implement recommendations from the procurement audit.

85% completion of ARIC recommendations. All actions to be completed by 30/06/2020.

Timely provision of information 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. Continue to implement a training and awareness program for Code of Conduct and Public Interest Disclosure matters.

Training delivered by NSW Ombudsman at a Councillor workshop in November 2019. Further training to be coordinated by the Governance team in 2020. A review of existing registers and streamlining of current processes to assist with reporting and legislative requirements will be undertaken.

1 Year Operational Plan Projects Program/Project

Status

Comment

The OLG released a Discussion Paper on "A New Risk Management & Internal Audit Framework for NSW Councils" in September 2019. The Internal Auditor and Manager Risk and Governance presented these changes to a Council Briefing on 4 November 2019. The Internal Auditor responded to the OLG discussion Paper, on behalf of GRC, prior to 31 December 2020. GRC has pre-empted by adopting many of the proposed requirements. This includes changing the title of Internal Auditor to Chief Audit Executive (February 2020). The OLG Guidelines are still in the discussion phase as at Q2 with expected phased-adoption expected to commence from March 2021.

Ensure the Audit, Risk and Improvement Committee is run according to the Counciladopted charter, including quarterly meetings.

The Audit, Risk and Improvement Committee held their quarterly meeting within the Q1 & Q2 periods on 19 August 2019 and 11 November 2019. This was conducted in accordance with the Audit, Risk & Improvement Committee adopted Charter and 2018/19 ARIC Responsibility Calendar which ensures coverage of the ARIC responsibilities under the LG Act.

Recruit for the outgoing member of the Audit, Risk and Improvement Committee.

ď Ź

Completed in Q1

Monitor and report on progress against the Audit Plan

The three-year risk-based Audit Plan was prepared in 2018 for the period 2018/21 and is currently in its second year of operation. It has been implemented from September 2018 and ongoing since. In Q2, the status of audits is as follows: - Enterprise Risk Management Audit-commenced in Q2 & completed in Q3; - Time Management Audit - commenced in Q2 & completed in Q3; - Credit Card Transaction Audit- commenced & completed in Q2; - Fire Safety Compliance Auditcommenced in Q2 & completed in Q3

Councillor role Strategy - 6.2.6. Ensure compliance with Section 232(1) of the Local Government Act and processes adopted in Council policies. Implement a Professional Development Program for Councillors to ensure a minimum of 12 hours of skills development training is offered to each Councillor.

Councillors are continually encouraged to apply for appropriate training opportunities throughout the year. Currently (6 of 15) have achieved the min 12 hours CPD.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Staff are promoting online payments to customers that pay by credit card. During busy periods the self service kiosk are utilised and customers are shown ease of online payments. Facebook posts were scheduled to promote nil credit card surcharge and convenience of online payments. Prior to rates notices, a note will be added as a reminder.

Assess and review the use of Self Service Kiosks.

The Coordinator Customer Service Projects has been holding monthly self service review meetings. The Hurstville Library kiosk has been re-positioned to improve customer visibility and use. Adding a QR code scanning function is being investigated for ease of making rates payments.

Assess the upgrade of the Customer Relationship Management System.

Roll out of categories has been steady and Customer Service is working with Information Management and Technology and business units to assist a smooth implementation. New categories rolled out include: Abandoned Vehicles, Parking, Public Trees, Illegal Dumping, Waste Collection and Fallen Tree/Branch Pickup.

Implement and review the new changes to pre-lodgement services.

ď Ź

Completed in Q1

Develop promotional videos highlighting how customers can communicate with Council.

The areas of communication have been determined and the team will now work to a schedule to film the videos. Webchat is a priority as it will highlight the ease of communicating with Council online.

Review the internal reporting that reflects customer response times and officer accountability.

The new dashboards are monitored daily and officers are informed of approaching deadlines. In Q2 the quarterly results were made available and corporate results were available in time to all officers.

Review and assess the use of call back option.

Scoping with stakeholders has taken place. The call back function daily usage will be monitored in Q2. Enhancements to Council's corporate number to be implemented and tested in Q3.

1 Year Operational Plan Projects Program/Project

Status

Comment

Continuous improvement Strategy - 6.3.2 Demonstrate a culture of continuous improvement and effective governance throughout Council services. Implement a consistent project management methodology with overarching reporting for consistency and service delivery.

This action is not a priority for the Directorate at this stage.

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

ĂŻ

Meetings have taken place with Local MPs to draw attention to jobs and infrastructure deficit. In addition, the City Launch event in March 2020 is focused around influencing key government policy regarding infrastructure investment in Georges River.

Implement the Innovation Strategy.

The Innovation Strategy is currently being developed and is likely to have the following key focus areas for implementation - Leadership, partnerships, innovation culture, innovation funding and process improvements. We have already started to implement the expected findings through partnerships and collaboration to build innovative capabilities.

Develop a Digital Innovation Strategy

The Innovation Strategy will touch on elements of digital innovation.

Deliver Childrenâ&#x20AC;&#x2122;s Services Technology Upgrade Plan

Working with Children's Services to finalise the build of Oatley West Childcare Centre. Technology Upgrade Plan encompasses -- Data/wifi network upgrade; - End point Device review (Desktop/Laptop/printer/iphones/ tablets); - Educator and Parent portal review; - Record Management/Backup review; - Post implementation final review and client sign off; - Build the new Oatley West Childcare Centre.

Support Library Technology Innovation Strategy

The Library Strategy will be presented for exhibition in late February. Formalising digital resource expectation mid February and will embed in Digital Resource Strategic Plan.

Establish e-planning technology framework

NSW government has mandated the use of the state planning portal. This has impacted the delivery of electronic lodgment. Formalising a plan in partnership with the Development and Building team which will be formalised for delivery in March.

Implement digital initiatives for the Customer Experience Program

Agreement on the next priority capability will be formalised February. The programme has enabled the following digital initiatives. - Log it/Fix it for our community and staff use; - Live Web chat support for our community when using our website; - Queue management (Time in Queue and place).

Deliver Works, Assets and Mobility program.

The project is on track to meet the June go live date.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project Educate customers and community to raise awareness of cyber security Implement Audit recommendations

Implement procedures in line with NSW Cyber Security Policy.

Status

T T T

Comment Prevalent threats are communicated to staff through Rivernet on a monthly basis. Annual report score card provides visibility on threats managed to our community. Working to implement all agreed Audit recommendation. Reporting on progress reported to Audit and Risk Committee. Scheduled to present ET report February that outlines how Council complies with NSW Cyber Security Policy. We are also including our compliance with the National Essential 8 framework governed by the Australian Cyber Security Centre.

Strategy and Innovation Strategy - 6.3.3. Increase the status, influence, reputation and brand of GRC and its LGA through a greater focus on innovaton and advocacy. Prepare a 30-year City Vision and City Reputation Strategy

The Georges River 2050 - Leading for Change was on public exhibition in November 2019 through to January 2020 with expected Council endorsement in February 2020. The Georges River Reputation Strategy is currently in draft form and being reviewed internally. To develop the Strategy over 800 qualitative and quantitative responses from people outside of the LGA were collected.

Prepare a City Reputation Strategy.

The Georges River Reputation Strategy is currently in draft form and being reviewed internally. To develop the Strategy over 800 qualitative and quantitative responses from people outside of the LGA were collected.

Implement key projects from the Georges River Vision 2050.

ĂŻ

Planning is currently underway for the City Launch 'Leading for Change' Event which will launch the 2050 Vision and the City. Positioning the City for investment and growth is key to the 2050 vision.

Create and promote an investment prospectus which targets both large industry and small business.

The Kogarah Investment Attraction Strategy was endorsed by Council on 25 November 2019. Council has commenced progressing the Strategy recommendations, such as the formation of a Kogarah Alliance. The Kogarah Alliance will have a emphasis on targeting large industry as well as improvements to the public domain which support small business.

Target key government agencies and industries to grow the Kogarah Health and Research Hub.

The first key Kogarah stakeholder meeting took place in Nov 2019 to form an alliance between key stakeholders including the two major hospitals and TAFE NSW St George.

Cultivate the night time economy of Kogarah to support health sector workers, students and local business.

Council is currently developing the Night Time Economy Study focused on Kogarah, Hurstville and Beverly Hills. To assist the development of this Study, community consultation was undertaken. The Kogarah Place Strategy also calls out the requirement for building a night time economy in Kogarah.

1 Year Operational Plan Projects Program/Project

Status

Comment

Implement actions from the Greater Sydney Commission Kogarah Place Strategy.

Council is working with Bayside and the Greater Sydney Commission to form a Collaboration Area Governance Group to commence delivery of key projects outlined in the Kogarah Place Strategy.

Implement a program of robust place activation in Hurstville.

