AGENDA


Community and Culture Committee

 

Monday, 12 August 2019

6.00pm

 

Dragon Room

Level 1, Georges River Civic Centre

Hurstville

 

 

 

 

 

 

 

 

 

 

 


Georges River Council –         Community and Culture -  Monday, 12 August 2019                                                        Page 2

 

          Community and Culture

ORDER OF BUSINESS

 

1.      Opening

2.      Acknowledgement of Country

3.      Apologies / Leave of Absence

4.      Notice of Webcasting

5.      Disclosures of Interest

6.      Public Forum

7.      Confirmation of Minutes of Previous Meeting  

MINUTES: Community and Culture - 08 July 2019

8.      Committee Reports

COM029-19       Outgoing Sponsorship and Donations

(Report by Coordinator, Events and Sponsorship).................................................. 3

COM030-19       Kogarah Health, Education and Innovation Precinct (Draft Investment Attraction Strategy)

(Report by Senior Project Officer)................................................................................ 5

COM031-19       Georges River Council Open Space, Recreation and Community Facilities Strategy 2019-2036

(Report by Coordinator, Programming and Operations)....................................... 45

COM032-19       Cultural Activation Program

(Report by Manager Community & Cultural Development).................................. 52  

 

 


Georges River Council –         Community and Culture -  Monday, 12 August 2019                                                        Page 3

Committee Reports

Item:                   COM029-19       Outgoing Sponsorship and Donations 

Author:              Coordinator, Events and Sponsorship, Acting Personal Assistant to the Manager of Customer Experience and Events, Personal Assistant to Manager, Community & Cultural Development and Events Officer

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

Recommendation:

(a)     That Council approve the donation of $500 to the Australian Air League Riverwood Squadron to participate in the 2019 Pearl Harbour Memorial Parade in Hawaii on Saturday 7 December 2019.

(b)     That Council approve event sponsorship of $2,050 to support the Greek Orthodox Church and Parish of Kogarah Annual Fete to be held at Kogarah Town Square Belgrave Street, Kogarah on Sunday 29 September 2019.

 

 

Executive Summary

1.      Each month Council receives requests from the community to support community events and initiatives. 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.

 

Background

2.      On 18 June 2019, Council received correspondence from Chris Bailey, Group Lieutenant of the Australian Air League Riverwood Squadron, requesting support for the Squadron to participate in the 2019 Pearl Harbour Memorial Parade in Hawaii on Saturday 7 December 2019. While the Australian Air League Riverwood Squadron is located within the Canterbury Bankstown local government area, a large proportion of Squadron members reside within Georges River, and the group makes a significant contribution to the Georges River community, including performing at key Council-supported events. Funding of $500 will support the group to represent the Georges River area at this international cultural event, and acknowledges that they may also request support from Canterbury Bankstown Council.

3.      On 9 July 2019, Council received correspondence from the Ladies Auxiliary/Philoptohos of the Greek Church Resurrection of Christ, Lady of the Myrtles, St Elessa, Belgrave St Kogarah. The Ladies Auxiliary/Philoptohos, have been organising the fete for 30 years. The annual event is reported to attract up to 20,000 parishioners and local residents from the Georges River and surrounding areas. The Greek Orthodox Parish and Community of Kogarah Annual Fete is proposed to be held at Kogarah Town Square Belgrave Street Kogarah on Sunday 29 September 2019. The total sponsorship amount requested from Council for this event is $2,050. Sponsorship support will contribute to the cost of hiring 200 chairs ($638) and Sydney Traffic Control ($1,412).


 

4.      A summary of the recommendations is provided below:

Donations        

Organisation

Event Date

Event

Requested Amount

Recommended Financial

Recommended In- Kind

Recommended Amount

Australian Air League – Riverwood Squadron

7/12/2019

2019 Pearl Harbour Memorial Parade

$500

$500

NIL

$500

TOTAL

$500

$500

 

$500

Sponsorship

Organisation

Event Date

Event

Requested Amount

Recommended Financial

Recommended In-kind

Recommended Amount

The Ladies Auxiliary/ Philoptohos

29/9/19

Greek Orthodox Parish & Community of Kogarah Annual Fete

$2,050

$2,050

NIL

$2,050

TOTAL

$2,050

$2,050

NIL

$2,050

 

Financial Implications

5.      The total donation request for Council’s approval is $500.

The approved 2019/20 budget for Donations is $50,000.

