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This State of the City Report is a report on Council’s activities for the electoral term of this Council: 2021-2024. It answers the questions:
• Are we achieving the community’s vision for the future of Georges River Local Government Area?
• Are we moving towards achieving our long-term goals?
• Are our partners in the plan doing what they said they would do?
For more information please contact Council on 9330 6400 or email: mail@georgesriver.nsw.gov.au
Acknowledgement of Traditional Owners
Georges River acknowledges the Bidjigal people of the Eora Nation who are the Traditional Custodians of all lands, waters and sky in the Georges River area.
Council recognises Aboriginal and Torres Strait Islander peoples as an integral part of the Georges River Community and values their social and cultural contributions. We Pay our respects to their Elders past and present and extend that respect to all Aboriginal and Torres Strait Islander peoples who live work and meet on these lands.
Image: Water by Aunty Annette Webb
Annette Webb is a proud Dunghetti woman born in Sydney. Her artwork descends from her ancestors overlooking the land, lakes and rivers to protect and honour the traditional way of life today.
Our place in Sydney
Pillar 6: Our governance
Message from the Mayor
I
am proud to present the State of City Report for Georges River Council.
Despite the pandemic, at the beginning of the term, being one of the most demanding times in history, we continued to deliver important projects and strengthened our place as Sydney’s Connected Community.
We welcomed the appointment of David Tuxford as General Manager and new ward Councillors saw Council’s highest level of diversity, tipping into a female majority for the first time.
Project highlights saw us: Introduce a $47 million Economic and Social Recovery Plan; complete the Georges River Local Environmental Plan (LEP) 2021; achieve targets to source 100 per cent renewable energy for our operations three years early; adopt the Community Strategic Plan 2022 – 2032 (The Plan); complete Riverwood Reconnected project; complete Olds Skate Park and Netball Courts Precinct; complete the Blackshaw Gould Community Pavilion at Hurstville Oval honouring local sporting legends Les Blackshaw and Nell Gould with the naming of that facility; complete Memorial Square and MacMahon Courtyard works and reinstate a statue of Australian literary figure and feminist Miles Franklin; demolish and remediate the former Kogarah War Memorial Pool site; adopt a revised Tree Management Policy to achieve 40 per cent urban canopy cover by 2038; see our Carss Bush Park Foreshore project featured on Gardening Australia on ABC TV celebrating our innovative approach to foreshore design; adopt the Georges River Transport Strategy 2021; gazette the Georges River Local Environmental Plan 2021; and welcome strong
community participation in local decision making in the lead up to Council’s adopted Mortdale Local Centre Master Plan.
We saw record attendance at our events, including over 50,000 people at our Lunar New Year festivities; celebrated Hurstville Museum & Gallery’s 20th anniversary, and hosted the first Spark Sydney South Innovation Summit.
We improved Library services by adding diverse collections including a musical instrument and sound booth media lab at Hurstville Library and the First Nations Collection with over 600 items.
We continued to advocate for social justice for our community by supporting the Uluru Statement from the Heart, Voice to Parliament and a Makarrata Commission; launching our “Racism Not Welcome” campaign as part of our four-year ‘Better Together’ anti-racism campaign; and by launching our Social Justice Charter 2022-2026.
We became the first Sydney metro council to trial shared e-scooters with Transport for NSW and e-scooter provider, Beam, in Kogarah.
Georges River is a Council committed to being future focused and ambitious. In the coming years, we will see emerging strategic initiatives that support our region to be more accessible, green, diverse, and innovative.
Councillor Sam Elmir Mayor
About this report
Georges River Council (GRC) was formed in 2016 as an amalgamation of Hurstville and Kogarah Councils. For the first year, Council was under administration, and the first Councillors of Georges River were elected in 2017. Our current Council were elected in 2021 through to September 2024.
The State of Our City Report is one of the key accountability mechanisms between Council and the community and forms part of the Integrated Planning and Reporting (IP&R) Framework – see diagram below.
Our current 10-year GRC Community Strategic Plan (CSP) was adopted in June 2022. This State of Our City Report covers the three-year term of the current Council.
The State of Our City Report is a report on Council’s achievements and answers the questions:
• Are we achieving the community’s vision for the future of Georges River Local Government Area?
• Are we moving towards achieving our long-term goals?
• Are our partners in the plan doing what they said they would do?
The State of City Report presents a ‘state of the community’ report to stimulate discussion and debate about the way forward ahead of a review of our CSP.
State Plans and Strategies
Relevant Regional Plans and Priorities JO Statement of Strategic Regional Priorities
Other Council Strategies and Plans For example:
Disability Inclusion Action Plan Local Strategic Planning Statement Environmental Strategies
Resourcing Strategy
Workforce Management Strategy
Long-Term Financial Plan Asset Management Strategy and plans Delivery Program Operational Plan Annual Report
Community Vision Statement
Naturally connected to place, community and Country.
Six Pillars to shape our planning
We used many opportunities and mechanisms during 2022 to understand the community’s issues and ambitions for the Georges River area, and from this we identified six pillars that underpin our planning.
THESE SIX PILLARS ARE:
Our community
Our green environment
Our economy
Our built environment
Our place in Sydney
Our Governance
The Community Strategic Plan establishes higher level goals under each of the six pillars and identifies the strategies that will help us all work together to reach these goals.
The Delivery Program and Operational Plan translate these goals and strategies into actions that directly influence Council planning.
In this respect, our Resourcing Strategy is the final cog in the Framework we follow, setting out the time, money, people and assets that we will need to deliver the actions.
State of the Community Report
MEASURING SUCCESS
Pillar 1: Our community Offers a diversity of people, places, events and lifestyle options
Pillar 2: Our green environment A protected environment and green open spaces
*excluding mattress recovery tonnages
**Not available at the time of reporting. This information is published by the Georges Riverkeeper, on their website in the annual Report Card.