Endorsement of the Hurstville Place Strategy identifying priority projects for Hurstville including enabling placemaking and activation and expressing our culture. There continues to be a cross council collaborative approach to enable the delivery of a broad program of place-making initiatives and activation for the city.

Goal 6.4- Council's assets and resources are managed responsibly and with accountability Asset management Strategy - 6.4.1. Implement asset management plans to maintain infrastructure assets in a safe and functional standard, meeting current and future community needs. Update Asset management plan, for Road and Footpath assets classes based on full network data capture. Provide maintenance and renewal programs for building asset class based on contractor asset inspections. Develop a funding strategy to consolidate the GRC depot sites in accordance with the GRC Depot Masterplan.

T T T

Asset management plan update currently underway in line with Delivery Program documents. Full building inspections program in place. Maintenance and renewal programs ongoing. Over 250 building maintenance service requests completed in Q2. Final business plan has been developed and funding options have been considered. Currently awaiting confirmation of timing for final Council approval to proceed with further development.

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

Completed as per prior Council Resolutions. February 2020 resolution to defer will result in amendment being required to Council's Long Term Financial Plan (LTFP).

Incorporate the review of Councilâ&#x20AC;&#x2122;s Asset Management Plan (6.4.1.a), including asset life, depreciation and maintenance costs, into Councilâ&#x20AC;&#x2122;s Long-Term Financial Plan.

Increasing maintenance and depreciation costs were factored into the LTFP and contribute to Council increasing maintenance costs.

Engage with Community on a new Georges River Council Rating Structure.

ď Ź

Council undertook extensive community engagement from August to November 2019. The engagement numbers were the highest Council has received with 12% of ratepayers responding. The results were 78% in favour the proposed harmonised rate structure and 68% of the new minimum rate.

Submit a proposed new Georges River Council rate structure to the Independent Pricing and Regulatory Tribunal.

All actions were completed with the application prepared and reports to Council delivered. Council decided to defer on 10 February 2020.

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Program/Project

Status

Comment

Submit a Georges River Council Special Rate Variation request to the Independent Pricing and Regulatory Tribunal.

Reports and applications completed. Council resolved defer the matter on 10 Feb 2020.

Develop a Georges River Council Revenue Management Policy for public exhibition and Council adoption.



Policy was adopted.

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

Implementation schedule for Q3/Q4

Property management Strategy - 6.4.3. Actively manage Council's property portfolio to maximise returns on investment in community assets and programs. Redevelop Sans Souci Bathers' Pavilion to provide commercial leasing opportunity Progress Planning Proposals for planned Council developments. Implement leasing management system.

Develop Masterplan for Sans Souci Park. Develop Plan of Management for Sans Souci Park.

Implement outdoor dining and footway trading application management system.

T T

Initial concept plans currently being amended. Statutory approvals and competitive process to undertake demolition of dilapidated structure commenced.

 

No funding available in 2019/20 Budget. Will be commenced in 2020/21 financial year.

Tech One module created with data entry currently underway for footway trading applications. Creation of standard licence agreement currently being finalised subject to legal review.

Implementation of lease management system completed. Data entry 80% completed. Civic Precinct Planning Proposal submitted. Concerns of the Planning Panel addressed and ready to be submitted for consideration by Council prior to Gateway lodgement.

No funding available in 2019/20 Budget. Will commence in 2020/21 Financial Year.

Implement outdoor dining and footway trading application management system. Workforce planning and performance Strategy - 6.5.1. Implement leading people practices to create a high performing capable and resilient workforce. Implement a new Human Resource Information System (HRIS)

Phase 1 – Q2 Target 75% Q1 Actual 54%. The implementation - five stages: Stage 1: Project Initiation (10%) - Complete; Stage 2: System Configuration (40%) - Complete; Stage 3: User Acceptance Testing (UAT) (15%) – Not Finalised; Stage 4: Operational Acceptance Testing (OAT) (15%) – Not Yet Commenced; Stage 5: Go Live (20%). UAT in progress, essential changes to configuration, technical issues and resourcing resulting in project running 21% behind schedule. Further end-user testing required and resolution of outstanding issues. Development of education program to commence. Go Live date 12 June 2020.

1 Year Operational Plan Projects Program/Project Implement the Diversity and Inclusion Program.

Status

ď Ź

Comment Completed in Q1

Streamline recruitment processes for easier candidate selection and on boarding.

Employee Suitability Matrix developed and implemented. Recruitment Policy reviewed and implemented Welcome Champions in operation. Implementation of HR on-board has commenced.

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

Ongoing audit of Riskware is occurring on a monthly basis and non-compliance areas are being addressed directly with Business Unit Managers. WHS Business Partners attend monthly business unit meetings to review and measure Council's 2019 Safety Actions. Monthly reports are provided to the ET. Formal Audit with Council's Insurer on Council's WHSMS occurred resulting in a 60% score. Areas for improvement include - WHS Purchasing, Health Monitoring, Internal WHS Audits, Contractor Management.

Strategy - 6.6.1. Plan for regional-level services and facilities and share information across State agencies and neighbouring councils. Develop strategic partnerships to influence key government policy and bring investment to the LGA.

Implement actions from the Kogarah Collaboration Area Place Strategy.

ĂŻ X

Meetings have taken place with Local MPs to draw attention to jobs and infrastructure deficit. In addition, the City Launch event in March 2020 is currently being developed. This event will focus on influencing key government policy regarding infrastructure investment in Georges River. Duplicate action

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

BUDGET REVIEW STATEMENT For the Quarter ended 31 December 2018 Table of Contents Report by Responsible Accounting Officer Appendices Table 1: Income & Expenditure Budget Review Statement Table 2: Capital Budget Review Statement Table 3: Notes to Budget ReviewStatement Table 4: Key Performance Indicators Table 5: Restricted Cash Reserves Table 6: Consultancy & Legal Expenses Review Table 7: Quarter 2 Contracts awarded (greater than $50,000)

100

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

REPORT BY RESPONSIBLE ACCOUNTING OFFICER In accordance with Clause 203(2) of the Local Government (General) Regulations 2005, it is my opinion that the Quarterly Budget Review Statement for Georges River Council for the quarter ended 31 December 2018 indicates that Councilâ&#x20AC;&#x2122;s projected financial position at 30 June 2019 will be satisfactory at year end, having regard to the projected estimates of income and expenditure and the original budgeted income and expenditure.

David Tuxford Director Business & Corporate Services Responsible Accounting Officer 26 February 2019

101

BUDGET REVIEW STATEMENT for the Quarter ended 31 December 2019

Quarterly Budget Review Statement for Period Ended 31 December 2019 1 102

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Table of Contents Report by Responsible Accounting Officer ...............................................................................................3 Appendices ..............................................................................................................................................4 Table 1: Income & Expenditure Budget Review Statement ...........................................................4 Table 2: Capital Budget Review Statement Summary * ................................................................5 Table 3: Key Performance Indicators ............................................................................................6 Table 4: Externally Restricted Cash Reserves ..............................................................................7 Table 5: Internally Restricted Cash Reserves ...............................................................................8 Table 6: Consultancy & Legal Expenses Review ..........................................................................9 Table 7: Quarter 2 Contracts aWarded (greater than $50,000) ................................................... 10 Table 8: Detailed Capital Budget Review Statement ................................................................... 12 Major Projects ................................................................................................................................. 12 Buildings.......................................................................................................................................... 13 Footpaths ........................................................................................................................................ 17 Library resources.............................................................................................................................19 Other Structures ..............................................................................................................................20 Office Equipment .............................................................................................................................20 Recreational Space ......................................................................................................................... 21 Plant & Equipment ........................................................................................................................... 25 Roads .............................................................................................................................................. 26 Stormwater ...................................................................................................................................... 30 Community Projects ........................................................................................................................ 32 Intangibles: Software .......................................................................................................................32 Furniture & Fittings .......................................................................................................................... 32 Operational Land .............................................................................................................................32

Quarterly Budget Review Statement for Period Ended 31 December 2019

103

Report by Responsible Accounting Officer In accordance with Clause 203(2) of the Local Government (General) Regulations 2005, it is my opinion that the Quarterly Budget Review Statement for Georges River Council for the quarter ended 31 December 2019 indicates that Councilâ&#x20AC;&#x2122;s projected financial position at 30 June 2020 will be satisfactory at year end, having regard to the projected estimates of income and expenditure and the original budgeted income and expenditure.

