AGENDA


Community and Culture Committee

 

Monday, 11 November 2019

6.00pm

 

Waratah Room

Ground Floor, Georges River Civic Centre

 

 

 

 

 

 

 

 

 

 

 


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                 

 

          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 - 14 October 2019 (17/1831)

8.      Committee Reports

COM041-19       Outgoing Sponsorship and Donations

(Report by Acting Personal Assistant to the Manager of Customer Experience and Events)............................................................................................................................. 1

COM042-19       Community Grants Program 2019/2020 Round 1

(Report by Community Development Officer, Cultural Services).......................... 5

COM043-19       Georges River Council Community Lease Policy Review

(Report by Strategic Property Officer)....................................................................... 17

COM044-19       Community Property - Update Report

(Report by Strategic Property Officer)....................................................................... 34

COM045-19       Provision and/or Facilitation of Aged Care Facilities in Georges River

(Report by Manager Community & Cultural Development).................................. 41

COM046-19       Draft Georges River 2050 - Leading for Change

(Report by Coordinator, Strategy and Innovation)................................................. 48

COM047-19       Kogarah Health Education and Innovation Precinct - Investment Attraction, Vision and Strategy

(Report by Senior Project Officer)........................................................................... 130

COM048-19       Economic Development Strategy 2018-2022 - Inclusion of a Business First  Appendix

(Report by Coordinator, Strategy and Innovation)............................................... 173  

 

 


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                    Page 1

Committee Reports

Item:                   COM041-19       Outgoing Sponsorship and Donations 

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

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation

 

(a)     That Council approve event sponsorship request of $1,887 ($1,200 financial value and $687 in-kind value) to support ‘Hurstville City Carols’ on Saturday 7 December 2019.

(b)     That Council approve event sponsorship request of $10,580 ($9,450 financial value and           $1,130 in-kind value) to support ‘Community Carols in the Park’ on Sunday 8     December 2019.

(c)     That Council approve event sponsorship request of $3,612 ($3,000 financial value and $612 in-kind value) to support ‘Christmas Carols’ on Saturday 21 December 2019.

 

 

Executive Summary

1.      Each month council receives requests from the Community to support community events and initiatives. In accordance with the Georges River Council 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 15 August 2019, Council received correspondence from Reverend Winston Gauder, International Community Fellowship Event Coordinator and Community Liaison person of Hurstville City Carols, requesting that Council approve an event sponsorship request of $1,887 ($1,200 financial value and $687 in-kind value) to support ‘Hurstville City Carols’ on Saturday 7 December 2019. In kind support of $687 to go towards venue hire of Woodville Park, access to power and the hire of 2 red bins and 4 yellow bins. ICF is a Christian organisation based in Hurstville, originating in 1974 and serves people from all backgrounds. This annual celebration provides a family friendly event that brings people from both the local area and beyond. There are games and activities that allow people to interact with their neighbours. Local artists and schools are invited to participate.

3.      On 19 August 2019, Council received correspondence from Kerry Steele Salvation Army Administration Coordinator requesting that Council approve an event sponsorship request of $10,580 ($9,450 financial value and $1,130 in-kind value) to support ‘Community Carols in the Park’ on Sunday 8 December 2019. In kind support of $1,130 would cover venue hire of Penshurst Park, additional cleansing services and consumables, access to power and 10 x red bins and 10 x yellow bins. The Salvation Army is a Christian Church community in Hurstville. They support social humanity services to the poor and marginalised in the local community. The Carols in the Park includes children’s activities, a BBQ provided by the Rotary Concert Band and fireworks finale.

 

4.      On 8 October 2019, Council received correspondence from Reverend Darren Munzone of The Potter’s House Christian Church Hurstville requesting that Council approve an event sponsorship request of $3,612 ($3,000 financial value and $612 in-kind value) to support ‘Christmas Carols’ on Saturday 21 December 2019. In-kind support of $612 to go towards advertising, equipment hire, food and beverage supply. The Potters House Hurstville is a local church that has supported the community for over 31 years. This annual celebration is centred on unity and community spirit, a special time to enjoy the Christmas season and message of good will.

5.   A summary of the recommendations are provided below:

 

Sponsorships

Organisation

Event Date

Event

Requested Amount

Recommended Financial

Recommended In-kind

Recommended Amount

International Community Fellowship

 

7/12/2019

 

Hurstville City Carols

 

$1,887

 

$1,200

 

$687

 

$1,887

The Salvation Army

 

8/12/2019

Community Carols in the Park

 

 

$10,580

 

$9,450

 

$1,130

 

$10,580

The Potters

House

 

 

21/12/2019

Christmas Carols

 

$3,612

 

$3,000

 

$612

 

$3,612

TOTAL

 

$16,079

 

$13,650

 

$2,429

 

$16,079

 

Financial Implications

6.    The total sponsorship request for Council’s approval is $16,079

·    Total financial value: $13,650

·    In-kind value: $2,429

 

The approved 2019/20 budget for sponsorship of community run events is $104,870.

The remaining balance of 2019/20 budget is $43,878.85.

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

 

Risk Implications

7.    The events recommended for approval satisfy 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

D19/249415

 

 

ATTACHMENTS

Attachment 1

November 2019 - Donations, Sponsorship and Grants Register 2019 - 2020

 


Georges River Council -         Community and Culture - Monday, 11 November 2019

COM041-19            Outgoing Sponsorship and Donations

[Appendix 1]          November 2019 - Donations, Sponsorship and Grants Register 2019 - 2020

 

 

Page 4

 


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                    Page 5

Item:                   COM042-19       Community Grants Program 2019/2020 Round 1 

Author:              Community Development Officer, Cultural Services

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation:

(a)     That the funding recommendations resulting from the Georges River Council     Community Grants Program 2019/2020 Round 1, as detailed in Attachment 1, be           adopted.

(b)     That the Community Grants Assessment Panel Terms of Reference, as detailed in     Attachment 2, be adopted.

(c)     That funds of $9,036 not allocated in Round 1 of the 2019/2020 Community Grants             be returned to general revenue as savings.

 

 

Executive Summary

1.      Council holds an annual program of Community Grants funding that enables Council to partner with community groups to help meet identified community needs, as outlined in the Georges River Council Community Strategic Plan 2018-2028.

