Agenda


Community and Culture Committee

 

Monday, 12 November 2018

6.00pm

 

River Room

Georges River Civic Centre

Level 1, corner Dora and MacMahon Streets

Hurstville

 

 

 

 


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 2

 

          Community and Culture

ORDER OF BUSINESS

 

1.      Acknowledgement of Country

2.      Apologies

3.      Disclosures of Interest

4.      Public Addresses to the Meeting

5.      Confirmation of Minutes of Previous Meeting

MINUTES: Community and Culture - 08 October 2018

6.      Committee Reports

COM043-18       Hurstville Central Plaza Naming Competition

(Report by Acting Coordinator Communications )................................................... 4

COM044-18       Sponsorship and Donation Requests

(Report by PA to Manager Communications, Customer Service and Events).... 9

COM045-18       Community and Culture Reference Group Meeting Minutes - 16 October 2018

(Report by Coordinator, Community Development)............................................... 14

COM046-18       Public Art Trial Project at Ellen Subway, Mortdale

(Report by Coordinator Cultural Services).............................................................. 22

COM047-18       Major Events Advisory Committee Meeting Minutes - 8 October 2018

(Report by PA to Manager Communications, Customer Service and Events).. 25

COM048-18       Community Grants Program 2018-19 Round 1

(Report by Community Development Officer, Cultural Services)........................ 28

COM049-18       Library Service Delivery Model Review

(Report by Manager Library Services)...................................................................... 34

COM050-18       Draft Georges River Council Open Space, Recreation and Community Facilities Strategy - public exhibition

(Report by Coordinator, Programming and Operations)....................................... 37

COM051-18       Learn to Swim Pilot - Hurstville Aquatic and Leisure Centre

(Report by Executive Manager Premium Facilities and Properties)................... 42

COM052-18       Oatley West Childcare Service - 66 Mulga Road, Oatley

(Report by Manager, Childrens Services)............................................................... 45  


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 4

Committee Reports

Item:                   COM043-18       Hurstville Central Plaza Naming Competition 

Author:              Acting Coordinator Communications  

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation;

(a)     That Council endorse a new official name for the Hurstville Central Plaza in accordance with Council’s adopted Place Naming Policy from the following shortlisted options:

1.      Astra

2.      Eora

3.      Harmony

4.      Diment’s 

5.      Barter’s

6.      Biddegal

(b)     That Council subsequently determine from the following options whether the space should be identified as a:

1.   Plaza

2.   Square

3.   Green

(c)     That Council notes that the winning entry for the new official name be recognised at the official unveiling of this new open space.

(d)     That, where applicable, Council recognise the historical significance and contribution of key individuals and/or businesses nominated during the competition via an interpretative sign at the location of the new open space.

 

 

Executive Summary

1.      The Hurstville Central Plaza Naming Competition resulted in 149 eligible names nominated by members of the Georges River community for the new outdoor space.

2.      This report provides a shortlist of eligible names with relevant background for Council to endorse a new official name for the Hurstville Central Plaza outdoor space.

 

Background

3.      Hurstville Central Plaza Naming Competition ran from 12.00noon Monday 11 June to 12.00noon Monday 9 July and was open to residents, ratepayers, students or business owners over the age of 12 years in the Georges River Local Government Area.

4.      The winning entry will have their nominated name applied as the official name to the Hurstville Central Plaza space and will receive a $250 Westfield voucher.

5.      197 entries were received via yoursay.georgesriver.nsw.gov.au/naming-competition, of which 149 are eligible to name the plaza and receive the prize.  

6.      Council’s Place Naming Policy, which was in draft stage at the time of the competition, formed the basis of the competition terms and conditions. The winning entry was determined based on the draft policy’s selection criteria:

(a)     Creativity;

(b)     Memorability;

(c)     Aspirational quality;

(d)     Capacity to add value to the area;

(e)     Capacity to enhance community pride;

(f)      Familiarity;

(g)     Relatability to the Georges River Local Government Area;

(h)     Inclusiveness;

(i)      Capacity to celebrate the Georges River Local Government Area; and

(j)      Ease of location for emergency services (avoiding confusion with other similarly named locations).

 

7.      Council officers assessed the entries and recommended that the following three options be forwarded to Council for consideration:

(a)     Astra – chosen for its historical significance as outlined by the entrant:

“In the 1940s there was the Astra Reading Rooms and Library located in Diments. The ads from the time suggest that the place was great 'A restful place and ideal place for that spare hour'. This to me sums up what the plaza in Hurstville should be. A place to stop and rest.”

 

The following two advertisements were published in The Propeller newspaper in April 1940:

Source:https://trove.nla.gov.au/newspaper/article/235584952?searchTerm=astra%20reading%20rooms%20hurstville


Source:https://trove.nla.gov.au/newspaper/article/235600622?searchTerm=astra%20reading%20rooms

(b)     Eora – selected for its Aboriginal and multicultural significance, with the following explanation from the entrant: 

“Hurstville is derived from the English word Hurst, which means a wooded eminence. So I gathered the name is elegant and works with history, and Eora is the name of the aboriginal tribe that resided in the area as the first fleet arrived. Both names are very elegant and work off the tongue as well as provide history.”

(Note: there were 11 variations of Eora nominated by different community members, e.g. Eora Central, Eora Place etc., and 13.7% of all entries received were Aboriginal names.)

(c)     Harmony – chosen not only for its relevance to Council’s Chinese residents, but as an aspirational aim of creating a unified community. From the entrant:

‘As Hurstville and surrounding areas are getting more and more diverse, I believe that one of the most important things is that everyone gets along, accepts each other’s differences and lives in harmony alongside each other. Hence why I have chosen “Harmony Square”.

8.      At the 24 September 2018 Council Meeting, Council resolved to defer this matter to a Councillor Workshop to review the full list of entries. The following additional names were nominated for consideration from the eligible entries: Diment, Barters and Biddegal.

(e)     Diment’s - there were a few entries for this name, with reasoning including the following from one entrant: “I grew up in Kingsgrove and regularly my father would ask me to travel to Hurstville by taking the bus to purchase hardware items. I would have been about 9 years of age at the time and that would have been immediately after WW2. I am 82 years of age now and remember those days very well. Many fond memories of those times.”

Another entry detailed the following: “I think once what stood in the area of our new plaza, small standalone shops run by owner-operators. One was Diments after which Diments Way was named. If this access way is incorporated into the plaza then I feel a fitting name should be Diments Plaza.”

In 1907 Mr C Diment, in partnership with Mr Settle, purchased the grocery business of Fred Taylor in Forest Road near Carrington Avenue.  He formed the business into a limited company in 1924, and it became one of the largest hardware stores in the metropolitan area. During the 1950s, it sponsored Council’s annual Festival of Flowers. The adjoining street was so well-known as Diment’s Lane, rather than Station Avenue, that the Council eventually decided to officially name it Diment Way in memory of the business.

Image: Diment Building (C Diment Ltd), in which the Astra Bridge Studio was located.

 

(f)      Barter’s – the entry for Barter’s included the following reasoning for the nomination: “Both famous family names had retail business premises across the road from the plaza at the railway steps now escalator.”

Barter’s was a haberdashery emporium in Hurstville established in 1921 by Charles Barter and carried a wide range of haberdashery, manchester, fabrics, women’s and children’s wear. The end-of-season sales attracted crowds of bargain-hunters. The shop was noted for the quality of their window-dressing, with even the city buyers of Farmer’s Store visiting to view them.