Pillar 3: Our economy A diverse and productive economy
*The census only reports on the total number includes all strategic centres within the Georges River Council Local Government Area.
Pillar 4: Our built environment Quality, well planned development
Pillar 5: Our place in Sydney Commitment to collaboration, partnerships and sharing resources
Pillar 6: Our governance Leadership and Transperency
Pillar 1: Our community
Offers a diversity of people, places, events and lifestyle options
Goal 1.1: Our community is socially and culturally connected, and we strive for social equity
Goal 1.2: Diverse, vibrant community hubs and facilities are connected, well maintained, and have equitable access
Goal 1.3: The community is safe and healthy
Goal 1.4: Georges River area heritage and history is protected
DELIVERY PROGRAM PERFORMANCE INDICATORS
Achievements
EVENTS
Highlights of our festive programming include the Magic of Christmas and Australia Day Awards celebrations, with the latter hosting a Citizenship Ceremony and recognising local achievements with Citizen, Young Citizen, and Volunteer of the Year awards. Additionally, our Australian Citizenship Ceremonies welcomed 2,217 new citizens over three years. The Australia Day event at Carss Bush Park offered a familyfriendly picnic with food trucks, entertainment, and fireworks over the bay.
We were recognised for our COVID-safe approach to events, with awards from the Sustainable Cities Awards for Community Spirit and Inclusion, and a Highly Commended affirmation at the NSW Local Government Excellence Awards.
Other notable annual events include:
• The impactful No Domestic Violence Walk, an educational initiative for local schools and community members showing commitment to the abolition of domestic and family violence in our community.
• Lunar New Year Festival, a cherished destination event for over 20 years, brings together up to 50,000 people annually to celebrate the vibrant culture and heritage that defines our community.
• Eurovision Song Contest Live Broadcast Party, Australia’s largest Eurovision live event, brings people together in a celebration of art, culture, and diversity.
• Georges River Youth Festival (GRYFest), tailored to the needs and interests of local youth, connects young people to community spaces and highlights emerging local musicians.
• In Good Taste Festival is more than just a food festival; it is an exploration through the food of our community’s diversity and cultural richness.
Annual community support events honouring Council’s Social Justice Charter include Seniors Week, International Day of People with Disability, Harmony Day, NAIDOC Week, Refugee Week, and Scam Awareness Week
Council events have gained significant media coverage, with our Lunar New Year Festival featured on the Sydney Morning Herald’s front page for the first time. In addition, our Eurovision Song Contest Live Broadcast Party has received notable national and international media coverage, featuring on Channel 9’s Today Show, SBS World News, and the BBC, underscoring the community’s vibrant cultural presence.
PROMOTING THE ARTS
The biennial Georges River Art Prize showcased works from across Australia and provided the local community with the opportunity to see high-quality and diverse artworks.
We proudly presented three unique in-house curated exhibitions that highlighted the rich connections within the Georges River communities. Guraban: Where the Saltwater Meets the Freshwater explored the history of the Georges River and its continuous associations with First Nations communities. ‘Home in St George 1920-1960’ presented fresh perspectives on notions of home and domestic life in the Georges River area from the 1920s to the 1960s. Lastly, Our Journeys | Our Stories explored the Chinese migration history of the Georges River area, interweaving social and cultural history with the work of contemporary Chinese-Australia artists. This exhibition was recognised with a Highly Commended award at the IMAGinE Awards for Museum Exhibition Projects (Medium).
The Artist in Residence Program at Carss Park Artist’s Cottage, open to local, regional, and international artists, provided up to three months for skill development across diverse art forms and recently welcomed its first international artist, highlighting the program's growing profile.
Through the development of the Public Art Policy and the Public Art Advisory Panel, this has seen the successful engagement of recognised artists for numerous projects establishing Georges River as an emerging destination to discover public art that reflects the culture of the area.
The Lower Poulton Park Bat Caves murals are the first contemporary Aboriginal artworks in the Georges River area created by First Nations Artist Danielle Mate. The King Georges Road South Hurstville mural was created by artist David Cragg, in collaboration with Woniora Road School students. As part of Georges River Council’s Ormonde Parade Precinct Public Art project, ‘Interwoven’ is a striking lighting installation featuring LED neon tubes that symbolise connectivity within the Georges River area, created by Sydney artists Lawrence Liang and Ali Megahed. The Claydon Reserve Bus Shelter mural by Joel Cameron in Kogarah Bay promotes activity, fun and care for our natural spaces.
The upgrade of the Olds Park recreational precinct included a distinctive public artwork in the form of a large dragon sculpture called Knucker. Designed by artist Dillon MacEwan to reflect the Georges River Council logo and symbolise prosperity, good luck, and harmony in Chinese culture. Artist Amanda Newman created the Thurlow Community Hub mural in Riverwood celebrating diversity and encouraging inclusivity, connection, and participation amongst its community members.
Hurstville Entertainment Centre has consistently provided entertainment for all ages, supporting community events, school performances, end-of-year celebrations, and popular cultural festivals. Each year, the venue attracts over 150,000 visitors with performances ranging from family favourites like Playschool and The Wiggles to national tours such as comedian Anh Do and international music legend Don McLean. It has also served as a stage for the Sydney Fringe Festival, adding a contemporary edge to the lineup.
COMMUNITY SAFETY
Recognising the need for greater community awareness of safety issues, we introduced a comprehensive Community Safety Education Program, providing the public with key statistics, primary prevention recommendations, and awareness-raising activities to address crime and safety perceptions within the Georges River Council local government area.
Demonstrating our commitment to advance child safety and protection, Council continued to implement the Child Protection Action Plan, launching seven initiatives aimed at increasing awareness and strengthening responses to child abuse and neglect. Council became a Child Safe Organisation, actively supporting community and sporting groups with education and training tools to foster improved knowledge and awareness around child safety.