2.      This report seeks approval for the allocation of up to   $160,000 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.

3.      In Round 1 of the 2019/2020 Georges River Council Community Grants program, 38 applications were received for funding, with requests totalling $372,480.

4.      The Community Grants Panel assessed the 38 applications received at the Grants Assessment Panel meeting on 17 October 2019, and has recommended either full or partial support of 27 applications with a total funding allocation of $150,964.

5.      The Community Grants Panel recommended that remaining unallocated funds of $9,036 be returned to general revenue as savings.

6.      The funding recommendations are attached to this report, as detailed in Attachment 1.

7.      A draft Terms of Reference for the Community Grants Assessment Panel is enclosed for Council consideration.

 

Background

8.      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.

9.      The Grants, Donations and Sponsorship Policy was adopted by Council on 27 August 2018 and includes the Program Objectives, Eligibility Criteria and Assessment Process for the Community Grants Program.

10.    The projects funded and delivered as part of the 2018-2019 Community Grants Program benefited over 48,000 community members from diverse backgrounds across the Georges River local government area.

11.    The Georges River Community Grants Program 2019-2020 Round 1 opened on Monday 5 August 2019 and closed on Monday 2 September 2019.

12.    Council received 38 applications, with funding requests totalling $372,480.

13.    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).

14.    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.

15.    Applications in the Vibrant Georges River – Major Programs category were additionally assessed for their capacity to establish arts and cultural programs of significance and create opportunities for local residents to participate in cultural activities in line with Council’s Draft Cultural Strategy.

16.    The Community Grants Panel met on 17 October 2019 to review and assess the applications. The panel comprised: six Councillors with four in attendance; the Director Community and Culture (as delegated by the General Manager) as Chair; and the Internal Auditor as probity advisor. Two Councillors were an apology for this meeting. Following the Community Grants Panel meeting, all Councillors were provided with the Panel recommendations.

17.    A Draft Terms of Reference for the Community Grants Assessment Panel is attached to this report (Attachment 2).

18.    All recommended applicants do not have outstanding audited financial statements as per the requirement for organisations receiving grants, donations, sponsorships and/or subsidies above $15,000 from Council. Following the decision made at the Council meeting on 28 October 2019 the deadline for these is now 30 November 2019. 3Bridges have not yet submitted their audited financial statements, however as this date is after this Council meeting they have until 30 November to do so.

 

Financial Implications

19.    Within the Georges River Community Grants Program budget allocation of $400,000 for the two rounds of funding.

20.    In Round 1, $160,000 has been allocated to the Community Grants Program. An additional amount of $40,000 has been allocated to the Doing It Differently Grants Initiative, a partnership with South Eastern Sydney Local Health District (SESLHD) and Calvary Health Care Kogarah as endorsed by Council at the 25 February 2019 Council meeting (COM001-19).

21.    Round 2 of the Community Grants Program will open on Monday 10 February 2020 and close on Monday 9 March 2020. An amount of $200,000 has been allocated to Round 2.

22.    Successful grant applicants will be reminded of the requirement for audited financial statements for organisations with documented grants, donations, sponsorships and/or subsidies above $15,000.

 

Community Engagement

23.     Community engagement was conducted including: one Community Grants Show and Share event on 31 August 2018, two Community Grants information sessions held in February 2019, two Community Grants information sessions held in August 2019, during the application process and as part of the grant acquittal process. Feedback from previous applicants and staff was applied to the implementation and continuous improvement of the SmartyGrants management system.

 

File Reference

D19/224227

 

 

 

ATTACHMENTS

Attachment 1

2019-2020 Georges River Community Grants Round 1 - Summary of Recommended Applications

Attachment 2

DRAFT Terms of Reference - Community Grants Assessment Panel - November 2019

 


Georges River Council -         Community and Culture - Monday, 11 November 2019

COM042-19            Community Grants Program 2019/2020 Round 1

[Appendix 1]          2019-2020 Georges River Community Grants Round 1 - Summary of Recommended Applications

 

 

Page 8

 


 


 


 


Georges River Council -         Community and Culture - Monday, 11 November 2019

COM042-19            Community Grants Program 2019/2020 Round 1

[Appendix 2]          DRAFT Terms of Reference - Community Grants Assessment Panel - November 2019

 

 

Page 16

 


 


 


 


 


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                    Page 19

Item:                   COM043-19       Georges River Council Community Lease Policy Review 

Author:              Strategic Property Officer and Community Property Officer

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation

(a)     That the revised Georges River Council Community Lease Policy be placed on public           exhibition for a period of no less than 28 days commencing from 20 January 2020;

(b)     That submissions received during the public exhibition period be reported to Council,           together with recommended amendments for Council’s endorsement;

(c)     That the General Manager is given delegated authority to make formatting and minor           editorial adjustments to the draft Community Lease Policy during the public exhibition         period.

 

 

Executive Summary

1.      This report seeks Council endorsement to publicly exhibit, for a period of no less than 28 days, the revised Community Lease Policy.

2.      The Community Lease Policy was adopted by Council in September 2017, and is now due for review.

3.      The revised Community Lease Policy addresses legislative changes arising from the discontinuance of the Crown Lands Act 1989, the introduction of the Crown Lands Management Act 2016 and the Crown Lands Management Regulation 2018.

 

Background

4.      On 4 September 2017, Council adopted the first Georges River Council Community Lease Policy after a public exhibition period of 28 days (CCL203-17).

5.      In 2018, the Crown Lands Act 1989 was replaced with the Crown Land Management Act 2016 and the Crown Land Management Regulation 2018. The implementation of this legislative change allows Council to manage Crown Land under the Local Government Act 1993 along with the Crown Land Regulation 2018.

6.      In early 2019, the Georges River Council property department underwent a restructure which placed the Community Property portfolio into the Community and Culture Directorate.

7.      The policy review period and changed directorate responsibility, combined with the new legislative requirements have required a thorough review of the existing adopted policy.

8.      The policy revisions include addressing changes required due to legislation and directorate changes along with; clarifying terms, referencing Council’s Fees and Charges for minimum rental and administration costs, legal fees and clarifying tenant responsibilities.