The remaining balance of the 2019/20 Donations budget is $44,600.

The total financial request for Council approval is within the 2019/20 approved budget.

 

6.      The total sponsorship request for Council’s approval is $2,050 consisting of:

·    Total financial value: $2,050

·    Total in-kind value: NIL

The approved 2019/20 budget for sponsorship of community-run events is $104,870.00.

The remaining balance of the 2019/20 Sponsorship budget is $54,870.00.

The total financial request for Council approval is within the 2019/20 approved budget.

 

Risk Implications

7.      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

8.      Community engagement was undertaken in the development of the Georges River Council Grants, Donations and Sponsorship Policy and Events Strategy.

9.      The Georges River Council Grants, Donations and Sponsorship Policy was adopted by Council on 27 August 2018.

File Reference

D19/136402

 

 

  


Georges River Council –         Community and Culture -  Monday, 12 August 2019                                                        Page 7

Item:                   COM030-19       Kogarah Health, Education and Innovation Precinct (Draft Investment Attraction Strategy) 

Author:              Senior Project Officer

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

Recommendation

That the Draft Kogarah Investment Attraction Strategy be endorsed for public exhibition for a period of not less than 28 days.

 

 

Executive Summary

1.      The purpose of this report is to seek Council endorsement of the Draft Kogarah Investment Attraction Strategy to commence public engagement.

2.      The purpose of the Kogarah Investment Attraction Strategy is to drive the economic innovation of the current Kogarah Health and Education Hub by identifying the opportunities available to Council to attract business and investment, incentivise innovation and build long lasting strategic partnerships to support area’s existing and future jobs.

3.      The Draft Kogarah Investment Attraction Strategy is attached to this report.

 

Background

4.      Council engaged Deloitte to develop an Investment Attraction Strategy for Kogarah to guide the expansion of investment and employment in the sectors of health, education and innovation in the area.

5.      Building on Kogarah's existing strengths and competitive advantages compared to other precincts, the strategy presents a credible and fact-based narrative for Kogarah based on the four R's of post-acute/injury health:

·    Recovery - Kogarah’s walkability to a number of open space and natural environment areas make it ideal for patients to recover in a pleasant and recovery enhancing environment

·    Rehabilitation - Patients recovering from surgery and those with injuries will require rehabilitation services and allied health services, of which Kogarah is home to many

·    Restoration - Patients recovering from serious injury and illness need support to restore their life circumstances, including acute care, mental health and relationship support

·    Regenerative medicine - This type of medicine represents the new technology frontier, enabling individuals to strengthen their normal functioning of cells, tissues and organs. It is a current research focus of the UNSW Clinical School at St George Public Hospital.

 

6.      Kogarah has been mapped against the Greater Sydney Commission’s Precinct Maturity Pathway, with six phases identified: Hospital, University, Research, Scale, Agglomeration, Diversification and Ecosystem.

·    Phases 1 and 2 – Education and Research – Kogarah’s existing hospitals and TAFE activity provide opportunities for innovation, skills and research.

·    Phases 3 and 4 – Scale and Agglomeration – research opportunities could lead to the commercialisation of R&D, with universities, medical research institutions and private companies pursuing research in health.

·    Phase 5 and 6 – Diversification and Ecosystem – The development of health, education and innovation precinct will act as a catalyst to enable specialisation, investment, growth in hospitality, night time economy and retail.

With the absence of a large research and tertiary presence, Kogarah is currently situated between the Research and Scale phase.