 

 
Image: Barter’s Building

(g)     Biddegal – the entry for this nomination came with the following reasoning:
“Both Westfield, the transport interchange and Club Central which surrounds the new plaza stands on the land of the Biddegal people. I believe in a town of such diverse multiculturalism, an indigenous influence is greatly needed. Club Central has named its function centre as a dedication to the original custodians of this land, as well as Westfield Hurstville commissioning a commemorative plaque in 2015.

“I truly believe by naming the plaza ‘The Biddegal Plaza’ or simply ‘Biddegal Plaza’ allows residents and visitors to be knowledgeable of Australia's enriched history of a town that has revolutionised immensely.”

“Through this and in naming this plaza, it will allow recognition and undiminished history of acknowledgement in a town evolving into a city centre.”

Financial Implications

9.      Funding of $250 is allocated from the 2018-2019 Communications budget for the competition prize.

 

Risk Implications

10.    The selection criteria for the naming competition were developed in accordance with the draft Place Naming Policy. This Policy was adopted at the 24 September 2018 Council Meeting.

11.    Council’s Local Studies Librarian conducted research to verify the suitability and historical accuracy of the above shortlisted names.

Community Engagement

12.    Community engagement was conducted via Council’s communication channels, including the Leader newspaper, the Leader’s Facebook page, posts on Council’s Facebook and Twitter accounts, Community magazine, Community eNewsletter, vinyl posters mounted on site hoarding, posters and flyers in key Council-owned locations, such as its five libraries and at Hurstville train station interchange.

13.    The Aboriginal Reference Group indicated a preference for ‘Eora Square’ out of respect for the traditional custodians of the area. The Multicultural Reference Group suggested ‘Eora Harmony Square’ as it relates to our Aboriginal people and promotes living in harmony at Hurstville’s key centre.

14.    All applicants will be contacted in writing following Council’s endorsement of the official new name for Hurstville Central Plaza to advise of the process and the winning entry.

 

File Reference

D18/161726

 

 

 

  


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 9

Item:                   COM044-18       Sponsorship and Donation Requests 

Author:              PA to Manager Communications, Customer Service and Events and Coordinator, Events and Sponsorship

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation;

(a)     That Council approve the sponsorship of $4,526 ($3,500 financial support and $1,026 of in-kind support) for the Lugarno Progress Association Picnic in the Park to be held on 18 November 2018, at H.V. Evatt Memorial Park, Lugarno.

                                                                                                                  

(b)     That Council approve the sponsorship of $1,797 ($1,337 financial support and $459 of in-kind support) for the Moore Reserve Dog Park Community Christmas Party to be held on 24 November 2018, at Moore Reserve, Oatley.

 

(c)     That Council approve the sponsorship of $4,845 ($4,100 financial support and $745 of in-kind support) for the Buddhist Light International Sports day to be held on 1 December 2018, at Kogarah Park, Carlton.

 

(d)     That Council approve the sponsorship of $1,621 ($985 financial support and $636 of in-kind support) for the International Community Fellowship Hurstville City Carols to be held on 8 December 2018, at Woodville Park, Hurstville.

 

(e)     That Council approve the sponsorship of $1,282 ($686 financial support and $596 in-kind support) for the Oatley Combined Churches Association Carols in the Park to be held on 8 December 2018, at Oatley Memorial Gardens, Oatley.

 

(f)      That Council approve the sponsorship of $10,551 ($9,450 financial support and $1,101 of in-kind support) for the Salvation Army Community Carols to be held on 9 December 2018, at Olds Park, Penshurst.

 

 

Executive Summary

1.      Each month Council receives a number of requests from the community to support their events. In accordance with the Grants, Donations and Sponsorship Policy, each application is then assessed using the Policy’s Funding Determination Model and recommendations are made to Council.

2.      Event organisers requesting sponsorship for events being held prior to Council approval have been made aware that their funding request may not be approved and to consider alternate funding sources.

3.      This month there are six applicants for Council support of community-run events. The total sponsorship amount requested from Council for community-run events for November 2018 is $27,941 ($23,619 total financial support and, $4,323 total in-kind support).

4.     The total sponsorship amount recommended for approval for the month of November 2018 is $23,338 ($19,372 total financial support and, $3,967 total in-kind).

Background

5.     On Friday 12 October 2018, Council received correspondence from Colleen Morton, Secretary of the Lugarno Progress Association. The request was for Council support for a community-run event, Picnic in the Park, to be held on the 18 November 2018 at H.V. Evatt Memorial Park, Lugarno.

6.     Requested support amount was: $6,326 ($5,300 financial support and $1,026 in-kind support).

7.     The recommended sponsorship for this event is: $4,526 ($3,500 financial support and $1,026) which will cover the portable stage, entertainment and PA system. In-kind support includes Council waiving site fees, additional cleansing, access to power and special event bins.

8.     On Wednesday 10 October 2018, Council received correspondence from Tania Katsanis from the Moore Reserve Dog Park Community. The request was for council support for a community event, Moore Park Dog Reserve Christmas Party Fundraiser, which aims to raise funds for the local Sydney Dogs and Cats Home located at Carlton.

9.     The requested support amount was $2,057 ($1,598 financial support and $459 in-kind support).

10.   The recommended sponsorship for this event is: $1,796 ($1,337 financial support and $459 in-kind support) which will cover all requested amounts with the exception of public liability insurance. In-kind support includes Council waiving site fees and the provision of star pickets.

11.   On Thursday 11 October 2018, Council received correspondence from Chia Lee Tai from the Nan Tien Buddhist Temple at Kogarah. The request was for Council support for a community run event The Buddhist Light International Association Sports Day.

12.   The requested support amount was $6,701 ($5,600 financial support and $745 in-kind support).

13.   The recommended sponsorship for this event is: $4,845 ($4,100 financial support and $745 in-kind support) which will cover the marquee hire and portable toilets. In-kind support includes Council waiving site fees, access to power and special event bins.

14.   On Monday 1 October 2018, Council received correspondence from Winston Gauder from the International Community Fellowship. The request was for Council support for a community-run event for the Hurstville City Christmas Carols 2018.

15.   The requested support amount was $1,621 ($985 financial support and $636 in kind support).

16.   The recommended sponsorship for this event is: $1,621 ($985 financial support and $636 in kind support) which will go towards the hire of the audio visual equipment, three fete stalls, advertising and printing costs, hire of flat top truck for stage and port a loo hire. In-kind support includes Council waiving site fees, access to power and special event bins.

 

17.    On Thursday 9 August 2018, Council received correspondence from Richard Sheahan from Oatley Uniting Church on behalf of Oatley Combined Churches. The request was for Council support for a community-run event, Carols in the Park, to be held on 8 December 2018 at Oatley Memorial Gardens, Oatley.

18.    Requested support amount was: $1,282 ($686 financial support and $596 in-kind support).

19.    The recommended sponsorship for this event is: $1282 ($686 financial support and $596 in-kind support) which will cover portable toilet hire. In-kind support includes Council waiving site fees, special event bins and barricades.

20.    On Friday 12 October 2018, Council received correspondence from Kerry Steele from the Salvation Army. The request was for Council support for a community-run event for the Community Carols in the Park, a free community event held for the local community.