 

Issue

Original

Change

Legislative changes made after Policy was adopted

Crown Lands Act 1989

Updated legislative references to new Crown Lands Management Act 2016 and Crown Lands Management Regulations 2018, and removed reference to Crown Lands Act 1989.

 

Legislative changes made after Policy was adopted

4. Leases on Crown Land

Crown land to be administered in accordance with the Crown Lands Act 1989, the Crown Lands Handbook and with the consent of the Minister.

Complete review of this section as Crown Land is now managed by Council as per Community provisions of the Local Government Act 1993, with reference to the Native Title Act 1993.

Clear guidelines required for tenants to apply for a rental subsidy.

5. Subsidised Rentals

Explained that subsidies are a form of indirect financial support to community groups, and when/how a subsidy would be applied.

5. Subsidised Rentals

Included that applications for subsidised rentals must be submitted using the ‘subsidy response template’ and must include as much information as possible to allow Council to accurately assess the application.

The minimum rental of $479 was written into the Policy rather than reflecting the Crown Lands minimum rental on which the rental was based.

7. Community Facilities (Ground Leases) and

8. Community Facilities (Council/Crown owned buildings and/or land)

 

Added ‘Minimum Annual Rent – Ground Lease’ and ‘Minimum Annual Rent – Community Building’.

Clarified the minimum rentals are in line with Council’s annually adopted Fees and Charges.

Tenants unclear on actual costs they are required to pay for leases/licences.

10. General Conditions

States application fees, advertising and legal costs are to be met by the prospective tenant, however does not include an amount.

10. General Conditions

Updated to show tenant is responsible for application fees as per the annually adopted Fees and Charges, legal costs with a ‘cap’ of $2,000+GST and that advertising costs are included in the administration fees.

Also clarifies that tenants may be expected to pay a key bond, 3 months rental bond and that they will be charged for any lost keys as per the adopted Fees & Charges.

 

Tenants unclear on ‘outgoings’ for which they are responsible.

10. General Conditions

Gives examples of outgoings, however does not include all outgoings.

 

10. General Conditions

Added water usage, pest control, security, garden maintenance and routine maintenance to the list of examples.

 

Financial Implications

9.     No budget impact for this report.

 

Risk Implications

10.   Enterprise risk/s identified and management process applied.

 

Community Engagement

11.   Community engagement will be conducted including: exhibition of the revised policy for a period of no less than 28 days commencing from 20 January 2020.

 

File Reference

D19/256306

 

 

 

ATTACHMENTS

Attachment 1

Community Lease Policy - Update 2019

 


Georges River Council -         Community and Culture - Monday, 11 November 2019

COM043-19            Georges River Council Community Lease Policy Review

[Appendix 1]          Community Lease Policy - Update 2019

 

 

Page 22

 


 


 


 


 


 


 


 


 


 


 


 


 


 


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                    Page 38

Item:                   COM044-19       Community Property - Update Report 

Author:              Strategic Property Officer and Community Property Officer

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation

That Council receives and notes the Community Property update report for the period ending 30 September 2019.

 

 

Executive Summary

1.      On 24 June 2019 Council resolved that future matters relating to lease and licence agreements that are approved by the General Manager under delegated authority be reported to Council on a quarterly basis.

2.      This report details the current status of Council’s Community Property portfolio.

 

Background

3.      Council manages a portfolio of 36 community properties under a community lease arrangement, with a further 10 community/sporting amenities buildings to be managed under community licence arrangements, comprising approximately 18 hireable community spaces.

4.      The Georges River Council Community Lease Policy was adopted in September 2017. The Policy is currently under review.

5.      Of the 36 community properties, currently 50% of community properties are on existing leases and 50% of properties are in the process of lease renewals and completions.

6.      Of the 18 community spaces within new and existing sporting amenities buildings,  6% of Council’s community/sporting amenities blocks are on existing licences, 72% are in the process of negotiating a licence agreement, with the final 22% prioritised for action. 

7.      Agreements approved in accordance with the Community Lease Policy and approved by the General Manager under delegation in the first quarter of the 2019-20 financial year include:

Lessee:

Blakehurst Men’s Bowling Club

Address:

Kyle Bay bowling greens and office space located at Merriman Reserve, 12 Merriman St, Blakehurst

Usage:

Bowling Greens and Office Space

Date of approval:

29 August 2019

Value of income:

$479 + GST per annum

Lessee:

National Rugby League Ltd

Address:

Office space on mezzanine level, Western Stand at Netstrata Jubilee Stadium, Kogarah

Usage:

Office Space

Date of approval:

6 June 2019

Value of income:

$18,500 + GST per annum

Lessee:

St George District Cricket Club Inc.

Address:

Hurstville Oval, Dora St Hurstville

Usage:

Sporting Ground and associated activities

Date of approval:

27 September 2019

Value of income:

$2,000 + GST per annum

 

8.      A list of community properties can be found in Attachment 1 of this report, and in summary below.

 

No.

Community Leases

No. of Properties

Vacancies

Annual Rent

(excl. GST)

NOTE

 

Scouts & Girl Guides

9

0

 

Properties are under review in accordance with the Community Lease Policy.

 

Total:

 

 

$66

 

 

 

Community Centres

6

0

 

 

1.  

Jubilee Child Care Services
2B-2C Boundary Road, Mortdale

$0

Nil income due to 100% Council reimbursement of $68,903.80 annual rent.

2.  

Kingsgrove Community Aid Centre
30 Morgan Street, Kingsgrove

$0

Nil income due to 100% Council reimbursement of $59,877.06 annual rent.

 

3.  

Kogarah Community Services
49 English Street, Kogarah

$10,920

 

4.  

Riverwood Community Centre
31 Thurlow Street, Riverwood

$1

On holdover. New lease in progress.

Rental subsidy to be applied to new lease in line with Community Lease Policy.

5.  

3Bridges
Pole Depot,

Part 23 St Georges Road, Penshurst

$1

Subsidised rental due to extensive capital investment by tenant.

6.  

Youth Outreach Kogarah
27 Railway Lands, Kogarah

$1,000

 

Total:

 

 

$11,922

 

 

 

Community Sports

5

0

 

 

7.  