 

Recommendations

7.      Based on the analysis of Kogarah and its current health and education landscape, as well as its demographics, the strategy identifies that there are a number of opportunities for the development of a Kogarah Health, Education and Innovation Precinct (HEIP).

8.      Kogarah’s unique specialisation in trauma through the St George Public Hospital, its numerous allied health services and its history of financial services experience and expertise are key drivers for the area’s suitability for a HEIP. As well as this, Kogarah’s slightly younger and older, higher income population give it high potential to become a health and wellness hub.

9.      Development of a HEIP will lead to flow-on effects for the area, including economic uplift, an enhanced night time economy, and positive reputational effects. The strategy suggests a number of recommendations for Council to pursue:

·    Develop a Kogarah alliance between finance, education, research and government and service groups leading to economic uplift programs

·    Establish Kogarah as a precinct for Four R’s; recovery, rehabilitation, restoration and regenerative medicine

·    Leverage Kogarah’s financial expertise to establish opportunities of interlinking health and financial services through pursuing both the National Disability Insurance Agency (NDIA) and NSW iCare to establish a presence in Kogarah consistent with the HEIP vision

·    Investigate the potential for a university campus/faculty in Kogarah (including an international university)

·    Investigate the scope for an international school to boost Kogarah’s education precinct and contribute to Kogarah’s S.T.E.M. (science, technology, engineering, and mathematics) presence and provide a “pipeline” of educational attainment

·    Explore opportunities for the development of a hotel, short-term accommodation, and/or student accommodation in Kogarah

·    Work towards an improvement of place and develop pathways towards sustainability, carbon reduction and improved environment.

 

Financial Implications

10.    Within budget allocation. Budgeted funds from cost centre number 185002600062404.

 

Risk Implications

11.    No risks identified.

 

Community Engagement

12.    The draft Investment Attraction Strategy will go on public exhibition in August 2019 for a period of 28 days. Targeted community engagement will be conducted with Kogarah’s anchor institutions including the two hospitals, TAFE and UNSW as well as the St George Chamber of Commerce and relevant peak health bodies.

 

File Reference

D19/162550

 

 

 

ATTACHMENTS

Attachment 1

DRAFT 240719 Kogarah Investment Attraction Strategy

 


Georges River Council -         Community and Culture - Monday, 12 August 2019

COM030-19            Kogarah Health, Education and Innovation Precinct (Draft Investment Attraction Strategy)

[Appendix 1]          DRAFT 240719 Kogarah Investment Attraction Strategy

 

 

Page 44

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Georges River Council –         Community and Culture -  Monday, 12 August 2019                                                        Page 49

Item:                   COM031-19       Georges River Council Open Space, Recreation and Community Facilities Strategy 2019-2036 

Author:              Coordinator, Programming and Operations

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

Recommendation

(a)     That Council endorses the Georges River Council Open Space, Recreation and Community Facilities Strategy 2019 subject to the amendments outlined in point (b) below.

 

(b)     That, having regard to the updated recommendations provided by Elton Consulting and Otium Planning Group in response to the recent closure of the Kogarah War Memorial Pool, the following amendments be made to the Strategy:

(i)      It is identified that three aquatic facilities are required to meet the needs of the Georges River local government area until 2036. Due to the indefinite closure of the Kogarah War Memorial Pool there are presently two functional aquatic facilities;

(i)      That the facilities and services required for the future third aquatic facility within the Georges River local government area should be determined having regard to the provisions of the Carss Bush Park Sport and Recreation Precinct Masterplan and Plan of Management and the findings of the Aquatic Site Suitability and Feasibility Study and associated Aquatic Facility Strategy;

(ii)     That the option of a contemporary aquatic facility which may include an indoor/outdoor 50 metre pool, 15/25 metre heated program pool and associated uses (for example, cafe, crèche, gymnasium, health and wellbeing centre, water splash play area, car parking) be determined having regard to the findings of the Aquatic Site Suitability and Feasibility Study and associated Aquatic Facility Strategy; and

(iii)    That the study consider suitable locations across the city for a third aquatic facility including (but not limited to) Carss Park and Netstrata Jubilee Stadium.