Additionally, a Youth Engagement Framework ensures that young people’s voices are heard in matters impacting them. This is complemented by the Interactions with Children and Young People Policy. A Child Safe Risk Management Plan was established alongside a child safety training program, which has been delivered to all Council employees, equipping them with skills and practices to prioritise child safety in our community, highlighting that child protection is everyone’s responsibility.
AFFORDABLE FACILITIES
Through our Venue Hire Grants Program, totalling $289,790.46, Council has supported community organisations by subsidising venue hire fees at Councilmanaged facilities, making it more affordable for not-for-profit organisations and unincorporated community groups to run targeted community and cultural programs. The program spans 12 Council facilities, ensuring equitable access to encourage community participation, neighbourhood activation, and a sense of belonging across the area.
Council manages a portfolio of over 60 community properties to meet community needs and expectations. This includes providing more than $1,095,480 in annual subsidies to community organisations leasing Council properties. Through these initiatives, Council is committed to maintaining affordable and accessible spaces that support community engagement and inclusivity.
LIBRARY SERVICES
We introduced new collections including First Nations, Pride and Raising Readers. Our creation spaces expanded with new resources in the eLibrary, a sound booth at Hurstville Library, a musical instrument collection and a digital tool library allowing customers to borrow cameras, podcast equipment and more. Additionally, a new reading tree at Clive James Library in Kogarah has created a vibrant social space for young families.
The harmonisation of the library opening hours enhanced community access offering extended hours to
accommodate community preference for morning programs as well as use of our spaces after school and work.
Our outreach and partnership programs continue to strengthen community connections. Highlights include We Are Georges River which encompasses the annual Historical Markers Program to recognise people and places of historical and cultural importance, the Great Big Book Sale with over 400 attendees, and participation in events like National Simultaneous Storytime, Migrant Information Day, Seniors Festival, NAIDOC Week, and celebrations for Penshurst Library's 50th anniversary and Carss Park's 100-year exhibition.
We also maintain our Home Library Service, providing free delivery to those unable to visit due to illness or disability, and our LibraryGo program, which offers pre-selected library bags to meet the needs of children at Council’s Early Learning Services.
EARLY LEARNING SERVICES
Council operated one preschool, South Hurstville Kindergarten, and five long day care centres, including Jack High Child Care Centre, Carss Park Narani Childcare Centre, Ocean Street Kindergarten, Oatley West Early Learning Centre, and Penshurst Long Day Care. In the past three years, Oatley West Early Learning Centre, South Hurstville Kindergarten, and Penshurst Long Day Care received an Exceeding National Quality Standards rating from the Australian Children’s Education and Care Quality Authority, underscoring the exceptional education, community connections, and care provided.
Council’s Early Learning Services team actively implemented the Reconciliation Action Plan to embed Aboriginal and Torres Strait Islander protocols, enriching education on cultural inclusion. A high level of customer satisfaction confirmed Council's leadership and service delivery in early childhood education.
To strengthen support for children and families in the Local Government Area, the Inclusive Early Learning Services Feasibility Study assessed research, best practices, government strategies, and local needs for inclusion support, resulting in a plan to expand inclusive services for children of all backgrounds and needs. This initiative reflects Council’s commitment to leading inclusive, high-quality early learning in the community.
COMMUNITY FACILITIES
Two new hireable community spaces, Blackshaw Gould Community Pavilion and the Beverly Hills Creative Studio have joined Council’s suite of community hireable facilities. These additions enhance our affordable hire of spaces alongside existing venues including Carss Park Life Saving Hall; Kingsgrove Community Centre; Kogarah School of Arts; Oatley Community Hall; Mortdale Community Centre; PJ Ferry Community Hall, Allawah; Senior Citizens Centre, Hurstville; St George Community Centre, Kogarah; Hurstville
Civic Centre; Marana Auditorium, Hurstville along with various meeting rooms in our libraries.
The Blackshaw Gould Community Pavilion at Hurstville Oval named in recognition of local sporting legends Les Blackshaw and Nell Gould features a lower-level pavilion for sports use with an upper room available for community hire. The Beverly Hills Creative Studio is designed to support a wide range of creative endeavours for students and artists in our community.
Council staff have also been actively collaborating with the Department of Education to enhance our Joint Use Planning Agreement. This agreement aims to effectively utilise school facilities as active green spaces and community resources, and with the Office of Sport to identify trends in community engagement and recreational needs
STRATEGIES AND PLANS
Over the past three years, we have focused on improving our services to ensure they are responsive, accessible, and meet the needs of our community. The creation of the Customer Experience Strategy outlines our commitment to delivering excellent service, while our Customer Experience Charter explains what customers can expect when interacting with us, including how to access information, provide feedback, and suggest improvements. Complementing these, our updated Customer Feedback and Complaints Management Policy provides a framework that ensures feedback is handled fairly and professionally, with clear guidelines for complaint resolution and continuous service improvement.
In events, our Events and Festivals Charter provides a framework for Council and community events, ensuring they address inclusivity, project management, and community benefit. This is supported by our Events Toolkit and Guidelines, which assists the community on how to run a successful event on Council land and provides templates and examples to help their event planning and delivery.
For community facilities, the Open Space, Recreation and Community Facilities Strategy provides a roadmap for developing community centres, libraries, and recreation spaces to meet local needs. Alongside this strategy, the Community Infrastructure Needs Assessment and Area Acquisition Strategy identifies specific gaps in our facility provision, focusing on where future improvements will best serve our residents.
Together, these strategies and policies reflect our commitment to creating a well-supported, connected, and thriving community.
SOCIAL AND CULTURAL PLANS
The newly established Social Justice Charter outlines a strong vision for fostering participation, equity, respect, and empowerment in all Council activities, championing social justice within the organisation and throughout the community.