Hurstville District Small Bore Rifle Club

100 Roberts Ave, Mortdale

$1

Arrangement to cease upon redevelopment of Depot.

8.  

Connells Point Sailing Club

$475

 

9.  

Blakehurst Men’s Bowling Club

$479

Office and greens rental subsidy of $4,721 applied in accordance with Community Lease Policy.

10.

Hurstville Oval

 

 

$2,000

Rental subsidy of $12,300 applied in accordance with Community Lease Policy.

11.

Olds Park Sports Club

 

 

$18,876

 

 

Total:

 

 

$21,831

 

 

 

Misc. Others

11

1

 

 

12.

Mens Shed

25 Cook St Mortdale

$479

Rental subsidy of $34,521 applied in accordance with Community Lease Policy.

13.

Carss Park Cottage

76 Carwar Avenue, Carss Park

$45

Lease agreement due for renewal in 2020.

14.

Narwee Pre-School / Kindergarten

Bryant Street, Narwee

$208

Lease agreement due for renewal in 2020.

15.

Radio 2NBC

Level 1, 84 Railway Pde, Kogarah

$1

Annual rental subsidy of $50,000 applied as per Council resolution.

16.

St George Arts & Crafts

Part 23 St Georges Road, Penshurst

$0

On holdover. New lease in progress.

Rental subsidy to be applied to new lease in accordance with Community Lease Policy.

17.

Carss Park Men’s Shed.

76 Carwar Avenue, Carss Park

$300

Lease agreement due for renewal in 2021.

18.

Oatley Senior Citizens Club.

161 Hurstville Rd Oatley

$5,200

Lease agreement due for renewal in 2021.

19.

Kogarah School of Arts (upstairs 2x rooms)

10 Bowns Rd, Kogarah

$0

Licence to be negotiated in accordance with Community Lease Policy.

20.

St George Business Chamber of Commerce

$0

$22,000 annual rental subsidy plus $30,000 per annum Council contribution to assist with program development.

21.

Office space - 1a Allen St, South Hurstville

$0

Vacant. (Located next to Baby Health Centre)

22.

4 Dora St, Hurstville

$0

Lease agreement being finalised. Annual rental subsidy of $50,000 applied as per Council resolution.

 

 

 

 

$6,233

 

 

Baby Health Centres

5

0

 

Properties are under review in accordance with the Community Lease Policy.

 

Total:

 

 

$1,000

 

 

 

Sport amenities

18

(within 10 facilities)

0

 

Minimum of $479 rental charge as per Community Lease Policy applied.

Licenses are currently being negotiated for the sporting amenities blocks with various clubs and associations.

23.

Hurstville All Breeds Dog Training Club

Gannons Park - Lower Gannons Park amenities block

$479

Rental subsidy of $121 applied in accordance with Community Lease Policy.

 

Total

 

 

$479

 

 

Financial Implications

9.      Agreements approved in accordance with the Community Lease Policy and approved by the General Manager under delegation have an annual income of $20,979 and receive subsidies valued at $17,021.

10.    As part of the Community Property portfolio review, Council officers are utilising independent valuations to determine market rents where required by the Policy.

 

Risk Implications

11.   No risks identified.

 

Community Engagement

12.   Community engagement was conducted including: legislative advertisement of all proposed leases/licences over community land for a minimum period of 28 days. An open expression of interest process was conducted for the licence over Hurstville Oval.

 

File Reference

D19/256564

 

 

 

ATTACHMENTS

Attachment 1

Attachment 1 - Quarterly Report - Community Properties Listing

 


Georges River Council -         Community and Culture - Monday, 11 November 2019

COM044-19            Community Property - Update Report

[Appendix 1]          Attachment 1 - Quarterly Report - Community Properties Listing

 

 

Page 39

 


 


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                    Page 42

Item:                   COM045-19       Provision and/or Facilitation of Aged Care Facilities in Georges River 

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

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation

(a)       That Council ensure that appropriate provisions are included for the supply of seniors housing by the public and private sector as part of Council’s draft Inclusive Housing Strategy;

(b)       That Council consider the inclusion of incentives for the development of seniors housing in the LEP 2021;

(c)        That, pending the outcomes of the Children’s Services Model Review, Council consider the creation of an intergenerational aged care facility co-located with a child care facility, including the investigation of varying models of operation and management.

 

 

Executive Summary

1.      In May 2019, Council resolved to prepare a report to review the feasibility of providing or facilitating the construction of new aged care facilities within the Georges River local government area, to cater for the significant projected increase of the senior population in the area by 2036 (NM038-19).

2.      Council is currently preparing a draft Inclusive Housing Strategy and Delivery Program. This report recommends that the provision of aged care be primarily addressed through this program.

3.      Recent studies have also indicated that a new model of intergenerational care may be a viable solution to the provision of care for senior citizens, whilst simultaneously catering for the growing need for child care services.

4.      Council may wish to consider different models of co-location for aged care and child care, including co-located residential aged care with long day child care within new building developments, and Council’s role as a facilitator of co-programming between existing aged and child care services.

 

Background

5.      As at the 2016 Census, around one fifth of the Georges River population was aged 60 and over (19.9%) at 30,614 (see Figure 1). By 2036, this figure is estimated to reach 42,580, equivalent to 23% of the population.

6.     

Figure 1: Map showing proportion of residents aged 65 years and older

 

7.      Research undertaken by Hill PDA for the draft Georges River Council Inclusive Housing Strategy indicates that the overall proportion of residents requiring assistance with core activities in Georges River LGA at the time of Census 2016 was 5.2 percent. Figure 2 shows that there was a moderate level of variation between the suburbs within the LGA, notably Peakhurst which has a 9.1 percent proportion, substantially higher than Kingsgrove with 6.8 percent.

 

 

 

 

 

 

 

 

 

 

 

 

Figure 2: Proportion of population needing assistance with core activities

 

8.      This variation is further explored in Figure 3, which shows the proportion of residents needing assistance with core activities who were aged 65 or older. This data shows that over 66 percent of residents in Georges River who required assistance with core activities at the time of Census 2016 were aged 65 or older. While this distribution varied between suburbs, Peakhurst, where the overall concentration of residents requiring assistance was particularly high is shown to have particularly high concentration of residents aged 65 or older within its overall population requiring assistance with core activities.