21.    The requested support amount was $10,551 ($9,450 financial support and $1,101 in-kind support).

22.    The recommended sponsorship for this event is: $10,551 ($9,450 financial support and $1,101 in-kind support) which will cover the hire of a mobile stage (including full production - lighting and sound) and portable toilets. In-kind support includes Council waiving site fees, additional cleansing, access to amenities, access to power and special event bins.

23.    A summary of the recommendations are provided:

Organisation

Event Date

Event

Recommended Sponsorship (Financial)

Recommended Sponsorship (In-kind)

Recommended Sponsorship

Lugarno Progress Association

18/11/2018

Picnic in the Park

$3,500

$1,026

$4,526

Moore Reserve Dog Park Community

24/11/2018

Moore Reserve Dog Park Christmas Party

$1,337

$459

$1,796

Buddhist Light International Association

01/12/18

BLIA Sports Day 2018

$4,100

$745

$4,845

The International Community Fellowship

08/12/2018

Christmas Carols

$985

$636

$1,621

Oatley Combined Churches

08/12/2018

Carols in the Park

$686

$596

$1,282

Salvation Army

09/12/2018

Carols in Olds Park

$9,450

$1,101

$10,551

TOTAL

$20,058

$4,563

$24,621

 

24.    An assessment of the sponsorship requests occurred using Council’s Grants, Sponsorship and Donations Policy and the Community Benefit Criteria, Funding Determination Model.

Financial Implications

The recommended amount for Council’s approval $24,621 consisting of:

·        Total in-kind value: $4,563

·        Total financial donation value: $20,058

 

2018/19 budget remaining for sponsorship of community-run events: $69,433

 

The sponsorship requests are within the budget allocation.

 

Risk Implications

25.    Each event satisfies the criteria stated in the Events Strategy and the Grants, Donations and Sponsorship Policy. As part of the original Event Application Form, each event organiser provides and implements a risk assessment for their event.

 

Community Engagement

26.    Community engagement was undertaken in the development of the Grants, Sponsorship and Donations Policy and Events Strategy.

 

File References

D18/235491

D18/241794

 

 

 

ATTACHMENTS

Attachment 1

Sponsorship Tracking Budget 2018/19

 


Georges River Council -         Community and Culture - Monday, 12 November 2018

COM044-18            Sponsorship and Donation Requests

[Appendix 1]          Sponsorship Tracking Budget 2018/19

 

 

Page 12

 


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 13

Item:                   COM045-18       Community and Culture Reference Group Meeting Minutes - 16 October 2018 

Author:              Coordinator, Community Development

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation;

That Council adopt the recommendations contained within the minutes of the Community and Culture Reference Group meeting held on Tuesday 16 October 2018.

 

Executive Summary

1.      Minutes of the Community and Culture Reference Group meeting held at 4.00pm on Tuesday 16 October 2018 are attached for Council’s consideration and adoption (Attachment 1).

Background

2.      In accordance with the adopted Terms of Reference (Attachment 2), the Community and Culture Reference Group meets quarterly, and items considered by the Reference Group are presented to Council via the Community and Culture Committee for adoption and posted to Council’s website.

Financial Implications

3.      No budget impact for this report.

Risk Implications

4.      No risks identified.

Community Engagement

5.      Community engagement was conducted including the inclusion and input of community representatives on the Reference Group.

 

File Reference

17/1831

 

 

 

ATTACHMENTS

Attachment 1

Community and Culture Reference Group Minutes - Tuesday 16 October 2018

Attachment 2

Terms of Reference - Community and Culture Reference Group Oct 2018

 


Georges River Council -         Community and Culture - Monday, 12 November 2018

COM045-18            Community and Culture Reference Group Meeting Minutes - 16 October 2018

[Appendix 1]          Community and Culture Reference Group Minutes - Tuesday 16 October 2018

 

 

Page 16

 


 


 


Georges River Council -         Community and Culture - Monday, 12 November 2018

COM045-18            Community and Culture Reference Group Meeting Minutes - 16 October 2018

[Appendix 2]          Terms of Reference - Community and Culture Reference Group Oct 2018

 

 

Page 18

 


 


 


 


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 22

Item:                   COM046-18       Public Art Trial Project at Ellen Subway, Mortdale 

Author:              Coordinator Cultural Services

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation;

(a)     That Council note the proposed schedule and delivery of a public art trial project at Ellen Subway, Mortdale, as outlined in this report.

(b)     That Council approve the allocation of funds from the development and implementation of the Creative Cultural Strategy budget, as outlined in this report.

 

 

Executive Summary

1.      This report outlines the proposed schedule and delivery of a public art project in Ellen Subway, Mortdale.

2.      Council has commenced the development of a Creative Cultural Strategy, Create Georges River. An anticipated outcome of this strategy is the development and implementation of a Georges River Council Public Art Policy. 

3.      The public art installation at Ellen Subway, Mortdale is a trial project to support the development of the proposed Georges River Council Public Art Policy.

Background

4.      At the Council meeting on 27 August 2018, Council resolved (NM074-18):

(c)  That the General Manager seek approval from Sydney Trains for Council to install public art within Ellen Subway, Mortdale, to improve public amenity and prevent graffiti, as a trial project in the lead up to the preparation of the Public Art Policy.

(d) That the General Manager prepare a report to the Community and Culture Committee addressing, amongst other things:

i.     The approval, or otherwise, from Sydney Trains to undertake a public art project in Ellen Subway, Mortdale;

ii.    The proposed schedule and projected timeframe for the completion of the project; and

iii.   The estimated costs for delivery of the project.

 

5.      Council Officers have met with David McCaughey, the Program Manager Graffiti/High Voltage Vegetation, A/Corridor Services Manager from Sydney Trains, about installing public art at Ellen Subway, Mortdale. The project has received in-principle support from Sydney Trains. Mr McCaughey indicated that the infrastructure around Ellen Subway is part owned and managed by Council, and part by Sydney Trains. Final approval will be sought from Sydney Trains to proceed with an art project within the Sydney Trains boundary, pending confirmation of this proposal.

 

6.      Sydney Trains has recently partnered with councils including the City of Sydney and Inner West Council to create works of art as graffiti deterrents, and they have seen a reduction as a result. Sydney Trains is supportive of Georges River Council’s initiative to use public art projects for graffiti mitigation, and has offered logistical advice and support in this venture.

 

7.      Location Map

 

 

8.      It is proposed that the Ellen Subway, Mortdale public art project utilises an established artist to design and execute the project. An Expression of Interest will be advertised to seek proposals for a design utilising the Ellen Subway tunnel and roadside wings. The brief for the Expression of Interest will ensure that the design(s) are sympathetic to the local environment and are reflective of the local community’s identity.

 

9.      Utilising a well-known and respected artist reduces the likelihood of graffiti and tagging, and will also contribute to community identity. The ‘Perfect Match’ program conducted by Inner West Council has provided positive results in deterring graffiti.

 

10.    The proposed timeframe would see the public art project at Ellen Subway, Mortdale completed by July 2019. A timeline is provided below:

 

·        December 2018: Initial community consultation with Mortdale residents and business owners regarding the project and process

·        January/February 2019: Open call-out to artists for Expressions of Interest

·        February/March 2019: Shortlisted candidate/s propose artworks

·        April 2019: Further community consultation for proposed design/s

·        May/June 2019: Artist selected and artwork completed/installed

·        July 2019: Project completion and evaluation.