(c)     That Council reviews and implements an updated Georges River Development Contributions Plan to enable funding for projects identified in the Strategy to be levied from development proposals in the local government area.

 

 

Executive Summary

1.      The 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 was submitted to Council on 26 November 2018 (COM050-18) and placed on public exhibition from 3 December 2018 to 1 March 2019. The public exhibition period was further extended to 7 April 2019 following requests to allow the community further opportunity for feedback.

4.      A summary of submissions received as part of the public exhibition of the draft Strategy is included in this report for consideration as part of the adoption of the Strategy.

 

Background    

5.      To address the future 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.

6.      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.

7.      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.

8.      The overarching purpose of this Strategy is to ensure that the community within the Georges River local government area has adequate access to facilities and spaces to enhance the liveability of the city. 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.

9.      The 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

10.    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

11.    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.

12.    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. 

13.    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.

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

15.    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.


Consultation                                         

16.    The draft Open Space, Recreation and Community Facilities Strategy was placed on public exhibition from 3 December 2018 to 1 March 2019. The exhibition period was then extended to 7 April 2019 following requests to allow the community further opportunity for feedback.

17.    Further community consultation was conducted by way of nine (9) pop-up stalls throughout the Georges River community between January and March 2019:

·    26 January – Carss Bush Park

·    3 February – Netstrata Jubilee Stadium

·    7 February – Hurstville Interchange

·    9 February – Steamroller Park Playground, Oatley

·    21 February – Hurstville Library

·    2 March – Olds Park, Penshurst

·    16 March – Marana Auditorium, Hurstville

·    23 March – Woodville Park, Hurstville

·    30 March – Kogarah Park

 

Summary of feedback received from public exhibition

18.    346 respondents made a total of 418 written submissions on the draft Strategy. 15% of respondents, or 62 in total, made ‘pro-forma’ submissions. Pro-forma submissions contained identical text, likely shared between individuals and groups to simplify the process of responding. There were four different types of pro-forma submissions received.

19.    Written submissions came in a number of formats and methods including emails, responses received through the Your Say portal on the Georges River Council website and written letters.

20.    Based on feedback received during community consultation and a review of industry best practice, a series of amendments have been made to the draft Strategy.

21.    Facility descriptions throughout the Strategy have been reviewed and updated to reflect all facilities and services currently available.

22.    Additional commentary and prioritisation has been provided within the Strategy regarding the following:

 

Active Recreation facilities:

23.    Use of synthetic turf on sports fields was referenced by 19 respondents (5%). While there were mixed views, submissions were mostly against the use of synthetic turf. Whilst this has been noted, the use of synthetic turf, unlike natural turf fields, does not deteriorate with high levels of use. No changes were made to the Strategy.

24.    The dominant issue raised in the submissions (356 unique and 62 pro-forma) was concern for the closure of Kogarah War Memorial Pool at Carss Park for the development of a car park. 78% of those who submitted were requesting that it be retained and/or refurbished. Four petitions were received in the form of written and online petitions supporting the repair/refurbishment of Kogarah War Memorial Pool. The petitions included approximately 6,000 signatures in written form and 5,500 signatures in an online petition.

25.    At the February 2019 (QWN002-19) and March 2019 (NM023-19) Council meetings, Council indicated a commitment to continue to subsidise the $650,000 annual operating loss at the pool in the 2019-20 financial year, pending the findings of the independent engineering investigation into the structural condition of the Pool.

26.    It is noted that since then, the Kogarah War Memorial Pool has been closed due to urgent requirements for environmental remediation under direction from the NSW Environment Protection Authority. Full details of the closure are contained in a separate report on the Assets and Infrastructure Committee agenda.

27.    A community information session was held on Monday 29 July 2019 regarding the pool’s closure and was attended by 178 people.