9.      Further investigation revealed that over 54 percent of Peakhurst’s residents aged 65 or older requiring assistance with core activities were a guest, inmate patient or other resident in a Non-Private dwelling (includes nursing homes). Blakehurst also recorded a high proportion in care at over 46 percent, suggesting that both of these areas may house more substantial age care facilities.

 

Figure 3: Breakdown by suburb of proportion of residents who require assistance under the age of 65 and 65 years and older

10.    There are presently 20 aged care facilities in the Georges River local government area, including one in Blakehurst (Estia Health) presently under redevelopment, due to reopen in late 2020. None of these facilities are owned or managed by Council:

Aged Care Facility

Location

Size of facility (beds/places)

Blakehurst Aged Care Centre

20 Cheddar St BLAKEHURST

104

Estia Health Blakehurst
(due to re-open late 2020)

394 Princes Hwy BLAKEHURST

105

Botany Gardens Nursing Home

88-90 Botany St CARLTON

45

Shangri-la Aged Care Home

 

107 Carrington Ave HURSTVILLE

53

Lucy Chieng Aged Care Centre

8-14 Romani Ave HURSTVILLE

70

Regis Hurstville

53-59 Gloucester Rd HURSTVILLE

102

Estia Health Kogarah

74-76 Rocky Point Rd KOGARAH

72

The Laurels

45 English St KOGARAH

27

Catholic Healthcare Bethlehem House

30 Montgomery St KOGARAH

29

St Basil's Lifestyles for Ageing - Majestic Health Aged Care Kogarah

18-20 Garden St KOGARAH

60

St Patrick's Green

40 Chapel St KOGARAH

100

Ferndale Gardens Aged Care Facility

33 Jersey Ave MORTDALE

136

Carino Care Oatley

7-11 Mimosa St OATLEY

80

IRT Peakhurst

24 Turpentine Ave PEAKHURST

92

Uniting Nunyara Peakhurst

8-12 Neilson Ave PEAKHURST

75

Peakhurst Lodge

18 Henry Lawson Dr PEAKHURST

110

Uniting Roberts Lodge Peakhurst

168-170 Boundary Rd PEAKHURST

64

Uniting Banks Lodge Peakhurst

93 Baumans Rd PEAKHURST

114

Fairlea Aged Care at Penshurst

11 Hawk St PEAKHURST

72

Mary Andrews Village

 

857-861 King Georges Rd SOUTH HURSTVILLE

50

 

11.    Between November 2016 and February 2017, Council undertook community consultation on the planning proposal for an aged care facility on the site of the former Oatley Bowling Club, which closed in 2006. Consultation included community information sessions; a letter box drop; a hard-copy and soft-copy survey available at the information sessions and on Council’s website, of which 146 written surveys were completed; and a randomly selected phone survey of 501 Georges River residents.

12.    Key insights from the consultation indicated that there was general agreement in the community that there is a need for seniors housing in the area and self-contained dwellings were identified as the preferred type of accommodation.

13.    The phone survey results showed that 92% of survey respondents considered the provision of aged care facilities is an important issue for Council. 47% stated that they would be interested in an aged care facility in the LGA for themselves or a family member within the next 5 years. Self-contained dwellings were the preferred type of aged care accommodation for both those within the suburb of Oatley (65%) and those in surrounding suburbs (79%).

14.    The written survey results showed that 62% of survey respondents considered the provision of aged care facilities is an important issue for Council. 48% felt that the Georges River LGA has enough aged care options. A number of respondents would be interested in accommodation at the former Oatley Bowling Club site either for themselves (30%) or a family member (35%). If an aged care facility was to be built at the site, respondents were broadly even in their preference for type of accommodation; 58% for self-contained dwellings, 53% for nursing home and 32% for hostel accommodation.

15.    Evaluating the need for seniors living development could be one approach to support the ageing population and provide more suitable accommodation without increasing the density controls for the city.

16.    It is recommended that Council investigate the potential for seniors living and removing any potential blockages within the planning system to the delivery of housing that suits the local population demographic.

17.    The provision of affordable housing for seniors is included in the State Environmental Planning Policy - Affordable Housing (SEPP 70), to provide infill affordable housing that is purpose built and managed for older persons.

18.    The SEPP promotes infill affordable rental housing in existing residential areas that are accessible by public transport. The policy allows additional floor space to a private proponent to develop dual occupancies, multi dwelling housing or residential flat buildings where a component is built to be affordable housing for a period of 10 years managed by a community housing provider.

 

Provision of Council-operated aged care facilities

19.    There are presently 14 Council-operated and provided aged care (residential) facilities in NSW. These are located in Balranald; Broken Hill; Cobar; Coolamon; Gilgandra (3); Gwydir; Kiama (2); Snowy-Monaro (2); Upper Hunter; and Uralla.

20.    These facilities are more commonly found in regional areas where other private facilities are not as financially viable, and most facilities are comparatively small, with 40 beds or fewer.

21.    A trend has emerged over recent years for local governments to divest themselves of the delivery of aged care services, citing a disproportionate burden on ratepayer resources, and the capacity of the private sector to more effectively and efficiently deliver aged care.

22.    Councils including West Torrens and Port Augusta (in South Australia) and Bayswater and Canning (in Western Australia) have either divested their portfolios completely or transferred them to not for profit organisations.

23.    Other Councils who have removed aged care services have indicated that the decision was made due to changes in Federal and State Government funding models and the belief that due to the complex nature of the services involved, its delivery would be best suited to an organisation with aged care as its core business.

 

Intergenerational care model

24.    Recent studies have also indicated that a new model of intergenerational care (IGC) may be a viable solution to the provision of care for senior citizens, whilst simultaneously catering for the growing need for child care services. Although IGC programs are popular in the US and UK, they are still in their infancy in Australia.

25.    An interdisciplinary team of researchers from Griffith University and the Menzies Health Institute in Queensland recently completed a project that successfully trialled two intergenerational care (IGC) models with learning programs to improve the wellbeing of people with cognitive decline, implementing an inter-generational community day care centre for Australians living with dementia.