David Tuxford Director Business & Corporate Services Responsible Accounting Officer 1 March 2020

Quarterly Budget Review Statement for Period Ended 31 December 2019

104

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

105

8,877 14,068

Operating Grants and Contributions

Capital Grants and Contributions

Quarterly Budget Review Statement for Period Ended 31 December 2019

(7,944)

140,958

Total Expenses

Net Operating Result from Continuing Operations excluding Capital Grants & Contributions

22,162

Other Expenses

6,124

20,631

Net Operating Result from Continuing Operations â&#x20AC;&#x201C; Surplus/(Deficit)

39,364

Depreciation

58,730

147,082

Materials & Contracts

Borrowing Costs Expense

Employee Costs

Expense

Total Income

1,061

9,175

Other Revenues from Ordinary Activities

Net Gain/Loss on Disposal

3,426

15,496

User Charges & Fees

Interest

94,979

($'000)

Original Budget 2019/20

Rates and Annual Charges

Income

Table 1: Income & Expenditure Budget Review Statement

Appendices

($'000)

Quarter 1 Budget Variations

Quarter 2 Budget Variations

Proposed Changes

140,958 6,124

(7,944)

22,162 -

20,631

39,364

58,730

147,082

1,061

14,068

8,877

9,175

3,426

15,496

94,979

($'000)

Revised Budget 2019/20

(4,033)

4,423

73,531

10,720

11,023

21,068

30,696

77,954

196

8,456

5,868

5,592

1,707

7,904

48,231

($'000)

December 2019 YTD Actuals

106

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

($'000)

201,539

425

38,055 26,036 58,644 16,986 29,726 14,591 9,369 2,352 1,859 609 1,145 1,742

Original 4 Year Forecast Total

49,371

365

213,681

45,007 43,101 23,918 25,231 14,618 11,529 1,412 1,857 1,116 507 1,568 43

43,774

Revised 4 Year Forecast Total ($'000)

13,428

242

Quarterly Budget Review Statement for Period Ended 31 December 2019

($'000)

2018/19 Results

(4,598)

(83)

127

(84) 260 (242)

122

1,025 1,326

1,222 (5,440) (2,820) 1,203 526 214

520

63,994

8,988 13,988 21,627 7,353 4,593 2,317 3,605 363 455 168 147 346 43

($'000)

61,283

15,972 8,673 3,843 7,447 4,817 1,560 1,029 493 712 160 492

16,085

($'000)

52,031

6,997 12,800 6,571 6,643 4,205 3,182 10 455 228 100 365

10,475

61,283

492

15,972 8,673 3,843 7,447 4,817 1,560 1,029 493 712 160

16,085

($'000)

Projected Year End Result 2019/20

2020/21 Revised Forecast

61,283

492

15,972 8,673 3,843 7,447 4,817 1,560 1,029 493 712 160

16,085

($'000)

Revised Budget

2019/20 Revised Budget

3,082

140

295 50

994 (449)

2,052

Quarter 2 Variations ($'000)

Proposed Changes ET/Council Changes ($'000)

1,992 2,017 2,063

**Note: Detailed listing of capital project movements is contained in table 8 of this report.

Total Capital Expenditure

Buildings Major Projects Footpaths Roads Plant & Equipment Stormwater Furniture & Fittings Library resources Other Structures Intangibles: Software Office Equipment Operational Land Community Projects

Recreational Space

Asset Class

Total Capital Expenditure

Operational Land Community Projects

Office Equipment

11,763 12,545 4,600 5,949 3,216 21 1,029 455 312 160

Buildings Major Projects Footpaths Roads Plant & Equipment Stormwater Furniture & Fittings Library resources Other Structures Intangibles: Software

4,558

($'000)

($'000) 8,956

Carryovers

Recreational Space

Asset Class

2019/20 Original Budget

Table 2: Capital Budget Review Statement Summary *

36,373

6,150 6,548 3,280 3,182 10 455 8 100 365

8,325 7,950

2021/22 Revised Forecast ($'000)

103

9,234 4,269 1,439 3,682 1,815 1,386 35 226 214 77

9,005

31,487

($'000)

December 2019 YTD Actuals

Table 3: Key Performance Indicators Ratios

Ratio Description

Benchmark

Original Budget 2019/20

Revised Budget

Dec 2019 YTD Actuals

Operating Performance

This ratio measures Councilâ&#x20AC;&#x2122;s achievement of containing operating expenditure within operating revenue

Greater than 0%

-6.80%

n/a

-5.80%

Own Source Operating Revenue

This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants & contributions.

Greater than 60%

84.3%

n/a

81.60%

Unrestricted Current Ratio

To assess the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of Council.

Greater than 1.5x

1.9

n/a

3.40

Quarterly Budget Review Statement for Period Ended 31 December 2019

107

Table 4: Externally Restricted Cash Reserves

Description

Purpose

Section 7.11

Contributions as a result of developments for the provision or improvement of amenities or services paid in accordance with the adopted Section 7.11 Plan

Section 7.12

Closing Balance 31/12/19

($'000)

Projected Closing Balance 30/06/2020 ($'000)

Projected Closing Balance 30/06/2021 ($'000)

60,672

60,568

61,198

65,873

A levy contributed as a result of a development used to help provide public infrastructure, amenities and services in accordance with the adopted Section 7.12 Plan

3,300

3,711

4,014

4,087

Voluntary Planning Agreement

Provision for public amenities, open space and infrastructure in accordance with the Policy on Planning Agreements

11,689

10,567

14,055

13,695

Stormwater Drainage Levy

Stormwater infrastructure maintenance

1,770

1,270

880

898

Domestic Waste Management

Provision for the cost of planned future Domestic Waste Management Services in accordance with Council's obligations under the Local Government Act 1993 (NSW)

21,932

21,895

23,152

24,151

Specific Purpose Unexpended Grants

Grants received in previous years for ongoing projects

1,718

1,524

156

(2,647)

Infrastructure Plus Investment

Special rate levy for the renewal and maintenance of local infrastructure

331

313

323

Environmental Levys

Balance of former Kogarah Levies for environmental projects

Town Improvement Funds

For the improvements to Riverwood, Penshurst, Hurstville and Mortdale town centres including public space and infrastructure upgrades and maintenance.

2,586

2,933

2,590

1,903

104,091

102,635

106,451

108,376

Total - Externally Restricted Cash

108

Audited Balance 30/06/19

Quarterly Budget Review Statement for Period Ended 31 December 2019

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Table 5: Internally Restricted Cash Reserves

Description

Purpose

Audited Balance 30/06/19

Closing Balance 31/12/19

($'000)

Projected Closing Balance 30/06/2020 ($'000)

Projected Closing Balance 30/06/2021 ($'000)

Employee Leave Entitlement Plant Replacement Car Replacement Election

Fund employees leave entitlements on resignation or retirement.

9,513

7,509

Fund replacement costs of plant equipment.

2,225

2,953

2,366

295

Fund replacement of Council owned vehicles.

2,051

2,175

1,528

966

923

1,098

1,273

273

Childcare Equipment

Fund equipment and renewal works at Childcare centres.

1,209

Revolving Energy Tree Preservation Hurstville Golf Course Financial Assistance Grant Bonds and Damage Deposits held Merger Initiatives Allocation Stronger Communities Fund – Round 1 Stronger Communities Fund – Round 2 Asset, Roads and Infrastructure Management Commercial Property Strategic Centres Aquatic Facilities

To support the ongoing energy efficiency projects. To fund the preservation of trees and vegetation. Maintenance and renewal at Hurstville Golf Course. Prepayment of Financial Assistance Grant held for next year’s budget.

177

1,568

353

391

353

135

2,320

DA and Venue Hire Bonds held as security to prevent damage to Council assets.

5,240

Savings identified through efficiencies, for future amalgamation projects

3,194

2,703

2,048

State Government grant for major projects to benefit the Community within guidelines

1,227

372

312

State Government grant for major projects to benefit the Community within guidelines

7,530

5,519

3,640

9,345

7,233

5,752

6,202

4,320

2,837

7,743

1,544

1,336

1,409

Total - Internally Restricted Cash

60,871

54,392

45,911

38,691

TOTAL – RESTRICTED CASH

164,962

157,027

152,362

147,067

Fund local government elections.