 

11.    The estimated cost for delivery of this project is $10,000. The National Association for the Visual Arts (NAVA) guidelines state that an artist should receive $71.20 - $85.45 per hour. Initially a shortlist of up to three artists would be identified and each paid a fee of $250 for 3 hours work to create a proposed design for the tunnel. The selected artist would then receive an artist’s fee of $6,000 (two weeks to execute design). The estimated budget also includes additional funding allocation for safety barriers and equipment for the artwork installation and promotion of the program.

 

Financial Implications

12.    The proposed budget for delivery of this project is $10,000. Funds will be sourced from the 2018-19 budget allocation of $200,000 from the Creative Cultural Strategy development and implementation funds in accordance with the Council meeting resolution from 28 May 2018 (FIN026-18).

Risk Implications

13.    A thorough risk management process will be completed for the development and installation of the artwork, and any selected artists would be required to provide their own risk management documentation and appropriate insurances.

Community Engagement

14.    Community engagement will be conducted including community consultation of the potential design(s) for feedback and community participation in the creation of the artwork.

 

File Reference

D18/238878

 

 

 

  


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 24

Item:                   COM047-18       Major Events Advisory Committee Meeting Minutes - 8 October 2018 

Author:              PA to Manager Communications, Customer Service and Events

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation:

That Council adopts the recommendations contained within the Minutes of the Major Events Advisory Committee meeting held on Monday 8 October 2018.

 

 

Executive Summary

1.      Minutes of the Major Events Advisory Committee meeting held at 4:30pm on Monday 8 October 2018 are attached for Council’s consideration and adoption (Attachment 1).

 

Background                              

2.      In accordance with the adopted Terms of Reference, items considered by the Major Events Advisory Committee will be presented to the Community and Culture Committee, then to Council for their adoption and posted to Council’s website.

 

Financial Implications

3.      The recommendations contained within the Minutes of the Major Events Advisory Committee have no financial implications on the 2018-2019 budget.

 

File Reference

D18/161823

 

 

 

ATTACHMENTS

Attachment 1

Major Events Advisory Committee Minutes 8 October 2018

 


Georges River Council -         Community and Culture - Monday, 12 November 2018

COM047-18            Major Events Advisory Committee Meeting Minutes - 8 October 2018

[Appendix 1]          Major Events Advisory Committee Minutes 8 October 2018

 

 

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Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 28

Item:                   COM048-18       Community Grants Program 2018-19 Round 1 

Author:              Community Development Officer, Cultural Services and Manager Community & Cultural Development

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation;

That the funding recommendations resulting from the Georges River Council Community Grants Program 2018-2019 Round 1, as detailed in Attachment 1, be adopted.

 

 

Executive Summary

1.      This report seeks approval for the allocation of up to $200,000 in grant funding to not-for-profit community groups to meet program objectives and address priority community needs in the Georges River Local Government Area.

2.      In Round 1 of the 2018-19 Georges River Council Community Grants program, 49 applications were received for funding, with requests totalling $512,243.

3.      The Community Grants Panel assessed the 49 applications received at the Grants Assessment Panel meeting on 30 October 2018, and has recommended either full or partial support of 38 applications with a total funding allocation of $200,000.

4.      The funding recommendations are attached to this report marked Attachment 1.

 

Background

5.      The Georges River Community Grants Program allocates funds to meet program objectives and address priority community needs under Section 356 of the Local Government Act in an effective and equitable manner, based on the individual merits of each request.

6.      The Georges River Community Grants Program 2018-2019 Round 1 opened on 10 September 2018 and closed on 8 October 2018.

7.      Council received 49 applications, with funding requests totalling $512,243.

8.      Applications for funding were considered across two categories: Vibrant Georges River – Major Programs (up to $25,000) and Capacity Building – General Round (up to $10,000).

9.      Applications were assessed against a range of criteria including the social, cultural, economic and environmental benefits of each project, and their capacity to contribute towards a vibrant, welcoming and inclusive local government area. Consideration was also given to the projects’ alignment with identified community needs and strategic alignment with Council’s Operational Plan, Community Strategic Plan and Cultural Strategy Discussion Paper.

10.    Applications in the Vibrant Georges River – Major Programs category were additionally assessed for their capacity to increase the range of cultural experiences and opportunities available to the community.

11.    The Community Grants Panel met on 30 October 2018 to review and assess the applications. The panel comprised: three Councillors; the Acting Director Community and Culture (as delegated by the General Manager) as Chair; and the Internal Auditor as probity advisor.

 

Financial Implications

12.    Within the Georges River Community Grants Program budget allocation of $200,000 for Round 1.

 

Community Engagement

13.     Community engagement was conducted including: one Community Grants Show and Share event on 31 August 2018, two Community Grants information sessions held in September 2018, and feedback from previous applicants was applied to the implementation of the SmartyGrants grants management system.

 

 

File Reference

D18/240712

 

 

 

ATTACHMENTS

Attachment 1

2018-2019 Georges River Community Grants Round 1 - Summary of Recommended Applications

 


Georges River Council -         Community and Culture - Monday, 12 November 2018

COM048-18            Community Grants Program 2018-19 Round 1

[Appendix 1]          2018-2019 Georges River Community Grants Round 1 - Summary of Recommended Applications

 

 

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Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 34

Item:                   COM049-18       Library Service Delivery Model Review 

Author:              Manager Library Services

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation;

(a)     That Council notes the program and milestones for the ‘Library Services Model Feasibility Study’.

(b)     That the results of the ‘Library Services Model Feasibility Study’ are reported to Council together with recommendations for an enhanced library service and options for consolidated library facilities and alignment with multipurpose community facilities.

 

 

Executive Summary

1.      At the 27 August 2018 Council meeting, Council proposed a ‘Library Services Model Feasibility Study’ to investigate the preferred library service delivery model, including options for the consolidation of library facilities; and the provision of multipurpose community facilities to complement district or central library services within strategic locations across the Georges River Council Local Government Area.

2.      A Request for Quote (RFQ) process for the feasibility study was conducted according to Council’s Procurement Policy and a consultancy agreement was signed and accepted between Council and Roger Henshaw Consultancy Services.

3.      A comprehensive review of Council’s library service will be undertaken together with a range of internal and external consultation activities. The final results of the review will be reported to Council, together with recommendations in early 2019. 

 

Background

4.      At the 27 August 2018 Council meeting, Council resolved (NM069-18):

(a) That Council acknowledge the increasing demand on hireable community spaces and library services to meet community demand across the local government area, as emerging through the Open Space, Recreation and Community Facilities Strategy community consultation process.

(b)  That, following the adoption of the Open Space, Recreation and Community Facilities Strategy, Council commence the preparation of a library service delivery model feasibility study to:

a.   Investigate the preferred library service delivery model;

b.   Identify options for the consolidation of library facilities; and

c.   Identify options for the provision of multipurpose community facilities to complement district or central library services within strategic locations to ensure a balanced approach is taken across all wards in the local government area.

(c)  That, the General Manager prepare a report to the Community and Culture Committee detailing:

a.      The program and milestones for preparation of the feasibility study;

b.      The anticipated completion date of the study;

c.      The proposed schedule of community engagement;

d.      The estimated costs for delivery of the feasibility study; and

e.      The potential sources of funding for the feasibility study;

 

5.      An open RFQ process for the feasibility study was conducted in accordance with Council’s Procurement Policy. Roger Henshaw Consultancy Services was engaged to undertake the study on 15 October 2018.