28.    Further to these events, additional recommendations were provided by Elton Consulting and Otium Planning Group (refer to Attachment 2) including:

(iv)    It is identified that three aquatic facilities are required to meet the needs of the Georges River local government area until 2036. Due to the indefinite closure of the Kogarah War Memorial Pool there are presently two functional aquatic facilities;

(v)     That the facilities and services required for the future third aquatic facility within the Georges River local government area should be determined having regard to the provisions of the Carss Bush Park Sport and Recreation Precinct Masterplan and Plan of Management and the findings of the Aquatic Site Suitability and Feasibility Study and associated Aquatic Facility Strategy;

(vi)    That the option of a contemporary aquatic facility which may include an indoor/outdoor 50 metre pool, 15/25 metre heated program pool and associated uses (for example, cafe, crèche, gymnasium, health and wellbeing centre, water splash play area, car parking) be determined having regard to the findings of the Aquatic Site Suitability and Feasibility Study and associated Aquatic Facility Strategy; and

(vii)   That the study consider suitable locations across the city for a third aquatic facility including (but not limited to) Carss Park and Netstrata Jubilee Stadium.

29.    Carss Bush Park, including the adjacent Todd Park, is a high quality open space precinct offering a range of recreation opportunities including passive open space, sports fields, an adventure playground, a tidal bath and bushland. The Carss Bush Park Plan of Management 2004 ensures the utilisation of the precinct for community purposes including, for example, the provision of community facilities, community events, cafes, and indoor and outdoor recreation areas.

30.    Golf, which was highlighted by 18 respondents (5%), included 14 with concerns about any potential reduction of the Beverley Park Golf Course from 18 holes to nine. Many of these responses included pro-forma text.

31.    Further exploration is recommended for a range of alternative community uses for golf courses in the area to ensure the ongoing viability and amenity of the facilities, and to review lease agreements to ensure that the facilities do not run at a loss and create a future financial burden on Council and rate payers.

32.    Indoor courts were referenced by 5 respondents (1%). Some noted demand for basketball, netball and futsal courts as growing year-round competitions. One noted the difficulty of booking basketball courts in the Georges River LGA.

33.    Basketball NSW has not identified a current or projected shortfall for the Metro South region. However, this region encompasses other LGAs. Netball NSW has not identified an indoor sports facility need for the LGA.

34.    It is recommended that when the additional courts at Johnny Warren Indoor Sports Stadium reach peak time capacity (within 12-24 months of opening), Council undertake a feasibility study for an additional multi-court indoor facility at another location, with a minimum of three courts.

35.    18 respondents (5%) referenced BMX, road and track cycling. These were mentioned as sporting and recreational activities as well as active means of transport. Recommendations within the Strategy are to explore opportunities to provide a BMX track or pump track as part of the Master Plan for the former Oatley Bowling Club site, or at lower Gannons Park.

 

Passive Recreation facilities:

36.    Green space (including passive open space, active open space and bushland) was the second most popular topic discussed, raised by 86 respondents (25%). The majority of these expressed the need for additional passive and active open space in the area. Passive spaces requested included places for children to kick a ball around, fly a kite, throw a ball to the dog and have a picnic.

37.    Recommendations are to review and consolidate existing former Hurstville City Council and Kogarah City Council Open Space Acquisition Plans to develop a Georges River Council Open Space Acquisition Plan to address the present and future needs for open green space.

38.    43 respondents (13%) made comments about residential development and population growth in the area, highlighting the need for more open space and improved amenities to meet growing demands. Recommendations are to investigate opportunities to provide additional passive open space in higher density areas as part of master planning for town centres.

 

Community Hubs and Facilities:

39.    The Jubilee Stadium Hub was mentioned by 39 respondents (11%), generally expressing concern at the recommendation to locate a sports and recreation hub there. These submissions were often linked to support for retaining the Kogarah War Memorial Pool at Carss Park in its current location.

40.    The draft Jubilee Stadium Precinct Master Plan is currently in development and will be available for public consideration in 2020.