Maintenance and renewal across all of council's assets Investing in long term commercial property to generate ongoing income opportunities Acquisition and management of property for strategic uses in key centres Maintenance, renewal and service improvements to aquatic facilities

Quarterly Budget Review Statement for Period Ended 31 December 2019

109

Table 6: Consultancy & Legal Expenses Review

YTD Expenditure ($'000)

Original Budget ($’000)

1,347

1,246

Business and Corporate Services

294

368

Assets and Infrastructure

109

182

595

Office of the General Manager

212

220

Community and Culture

229

170

2,269

2,781

YTD ($'000)

Original Budget ($’000)

(249)

(320)

183

300

243

300

Legal - Class 2 Appeals

Legal - Class 4 Appeals

175

Legal - Class 5 Appeals

Legal - Local Court prosecutions/enforcements

193

239

Legal – Reimbursement of Legal Costs

Legal - Workplace Relations Advice

Net Legal Costs (Surplus)/Deficit

501

784

Consultancy Costs by Directorate Environment and Planning

City Strategy and Innovation

Total

Legal Costs by Directorate Legal Fees Recovery Expenses Legal - Class 1 Appeals - Consultants for Court Proceedings Legal - Supreme Court Proceedings Legal - Class 1 Appeals External Lawyers

Legal - Advice

110

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Table 7: Quarter 2 Contracts aWarded (greater than $50,000)

Contract

Contractor

Q19/264 - Generic Plans of Management – Review and update

Environmental Partnership (NSW) Pty Ltd

Q19/347 - Gannons Park Turf Supply

Amount Incl. GST $70,840.00 $578,652.80

T18/058 - Ecological Restoration Work Georges River Council

     

Dragonfly Environmental P/L Toolijooa Hills Bushcare Creatures of Habitat Total Earth Care Pty Ltd Marc Stettner (Sole Trader) T/As Apunga Ecological Management  John Allison t/a Native Gardener (Reserve 1)  Bush-it Pty Ltd (Reserve 2)

$143,000 P/A + Schedule of Rates

T18/043 – Minor Building Works

 Cooper Commercial Construction Pty Ltd  Jag Building Bricklaying Pty Ltd  ProGroup Management Pty Ltd

$200,000 P/A + Schedule of Rates

T19/002 – Locksmith Maintenance Services

St George Locksmiths

$400,000.00

Q19/310 - 2019/20 Road Resheeting Program

Bitupave LTD TA Boral Asphalt

$935,102.63

NA Group Q19/278 - Preparation of PoM and Masterplan for Moore Reserve E19/003 – Code of Conduct Reviewers Panel

Gondwana Consulting Pty Ltd            

Andrew Patterson Anti-Corruption Consultants Australia Pty Ltd Australian Workplace Training Investigation Mediate Today Pty Limited Nemesis Consultancy Group O’Connell Workplace Relations Pty Ltd O’Connor Marsden Associate Procure Group Pty Ltd SINC Solutions The Centium Group Train Reaction Pty Ltd WEIR Consulting Pty Ltd

$2,476,129.65 $76,131.00 Schedule of Rates

T19/010 - Gannons Park Sporting Amenities Block

Lanskey Constructions

Q19/036 - Draft Masterplan & Plan of Management for former Oatley Bowling Club Site

Cardno

$102,491.40

Q19/329 - Design and Construction of Penshurst Park Inclusive Adventure Playground

Creative Recreation Solutions Pty Ltd

$659,979.23

18/1859 – Gross Pollutant Traps Cleaning Services

 Alfords Point Drain Inspections (Subsidiary Company: JJ Coleman Plumbing Pty Ltd)  Optimal Stormwater Pty Ltd  Pipe Management Australia Pty Ltd

Quarterly Budget Review Statement for Period Ended 31 December 2019

$1,988,800

$34,450 P/A + Schedule of Rates

111

 R.A Bell Environmental & Company (trading as Bell Environmental)  Total Drain Cleaning Services Pty Ltd  ToxFree Australia Pty Ltd  Urban Asset Solutions Pty Ltd (Earlier known as Ecosol Pty Ltd) Q19/259 – Strategic Transport Strategy

Cardno NSW ACT Pty Ltd

$260,854.00

Q19/337 - Consultancy Services Hurstville City Centre Public Domain Revitalisation

Group GSA

$149,050.00

T19/018 - Management Agreement: Synthetic Sports Fields

St Georges Football Association (Peakhurst Park and Poulton Park Courts)

$126,500.00 P/A

Football de Brazil Pty Limited (Vanessa Street MultiSport) Q19/401 - Bathroom refurbishment 4th floor - Hurstville House, 34 MacMahon Street, Hurstville

Icon Construction Group

$80,000.00

Q19/300 - 2019/20 Playground Replacements - Various Locations

Hansen Pty Ltd

$89,887.60

Creative Recreation Solutions

112

$21,666.00 PA

$109,664.77

T19/020 - Security Management and  Guardian Venue Management Staff for Netstrata Jubilee Stadium  International Pty Ltd

Schedule of Rates

Q19/361 – Digital Communication Strategy

Art of Multimedia

$89,100.00

Q19/344 - Construction of Roundabout at intersection of Edgbaston Rd & Melvin St Beverly Hills

Ally Civil Pty Ltd

$75,919.47

Q19/349 - Construction of Meade Park Amenities Building

JAG Building & Bricklaying

Q19/379 - Mortdale Commercial Centre - Undergrounding Overhead Cables

Shelmerdine & Partners Engineering Pty Ltd

$58,300.00

Q19/397 - Construction of Roundabout at the intersection of Morgan St & Lee Ave., Beverly Hills

Ally Civil Pty Ltd

$51,793.50

$102,410.00

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

113

Quarterly Budget Review Statement for Period Ended 31 December 2019

4,269

Youth Facility - Penshurst Park

Major Projects Total

Penshurst Park Indoor Cricket Centre

LGA Wide Regional Athletics Facility

2,324 74

1,849

19/20 Actual Dec 19 Qtr. ('000's)

Hurstville CBD Civic Precinct

Depot Masterplan

Poulton Park Synthetic Field Peakhurst Park Synthetic Field

Penshurst Park Masterplan Stage 2

Oatley West Childcare Centre construction

Major Projects

Asset Class

Table 8: Detailed Capital Budget Review Statement

12,545

4,000

250

795 1,000

4,500

2,000

19/20 Original Budget ('000's)

(5,440)

(4,000)

(200)

661 (401)

(1,500)

(449)

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

21,627

5,538

12,381

779 1,491

453

944

18/19 Result ('000's)

8,673

2,384 150

3,000

3,090

19/20 Revised Budget ('000's)

1,500 12,800

4,000

7,300

20/21 Forecast ('000's)

21/22 Forecast ('000's)

1,500 43,101

4,012

5,538

12,381

3,162 1,641

10,753

4,034

4 year Total ('000's)

114

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

200 150

42 22 66

Kogarah Library - Enhancing Access

Meade Park Amenities Building

Electrical compliance - RCD Electrical board upgrades

Quarterly Budget Review Statement for Period Ended 31 December 2019

Marana Auditorium Fire system Compliance Upgrade

Roof Access Systems

Civic Centre Project Fusion Stage 2

DDA works program – Buildings

Pole Depot Public Amenities Building Penshurst

Refurbishments Works - 2 Belgrave St

Mechanical - Air Conditioning - Electrical Safety

Refurbishments - Hurstville House

R22 Refrigerant phase out - Stage 2

Hurstville House - Toilet Refur - Capital Improvement

100

Nichol Murray Reserve Amenities Building St George Community Recycling Centre – design and

100

Hurstville House renovations

120

1,850

Hurstville Golf Course new Clubhouse Library Council of NSW - Infrastructure Grant - Multipurpose Room Ausrgid Asset Relocation - Patrick St

2,050

250

363

Community Amenities – Kempt Field

750

Hurstville Oval Booth Saunders Pavilion Expansion

787

Charles Pirie Reserve - Amenities Building

347

748

Community Amenities Building Riverwood Park

993

406

1,140

1,305

1,200

19/20 Original Budget ('000's)

Library - Local Priorities grant

238

1,173

Community Amenities Building Peakhurst Park

Community Amenities Building Renown Park Penshurst

1,476

Community Pavilion Amenities Building - Harold Fraser Oval

506

1,914

36-40 Penshurst St Penshurst

Poulton Park Sports Amenities Building

240 1,061

17 Carrington Ave, Hurstville Gannons Park Sports Amenities Building

Buildings

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

(90)

135

165

(1,750)

(1,950)

(156)

356

421

562

100

2,400 908

(484)

(221)

1,900

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

110

836

367

1,529

407

1,513

104

18/19 Result ('000's)

100 83

100

120

135

150

165

200

250

285

365

788

840

865

1,180

1,480

1,569

1,900

2,400 2,108

19/20 Revised Budget ('000's)

700

1,750

1,950

20/21 Forecast ('000's)

21/22 Forecast ('000's)

173

127

120

160

124 83

800

210

135

150

165

200

2,014

2,200

285

393

1,624

1,207

2,394

1,587

2,993

1,673

1,900

2,400 2,176

4 year Total ('000's)

115

59 55 50 46 46

IMT Building Fitouts

Evacuation Plan rollout

Electrical board audit and replacement

Hurstville Aquatic centre BMS air conditioning

Olds Park - Little A's Amenities Building refurb - Mortdale

Quarterly Budget Review Statement for Period Ended 31 December 2019

HALC - various Building Renewal works

111 105

Empress Reserve Amenities Building Sth Hurstville Olds Park - Shower for Female Players