6.      The Consultant has extensive experience with work of this nature, as well as first-hand experience with the organisation, having worked on the delivery of the Georges River Council Library Strategy 2017-2020.

 

Program & Milestones: Scope of Works

 

7.      The consultant will provide a comprehensive review of library services, aligned to Council’s values and principles, and where relevant, the key priorities of the New South Wales Government as outlined in The Cultural Infrastructure Strategy 2016 and the South District Plan from the Greater Sydney Commission.

 

8.      The project will be undertaken in two stages and include the following:

(a)     Stage 1: Process and Performance Analysis (October 2018):

a.      Background research and analysis including:

i.   Community expectations

ii.  Organisational expectations

iii. Demographic and geographic assessment

iv. Future demand forecasting

v.  Environmental scanning

vi. Industry best practice.

b.      Gap analysis to assess the library’s ability to meet the expectations (both now and in the future) of the community and internal stakeholders.

 

c.      Stakeholder consultation:

i.   Library staff

ii.  Council staff

iii. Library users and residents

iv. Community groups, local business, education providers etc.

 

(b)     Stage 2: Develop and propose a set of recommendations (December 2018):

a.      Development of a summary report, with recommendations, covering:

i.   Number and type of library services

ii.  Branch locations and styles

iii. Opening hours

iv. Staff skills

v.  Staffing levels

vi. Policies and systems

vii.          Co-location and partnership opportunities

 

b.      Development of a set of meaningful key performance indicators that are appropriate to library service delivery.

 

c.      Development of a methodology for Council’s ongoing review and monitoring of proposed key performance indicators.

 

Reporting and project milestones

9.      The final report, due at the close of Stage 2, will provide the results of the study and make recommendations for optimal library service delivery, for the Georges River Council Local Government Area.

 

Financial Implications

10.    The cost of the project is $39,000 and is being funded within the current library services budget.  

 

Risk Implications

11.    No risks identified.

 

Community Engagement

12.    Comprehensive consultation will be conducted through surveys, workshops and focus groups to develop an understanding and gain support for the planning process from key stakeholders. Internal consultations will take place with key stakeholders including Councillors, Council officers, and library staff. External consultations will occur using surveys hosted through Council’s Your Say portal. Participants will include community members, non-library users, and representative library users (e.g. parents, older people, CALD, young adults, family and local historians). 

13.    This stakeholder consultation will complement the consultation activities conducted on behalf of Council in May 2018 by UTS Centre for Local Government and Micromex Research. This consisted of approximately 300 telephone and in-person surveys of community members, including library users and non-users.

 

 

File Reference

NM069-18

 

 

 

 

  


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 37

Item:                   COM050-18       Draft Georges River Council Open Space, Recreation and Community Facilities Strategy - public exhibition 

Author:              Coordinator, Programming and Operations

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation;

(a)     That Council approve the draft Georges River Council Open Space, Recreation and Community Facilities Strategy to be placed on public exhibition from 3 December 2018 to 1 March 2019 to facilitate extensive community consultation.

(b)     That Council Officers undertake further consultation with adjoining councils, the NSW Department of Education, key local sporting associations and other stakeholders to seek feedback on the draft Georges River Council Open Space, Recreation and Community Facilities Strategy during the public exhibition period.

(c)     That a further report be submitted to Council on feedback from any public submissions made during the exhibition period, together with any recommended changes to the draft Georges River Council Open Space, Recreation and Community Facilities Strategy prior to adoption.

 

 

Executive Summary

1.      The draft Open Space, Recreation and Community Facilities Strategy provides high-level direction for the provision of community centres, libraries, open space, sport and recreation facilities, athletics and aquatic facilities in the Georges River Local Government Area.

2.      The purpose of the Strategy is to examine existing services and current demand, and determine the infrastructure needed based on projected future population and demographic estimates for the Local Government Area until 2036.

3.      The draft Open Space, Recreation and Community Facilities Strategy is attached, under separate cover, to this report.

 

Background

 

4.      To address the needs of the Georges River Council Local Government Area, Council undertook to review the existing strategies of the former Kogarah City and Hurstville City Councils, to plan and deliver a consolidated Georges River Council Open Space, Recreation and Community Facilities Strategy.

5.      The formation of Georges River Council has meant that the assets and infrastructure from the former Kogarah and Hurstville Councils are now being planned and managed by the new entity. Council has responded to this opportunity by commissioning this integrated Strategy for key Council social infrastructure including open space, recreation facilities, community centres and libraries.

6.      Council recognises that open space, recreation and community facilities are critical social infrastructures that play a variety of important roles for the community. These facilities and spaces are major contributors to the amenity and appearance of the area, the physical and mental health and wellbeing of the community.

7.      The overarching purpose of this Strategy is to ensure that the community with the Georges River Local Government Area has adequate access to the facilities and spaces that underpin their way of life. These are places and spaces to meet and make connections, to keep fit and play sport, to connect with and enjoy the natural environment, to learn and celebrate the unique Georges River culture and lifestyle.

8.      The draft Strategy considers the following types of facilities:

·    community centres

·    libraries

·    parks and open spaces

·    sports fields and courts

·    aquatic and athletics facilities

·    other recreation activities, such as skate parks

 

Facilities not provided by Georges River Council are also considered as important contributors to the provision of social infrastructure for use of the community. This

includes facilities provided by schools, non-government organisations and neighbouring councils.

 

Methodology

9.      As part of the methodology for the development of the Strategy, Elton Consulting undertook community consultation by conducting online surveys with community members through Council’s Your Say portal, consulted with Council Officers from Georges River Council, as well as neighbouring Bayside, Canterbury-Bankstown and Sutherland Shire Councils. In addition, targeted consultation with key facility user groups focussed on individual categories contained within the scope of work.

10.    A review of relevant existing strategies, studies and policies was conducted to understand key directions for the Georges River area, the wider strategic context, and specific facility types. Council facilities were analysed to assess their quality and services, against spaces and facilities provided by other organisations, their facility usage and demand modelling of sportsgrounds and sporting facilities.

11.    For the purpose of the study, the Local Government Area was segmented into six catchments for planning and demographic analysis, to understand the current Georges River community and likely characteristics of the future population of the area. The six catchments are generally proportionate in their total land mass. Each catchment has its own distinct geographic characteristics with varying degrees of access to public transport, open space and other recreational and community facilities. 

12.    Further analysis of contemporary trends in community facilities, open space and recreation facilities was undertaken to inform the future planning principles and hierarchy. The development of principles for future facilities and spaces, based on Georges River trends, identified gaps and needs, incorporating community consultation results and leading practice trends. Benchmarking of Georges River facility provision was made against neighbouring councils, to understand how Georges River compares to its proximate neighbouring council areas, and to inform the development of standards for future provision, including costing.

13.    The development and prioritisation of recommendations, based on the analysis described proposed provision of capital works including developing new facilities or embellishing open space.

 

Consultation

14.    Recent consultation to inform Council’s new Community Strategic Plan 2018-2028 was analysed for the development of this Strategy. Feedback highlighted the high value the community places on community centres and social infrastructure more broadly. In particular, the community identified a need for additional aged care services, youth facilities, health facilities, sporting facilities, gathering places, library facilities, children’s services, schools, services that support at risk populations, and public art as vital social infrastructure that should be a focus for the future.

15.    Community members also expressed a desire for more community and cultural events, activities and facilities. Specific mention during consultation activities indicated that there should be more and improved sporting facilities, such as pools, fields and courts.