26.    The trial project involved children and elderly people interacting in a day care facility with structured learning program activities once a week over 16 weeks, under the supervision of formally trained caregivers. Two different models of care were trialled: a shared campus model where an aged care centre is located in the same place as a childcare centre; and a visiting campus model, where childcare and aged care centres are located separately and one group travels to visit the other.

27.    The IGC trials were conducted across four locations in Queensland and NSW with industry partners and consumer experts representing child care and aged care sectors. One involved multicultural interaction between English children and Chinese elderly participants, and two trials incorporated elderly participants with early stage cognitive decline. The NSW trials were done in partnership with CASS – the Chinese Australian Services Society, who work extensively within the Georges River area.

28.    Delivering intergenerational programs in one location offers significant anticipated cost savings. Both aged care and childcare organisations can decrease total running costs by sharing resources such as skilled labour, learning materials, and buildings. The research demonstrated that the shared model of care was the most cost-effective. The visitation model cost from $10 to $40 per participant per session, while the shared model cost $8 per participant per session. Key program costs included materials, fees for the facility where the program is run, staff wages and transport for care recipients. For the visiting approaches, it was more cost-effective for aged care recipients to travel to the childcare centre than for the children to travel, because staff-to-child ratios are higher for childcare excursions.

29.    This intergenerational approach has recently been popularised with the ABC program, Old People’s Home for 4 Year Olds. The program showcased a similar intergenerational experiment among pre-school children and residents from a nearby retirement village in Sydney’s northern beaches. Using a visiting campus model, the experiment aimed to improve the health and wellbeing of older people by participating in a range of mixed activities in a specially designed pre-school built within the retirement village.

30.    Supported by Dubbo Regional Council, a new initiative will see the first intergenerational care facility built in Wellington, NSW. The private facility will combine child care and aged care facilities, and run intergenerational learning programs between the groups. The development of this service will prove to be a test case for future operational models, as regulations and legislative requirements for permitting child care and aged care services in one shared facility are implemented for the first time in NSW. It is likely to be the first time a business offering IGC will be certified to comply to both regulations, in health (aged care) and education (child care) sectors.

31.    Georges River Council has the opportunity to benefit from these trial cases to potentially deliver an innovative and effective alternative model of care in the face of increasing economic, demographic and social pressures. Access to such a program in the Georges River area has the potential to give families access to more, higher quality childcare, and help older people feel like valued members of society.

 

Financial Implications

32.    Funding implications and options for an inter-generational aged care facility would be considered for the 2020/21 financial year.

 

Risk Implications

33.   Operational and reputational risks would be managed through the development of a risk assessment for the creation of an inter-generational aged care facility.

 

Community Engagement

34.   Community engagement will be conducted including surveying of seniors groups and users of Council’s child care facilities, as well as general community consultation through Council’s Your Say platform. If considered a viable option, further research would be undertaken with industry partners, research institutions and the health and education sectors.

 

File Reference

D19/173726

 

 

 

  


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                    Page 49

Item:                   COM046-19       Draft Georges River 2050 - Leading for Change 

Author:              Coordinator, Strategy and Innovation

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

Recommendation

(a)     That Council endorse the draft Georges River 2050 – Leading for Change (attached) for public exhibition for not less than 28 days to facilitate community consultation.

(b)     That a further report be submitted to Council detailing any public submissions made during the exhibition period, together with any recommended changes to the draft Georges River 2050 – Leading for Change.

 

 

Executive Summary

1.   Georges River 2050 – Leading for Change (2050) is about building a better future. It amplifies strengths and unlocks opportunities. 2050 is Council’s promise to the city that we will be future focused, ambitious and committed to being a positive leader for change.

 

2.   2050 responds to global trends and challenges and provides focus for further work and policy directions while acknowledging the achievements Council has made and the work currently underway. It also aligns to National, NSW and Georges River policy and planning directions while pushing the boundaries allowing us to look beyond our current work plans and business and be future focused.

 

Background

3.   A snap shot into the future, 2050 says: As a resident, business or visitor in Georges River, you are Connected, Naturally. These connections are to nature, to local history, to diverse communities, to recreation and services, to public transport, to jobs, to information and to technology. These connections provide opportunities to realise your potential and live your best life.

 

4.   The City Strategy and Innovation (CSI) Directorate was established in December 2018 for the purpose of positioning the Georges River area and Council as a strong and influential organisation.  Preparation of a 30 Year Vision was committed to as a way of highlighting competitive advantages, committing to a positive future and laying the foundations for future work.

 

5.   2050 includes ‘Hero Images’ of the city which show the potential of the Georges River area if we are able to take full advantage of our strengths; Accessible, Green, Diverse and Innovative. 

 

6.   CSI is planning to launch 2050 at a City Launch event in March 2020. The event will be focused on highlighting our city and it’s critical and leading role in Greater Sydney.  

 

7.   2050 will be used as a launch pad for our future advocacy program focused on investment, partnerships and collaboration.

 

Financial Implications

8.      No budget impact for this report.

 

Community Engagement

9.     2050 did not involve any direct community engagement, however engagement conducted as part of other Council strategies and reports was used to inform the document.

10.   It is recommended that the draft Georges River 2050 – Leading for Change be placed on public exhibition on Council’s website for not less than 28 days to obtain feedback from the community.

 

File Reference

D19/237420

 

 

 

ATTACHMENTS

Attachment 1

Georges River 2050 - Leading for Change for exhibition

 


Georges River Council -         Community and Culture - Monday, 11 November 2019

COM046-19            Draft Georges River 2050 - Leading for Change

[Appendix 1]          Georges River 2050 - Leading for Change for exhibition

 

 

Page 50

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                    Page 131

Item:                   COM047-19       Kogarah Health Education and Innovation Precinct - Investment Attraction, Vision and Strategy 

Author:              Senior Project Officer

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

Recommendation

(a)       That Council notes the outcome of the exhibition of the draft Kogarah Health Education and Innovation Precinct - Investment Attraction, Vision and Strategy.

(b)       That Council adopt the attached Kogarah Health Education and Innovation Precinct - Investment Attraction, Vision and Strategy as amended in response to submissions made during the exhibition period.