111

Gas Boiler Replacement Marana Air conditioning

Bridge Replacement - Hurstville Aquatic Leisure Centre HALC

118

External Painting program

174

Kogarah Library Roof

210

Air Conditioning units - Refrigerant phase out

Power Factor Correction

233

Hurstville Customer Service Centre refurb

RCD Electrical board upgrades

252

Air Condition Upgrade - Hurstville Library

286

New or Upgraded public toilet facilities at Oatley Memorial

Emergency & Exit lights renewal

442

New Public Toilet Facilities - Carss Bush Park

483

Olds Park Amenities Building

951 645

School of Arts - building refurbishment

111 105

111

198

174

210

233

252

286

442

483

645

951

1,438

540

25 21

4 year Total ('000's)

1,039

21/22 Forecast ('000's)

1,039

540

20/21 Forecast ('000's)

1,053

25 21

19/20 Revised Budget ('000's) 25

1,053

(210)

18/19 Result ('000's)

Sports Amenities Building - Claydon Reserve Customer Service Hubs SCF Renovation Customer Service Centre Beverly Hills Park Amenities Builidng

210

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

1,438 2

19/20 Original Budget ('000's)

Sans Souci Pool Plant room and Amenities Building

Infrastructure Plus - Building

Carlton Works Depot - Fire Compliance

Peakhurst Park - Awning in front of Canteen Amenities building

Jubilee Oval - Minor building works Carss Park Lifesavers Hall - Fire Compliance

Carss Park Museum - Fire Compliance

Asset Class

19/20 Actual Dec 19 Qtr. ('000's) 21

116

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

20 12 11 8 6 5

Bathroom revamps - lighting and fixtures

Mortdale/Carlton Depot Minor building works

Evatt Park Awning for Rugby building

Office Refurbishment - Civic Centre

Ocean St Childcare improvements

Penshurst LDC Childcare improvements

Quarterly Budget Review Statement for Period Ended 31 December 2019

110

Hurstville Library - Boiler Replacement

Electrical replacements of asbestos electricial boards

160

Edgbaston Road Reserve - toilet block

230

Hurstville Library - Lift Replacement

Kogarah Library - Fire compliance

350

Gifford Park New Amenities block

200

Hurstville Aquatic Leisure Centre - building renewal works

Jubilee Stadium - Air conditioning Office area

200 200

500 200

1,500 1,000

Todd Park New Amenities block Penshurst Park Sporting Hub - solar energy project

Jubilee Stadium - renewal works

2,000

Hurstville Aquatic Leisure Centre - Roof replacement

St George men's Shed - extension

2,500

Community Buildings asset renovation / renewal program

Penshurst Park Stage 2 Building works Masterplan

113

27 22

Air conditioning system at HELC Cooling towers redesign & access

123

Roof Access - safety systems

Library - Local Priorities grant

Lift emergency phones replacement

110

160

230

350

400

500

1,500 1,000

2,000

2,500

113

27 22

42 40

100

4 year Total ('000's)

21/22 Forecast ('000's)

20/21 Forecast ('000's)

19/20 Revised Budget ('000's)

18/19 Result ('000's)

Water meter compliance Design&Refurb of GRC Service Centr & Kog Lib Stronger Communities Sans Souci Bathers Pavilion

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's) 42 40

19/20 Original Budget ('000's)

Buildings - Minor Works The Kyle Bay Occupant Warning System

Air conditioning Building Management System Upgrade

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

117

Buildings Total

9,234

Quarterly Budget Review Statement for Period Ended 31 December 2019

Roller Door Motors - Civic Centre

Hurstville Senior Citizens - Fire compliance Plumbing - Various asset replacements

Air conditioning - various minor asset replacements

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

11,763

19/20 Original Budget ('000's)

1,222

994

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

13,988

18/19 Result ('000's)

16,072

19/20 Revised Budget ('000's)

22 6,997

35 30

20/21 Forecast ('000's)

7,950

21/22 Forecast ('000's)

22 45,007

35 30

4 year Total ('000's)

118

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

28 27 25

20 20 15 13

39 33 34 27 27

23 21 20 20 14 12

Footpath Terry St Connells Pt Rd To Myerla Cres Connells Pt

Footpath renewal - Penshurst Ward – SRV

Footpath Lynwood St 11 -39 Lynwood St Blakehurst Footpath Kyle Pde Morshead Dr To Connells Pt Rd Connells Pt Footpath Lesley Cres Scott St To Pedestrian Lane Mortdale Footpaths near Peakhust and Penshurst Public Schools – Mortdale Footpath Grove Ave Railway Pde To Dardanelles St Penshurst

Footpath Terry St Kyle Pde To No 156 Connells Pt

Footpath Junction St Jersey Ave To Villiers Ave Mortdale Footpath 52 Kemp St Boundary Rd To Delves St Mortdale Footpath Rosemont Ave 38 Rosemont Ave To Railway Pde Mortdale Footpath Queens Rd Connells Pt Rd To park Connells Pt

Quarterly Budget Review Statement for Period Ended 31 December 2019

Footpath Patrick St Gordon St To Timothy St Hurstville

20 20

226 50

449

216

3,162

600

137

4,011

3,000

1,374

3,885 1,711

4 year Total ('000's)

140

2,000

1,500 400

21/22 Forecast ('000's)

140

1,701

2,500

1,500 400

20/21 Forecast ('000's)

Footpath Taronga St Louis Ter To Barnards Ave Hurstville

50 50

119

Footpath Warraba St Louis Ter To Barnards Ave Hurstville

(90)

Footpath Timothy St Dora St To Patrick St Hurstville

140

3,098

137

300

500

505

865 532

19/20 Revised Budget ('000's)

511

870

20 379

18/19 Result ('000's)

DDA Works program – Footpaths Renown Park Footpath & Disabled Parking - Blakehurst Ward

Restorations - Footpaths - Capital works

Bus Stop upgrade program

Central Plaza – Construction

Footpath Queens Rd Connells Pt Rd To No 159 Connells Pt

137

(387)

(2,500)

(635)

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

137

150

2,400

1,500 300

19/20 Original Budget ('000's)

Footpath Lillian and Bennett Rds Riverwood

Forest Road Hurstville Underground Overhead cables Stage 2

Footpath Orange Lane Orange St To Wright St Hurstville

Mortdale Shopping Centre upgrade

439

Forest Road Hurstville Footpath upgrade Stage 2

Ormonde Parade Hurstville Streetscape

31 130

Footpath Replacement Program Kogarah CBD - Streetscape works

Footpaths

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

119

99 91

34 33 32 32

113 99 91 90 67 65 63 55 52 52 48 46 45 42 41 38 37 36 36 35 34 33 32 32

Footpath Parkside Drive Kogarah Bay Footpath Basset St Hurstville Dudley to Ruby St West Hurstville Footpath Lawrence Street Peakhurst

Footpath Jindabyne Crescent Peakhurst

Footpath renewal - Hurstville Ward - SRV

Footpath – Arnold Street – Peakhurst Ward

Footpath Macpherson St Hurstville

Footpath Forshaw Ave Peakhurst

Footpath Johnstone Street Peakhurst

Footpath Bruce Street Kogarah Bay Footpath Annie St Hurstville

Footpath Poulton Ave Beverly park

Footpath Milsop place Mortdale

Footpath - Woniora Rd between Taunton St and Blakesley Rd

Footpath Pindari Road Peakhurst

Footpath Colwell St Kingsgrove

Footpath Warraroong St Beverly Hills

Footpath Somerset Ave Hurstville

Footpath Bridgeview Road Beverly Hills

Footpath Yuruga Street Beverly Hills

Footpath Mayor Street Kogarah Bay Footpath Jacques Ave & Henry Lawson Drive Peakhurst DDA re Footpath Stubbs St Beverly Park Footpath Stubbs St Beverly Park

Quarterly Budget Review Statement for Period Ended 31 December 2019

113

136

52 48

136

190

191

249

2,000

220

4 year Total ('000's)

Footpath renewal - Peakhurst Ward - SRV

2,000

21/22 Forecast ('000's)

190

220

20/21 Forecast ('000's)

Footpath Oatley Pde Oatley Como Walkway Stage 2

19/20 Revised Budget ('000's)

191

18/19 Result ('000's)

Footpath Moreshead Drive Connells Point

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

249

19/20 Original Budget ('000's)

Golf course Pathway Improvements Tees 2,3,16 & 18

Footpath work to support Sydney Water Parkside Drive Water Quality Improvement Project (Council contribution) Oatley Village Shopping Centre Upgrade