In a powerful demonstration, over 1,200 community
members participated in the annual NO Domestic Violence Walk for 2023, marching 1.5 km from Netstrata Jubilee Stadium to Kogarah Town Square, Belgrave Street, Kogarah.
To promote diversity, strengthen social cohesion and stand firmly against discrimination, we developed a four-year anti-racism campaign Better Together. We installed twelve #RacismNotWelcome street signs in high-traffic areas, reinforcing that everyone is welcome and that racism has no place in our community.
SOCIAL PARTICIPATION AND COMMUNITY WELL-BEING
Council’s Advisory Groups provide essential insights and help shape our services and projects. Several Advisory Committees were either initiated or rejuvenated during the past three years, including the establishment of the Aboriginal and Torres Strait Islander Advisory Committee, which addresses issues significant to local Aboriginal and Torres Strait Islander communities, while the rejuvenated Seniors Advisory Committee allows seniors and senior organisations to guide Council on their needs. A successful trial led to the establishment of a permanent Sports Advisory Committee, which advises Council on community sporting needs. Additional committees, including the Multicultural Advisory Committee, Access and Inclusion Advisory Committee, and Youth Advisory Committee, further support our diverse community.
We celebrated significant dates throughout the year, creating cohesive programming across Community and Culture, including the inaugural Pride Cup with AFL St George, marking Pride Month. In addition to Pride Month, Council delivers a robust schedule of events and programs aligned with days of cultural, national, and global significance.
Our activities include NAIDOC Week and National Reconciliation Week, celebrating Aboriginal and Torres Strait Islander heritage and fostering understanding. For Seniors Week and International Day of People with Disability, we have hosted events that champion inclusivity and accessibility. Harmony Day highlights our community’s diversity, while Refugee Week acknowledges and supports new Australians. Programs such as these strengthen community connections, celebrating the values of inclusivity, respect, and unity across the Georges River area.
The updated Disability Inclusion Action Plan (DIAP) underscores Council’s commitment to equity, outlining actions for enhancing accessibility across Georges River’s facilities and events. An Accessible, Inclusive, and Liveable Audit was developed in response to the DIAP and will assess key service points and recommend improvements, ensuring welcoming and accessible spaces for all.
COMMUNITY GRANTS
Community Grants Programs to the sum of $951,648 funding to 120 groups across 123 projects, to support the delivery of programs designed by not-for-profit community organisations to meet identified community needs.
Pillar 2: Our green environment
A protected environment and green open spaces
Goal 2.1: Our environmentally sustainable practices inspire us all to protect and nurture the natural environment
Goal 2.2: Our waterways are healthy and accessible
Goal 2.3: Greening, canopy cover and bushland and biodiversity preservation are maximised
DELIVERY PROGRAM PERFORMANCE INDICATORS
Measure
Number of hectares of active bush regeneration activities.
Number of native plants including trees, shrubs and ground covers planted to improve habitat, biodiversity and bushland structure (or other community tree planting) activities.
of volunteer hours associated with Bushcare activities. ≥
of street trees planted each year.
of environmental pollution complaints
within two business days.
Achievements
ENVIRONMENTAL
We finalised the Environmental Resilience Action Plan in 2021/22, focusing on reducing the Council's environmental footprint through initiatives related to water, energy, and materials. It incorporates a Climate Change Risk Assessment and Adaptation Plan for implementation over the next 20 years. Council has committed to net zero carbon emissions and renewable energy targets, achieving 100% renewable energy for its operations three years ahead of schedule. Annual updates on progress towards these targets are provided to the community.
Additionally, we developed an online sustainability calculator, a first in NSW, to assist in achieving net zero emissions by 2050 and to streamline housing assessments.
Sustainable practices promoted include using native plants and preparing infrastructure for electric vehicle chargers. We were the first Council in the Sydney metro area to initiate a trial of shared e-scooters, set to continue until January 2025.
WASTE
In 2023/24, we focused on key actions from the Waste Strategy 2021-2040, including joint tendering for waste collection with Bayside Council and exploring options for waste processing and disposal. An online booking system was launched for kerbside clean-up services to reduce litter and illegal dumping, coupled with educational messaging on waste presentation.
We maintained a small-scale recycling program at various locations, collecting materials like mobile phones and batteries. With the dissolution of the Sydney Regional Illegal Dumping (RID) Squad, a new Ranger - Waste role was created to address illegal dumping locally. We supported Clean Up Australia Days and organised household chemical cleanout events, diverting hazardous waste from 2,514 households.
BIODIVERSITY
We continued to implement recommendations from the 2021 Biodiversity Study, focusing on high-priority actions. Collaborating with the Billion Bees Foundation, native stingless beehives were installed at childcare centres and community gardens to promote biodiversity and educate the community about these important pollinators.
Biodiversity considerations were integrated into various management plans to enhance habitat conservation, tree canopy cover, and mitigate urban heat. We are advancing the Biodiversity, Character, and FSPA Planning Proposal, seeking Gateway Determination from the State Government to protect local biodiversity and the scenic character of our local area.
Additionally, Hook and Line bins were introduced at popular fishing spots to manage fishing waste and protect marine life. We also partnered with Grow It Local to offer digital workshops aimed at promoting sustainability and reducing environmental impact within the community.
URBAN TREE CANOPY
We supported Planet Ark’s Schools Tree Day by providing advanced native trees and shrubs to local schools, aiming to enhance tree canopy cover, create wildlife corridors, and mitigate urban heat. An open space and park tree study was conducted to document trees in key parks and reserves, aiding future canopy enhancement planning. This project was funded by a $40,000 grant, which also supports the development of an asset management database for all street trees in the area.