16.    The consultants developed a targeted online survey to understand community perspectives on and satisfaction levels with current facilities, to identify unmet needs across the area. A total of 249 respondents represented all catchments across the Local Government Area, as well as people from outside the area who use Council facilities. Additional statistical data was also sourced from established surveys from the Australian Bureau of Statistics and Australian Sports Commission.

17.    Councillor workshop briefing sessions were held on 18 June and 17 September 2018 to provide strategic direction for the document. The results of these consultation sessions, along with further research and demographic analysis, demand modelling and benchmarking conducted by the consultants has formed the basis of the draft Strategy.

18.    Councillors’ priorities from the visioning workshops included a desire to upgrade sport and recreation areas. It was also suggested that increasing cultural and sporting infrastructure and events should be a priority. Councillors identified that their sporting facilities were one of their best ward assets.

 

Key findings

19.    A key finding from the draft Strategy was the need for community hubs: clusters of facilities that act as focal points for community activity. These community hubs should be considered across three tiers – at a local, district and regional level. The hubs should engage the community to define a vision and identity and provide a range of opportunities for community members to participate in both active and passive recreation.

20.    The focus on community hubs is a place-based approach that responds to the current Georges River context in which facilities, often of different types, are clustered across the Local Government Area. Recommendations indicate that consideration should be made to improving access to all hubs. The hubs approach builds on each area’s existing assets, which includes facilities with limited public transport and other access constraints. Approaches to reduce community members’ reliance on cars to access hubs are critical due to the pressures on parking at busy locations.

21.    The study has identified multiple shortfalls in the current supply of library and hireable community centre space, open space, sports and recreation facilities across the Georges River area. Current gaps in available spaces and services will increase as the Georges River population grows.

22.    With consideration to the current Georges River context and leading practice in community facility and open space provision, the draft Strategy posits that the guiding principles for the future should ensure that facilities should be:

·    Flexible and multipurpose;

·    Clustered with complementary uses;

·    Equitably distributed across and within catchment areas;

·    Activated and safe;

·    Inclusive and reflective of the whole community;

·    Part of a connected network;

·    High quality, sustainable; and

·    Proactively managed.

23.    The draft Strategy recommends a hierarchical approach for the planning and delivery of future facilities and spaces in the Georges River Local Government Area, utilising a three-tiered approach:

Local

Local facilities provide opportunities to meet, play, and relax close to home. They serve smaller catchments of between 5,000 and 20,000 people, depending on the facility type.

District

District facilities are of a larger scale and serve a wider catchment of between 20,000-50,000 people. These facilities contain multipurpose and specialised spaces. They accommodate a mix of active and passive uses and are generally able to host Council events.

Regional

Regional facilities serve populations of around 100,000-150,000 and will often have catchments that extend beyond the Georges River Local Government Area. Regional facilities provide passive and active recreation opportunities and usually include specialist spaces. They have a larger focus on programming.

24.    The recommendations contained within the draft Strategy identify facilities and spaces to be constructed or expanded to address existing and projected shortfalls, using this three-tiered hierarchy.

 

Key actions and proposed implementation program

25.    The draft Strategy proposes a schedule of capital works priorities identified in short and medium term recommendations over the next 10 years, including indicative costings and financial implications, with long term recommendations for future analysis.

26.    Some short and medium term priorities include:

·    Prepare a master plan for the Olds Park Hub considering the redevelopment of Penshurst Library and improvements to the skate park and netball courts;

·    Complete a Site Suitability and Feasibility Study of the Carss Park Pool, and action recommendations;

·    Develop a community hub in Peakhurst or Lugarno with 1,000-1,200sqm of community space;

·    Deliver Stages 2 and 3 of the approved Penshurst Park Sporting Hub Master Plan;

·    Undertake further improvements at San Souci Leisure Centre; 

·    Investigate and deliver placemaking approaches to improve Riverwood shops;

·    Undertake sports fields upgrades as part of a rolling program with irrigation, drainage, returfing and resurfacing suggested for H.V Evatt Memorial Park, Olds Park and Beverly Hills Park.

 

27.    It is recommended Council develop a cost recovery policy for use of sports fields. This will require engaging with local clubs to determine agreed levels of service for sports fields. Engagement with relevant sporting associations will address:

·    current condition of sports fields used by clubs;

·    costs associated with the current level of service;

·    costs to bring these fields to a higher standard and to maintain them into the future;

·    options available for fields and approaches to cost recovery.

28.    Council approval is now requested to place the draft Open Space, Recreation and Community Facilities Strategy on public exhibition from 3 December 2018 to 1 March 2019, with further community consultation to be conducted over the summer period by way of pop-up stalls, capitalising on attendees at Council’s major events.

29.    Following the public exhibition and community consultation period, feedback received will be considered, and where appropriate, incorporated into the draft Open Space, Recreation and Community Facilities Strategy.

30.    The draft Open Space, Recreation and Community Facilities Strategy will then be submitted to Council for adoption during 2019.

 

Financial Implications

31.    The approved budget for the development of the Open Space, Recreation and Community Facilities Strategy is $216,220, funded through s94 allocations within the 2017-18 and 2018-19 financial year budgets.

 

Risk Implications

32.    Operational risk/s identified and management process applied.

 

Community Engagement

33.    Community engagement was conducted including online surveys through Council’s Your Say portal and targeted consultation with facility users, government bodies and other key stakeholders.

34.    Further community engagement will be conducted during the exhibition period when public submissions are sought for feedback on the draft Strategy, in addition to face-to-face community sessions including pop-up stalls at key Council events.

 

File Reference

D18/241114

 

 

 

  


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 42

Item:                   COM051-18       Learn to Swim Pilot - Hurstville Aquatic and Leisure Centre 

Author:              Executive Manager Premium Facilities and Properties

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation

(a)     That Council note the outcome of the pilot Learn to Swim program undertaken at Hurstville Aquatic Leisure Centre.

(b)     That Council consider whether to financially support the continuation of the Learn to Swim           program across Georges River and, if so, nominate a preferred funding model and source of funds.

(c)    That Council writes to the Federal Minister for Sport, the Honourable Bridget McKenzie
         seeking financial support for learn to swim programs thereby addressing the
         recommendations in Sport 2030 Strategy.

 

Executive Summary

1.      BlueFit, the operator of Hurstville Aquatic Leisure Centre (HALC) on behalf of Council, agreed to undertake a trial learn to swim program that included 24 students from Connells Point Primary School and 27 students from Carlton South Primary School. The students were identified as non-swimmers in need of swimming lessons. BlueFit also provided bus transport to and from HALC. The program demonstrated improvement in the swimming capability of the students involved.

2.      This report outlines the outcomes of the pilot learn to swim program and provides funding model options should Council wish to continue or expand the program.

Background

3.      On 28 May 2018 Council resolved (NOM 033-18):

(a)   That Council request BlueFit Swimming to trial a free (needs based) learn to swim program for approximately 60 non-swimmer primary school students at the Hurstville Aquatic Leisure Centre commencing Term 3 (July 2018).

(b)   That the trial program include students from selected local public primary schools who have the highest number of students who cannot swim.

(c)   That Council receive a report after the trial program to discuss its success and the options available to Council to expand and/or subsidise the program to include all public primary schools in the Georges River Local Government Area.

(d)   That the report also advise if the program would qualify for the ‘Active Kids’ rebate, or other funding options.