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

120

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

4,600

45 33 16 14

Adult Fiction - Library asset Account

Non Fiction standing Orders - Library - Asset Account

Audio Visual Library Asset Account Chinese Language- Library Asset Account

8 0

Audio Visual - Junior - Library

English Learning - Library Asset Account

226

Quarterly Budget Review Statement for Period Ended 31 December 2019

Library resources Total

Local History - Library asset Account

Books and Library Materials

Reference - Library Asset account

Community Language- Library asset Account

Toys and Equipment - Library Asset Account

Large Print - Library Asset Account

Capital Grant Special Project Funds (State Library of NSW)

Junior Fiction - Library Asset Account

Library resources

455

46 45

120

(84)

(2,820)

Footpath – Waldo Crescrent – Peakhurst Ward

Footpaths Total

Footpath Elm Street Lugarno

2 455

45 47

144

7,353

Driveway, Footpath and K&G construction

Footpath Kendall Street Mortdale

18/19 Result ('000's)

Footpath Endeavour Street Sans Souci

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's) 29 27

1,439

19/20 Original Budget ('000's)

Footpath Iraga Ave Peakhurst Footpath Warrawee Place Hurstville

Footpath – Merri Avenue – Peakhurst Ward

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

493

54 45

122

3,843

19/20 Revised Budget ('000's)

455

54 45

122

6,571

20/21 Forecast ('000's)

455

54 45

122

6,150

21/22 Forecast ('000's)

2 1,857

109

207 182

256

350

509

23,918

29 27

4 year Total ('000's)

121

140

103

58 1

Quarterly Budget Review Statement for Period Ended 31 December 2019

Office Equipment Total

Library public computers and print services (90000-250000) Customer Service Hubs SCF - Office Equipment - Customer Service Organisation wide NCIF projects - Capital

RFID Implementation

IT Asset Equipment Pool

IT Computer Hardware

Purchase of Mobile Phones

HR and Payroll Systems Review - Capital Information technology equipment Councillors Expenses - IT Hardware

Office Equipment

Other Structures Total

Smart Cities Grant Partnership Capital Project

Increase Chemical and electrical drop off days at Depot

Kogarah Town Square Water Feature dosing

Bike Racks in Town Centres

Donnelly Park Repair of seawall

365

100

200 45

LED Walk through Present Box Hurstville Ward

214

New Flag poles and promotional flags

Three (3) Memorial Plinths at War Memorial Jubilee Park

Lighting upgrade Penshurst Library Carpark â&#x20AC;&#x201C; Mortdale Ward

127

(15)

(100)

242

260

61 25

Kogarah Library Solar Panels

312

102 130

140

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

111

19/20 Original Budget ('000's)

LED court lighting Ken Rosewall Tennis Centre

Water Features - Bacteria Control equipment

Smart Cities Round 2 - Chillout Spaces Capital Costs Hurstville Library - Media Lab

Other Structures

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

12 1,568

12 346

222

718 151

242

1,116

200

319 130

4 year Total ('000's)

22 365

100

200 45

21/22 Forecast ('000's)

22 365

100

200 45

228

200

20/21 Forecast ('000's)

492

200 45

242

712

242 130

19/20 Revised Budget ('000's)

118 16

168

18/19 Result ('000's)

122

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

(58)

Quarterly Budget Review Statement for Period Ended 31 December 2019

Evatt Park Baseball Net / Fencing

Evatt Park - Upgrade existing cricket nets 32

35 35

100

155

160

200

242

299 250

300

352

500

600

838

844

1,080

1,172

1,741

3,200 2,600

265

942

1,631

373 1,562

19/20 Revised Budget ('000's)

957

300

245

18/19 Result ('000's)

Gifford Park – seating, BBQ, water bubbler - Mortdale Ward Upgrade entrance to Roberts Ave Tennis Centre – Peakhurst Ward Timothy Reserve Minor Capital works - Hurstville Ward Park Furniture & Drinking Fountain Parkside Drive Reserve -

Cricket Practice netting Hurstville Oval Timothy Reserve Hogben Park-Upgrade park lighting and water station/Dog Bubblers Edgbaston Rd Reserve Playground upgrade

100

(857)

Paddy Tyler Reserve

Simpson Reserve

Oatley Park New amenities building and irrigation

155

(1,100) 160

1,300

Dover Park Remediation of Pontoon - Kogarah Ward 55

242

(31)

Poulton Park Sediment Pile

Skate Park

Olds Park No 2 Little Athletics upgrades, sports floodlighti

330 250

300

253

Sporting Fields renovation program

Playground replacement program Beverly Hills Park Shared cycleway and pathway

352

289

Jubilee Oval Field Turf Grass replacement

600

838

(107)

150

622

(0)

38 485

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

500

250

300

550

375

2,731 1,400

19/20 Original Budget ('000's)

Jubilee Park - Omitted from Adopted Budget

Reconstruct 6 greens & new pathways Hurstville Golf Course

549

Penshurst Park Playground

818

Olds park Irrigation

1,073

Oatley Park Adventure Playground

Carss Park Foreshore Naturalisation Project (Stages 2 & 3)

784

1,495

Kempt Field Playground and children’s bike track

Beverly Hills Park Irrigation and Resurfacing

1,450 1,852

Gannons Park works - Stage 2 Gannons Park Irrigation - Stage 3

Recreational Space

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

700

1,100

330

300

600

20/21 Forecast ('000's)

1,400

600

300

21/22 Forecast ('000's)

35 35

100

2,200

155

160

1,303

242

1,229 250

1,165

952

500

600

838

1,786

2,711

1,172

1,821

3,573 4,162

4 year Total ('000's)

123

850

477

1,220

Quarterly Budget Review Statement for Period Ended 31 December 2019

120

100

Provision for Lighting upgrades in parks Stuart Park Look at making Stuart Park more inviting, get people actively using it

400

760

850

300

Harold Fraser Oval Scoreboard and Sound System

(464)

(1,161)

1,500

250

320

10 6

(10)

20/21 Forecast ('000's)

Floodlighting in all major sporting fields

Sans Souci Pool Remediation and Refurbishment

Provision for new playgrounds

Parks not equipment - Infrastructure Plus - SRV Jubilee Oval Upgrades to include- Scoreboard, Sound System and operations room Hogben Park Skate Park

Seats at Hedlely Street – Peakhurst Ward Oatley Park New amenities building and irrigationk Adventure Playground Minor capital works Councillor Discretionary Fund - capital expenditure

Parks & Reserves - Minor Works Beverly Hills Park Minor Capital works - Hurstville Ward

BBQ’s at Evatt park – Peakhurst Ward

Myles Dunphy Nature Boardwalk

BBQ – Connells Point Reserve - Blakehurst Ward

25 24

Water refilling stations throughout Mortdale Ward Moore Reserve Upgrade Leashfree area - Blakehurst Ward Water Stations at Renown Pk Todd Pk & The Green – Blakehurst Ward Premium Facilities Open Space capital purchases - Eng Ops 16

25 24

Upgrade Furniture near playground/basketball Hogben Park -K

Carss Park Picnic table & Shelter - Blakehurst Ward

McRae's Reserve Picnic Table & Shelter - Blakehurst Ward

Thorpe Park Minor Capital works - Hurstville Ward

19/20 Revised Budget ('000's) 31

Henry Lawson Reserve Pathway Lights

18/19 Result ('000's)

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's) 31 30

19/20 Original Budget ('000's)

Nichol Murray Reserve 3 Picnic Shelters Tables and Chairs Half court basketball court – Connells Point Reserve – Blakehurst Ward Shelter & BBQ Parkside Drive Reserve-Charles Pirie Field - K

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

100

250

120

200

300

500

1,220

800

1,000

1,000 400

500

760

1,704

86 6

3,387

25 24

4 year Total ('000's)

500

850

1,400

21/22 Forecast ('000's)

124

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

800 750

800 750 750 600

The Green New Amenities block

Hogben Park Adventure Playground

Quarterly Budget Review Statement for Period Ended 31 December 2019

Connells Point Reserve - New Playground

122

125

Thomas Street Reserve Fitness Equipment

267 100

294

Oatley Park Soccer irrigation drainage tanks and resurfacing

Provision for Lighting upgrades in parks

150

122

125

100

267

294

350

Empress Reserve Public Amenities Street Tree planting program - Replacement of unsuitable trees Kogarah Bay Revenue Works - Harold Fraser Oval

250

599

600

Floodlighting in all major sporting fields

Meade Park Adventure Playground

750

125

125 50

250

Netball Courts renovation program (previously funded by SRV) Tennis court resurfacing program - 2 courts per year (previously funded by SRV) Gannons Park Sports Amenities/ blocks / canteens - upgrade Forest Rangers side amenities/ toilets Todd Park New Amenities block

350

500 350

Carss park Baths Improvement Sporting Fields replacement program (previously funded by SRV) Beverly Hills Park Fitness Equipment