Our Bushcare team is continuing to actively expand native vegetation planting initiatives throughout the Local Government Area (LGA). This effort significantly enhances canopy cover while also improving the resilience of mid-storey and ground cover layers. By prioritising native species, we aim to foster biodiversity, enhance ecosystem health, and contribute to the overall sustainability of our environment.
SIGNIFICANT TREE REGISTER
Council adopted a Significant Tree Register, featuring 257 trees across 16 sites to recognise and protect trees of visual, botanical, ecological, historical, and cultural significance. The nomination period received extensive community input, and nominations for significant trees on both private and public land will remain open. Assessments will occur either when there are enough nominations or during a five-year review of the Register, depending on funding availability.
WATERWAYS
We continue to partner with the Georges RiverKeeper to protect the Georges River and enhance liveability in the area. Efforts include monitoring and maintaining Gross Pollutant Traps to remove litter and improve water quality. We are also contributing to a Coastal Management Plan for the Georges River Catchment, in collaboration with other councils, which will identify management issues and outline actions to improve the river's health and liveability over the coming years.
OPEN SPACE
We have remediated the former Kogarah War Memorial Pool site, paving the way for a new aquatic facility. We are reviewing management plans for sporting fields, parks, and bushland, having completed plans for Moore Reserve, Penshurst Park, Sans Souci Park, and Donnelly Park. Additionally, the Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy has been adopted, offering strategic guidance for community facilities, including community, centres, libraries, and recreational spaces. This strategy focuses on identifying gaps in local provision and utilises spatial analysis to determine optimal locations for future infrastructure development.
HERITAGE
Our Heritage Building Grants Program offers financial support for the conservation of heritage-listed buildings or heritage projects, primarily focusing on small conservation efforts or extraordinary maintenance. Council will cover up to 50% of project costs, with a maximum grant value of $10,000.
GEORGES RIVER COUNCIL
Pillar 3: Our economy
A diverse and productive economy
Goal 3.1: Local jobs and Local businesses are supported to grow
Goal 3.2: Our town centres are green, clean, vibrant and activated and have good amenities
Goal 3.3: Georges River is a 30-minute city
DELIVERY PROGRAM PERFORMANCE INDICATORS
Measure
The
of reported graffiti removed within 5 days.
Achievements
ECONOMIC DEVELOPMENT
Economic Development at Georges River Council is focused on two primary functions - to support local business and enable economic opportunities now and for the future.
At the local level, we support local businesses through providing relevant information, delivering innovative projects, and hosting capacity building workshops and networking events. In the wider NSW context, we are actively involved in industry, advocacy, and government bodies to create strategic partnerships and encourage investment into the region.
We continue to lift the profile of Georges River local government area (LGA) and demonstrate our position and potential within the global economic corridor of Sydney as a strategic centre Some of our economic development programs included:
Economic Leadership Group (ELG)
The Georges River Economic Leadership Group (ELG) connects Council with key and emerging industry sectors to promote long-term economic opportunities in the region. The ELG supersedes the Economic Advisory Committee Group and Kogarah Collaboration Area Group to consolidate strategic directions across the LGA and to better attract membership. The ELG brings together local business and industry leaders who live, work, and invest in the Georges River region.
The ELG was established in 2024 and Council held three scheduled meetings in 2024 to discuss key interest areas for local businesses, upcoming Council strategies and engaged with key advocacy and State Government bodies.
The ELG members’ attention focused on how to build confidence and connections for the development of Community Improvement Districts; building literacy and awareness to engage with local procurement opportunities; how to create a unified approach for data collection across organisations and businesses to better leverage evidence for funding and investment into the region; and the strength of productive partnerships for greater impact. The learnings from these discussions continue to inform the economic development programs and upcoming Economic Development Strategy
Business Unite Newsletter
Our ‘Business Unite’ newsletter was launched December 2023, highlighting events and opportunities for small to medium business operating in the Georges River LGA. Business Unite is sent out bi-monthly to registered businesses with the opportunity for individuals to subscribe through the Georges River Council Business Website Page
Business Walks
Business Walks in partnership with Service NSW in Hurstville and Mortdale were delivered to promote the Business Connect program, the Business Bureau and Business Concierge Service. Through these programs businesses can access one on one tailored advice, resources, and grants to support the growth and success for businesses at all stages.
Discover Georges River website
Discover Georges River is a local tourism website launched in June 2024 that highlights the local offerings of the Georges River region including local businesses, events, and places. The platform draws information from the Australian Tourism Data Warehouse (ATDW) and provides opportunities for businesses to be discoverable on other tourism platforms.
Georges River Local Business Awards
The annual Georges River Business Awards acknowledges the drive and dedication required to succeed in business and recognises the best in local industry across over 25 categories.
Spark Sydney South – Innovation Summit
In partnership with Spark Festival, ANSTO and Business Chamber South, ‘Spark Sydney South’ was hosted at Netstrata Jubilee Stadium in June 2024. The Summit highlighted the Australian startup, innovation, and entrepreneurship communities with a program that demystified what innovation is and gave local businesses and individuals an opportunity to make valuable networks and connections
Business Chamber South Partnership
We are a Gold Sponsor of Business Chamber South which supports the delivery of a regular schedule of business support activities, workshops and events aimed at strengthening the capabilities and network of the local business community.
Greening and Cleansing of our Town Centres
We implemented several projects focused on enhancing our town centres through upgrades and the creation of new open spaces and green areas. Key initiatives included the Memorial Square upgrade, the MacMahon Courtyard enhancement, the Mortdale Town Centre Streetscape upgrade, and the Riverwood Town Centre Greening our City Project.
We maintained our commitment to both programmed and reactive cleansing activities, as well as the maintenance of sport fields and parks across the Council’s green open spaces and town centres. Our efforts ensure that these areas remain clean, safe, and accessible for all community members, enhancing the overall quality of our public spaces.