41.    Findings from the development of the draft Georges River Local Strategic Planning Statement (LSPS) and associated community consultation have indicated that there is strong community demand for increased open space, inclusion of green corridors and cycleways, more community gardens and leash-free dog parks. There was strong support for both active and passive recreation, and additional features which were valued included public toilets in parks; increased seating; parks within walking distance from houses; more trees on nature strips; and the introduction of rooftop green space. There was generally a call for more parkland and open space, libraries, more activity space for younger residents and a desire for more community centres in Hurstville. There was also support for acquisition of land for open space in Hurstville and Kogarah, and that there should be no loss or reduction to current open space areas.

42.    The Strategy recommends the development of an Open Space Expansion Plan to understand opportunities to expand existing green spaces, provide new open space and provide open space in innovative ways.

43.    The Crown Lands Plans of Management, a 3 year program of plans of management for passive open space and bushland was endorsed at the March 2019 Council Meeting (ENV007-19).

 

Financial Implications

44.    The total budget for the development of the Open Space, Recreation and Community Facilities Strategy and associated extensive community consultation was $236,751 sourced from the Stronger Communities merger funds provided by the NSW government and from the approved 2017-18 and 2018-19 financial year budgets.

45.    The Strategy makes recommendations for a 16 year schedule of capital works identified to be carried out based on short, medium and long term priorities.  

46.    Ongoing financial implications for the implementation of the Strategy are outlined within the document, to be sourced from future operational budgets, capital grants and other external funding sources.

 

Risk Implications

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

 

Community Engagement

48.    Community engagement was conducted as part of the methodology for the development of the Strategy including online surveys through Council’s Your Say portal and targeted consultation with facility users, government bodies and other key stakeholders.

49.    In addition to the public exhibition of the draft Strategy, consultation was held with Council officers from Georges River Council, as well as neighbouring Bayside, Canterbury-Bankstown and Sutherland Shire Councils, and Councillor workshop briefing sessions.

50.    Findings from consultation used to inform Council’s Community Strategic Plan 2018-2028 was analysed for the development of the 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.

 

File Reference

D19/140036

 

 

ATTACHMENTS

Attachment 1

Attachment 1 - Georges River Council Open Space, Recreation and Community Facilities Strategy 2019 - 2036 - published in separate document

Attachment 2

Attachment 2 - Addendum - Elton Consulting

 


Georges River Council -         Community and Culture - Monday, 12 August 2019

COM031-19            Georges River Council Open Space, Recreation and Community Facilities Strategy 2019-2036

[Appendix 2]          Attachment 2 - Addendum - Elton Consulting

 

 

Page 51

 


Georges River Council –         Community and Culture -  Monday, 12 August 2019                                                        Page 54

Item:                   COM032-19       Cultural Activation Program 

Author:              Manager Community & Cultural Development

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

Recommendation

(a)     That Council receive and note the cultural activation program for Georges River town centres for 2019.

(b)     That Council approve the temporary suspension of the Alcohol Free Zone in Hurstville Plaza/Diment Way for 3 nights from Friday 20 September to Sunday 22 September 2019 to facilitate the Plaza activation.

(c)     That Council undertake further community consultation to determine priorities for town centre cultural activations in 2020.

 

Executive Summary

1.      The draft Create Georges River Cultural Strategy recommends the development of a Civic Precincts Activation Strategy, including activation of sites such as Hurstville Plaza, to enliven town centres across the local government area. It is anticipated that this Strategy will be established for 2020, following community consultation.

2.      In order to ensure ongoing activity in the space while the Strategy is being established, an interim cultural activation program has been developed.

3.      A planned 3-day activation of Hurstville Plaza in September requires the temporary suspension of the Alcohol Free Zone (AFZ) in Hurstville Plaza/Diment Way to support a range of events and enable a pop-up bar between Friday 20 and Sunday 22 September 2019.

 

Background

4.      In June 2019, Council endorsed the Create Georges River Cultural Strategy to be placed on public exhibition (COM021-19).

5.      Following feedback from the community consultation, it is anticipated that the final Strategy will be presented to Council for adoption in September 2019.