800

1,000

1,000 400

1,000

125

3,500

500

400

125

3,500

Sans Souci Fishing Platform - replacement

Hogben Park Fitness Equipment Beverley Park Golf Course Recycled Water - Irrigation for golf course Georges River Foreshore Access and Improvement Plan listed projects Provision for new playgrounds

Poulton park naturalisation and car park upgrade

599

4 year Total ('000's)

21/22 Forecast ('000's)

Moore Reserve Install solar lighting

20/21 Forecast ('000's)

19/20 Revised Budget ('000's)

18/19 Result ('000's) 65

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's) 65

19/20 Original Budget ('000's)

Moore Reserve - Seymour Street Res Shade structure over playground Todd Park Fix cycleway/walkway

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

125

57 56

The Green - Shade Sail over playground

Parks IP Poplar place Reserve Playground

2,052

Parks IP Olds Park Netball Grass courts 1,2,and 3

520

Parks IP Nichol Murray Reserve Playground

Parks Floodlighting new tower

16 16 14 12 10

Parks IP Peakhurst Park Automated Lighting

BBQ – the Green, Kyle Bay - Blakehurst Ward

Water refill stations/Dog bubblers at Kogarah,Carlton,Allawah Water station – Oatley playground, near station & shops Blakehurst Fairy lights – Oatley Clocktower - Blakehurst Ward

Quarterly Budget Review Statement for Period Ended 31 December 2019

Recreational Space Total

8,988

6 3

17 16

Moore Park-Fence upgrade and Water Stations/dog bubblers Parks IP Gannons Park Automated Lighting

Park flood lighting renewals Parks IP Gannons Park Resurface fields 1 and 2

Solar lights at Moore Reserve – Blakehurst Ward

43,774

6 3

17 16

Provision of shelter & picnic table at Woodville Park

Resurfacing of basketball court, Stuart Park - Blakehurst Ward

8,325

Parks IP Olds Park Hardcourt 10 and 11

Smith Park Kingsgrove Coffee Cart

Parks IP Ken Roswell Tennis Resurface court 6

194

118 50

119

4 year Total ('000's)

21/22 Forecast ('000's)

10,475

100

20/21 Forecast ('000's)

15,985

19/20 Revised Budget ('000's)

Hurstville Oval Retaining Wall Bubblers and water stations – Carss Bush Park – Blakehurst Ward Pergola Roof Sheeting - Ma an Shan Friendship Park

Poulton Park Install bleacher seating near netball courts

118

119

18/19 Result ('000's)

8,956

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

Poulton Park new netball court

9,005

19/20 Original Budget ('000's)

Parks IP Bell Ave Reserve Playground

McRaes Park New Playground Defibrillators in Parks

Jubilee Oval masterplan

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

126

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

3,216

Quarterly Budget Review Statement for Period Ended 31 December 2019

Plant & Equipment Total

4,205

11 2,317

Mortdale Depot - Replacement of Pole & Plant due to accident

4,817

160 36

526

135

Electronic scoreboards for soccer / cricket fields Engineer Operations Admin Equipment purchases 1,815

135

2,783 1,171

20/21 Forecast ('000's)

HALC Pump replacement

HALC Gym Equipment

Upgrade existing alarm system Civic Centre Library Museum

CCTV Humphries Lane and Cross St Hurstville Ward

HALC - Various Plant & Equipment renewals

136

150

HALC Replacement of Pool Heating Equipment

225

700

1,996 1,199

19/20 Revised Budget ('000's)

Central Plaza Video Screen

931 1,282

18/19 Result ('000's)

Jubilee Oval CCTV

300

(100) 79

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

300

694

Video Screen Jubilee Oval

2,096 1,120

19/20 Original Budget ('000's)

Jubilee Oval Security System

249 669

Purchase of Mobile Plant - City Works Passenger Vehicle purchases

Plant & Equipment

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

3,280

160

2,000 1,120

21/22 Forecast ('000's)

14,618

36 14

320

140

135

150

225

300

700

7,710 4,772

4 year Total ('000's)

127

411

Resheet Dora St-Stoney Creek Rd to Timothy St-Hurstville

245 212

Resheet Bridge St-Penshurst St to Apsley St-Penshurst

Resheet John St-Ruby St to Timothy St-Hurstville

78 74

79 79 78 73

Resheet Munmurra Rd-Bonds Rd to Baumans Rd-Riverwood

Resheet Evans St-Belmore Rd to Johnstone St-Peakhurst Resheet Johnstone St-Henry Lawson Dr to Evans StPeakhurst Resheet Melvin St-Edgbaston Rd to Ryan Ave-Beverly Hills

70 65

Quarterly Budget Review Statement for Period Ended 31 December 2019

Resheet Short Rd-Keppel Ave to Belmore Rd-Peakhurst Resheet Ecole Lane and Ecole St-Wheeler St to Princes HwyCarlton

Resheet Dora St-MacMahon St to Bond St-Hurstville

Car Park upgrade Beresford Ave Beverly Hills

Resheet Hillcrest Ave-Panorama St to Louisa St-Oatley

Roundabout at Morgan St & Lee Ave, Beverly Hills Roads - Minor Works - Traffic Committee

136

Resheet Gold St-Stuart St to End-Blakehurst

137

143

142

145

Resheet Wyee St-Park Rd to Wharf Rd-Kogarah Bay

144

Resheet Harold Fraser Oval Car park

147 144

147

Resheet Patrick St-Ruby St to Joan St-Hurstville

Roads, Infrastructure projects, crossings and pedestrian

101

Restorations - Roads Capitalised

100

163

16 163

163

Resheet Forest Rd-Koorabel St to Old Forest Rd-Lugarno

163

175

212

300

(2,584)

411

(42)

115

180

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

Resheet Collaroy Ave-Forest Rd to Bailey Pde-Peakhurst Resheet Tallawalla St-Bundara St to Kooemba Rd-Beverly Hills Resheet Isaac St-Pindari St to Lorraine St-Peakhurst Heights 100

2,970

1,589 600

19/20 Original Budget ('000's)

Resheet Victoria Ave-Morts Rd to Ocean St-Mortdale

Roundabout at Edgbaston Rd & Melvin St, Beverly Hills

275

Resheet Kingsgrove Rd-Moreton Ave to M5 Mway-Kingsgrove

Road Resheet program

578

Project Delivery Capitalised Salaries Taylors Reserve Road Construction Lugarno

Roads

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

18/19 Result ('000's)

115 100

137

143

144

145

147

150

163

175

180

212

300

386

411

1,547 600

19/20 Revised Budget ('000's)

100

140

3,900

1,354

20/21 Forecast ('000's)

100

4,500

1,395

21/22 Forecast ('000's)

115 300

137

143

144

145

147

485

163

175

180

212

300

8,802

411

4,296 600

4 year Total ('000's)

128

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

35 32 32 24 20 20 20 10

49 47 46 28 35 32 5 23 19

Woniora Rd Raised Pedestrian Crossing Blakehurst Resheet Seymour St-Waitara Pde to East Cr End-Hurstville Grove Resheet Stewart Ave-Belmore Rd to End-Peakhurst

Resheet Grove Ave -Hurstville Rd to Hillcrest Ave-Penshurst

Pedestrian refuge on South Street, Kogarah

Pindari Rd Wombat Crossing RMS Peakhurst Heights Resheet Rowe St-Connells Point Rd to Greenacre RdConnells Point Resheet West Cres-Seymour St to View St-Hurstville Grove Resheet Binder St-Patrick St to Donald St-Hurstville Resheet Hampden Ln-Edgbaston Lane to Stoney Creek RdBeverly Hills St Elmo Parade Kingsgrove Speed Hump Modification

Boundary & Anderson Rds Island Installation Mortdale

Resheet Glen Rd-Riley St to Acacia St-Oatley

Quarterly Budget Review Statement for Period Ended 31 December 2019

Resheet Park Rd From Princes Hwy To Ramsgate Rd Carlton Resheet Morgan St From Illawarra Pde To Orbell St Beverly Hills Resheet William Rd From Morotai Ave To Henry Rd Riverwood

337

436 164 380

221 82

612

32 24

216

65 61

4 year Total ('000's)

380

217 82

600

150

21/22 Forecast ('000's)

465

32 24

20/21 Forecast ('000's)

465

208 82

RTA Regional Road capital expenditure 3 x 3 program RTA

(208) (82)

300

RMS Repair Program - Road Resheet

(300)

Boundary Rd Pedestrian Refuge RMS Oatley

RMS Traffic Facilities capital expenditure

Resheet Southern St-Llewellyn St to Yarran Rd -Oatley

Car Park upgrade Frederick Ave Beverly Hills

65 61

19/20 Revised Budget ('000's) 65

18/19 Result ('000's)

65 61

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's) 65

Wombat crossing on Greenacre Road, South Hurstville

19/20 Original Budget ('000's)