Pillar 4: Our built environment Quality, well planned development
Goal 4.1: New development should make Georges River more liveable, vibrant and sustainable
Goal 4.2: Affordable and quality housing options are available
Goal 4.3: There are a range of transport options and increased walkability and cycling to connect people, goods and businesses
Goal 4.4: Everyone has access to quality parks and open space and active and passive recreation facilities
Goal 4.5: Council-led development and assets provide quality, long term benefits to everyone
DELIVERY PROGRAM PERFORMANCE INDICATORS
Achievements
MASTER PLANNING
We are actively advancing the feasibility study, concept plans, and business case for a new aquatic centre in our local government area (LGA), aiming to secure funding for this multi-year project. The planning proposal to rezone the Hurstville Civic Precinct has been officially gazetted, facilitating the future redevelopment of the area into a vibrant mixed-use civic, cultural, commercial, and residential destination.
In response to community consultations, we have prepared the Biodiversity, Character, and FSPA Planning Proposal, which was submitted to the State Government for a Gateway Determination in July 2024. This proposal implements the Georges River Biodiversity Study and the Foreshore Scenic Character Study to safeguard our LGA's biodiversity and unique local character.
We engaged a consultant to assess key cycling routes within the LGA, focusing on Hurstville and the recreational commuter network in Oatley, Lugarno, and Riverwood. The concept design and report were completed in June 2024, and we will now proceed to the detailed design phase.
To ensure our public parks and open spaces remain accessible, well-maintained, and managed, we are utilising various strategies, master plans, and management documents. These resources, along with condition assessments and community feedback, drive our development of works programs to effectively manage our open space assets.
We are currently preparing several Plans of Management and Master Plans for our parks and open spaces, including Carss Bush Park and Todd Park, Donnelly Park, Merriman Reserve, Amendment 1 to the Generic Plan of Management, and the Jubilee Stadium Precinct.
In the 2023/24 financial year, we completed the 10-Year Asset Management Plans (AMPs) for each of the four asset classes. These plans will enhance our prioritisation, planning, governance, and management of Council’s assets, ensuring effective allocation of finances and resources in line with our Long Term Financial Plan
We have also adopted the Georges River Council Local Infrastructure Contributions Plan 2021, which became effective in December 2021. Implementation of the Mortdale Local Centre Master Plan has commenced through the preparation of LEP and DCP controls.
As part of the Olds Park Recreational and Sporting Hardscape Project, we constructed a new skate facility funded by the NSW Government and Georges River Council under the Greater Cities Sport Facility Fund. This state-ofthe-art precinct fulfills the vision of the 2020 Master Plan,
catering to individuals of all fitness levels, including women, girls, youth, and people with disabilities, while addressing ongoing community demand.
DEVELOPMENT ASSESSMENT
Despite significant industry challenges, we have consistently ensured rigorous assessment of Development Applications (DAs) as well as effective coordination of the Local Planning Panel and Sydney South Planning Panel
We utilised the services offered by State’s Metropolitan Assessment Relief Program (MARP) as a means to assist in DA determinations and standardisation of multiple reports and templates.
COMMUNITY EDUCATION
We have facilitated numerous information sessions including two Residential Development Information Sessions and one Industry Professional Information Session. The sessions allowed for open discussion and questions from the community and local professionals about development controls and legislative requirements involved in the assessment process.
Additionally, we actively participated in the Artificial Intelligence (AI) in NSW Planning Grant Program, assessing AI products that would assist our community in navigating the controls to the development and building approval process. Our feedback garnered comment from NSW Department of Housing, Planning and Infrastructure, who noted its value and plans to engage Council in the next stage of the program.
CERTIFICATION AND REGULATION
In the 2023/24 financial year, we have made significant progress with Council’s Certification Campaign. The first of its kind in NSW, the Principal Certifier and Council Responsibilities Policy 2024 clarifies Council’s role and process of handling complaints relating to the management of development sites when a Private Certifier has been appointed the Principal Certifier
Additionally, the Certification Campaign has proposed pragmatic and innovative solutions to consistent community complaints such as public access to CDC plans, Neighbour Notification and functionality of the NSW Planning Portal
The solutions have been well received by correspondence from NSW Department of Housing, Planning and Infrastructure and Building Commission NSW, as well as within State-wide forums such as NSW Planning Portal Customer First Co-design Workshop.
GEORGES RIVER COUNCIL - State of
GEORGES
Pillar 5: Our place in Sydney
Commitment to collaboration, partnerships and sharing resources
Goal 5.1: Leadership focuses on innovation and improving the customer experience
Goal 5.2: The three spheres of government work together to improve services and facilities in our area
Goal 5.3: Georges River is known for being environmentally and culturally rich and enhances its metropolitan position as a destination for people and business
DELIVERY PROGRAM PERFORMANCE INDICATORS
Achievements
ADVOCACY
We have demonstrated strong leadership in implementing key strategic and advocacy initiatives, including Georges River 2050, the Local Strategic Planning Statement (LSPS), the Create Georges River Cultural Strategy, and the Hurstville Place Strategy, Southern Aerotropolis, River Rail. Our advocacy efforts have expanded to over 100 actions, and we adopted the Georges River Advocacy Priorities for 2021/22 to highlight our progress and align our advocacy themes with the needs of our community.
Recognising the challenges of population growth, we have prepared by developing population and employment forecasts, the Affordable and Inclusive Housing Policy, and master plans to meet the demand for diverse and affordable housing.
Alongside this, we have implemented initiatives to enhance the region's resilience against environmental impacts, including biodiversity planning controls, landscaping targets, and a significant tree register. We are also advocating for housing reforms that align with our biodiversity goals.