4.      Council Officers liaised with BlueFit to explore a pilot learn to swim program for students in two identified schools that were in need of swimming lessons.

BlueFit identified the following opportunities:

Connells Point Public School (9 day intensive program)

4th July - 27th July (Tuesday - Friday)

30th July - 3rd August (Monday - Friday)

1.00pm - 1.45pm lesson time

Carlton South Public School (10 day intensive program)

20th August - 24th August (Monday - Friday)

27th August - 31st August (Monday - Friday)

1.50pm - 2.35pm lesson time

 

5.   BlueFit assessed the pilot program, following its delivery.

 

6.   The students participated in 10 lessons with an assessment conducted at the beginning and again at the end of the program. All participants demonstrated improvement with some more significant than others. BlueFit provided the pilot program as a community contribution at no cost to Council

 

7.   Bluefit identified a potential expanded and subsidised future model (Option 1) that would include 10,000 Stage 3 students across the Local Government Area (LGA) at $100 per student for 10 lessons, including transport to and from HALC, over a 3 year period.  This would be a cost to Council of $1million per year; $3 million in total over 3 years.

 

8.   Other options for Council to consider (for the continuation or expansion of the Learn to Swim program) include:

Option 2:

A group of 200 students selected from 10 schools (2 schools from each Ward) could be awarded a scholarship to attend a Learn to Swim program at a suitable ‘down time’ at the HALC.  Cost will be $20,000 per annum, ($2,000 per school). Cost over 3 years is $60,000.

Option 3:

An extension and expanded of  the pilot program for a further 12 months with 200 students from 10 selected schools, can be commissioned to gather a wider range of results and outcomes. Cost $20,000 in total, consisting of $2,000 per school.

Option 4:

Continuation of the program on a Ward-based scholarship approach with disadvantaged students from selected schools being awarded a subsidy to attend the Department of Education Learn to Swim program with a $100 subsidy per student being provided by individual ward councillors from the Councillor Ward Discretionary Fund.

 

9.   In any of the options above, Council will need to ensure that Bluefit does not continue to subsidise the Learn to Swim program, due to potential conflicts of interest arising should Bluefit participate again in a future tender process for management of the HALC.  Future subsidies should be paid to the NSW Department of Education.

 

10. As BlueFit is a registered provider for the NSW Government ‘Active Kids’ rebate
program, the course could be offered to all students who are eligible for the ‘Active Kids’
rebate, that is $100 in value, and will pay for the individual’s swimming program (subject to the rebate not having already been used by the student for another activity).

In all of the options above, the discounted rate of $10 per student would need to be confirmed with BlueFit, and the program administration process established.

 

11.    The Federal Government Sport 2030 Strategy recognises that State and territory governments have decreased mandatory learn to swim programs in schools, and cost of living pressures mean families are not prioritising learning to swim.

 

12.    As a result, many children will leave primary school without the swimming skills and knowledge they will need to be safe around water for the rest of their lives. The Australian Government is supporting the Australian Water Safety Council’s goal of zero preventable drowning deaths. The Australian Government will work with state and territory Education Ministers to ensure that all children have access to a learn to swim program in primary school and as part of the Sport 2030 Strategy. The Australian Government also aims to ‘collaborate and partner across portfolios, with state and territory government, local government and non-government organisations and the corporate sector which share our vision for a more active Australia’.

 

Financial Implications

13.     Additional funds required for Option 1 ($1 million per year) would need to be sourced and allocated in future budgets for the next 3 years.

 

14.     The proposed funding for Options 2 and 3 would need to be sourced and allocated in future budgets on an annual basis.

 

15.     Additional funds required for Option 4 could be sourced from individual councillor ward fund allocations should councillors from any ward wish to fund a scholarship program in future years.

 

 

Risk Implications

 

9.      Sourcing adequate funds to resource the program’s continuation or extension.

 

Community Engagement

10.    Community engagement will not be required.

 

 

File Reference

D18/241488

 

 

 

  


Georges River Council –      Community and Culture -  Monday, 12 November 2018                                                    Page 45

Item:                   COM052-18       Oatley West Childcare Service - 66 Mulga Road, Oatley 

Author:              Manager, Childrens Services and Project Officer

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation;

(a)     That Council note the proposed next steps in the development, construction and delivery of 66 Mulga Road, Oatley as a new Georges River Council childcare centre to open to the public in January 2020.

 

(b)     That Council note the attached community engagement and communication plans for the project.

 

(c)     That Council approve the allocation of funds from the Repealed Hurstville Section 94 Community Facilities Plan, up to the value of $4 million, for the construction and fit out of the Mulga Road, Oatley West Childcare Centre.

 

 

Executive Summary

1.      In May 2018, 66 Mulga Road, Oatley was purchased by Council following the meeting of Council on 23 April 2018. The Mulga Road property was procured for the purpose of building a childcare centre in order to expand Council’s childcare services to the community.

2.      A subsequent resolution of Council NM059-18 (Notice of Motion, Councillor Tegg) from 23 July 2018 Council Meeting resolved:

That the General Manager prepare a report on the next steps in the development of the newly acquired property at 66 Mulga Road, Oatley for a childcare centre and that the report be submitted to the Community and Culture Committee for consideration, in conjunction with a community engagement and communication plan for the new childcare service.

3.      This report provides the next steps in the development, construction and delivery of the Oatley West Childcare Centre, 66 Mulga Road, Oatley, together with a community engagement and communication plan.

Background

4.      The Mulga Road property was purchased with an approved Development Application for a childcare centre with maximum capacity of 49 places per day. The Mulga Road property is desirable due to its ideal location, located on the Mortdale-Peakhurst Ward boundary. It will provide services to the surrounding areas including the suburbs within the Peakhurst Ward where current equitable childcare service provision is lacking. Figure 1 below shows the limited supply of childcare services in the surrounding area of the proposed Mulga Road childcare centre, with four privately operated childcare services in a two kilometre radius from the site. Figure 2 shows the childcare services operated by Council indicating the need for a childcare centre to service the residents of the area surrounding Oatley West and the Peakhurst Ward.

Figure 1. Childcare services surrounding the area of the Oatley West Childcare Centre.

Figure 2. Map of Georges River Council childcare services.

5.      Consistent with Council’s procurement policy, the original designing architects, Liskowski Architects were engaged to continue the vision of providing a state-of-art childcare centre for the local area. This also meant minimising costs by not engaging another design firm.

 

Timeline for project completion

6.      Tendering for the construction of the Oatley West Childcare Centre opened 16 October 2018, and will close 15 November 2018. It is anticipated that the evaluation panel will assess tender submissions and submit for Council approval at the 17 December 2018 Council Meeting. Subject to Council approval, construction will begin in February 2019 with an expected construction completion date at the end of December 2019. A launch for the new childcare service is tentatively planned for January 2020.

 

7.      The milestones for completion of the project are shown in Table 1 below.

Task Name

Date

Concept designs finalised

September 2018

Tender documentation ready for advertisement

October 2018

Tender Open

October – November 2018

Tender Evaluation

27/11/2018 - 30/11/2018

Community and Culture Committee - Tender

10 December 2018

Council Meeting - Tender

17 December 2018

Construction and fit out

February – December 2019

Community engagement program

January 2019 - January 2020

Implementation of the operational components

August 2019 – January 2020

Launch Oatley West Childcare Centre

January 2020

Table 1. Milestones for construction of Oatley West Childcare Centre.