 

 

Executive Summary

1.      The purpose of the Kogarah Investment Attraction Strategy (the Strategy) is to drive the economic expansion of the current Kogarah Health and Education Precinct 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.

2.      The draft Strategy was considered Council on 26 August 2019 and subsequently placed on public exhibition until 20 October 2019.

3.      The final revised version of the 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 and proximity to the natural environment 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 research institution and a university campus, Kogarah is currently situated in the Cluster phase.

 

Recommendations

7.      Based on an 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, selective or independent school of specialised STEM (science, technology, engineering, mathematics) school

·    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

·    Investigate the use of Council-owned assets in Kogarah to provide opportunities for potential business investment and relocation

·    Investigate opportunities for international investment attraction and economic development in Kogarah.

 

Financial Implications

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

 

Risk Implications

11.    No risks identified.

 

Community Engagement

12.    Targeted consultation took place with Kogarah’s key anchor institutions including the two major hospitals, Calvary, TAFE NSW and the St George & Sutherland Shire Medical Research Foundation (SSMRF).

13.    A Councillor workshop was held on 1 August 2019 and Council’s Economic Development Advisory Committee was briefed at its meeting on 3 September 2019.

14.    Feedback was also received from other relevant stakeholders including NSW Health, the Greater Sydney Commission, Western Sydney University, the Sydney School of Entrepreneurship, Austrade, NSW Department of Industry and the St George Business Chamber.

15.    In addition, the draft Strategy was also placed on Georges River Your Say for general community feedback.

 

Feedback Received

16.    Feedback received has been positive, with the SSMRF publicly expressing support for the strategy in an article in the St George and Sutherland Shire Leader on 17 September 2019. In addition, the Strategy made the front page of the Leader on 25 September 2019 with Kogarah MP Chris Minns also declaring his support for the Strategy.

17.    Comments were received from the Greater Sydney Commission relating to Kogarah’s progression along the precinct maturity pathway and potential to become an Innovation District as being dependent on attainment of a research institution and university presence. Agreement was shown for the recommendations which call out these two elements.

18.    Feedback was received from NSW Health around the need for the Strategy to align with the South Eastern Sydney Local Health District (SESLHD)’s Journey to Excellence Strategy 2018-2021 which outlines a focus on providing personalised, preventative, participatory and predictable healthcare. This feedback was taken on board, with the final Strategy now explaining the synergies between the Four R’s and the SESLHD’s strategic direction and focus on population health and community wellbeing.

19.    Western Sydney University’s submission was positive and recognised the unique qualities of Kogarah; higher than Sydney average tertiary attainment levels; the opportunity to leverage from the health and finance sectors and cluster knowledge-intensive services; the intention to evolve new alternative health and wellness services. The University has expressed a willingness to explore future strategic planning opportunities within Kogarah.

20.    After consulting with stakeholders at NSW Department of Industry, an additional action was included in the Strategy around investigating international investment and economic development opportunities.  

21.    The St George Business Chamber supports the overall strategy but identifies the reduced train service frequency to Kogarah, current parking time limits and a lack of commercial floor space as barriers to investment and productivity. These issues are known to Council and will be addressed through City Strategy and Innovation’s current advocacy efforts, the Kogarah Collaboration Area Place Strategy, Car Parking Strategy, Commercial Centres Strategy and the LEP 2022 - Jobs and Activation. The Chamber suggests Council-facilitated incentives to attract small to medium enterprises, an avenue which will be explored as part of the proposed Business First appendix to Council’s current Economic Development Strategy. In addition, the Chamber acknowledges the need to support Kogarah’s ancillary services through advocating for local procurement via the key anchor institutions, a key initiative of the Chamber’s ‘Buy Local’ campaign.

22.    Feedback from Your Say was mainly around a concern for high density development in the centre and the need to ensure adequate open space and an efficient transport network to allow for the realisation of the 4 R’s. There was also a suggestion to incorporate the 4 R’s vision into a new aquatic facility at Carss Park. A submission from the Kogarah Bay Progress Association supported the general intent of the draft Strategy, including leveraging existing Council assets and attracting a university and medical research centre, however there was concern expressed for high density development and the lack of open space in the centre and the need for this to be considered in relation to the 4 R’s.

 

File Reference

D19/239786

 

 

 

ATTACHMENTS

Attachment 1

Kogarah Health Education and Innovation Precinct - Investment Attraction, Vision and Strategy

 


Georges River Council -         Community and Culture - Monday, 11 November 2019

COM047-19            Kogarah Health Education and Innovation Precinct - Investment Attraction, Vision and Strategy

[Appendix 1]          Kogarah Health Education and Innovation Precinct - Investment Attraction, Vision and Strategy

 

 

Page 140

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Georges River Council –      Community and Culture -  Monday, 11 November 2019                                                    Page 173

Item:                   COM048-19       Economic Development Strategy 2018-2022 - Inclusion of a Business First  Appendix 

Author:              Coordinator, Strategy and Innovation

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

Recommendation

That Council undertake a mid-term review of the Economic Development Strategy 2018-2022 to include a Business First appendix as discussed in this report.

 

 

Executive Summary

1.      This report proposes that a Business First Strategy, due its strategic alignment, be developed as an appendix to Council’s Economic Development Strategy (EDS) 2018- 2022. The Business First 2020 appendix will build on the foundations of the EDS, while allowing Council to focus on key initiatives which will have significant impact on the local area’s economic future.

2.      To support, encourage and attract new investment and bolster high quality local jobs the Business First 2020 appendix will consider:

·   The introduction of a fast-track approval system for the establishment of small businesses and other opportunities to reduce red tape.

·   A city marketing and advocacy program and the development of strategic partnerships that will position Georges River as a leading council in Greater Sydney.

·   An attraction program targeting government investment in infrastructure and re-location of government jobs.

·   Focus on the City’s night time economy and how Council can support future activation.  