We strive to elevate our position as a strategic centre within Metropolitan and Greater Sydney. Our contributions to the Committee for Sydney's advocacy report, "Better Buses for Sydney," and our push to prioritise the River Rail - Kogarah to Parramatta line reflect our commitment to improving regional connectivity. The upcoming launch of the new Metro line in Sydney in 2024 has brought media attention to the River Rail proposal, positioning it as a recommended expansion of metro connections in our area.
To enhance our cultural offerings, we are exploring pilot projects, partnerships, and promotions that showcase our region's unique attributes. The Night Manifesto, developed as an advocacy initiative, consolidates insights from community surveys and consultations into a vision that promotes Council resources, the NSW Government’s Vibrancy Reforms, and opportunities from the Office of the 24-Hour Economy Commissioner
In 2024, we were announced as a successful partner in Transport for NSW’s Places to Love program, which allows us to explore how public spaces, such as streets and parks, can be utilised for temporary nighttime activities.
COMMUNITY SATISFACTION
Everyone deserves to live in a community that reflects their values and needs. To gain insights into liveability from our community's perspective, we supported the Australian Liveability Census. The 2023 Census provided valuable information on what matters most in liveable neighbourhoods, how our current areas are performing, and ideas for improvement. This research enables us to compare our local area with others, both nearby and further afield.
We also continued our participation in the Community Satisfaction and Wellbeing Survey, which helps us identify community priorities within the Georges River LGA. This survey assesses the community's overall satisfaction with our performance, activities, services, and facilities.
Pillar 6: Our governance
Leadership and transparency
Goal 6.1: Our community’s voice is considered in planning the area’s future
Goal 6.2: Our decisions are based on evidence which consider financial impacts, the environmental and impacts on future generations
Goal 6.3: Our community knows why and how decisions are made
Goal 6.4: The workforce is inspiring, diverse and engaged
DELIVERY PROGRAM PERFORMANCE INDICATORS
Actual year-to date income is no more than +/- 5% from the year-todate approved budget.
Actual year-to-date expenditure is no more than +/- 5% from the yearto-date approved budget.
Investment portfolio returns for the past 12 months exceeding industry benchmark as disclosed by CPG.
Percentage compliance with statutory and legislative reporting requirements (Office of Local Government Compliance Calendar).
of WHS Incident Management Corrective Actions
Percentage of legal cases determined in accordance with Council’s corporate and strategic objectives including successful prosecutions (convictions) and/or fines for major environment offences, including tree breaches.
Attempted resolution of Class 1 merit appeals by way of alternative dispute resolution such as s34 conciliation wherever possible and appropriate.
Council decisions made at meetings closed to the public.
Percentage of Council Meeting business papers to be publicly available on Council's website at least three days prior to each meeting. *
Percentage of Committee Meeting business papers publicly available on Council's website at least three days prior to each meeting.
indicator not previously measured
GEORGES RIVER COUNCIL - State of our City Report
GEORGES RIVER
Achievements
COMMUNITY CONSULTATION
We utilise various communication platforms, including our website and social media, to engage the community and promote discussions about ongoing projects, programs and initiatives. Face-to-face opportunities at major events allow residents to ask questions and learn about community engagement initiatives that they currently participate in. Residents can also participate through newsletters, public exhibitions, surveys, and workshops.
In 2023, a Community Satisfaction Survey and Liveability Census was completed to inform the next Community Strategic Plan. Throughout the term, major consultations were held on several projects, including the Biodiversity and Foreshore Studies, the Blackshaw Gould Community Pavilion, the Significant Tree Register, Hurstville Precinct Playspaces, and more, ensuring important community input on these initiatives.
ENGAGEMENT MECHANISMS
Our online platform "Your Say" is our primary tool for community engagement, allowing residents to participate in decision-making for major projects. The recent formation of the Economic Leadership Group, Sports Advisory Committee, and Seniors’ Advisory Committee, along with the revitalisation of the Aboriginal and Torres Strait Islander Advisory Committee, highlights our commitment to enhancing community engagement and fostering trust and transparency in our decision-making processes.
We have also developed a Youth Engagement Framework to ensure that a key demographic within our community is consulted with on matters that affect them. This ensures that Council can empower youth to participate and hear fresh perspectives to support a sense of belonging and ownership and build future leadership and civic engagement.
PERFORMANCE REPORTING
Our Community Strategic Plan (2022-2032) was developed through community and stakeholder consultation, although faceto-face engagement was limited due to COVID-19.
We are actively implementing the priorities identified in the Plan and conduct regular reviews. A review is currently underway following the recent local government elections to ensure the Plan aligns with community values and addresses future needs.
TRANSPARENT COMMUNICATION
We live stream all Council and Committee meetings, with recordings available on the Council’s website. Business papers detailing the decision-making outcomes can also be accessed online. We communicate with the community through a standing advertisement and regular mayoral columns in local publications, as well as social media. A fortnightly Community E-newsletter informs residents about new projects open for consultation.
Additionally, the Council engages the community on issues that affect them, including local development strategies, festivals, and events
RISK MANAGEMENT
We conducted an Enterprise Risk Management (ERM) review to enhance the Council's approach to risk management. We reviewed our unified risk registers, and the top strategic risks were reassessed to establish greater accountability among risk owners. The ERM framework addresses various risks, including financial, regulatory, and reputational risks. It includes the Council’s Risk Register, which details all identified operational and strategic risks, as well as the ERM Policy and Plan that emphasises our commitment to fostering a risk-aware culture.
PROCUREMENT
We have ensured that our procurement policies reflect best practices in probity assurance and legislative compliance, continuously improving our systems. In August 2023, we adopted a revised Sustainable Procurement Policy that emphasises ethical governance and responsible sourcing, including measures to combat modern slavery and any engagement with organisations that do not support Child Protection in procurement activities. This policy supports local economic and social recovery by favouring local businesses through two initiatives: additional scoring for local suppliers in public tenders and a preferential approach to engaging local suppliers for other procurement activities.