 

Engagement and communication plans

8.      Engagement with the community, as detailed in points 24-26 below, will include a community meeting at Mortdale Community Centre to obtain community feedback on the service provision of the new childcare centre.

9.      A communications plan (Attachment 1) has been developed in consultation with the Communications team. The plan will promote the new Council childcare centre being constructed in an area that is currently underserviced. Promotion will highlight the new childcare centre as catering to 49 children, aged 6 weeks to 6 years. An overview of services and regular updates on works will also be communicated to the community through various relevant channels.

Operational considerations

10.    The 49 placed service would require three playrooms for 6 weeks old - 2 years, 2 – 3 years, and 3 – 6 years. The service capacity requires 15 staff resources.  The breakdown of the 49 places pertaining to ages of children is shown in Table 2 below.

Playroom

Ages

Number of children

Projected income per day

Nursery Room

6 weeks – 2 years

16

$1,920

Toddler Room

2 – 3 years

15

$1,800

Pre-school Room

3 – 6 years

18

$2,160

Table 2. Breakdown of rooms in relation to age, capacity and projected income.

 

11.    Oatley West Childcare Centre compares with Narani at Carss Park in terms of capacity, resourcing levels and anticipated service provision. A review of Narani’s staff resourcing levels and operational expenses, allows for the following initial estimates for the annual operational costs of Oatley West Childcare Centre shown in Table 3. 

 

Costs

Number

Expenditure

Comment

Staff salaries

15

$1,009,754

This figure includes 17% on costs

Casual and agency staff

As required

$80,000

 

Operational

N/A

$60,000

Council rates, electricity, telephone, cleaning

Materials and contracts

N/A

$80,000

Food, wipes, books, educational resources

Table 3. Estimate of annual operational cost for Oatley West Childcare Centre.

12.    The above figures represent a total anticipated annual cost of $1,229,754 for the Mulga Road facility.

13.    Staff resources for the Oatley West Childcare Centre are estimated below in Table 4.

Role/Qualification

Number

Hours per week

Cost per role

Early Childhood Teacher

3

35 hours

$75,365

Coordinator

1

35 hours

$81,167

Childcare Worker

5

35 hours

$52,655

Childcare Assistant

4

1 @ 20 hours

3 @ 35 hours

$30,413

$48,944

Customer Experience Officer

1

35 hours

$61,549

Chef

1

30 hours

$53,707

Table 4. Estimate of staff resourcing and costs for Oatley West Childcare Centre.

14.    Based on the above figures for staff resources, the expenditure is $863,038, excluding agency and casual staff which will be determined as required and budgeted separately. This figure also excludes 17% on-costs.

 

Financial Implications

15.   Initial construction and fit out costs are estimated at $4 million, pending finalisation of the quantity surveyor’s report. Approval for the allocation of funds from the Repealed Hurstville Section 94 Community Facilities Plan is recommended.

16.    As detailed in points 11-14 above, the total anticipated annual operational cost of the Oatley West childcare centre is $1,229,754. This cost is based on no vacancies.

17.    Table 2 indicates a projected income of $1,440,600 per annum on the 49 places of long day care at Oatley West Childcare Centre (assuming nil vacancies). These figures are based on Council evaluations of current services and expected increases in fee and charges for the projected 2019-2020 financial year. The estimated expenditure is $1,229,754 based on the average cost of $22,000 per child reflected at Narani, Carss Park service.

18.    The income projected is based on a daily fee of $120 per child per day.

19.    Based on full capacity, it is estimated that the Oatley West Childcare Centre will generate $5,880 daily and $29,400 weekly (based on a 5 day week). Reflective of current utilisation rates of our existing six services, we anticipate opening the service at 80% capacity and steadily increasing utilisation over a year.

20.    Any realised surplus would be transferred to the Children’s Services Reserve to fund future maintenance and asset renewal costs.

21.    Resulting from compliance and service standards influencing resourcing and operational costs a review of Council’s fees and charges for children’s services will be completed to ensure long term financial sustainability and market competitiveness of Council services.

Risk Implications

22.    To satisfy components of the community consultation and engagement program, Council Officers will seek feedback on desired service provisions of the Oatley West Childcare Centre from interested families within the Local Government Area.

23.    Council Officers have engaged the services of a quantity surveyor to provide accurate cost projections, and provisions were incorporated in the tender documents to outline the financial consequences of construction not meeting deadlines as a result of contractor actions.

24.    A marketing plan has been developed as part of the community consultation and engagement program. Promotion of the Oatley West Childcare Centre will be targeted to parent and families in the Local Government Area, including the waitlist at Council’s existing childcare services and to other Council services throughout the Georges River Council area.

 

Community Engagement

25.    A communication and community engagement plan has been developed to provide the community with an opportunity to give feedback regarding the new childcare centre, including the provision of services within the facility.

 

26.    Table 5 below describes the 3 phases that make up the community engagement planned for this project.

a.      Phase 1 involves consultation with the community through a survey on the desired services provided for within the new childcare centre. This will include;

i.        Type of childcare service that would best support family’s needs

ii.       Hours of operation to meet the needs of the community

iii.      Expectations around quality levels

iv.      Provision of food services.

 

The results will be presented at a community workshop for further discussion, leading to the development of a survey targeting specific feedback pertaining to the new Oatley West Childcare Centre.

 

b.      Phase 2 will include a Show and Tell Day comprising a public forum held at one of Council’s Childcare Services to present the designs and planned service provision of Oatley West Childcare Centre. During this time, orientation packs will be distributed and promotion will take place through local schools, libraries and other community centres within the Georges River Council Local Government Area to encourage patronage of the new childcare centre. During phase 2, the local community will be invited to suggest artefacts that could go into a time capsule. Relevant artefacts will be buried in a time capsule at the new childcare centre.

 

c.       Phase 3 will occur after construction is completed, when Council will host an Open Day to showcase the newly built childcare centre and launch services.

 

Phase

Activity

Dates

Target Group

Level of Engagement

 

1

Survey community on what they would look for in future childcare services

February 2019

Parents/Families in the Local Government Area

Collaborate

Involve

Community workshop – provide results from survey and collecting more data

March 2019

Georges River Council Residents

Inform

Collaborate

Involve

2

Show and Tell Day – visual presentation of centre plans and orientation packs for enrolment

July 2019

Parents/Families in the Local Government Area

Inform

Consult

Inform

Time Capsule

October 2019– January 2020

Existing Childcare Centre customers

Collaborate

Involve

Inform

Involve

3

Open Day and Launch at newly Constructed Childcare Centre

January 2020

Georges River Council Residents

Inform

 

Table 5. Community engagement plan showing engagement activities phased and their respective dates and target audience.

 

27.    Various channels of communication will be utilised, including:

a.      Signs, posters and flyers to the community and local community services.

b.      Social media and Council’s website.

c.       Leader advertisement and potential print editorials.

d.      Councillor Information Bulletin, GM’s Message, and other e-newsletters used by Council both for internal and external audiences.

 

File Reference

D18/242048

 

 

 

ATTACHMENTS

Attachment 1

Oatley West Childcare Centre - Communications Plan

 


Georges River Council -         Community and Culture - Monday, 12 November 2018

COM052-18            Oatley West Childcare Service - 66 Mulga Road, Oatley

[Appendix 1]          Oatley West Childcare Centre - Communications Plan

 

 

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