Wombat crossing on Newman St, Penshurst

Resheet Erskine St-Thurlow St to Cairns St-Riverwood Resheet Waterview St-Woids Ave to Bellevue Pde-Carlton

Lily St & Durham St Traffic Signal Upgrade Allawah

Asset Class

19/20 Actual Dec 19 Qtr. ('000's) 23

129

85 84

56 48 47

91 85 84 82 69 65 56 48 47 46

Kerb & Gutter - Resheeting jobs - Infrastructure

Vanessa St bridge guard rail Beverly Hills Resheet Hudson St From Queens Rd To End Hurstville

Resheet Frederick St From Oatley Pde To Oatley Ave Oatley Resheet Colvin Ave From Mashman Ave To Northcott Kingsgrove Letitia Street Oatley Pedestrian Crossing

Gladstone St Kogarah Pedestrian Crossing

Quarterly Budget Review Statement for Period Ended 31 December 2019

69 65

Resheet Clarke St From Johnstone St To Evans St Peakhurst Resheet Jellicoe St From East Crescent To Waitara Pl Hurstville Resheet Mona St From Noble St To Railway Pde Allawah

115

Resheet First Ave From Woids Ave To Bellevue Pde Allawah

141

148

188

Resheet Park St From Jubilee Ave To English St Carlton

189

107

193

107

215

4 year Total ('000's)

250

21/22 Forecast ('000's)

250

20/21 Forecast ('000's) 298

19/20 Revised Budget ('000's)

298

18/19 Result ('000's)

113

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

113

19/20 Original Budget ('000's)

Resheet Tournay St From Forest Rd To Mavis St Peakhurst Resheet Marina St From Morgan St To Moreton Ave Kingsgrove Resheet Moore St From Taunton St To Croydon Rd Hurstville

Resheet Austin Ave From Stoney Creek Rd To End Beverly Hills Resheet Maher St From King Georges Rd To Denman St Hurstvile Resheet Croydon Rd From Moore St To King Georges Hurstville Dame Mary Gilmore â&#x20AC;&#x201C; Angle Parking Resheet Kingsgrove Rd From Simmons Rd To Patterson Rd Kings Resheet Hillcrest Ave From Laycock Ave To King Georges Mortd Resheet Wattle St From Boundary Rd To Forest Rd Peakhurst Resheet Wellington St From Harris St To Rocky Point Sans Sou Resheet Lansdowne St From Railway Pde To Princes St Penshurs Resheet Wayne Ave From Forest Rd To End Lugarno

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

130

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

3,682

Quarterly Budget Review Statement for Period Ended 31 December 2019

Boundary Rd, between Pitt St & Railway Bridge, Mortdale Resheet Mashman Ave From Colvin Ave To Northcott Kingsgrove Cross St Hurstville raised Pedestrian Crossing Roads Total

Restoration works Cnr Church & Arnold Sts Peakhurst Resheet Bank Lane From Kensington Street To Post Office Koga Resheet Crawford St From Terry St To Nellella St Blakehurst Resheet Morshead Dr From Waitara Pde To End Hurstville Grove Forest Road Kerb Blisters Lugarno RMS near Wayne Ave

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

5,949

19/20 Original Budget ('000's)

1,203

295

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

6,548

100 2

1 4,593

13 6

4 year Total ('000's)

100 6,643

21/22 Forecast ('000's)

7,447

20/21 Forecast ('000's)

19/20 Revised Budget ('000's)

18/19 Result ('000's)

131

165 157

Kyle Parade drainage upgrade

72 69 59 54 52 43 41 37

Drainage 58 Bassett St Repair 3 pits

Drainage Panorama St Penshurst K&G at Renown

Drainage 65 Orange St Hurstville Replace lintel

Drainage relining Hurstville Road from pit to channel

Drainage 26 Orange St Hurstville Overland water run off

Drainage Penshurst St Install new pit

Drainage Pamela Ave and Jinna Pl upgrade 60 Scott St Drainage reline 14m of line Mortdale

Quarterly Budget Review Statement for Period Ended 31 December 2019

Drainage relining Allawah to Carwar Ave Carss Park

102

Drainage Hillcrest Ave Hurstville Grove

102

34 Salisbury St new pipe and pits Penshurst

Drainage relining Erang St to Canal Carss Park

155 111

78 73

170

870

19/20 Revised Budget ('000's)

Drainage Burgess Street from Weeney Street to #42 Construct Orange Lane new pipe line & footpath Hurstville

Drainage 19-40 Rainbow Pde Peakhurst Heights replace pipes Drainage 19-26 Llewellyn St Lugarno Reline 15.6 metre of pipe Gannons Park Water Quality Improvement and Storwmater Harvesting Drainage The Green Kyle Bay duplication

517

1,475

18/19 Result ('000's)

Arcadia St Drain extension & Island modification

(597)

78 73

170

214

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

19/20 Original Budget ('000's)

Drainage Frederick Lane Oatley Construction of Culvert

Drainage 1-4 Omaru St Beverly Hills install new pipe

Drainage 16-18 River St Oatley

Drainage 19-31 Rickard Rd South Hurstville Relining 97 metre

Evatt Park Storm water harvesting and Irrigation

Stormwater Drainage Levy Renewal

78 73

168

Drainage 1-2 Taronga St Hurstville Replace lintel

Drainage Railway Parade at intersection of Belgrave Street Drainage 25-27 Illawong St Lugarno Reconstruct 30 metre and

869

Cromdale St Mortdale - Remove existing culvert

Stormwater

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

2,000

1,182

20/21 Forecast ('000's)

1,200

21/22 Forecast ('000's)

41 37

102

155 111

157

165

538

2,000

2,468

78 73

170

2,345

4 year Total ('000's)

132

Georges River Council // Delivery Program and Operational Plan 2019/20 Half-yearly Progress Report July - December 2019

Quarterly Budget Review Statement for Period Ended 31 December 2019

Moore Reserve stormwater harvesting Stormwater Total

Roberts Avenue GPT 1,560

3,182

Drainage 45 Mutual Road Upgrade Pits

3,605

11 11

214

11 11

2,000 3,182

Gannons Park - Stage 4 - treatment shed and pumps

Endeavour St new pits & grates Sans Souci Drainage Ray Street Reserve Stuart Street stormwater diversion Drainage upgrade Erang St Carss Park Drainage Patrick St and Regan St Hurstville Replace lintel

2,000 11,529

630

26 23

4 year Total ('000's)

33 Cambridge to Sydney water pipe

630

21/22 Forecast ('000's)

20/21 Forecast ('000's)

19/20 Revised Budget ('000's)

Drainage 19-21 Kuroki St Penshurst Reconstruction of kerb

18/19 Result ('000's)

Riverwood Wetlands Restoration Project

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's) 26 23

1,386

19/20 Original Budget ('000's)

Drainage 21-22 Rita St Narwee Reline 8 metres of line Drainage relining 2A to 17 Queens Rd Connells Pt

Drainage relining Lancelot to Illawarra Sts Allawah

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

HR and Payroll systems review - Capital Intangibles: Software Total

1,029

2 2 31,487

Quarterly Budget Review Statement for Period Ended 31 December 2019

TOTAL CAPITAL EXPENDITURE

River Rd Oatley Aged Centre Ex Bowling Operational Land Total

Operational Land

49,371

(4,598)

3,082

63,994

43 43

48 363

39 180

36 147

107

18/19 Result ('000's)

74 35

1,000

(242)

242

Proposed Changes 19/20 Approved Proposed Dec 19 Qtr. Variations to date ('000's)

Expand Self-Service Kiosks Furniture & Fittings Total

160

100

19/20 Original Budget ('000's)

Project Fusion - Furniture

Office Furniture - Civic Centre Customer Service Hubs Stage1 Kogarah library Stage Public

Lunar New Year Festival Floats

Oatley West CCC Initial Fitout

Library Self Service Technology Hurstville

Furniture & Fittings

Technology One- Core System Software Implementation

Intangibles: Software

Riverwood CBD Commuter Carpark - Riverwood Community Projects Total

Crisis Accommodation

Environmental Trust - Community Recycling Centre Smith Park Kingsgrove Men's Shed â&#x20AC;&#x201C; 15 metre x 5 metre off the current amenities Town Centres capital spend from Infrastructure Plus

Community Projects

Asset Class

19/20 Actual Dec 19 Qtr. ('000's)

61,283

1,029

1,000

160

100

19/20 Revised Budget ('000's)

52,031

100

425

225

20/21 Forecast ('000's)

36,373

100

21/22 Forecast ('000's)

213,681

43 43

48 1,412

64 180

1,000

36 507

167

304

508

225

4 year Total ('000's)

DELIVERY PROGRAM AND OPERATIONAL PLAN 2019/20 www.georgesriver.nsw.gov.au