6.      An interim program of cultural activities has been developed for September to December 2019 to enliven key town centres with cultural activations. A good mix of community and professional events have been booked including a key Sydney cultural program, Sydney Fringe Festival: ‘Fringeville’, a free event in Hurstville Plaza.

7.      Scheduled programs for the remainder of 2019 include:

(i)      The Discovery Festival of Community Arts, running from 28 September to 2 November in various indoor and outdoor locations across the LGA;

(ii)     Fringeville: Sydney Fringe Festival Hub in Hurstville Plaza from 20-22 September;

(iii)    St George Creative Art & Craft Centre Market & Expo in Penshurst on 26 October;

(iv)    Friday Night Plaza Sounds in Hurstville Plaza each Friday night in October;

(v)     Georges River Wordfest in Carss Bush Park on 27 October;

(vi)    Diwali Festival of Light in Hurstville Plaza on 2 November;

(vii)   International Day of People with Disability in Kingsgrove on 29 November;

(viii)  The Magic of Christmas at Carss Bush Park on 1 December;

(ix)    A program of community Christmas Carols events in Carlton, Hurstville, Peakhurst and Oatley throughout December.

8.      The Sydney Fringe Festival Fringeville event will take place in Hurstville Plaza on the evenings of Friday 20, Saturday 21 and Sunday 22 September between 6.30pm and 8.30pm. Fringeville will consist of a curated program of live music, comedy and street theatre each night, complemented by the provision of food trucks and a pop up bar.

9.      To facilitate the pop-up bar, in accordance with the Georges River Council Alcohol Free Zone and Alcohol Prohibited Area Procedure (2017), Council may suspend by its own motion the operation of an Alcohol Free Zone by publishing notice of the suspension in the local area newspaper, and liaising with the St George Police Area Command (PAC) before and after the resolution, and undertake other consultation as necessary.

10.    Council officers notified the St George PAC of its intention to suspend the AFZ on 5 August 2019, and following endorsement by Council, will confirm the temporary suspension with the PAC, and publish notice of the temporary AFZ suspension in the St George & Sutherland Shire Leader on 4 September 2019.

11.    Council officers are developing a draft Civic Precincts Activation Strategy for 2020 in line with best practice community and cultural development principles. Further community engagement will be undertaken to ensure that local residents’ and business owners’ needs are met in determining priority areas for cultural activation and that their ideas and feedback are incorporated into the Activation Strategy.

12.    An Expression of Interest will be published in the St George & Sutherland Shire Leader, and on Council’s Your Say web page to seek contributions from the community.

13.    Local community and cultural groups will be encouraged to submit programming and event ideas to further enhance the Civic Precincts Activation Strategy, and may be supported by Council’s Cultural Grants and Event Sponsorship programs.

 

Financial Implications

14.    Within budget allocation. A future report will consider the cost associated with the Civic Precincts Activation Strategy implementation.

 

Risk Implications

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

 

Community Engagement

16.    Community engagement was conducted including:

(i)      Community engagement for the development of Create Georges River was conducted from March 2018 to March 2019, including online surveys through Council’s Your Say portal, targeted consultation with key stakeholders and informal discussions at Council events. Councillor workshop briefing sessions were held on 19, 20 and 26 March 2019, to provide strategic direction for the cultural strategy. The results of these consultation sessions, along with further research, demographic analysis, and benchmarking conducted by the consultants, has formed the basis of the draft Strategy.

(ii)     The draft Strategy was placed on public exhibition from 28 June to 29 July 2019. Consultation included online surveys and mapping via the Your Say webpage, and face-to-face discussions at the Kogarah Town Centre pop-up.

(iii)    Community consultation has revealed that the area’s cultural and artistic community is highly engaged and motivated, however there is a need for night time activation. Opportunities presented by investing in civic hubs across the local government area are highlighted in the Strategy as one way to enrich the cultural offerings of the Georges River area.

 

File Reference

D19/179046