TIMELY PROVISION OF INFORMATION
We focus on public interest, proactive disclosure, and individual privacy by maintaining online public registers as mandated by the Government Information (Public Access) Act 2009 These registers include contracts, gifts, Councillor disclosures, and records of Council and Committee papers. We publish a disclosure log for contracts over $150,000 and adhere to the Code of Conduct regarding gifts and benefits.
Additionally, Council has developed Enterprise Risk Management and Business Continuity Management Plans, along with operational risk registers that identify Council’s top 10 strategic risks.
AUDIT RESPONSIBILITIES
Our Chief Audit Executive is essential in promoting a culture of risk management and accountability. This position helps ensure we operate effectively and efficiently while safeguarding public resources. During this term, we have conducted various audits, including the community leasing process, swimming pool compliance, the annual RMS drives compliance audit, and reviews of contractors, consultants, and labour hire. We also completed several IMT audits, assessed our Records Management Security Framework, and an ICAC referral concerning recruitment practices. Additionally, we introduced the Office of Local Government Risk Management and Internal Audit Guidelines. Furthermore, we have provided training and workshops on the Code of Conduct, ethics, internal controls, and general governance to enhance our internal audit activities
COUNCILLOR ROLE
The first meeting of the new Council was held on 30 December 2021. Councillor induction and professional development requirements have been achieved to ensure that Councillors are up to date with legislative obligations and the knowledge needed to improve decision making. We introduced a Councillor Ward Discretionary Fund enabling Councillors to provide financial support to individual and community groups.
WORKFORCE PLANNING AND PERFORMANCE
Our Workforce Management Plan, "Our People Plan" (20222026), outlines our commitment to effective people practices that align with business and community needs. We have implemented strategies focused on employee experience, engagement, and excellence to position Council as an employer of choice.
A Talent Acquisition Strategy and Policy have been developed to address skills shortages and improve talent retention, emphasising merit-based recruitment and transparency. We also offer work experience placements and opportunities for staff to take on higher duties or secondments.
The FutureGEN Program was introduced to create entry-level positions, such as apprenticeships and traineeships, to tackle workforce challenges. Additionally, a Diversity and Inclusion Policy is being developed, with staff input aimed at fostering a welcoming and empowering workplace for all.
PEOPLE DEVELOPMENT
Our learning and development framework, LEAP (Learn, Exceed, Achieve and Progress), offers a variety of organisational development opportunities focused on excellence. It includes four development streams: corporate, professional, leadership, and personal excellence, fostering a culture of continuous learning to enhance performance. Throughout the term, numerous programs were delivered to improve skills and capabilities, addressing current and future needs.
PEOPLE CULTURE
Our annual staff engagement survey, ExChange Ideas, assesses employee satisfaction, identifies areas for improvement, and gathers feedback on key workplace practices affecting job effectiveness and organisational culture. Our Saluting Service program recognises staff who have served for 10 years, and at five-year intervals thereafter, celebrating milestones up to 40 years.
Additionally, the Shine Bright Rewards program recognises staff for exemplifying the Council's values, contributing to its vision, ensuring safety, demonstrating innovation, and delivering excellent customer service.
A SAFE AND HEALTHY WORKPLACE
We implemented our Work Health and Safety Strategy to ensure employees feel safe, healthy, and valued. Our BENEFIT 360 program promotes total wellbeing through three pillars: mental fitness (M-FIT), wellness and belonging (WELL-FIT), and work-life balance (FLEX-FIT), fostering a healthier and more engaged workforce.
Flexible work arrangements allow our staff to adjust their hours and compress their work schedules into a two-week “flex period” giving them the option to take time off every other week.
Our WHS Committees facilitate communication between management and workers. Additionally, the City Operational Services’ Safe Work Method Statements (SWMS) were reviewed and are being transitioned to an electronic format for future use.
FINANCIAL STRENGTH
Council remains debt-free, showing strong financial resilience by funding operations with its own source revenue and maintaining a strong cash position. This financial independence has enabled Council to avoid borrowing while continuing to invest in essential infrastructure and services for the community.
For three consecutive years, we have achieved an operating surplus, supported by careful budgeting and prioritisation of valued services, projects, and programs, despite high inflationary pressures. With approval from the Independent Pricing and Regulatory Tribunal (IPART) for a special rate increase through 2025/26, we have been able to budget for continued surpluses, ensuring financial sustainability and compliance with legislative obligations.
We have adopted a rolling three-year Capital Works Program with clear priorities:
• Focus on infrastructure renewal, including transport, stormwater, open space, and buildings.
• Align with the Resourcing Strategy and Long-Term Financial Plan.
• Ensure funding sources are identified and eligible.
• Adhere to strategic asset management principles.
• Link to relevant management plans, including Plans of Management, Master Plans, and Council Strategies.
• Support the Environmental Resilience Action Plan 2022-2040.
Funding for the program primarily comes from grants, developer contributions, and reserves, allowing general revenue to focus on critical projects like road safety and capitalised salaries while maintaining healthy cash levels.
Looking ahead, Council remains committed to strict financial management and effective capital planning to sustain longterm financial stability and continue delivering services to the community.
Georges River Council acknowledges the Bidjigal people of the Eora Nation, who are the Traditional Custodians of all lands, waters and sky in the Georges River area. We pay our respect to their Elders past and present and extend that respect to all Aboriginal and Torres Strait Islander peoples who live, work and meet on these lands.
For more information on this document, please visit georgesriver.nsw.gov.au
Georges River Civic Centre
Corner MacMahon and Dora Streets, Hurstville
Phone
9330 6400
Email mail@georgesriver.nsw.gov.au
Postal address PO Box 205, Hurstville NSW 1481
georgesriver.nsw.gov.au