3.      If endorsed the proposed addition to the EDS would occur in 2020.

Background

4.      At the August 2019 Council Meeting, Council resolved that the General Manager prepare a report on the development of a Business First Strategy for the City that will support, encourage and attract new investment and local jobs and provide support for activities that will help create a broad based night time economy.  The report should address (amongst other things) potential matters for inclusion in the Strategy such as:

·   Introduction of a fast-track approval system for the establishment of small businesses including commercial fitouts, food premises, small bars and signs and the opportunity to remove any approvals-related red tape;

·   A city marketing and advocacy program and the development of strategic partnerships that will position Georges River as a leading council in Greater Sydney;

·   An attraction program to attract Government investment in the area such as infrastructure to support the local community and the relocation of Government jobs to Georges River; and

·   Identification of the night time activities of the City’s night time economy and potential economic or other actions or investments that could be facilitated by Council.

Council requested the report detail the proposed program for preparation of the Strategy including the timeframe, research, consultation program, and costs/funding sources for preparation of the Strategy.

5.      In December 2018 Council established a new directorate City Strategy and Innovation (CSI). CSI is focused on creating strategic partnerships and positioning the City as a leading Council in Greater Sydney. This will be achieved through the development and implementation of key strategies including the Georges River 2050 – Leading for Change, Kogarah Investment Attraction Strategy and Collaboration Area Place Strategy, Hurstville Place Strategy, Innovation Strategy, Reputation Strategy and Night Time Economy Study.  All Strategies will be completed in the 2019/2020 financial year.

6.      These and other key Council strategies such as the Local Strategic Planning Statement and the Cultural Strategy have put a spotlight on the importance of Council strategically focusing on growing our local economy through investment in jobs and key infrastructure projects, empowerment of the local business community and well planned public domain improvements.

7.      Through this report Council is proposing that the Business First Strategy, due its strategic alignment, be developed as an appendix to Council’s Economic Development Strategy (EDS) 2018-2022. The Business First 2020 appendix will build on the foundations of the EDS, while allowing Council to focus on key initiatives which will have significant impact on the local areas economic future.

8.      Council officers are proposing that the Business First 2020 appendix focus on the considerations outlined below and be delivered in-house in 2020.

 

Fast-track approval system for the establishment of small businesses

9.      New businesses looking to establish themselves in our LGA need support and reassurance that they are meeting all of the regulations, without being burdened by overzealous approvals and red tape.

10.    Council currently provides a pre-lodgement advisory service, which is available to people looking to start a business seeking development support. Greater marketing and promotion of this service to our prospective business community could support business establishment.

11.    Georges River Council is the first Council to sign up for the NSW Government’s Local Procurement Pilot Program. The program allows local businesses to make the most of a reduction in red tape and a simplified tender process. The aim is to allow more local small businesses to engage directly with council without going through a tender process. The Strategy could address ways Council can take advantage of this initiative and continue to reduce red tape for small businesses looking for an opportunity to work with Council.  

12.    Businesses in the area are already actively engaged in the Service NSW Easy to do Business Service. The service includes a business concierge service, how to guides and access to a digital platform which supports businesses to manage and comply with regulatory processes relevant to their industry.

13.    Council staff are currently reviewing the Business Footpath Use Policy. This Policy could be extracted from the existing Local Approvals Policy – Use of Public Land, reviewed and simplified into a standalone policy for businesses thus providing a concise document to assist in business in applications, as well as a strong Council policy position.

 

A city marketing and advocacy program and the development of strategic partnerships that will position Georges River as a leading Council in Greater Sydney

14.    Council’s advocacy priorities are informed by the current Community Strategic Plan and other more recent Council strategies. Our priorities are long term goals and Council cannot deliver them alone. We need to work with State and Federal government, businesses, other organisations and our community to achieve these outcomes together.

15.    Work has commenced on our Advocacy Strategy and Program. The Strategy will outline how Council will use a variety of methods and techniques to pursue our advocacy priorities. This includes opportunistic and programmed activities such as making submissions, direct lobbying, delegations, face to face meetings, correspondence, media activities and public campaigns. Council will also leverage the relationships it has with other growth councils in the Central City including Canterbury Bankstown and Parramatta as well as key partners including the Greater Sydney Commission, Department of Planning, Infrastructure and Environment, the Committee for Sydney and SSROC.

16.    Council’s future Advocacy Program Council will seek to influence decisions made by government and others to benefit the Georges River Community.

17.    Georges River Council advocacy outcomes could include:

·    Provision of and partnerships for local infrastructure

·    High quality jobs growth

·    University presence

·    Regional sports and entertainment precinct at Jubilee

·    Regional transport links

 

18.    CSI is currently preparing two strategic marketing plans focusing on Hurstville and Kogarah. These Plans will maintain the place based approach of the current EDS as well as leveraging strategic opportunities from the Hurstville Heart of the City Place Strategy, Kogarah Investment Attraction and Kogarah Collaboration Area Place Strategy.

An attraction program targeting government investment in infrastructure and re-location of government jobs

19.    Through advocacy and marketing Council will be able to influence government investment in the LGA. A part of this investment is the targeted re-location of Government jobs into the area. The Hurstville Place Strategy, Kogarah Investment Attraction Strategy and The Kogarah Collaboration Area Place Strategy highlights opportunities for government partnerships, city shaping investment and jobs growth as well as a targeted programs of public domain improvements to support the vibrancy and character of the two strategic centres to attract businesses, workers and visitors.

 

Focus on the City’s night time economy and how Council can support future activation

20.    The current EDS calls out the need to create attractive and healthy places to work live and invest in day and night. Council is currently developing a Night Time Economy Study focused on Beverly Hills, currently Council’s most vibrant night time location, and the strategic centres of Hurstville and Kogarah.

21.    The Night Time Economy Study will also be informed by the recommendations of Joint Select Committee on Sydney’s Night Time Economy, focusing on Georges River’s ability to foster a diverse night time economy. The Study and the Report recommendations will provide insights which will shape a diverse night time economy tailored to our community.

22.    The Business First 2020 appendix will highlight the findings of the Night Time Economy Study into focused place based actions

 

Financial Implications

23.    No budget impact for this report – Strategy to be produced in-house.

 

Risk Implications

24.    No risks identified.

 

Community Engagement

25.    Community engagement will be conducted including: relevant business community members, city anchor institutions and government agencies. Community engagement from related strategies will be utilised to inform the Business First 2020 appendix.

 

File Reference

D19/248432