AGENDA


Community and Culture Committee

 

Monday, 09 March 2020

6.00pm

 

Ground Floor, Georges River Civic Centre

Hurstville

 

 

 

 

 

 

 

 

 

 

 


Georges River Council –           Community and Culture -  Monday, 9 March 2020                                                         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 - 10 February 2020

8.      Committee Reports

COM009-20       Adoption of Georges River Council Public Art Policy 2020

(Report by Coordinator Cultural Services)................................................................. 3

COM010-20       Outgoing Sponsorship and Donations

(Report by Manager Customer Experience and Events)...................................... 15

COM011-20       Adoption of Georges River Council Grants, Donations and Sponsorship Policy 2020

(Report by Manager Community & Cultural Development).................................. 18

COM012-20       Draft Georges River Innovation Strategy 2020

(Report by Senior Project Officer)............................................................................. 21

COM013-20       Leading for Change - Event Series

(Report by Coordinator, Strategy and Innovation)................................................. 25

COM014-20       Georges River Reputation Strategy

(Report by Coordinator, Strategy and Innovation)................................................. 28  

 

 


Georges River Council –           Community and Culture -  Monday, 9 March 2020                                                         Page 3

Committee Reports

Item:                   COM009-20       Adoption of Georges River Council Public Art Policy 2020 

Author:              Coordinator Cultural Services

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation:

That Council adopts the Georges River Council Public Art Policy (2020).

 

 

Executive Summary

1.      The Georges River Council Public Art Policy (2020) aims to provide a framework for the acquisition, assessment, development and management of public art in the Georges River local government area.

2.      The Georges River Council Public Art Policy (2020) was considered by Council on 16 December 2019 (COM057-19) and placed on public exhibition for community feedback from 20 January 2020 to 16 February 2020.

3.      Community feedback has been reviewed and has been incorporated into the Policy where appropriate.

4.      The final revised Georges River Council Public Art Policy (2020) is attached to this report.

 

Background

5.      Council adopted the Create Georges River Cultural Strategy on 23 September 2019 (COM034-19). This Strategy highlighted the need to create a Public Art Policy to guide the development of public art throughout the Georges River local government area.

6.      Public art refers to ephemeral, temporary and permanent art of any medium that is situated, performed or staged in the public domain.

7.      The Georges River Council Public Art Policy (2020) aims to provide a diverse range of public art projects, including Council initiated, developer initiated or community driven artworks.

8.      Following the public exhibition period, minor changes have been made to the Georges River Council Public Art Policy (2020). Section 4 has been updated to reflect Georges River Council’s Procurement Policy and financial delegations.

 

Community Engagement

9.      Preliminary community engagement was conducted during the development of the Georges River Council Public Art Policy (2020) via public pop-up consultation sessions and an online survey.

10.    Comprehensive community consultation was conducted during the public exhibition period from 20 January 2020 to 16 February 2020 via Council’s social media, newsletters and Your Say page. An advertisement in the St George and Sutherland Shire Leader on 22 January 2020 also encouraged the local community to provide their feedback. Eight formal written responses were received via Your Say, and a further 128 people engaged with related social media posts.

 

Public Exhibition Feedback

11.    Submissions received during the public exhibition period were mostly positive, with support expressed for the Georges River Council Public Art Policy (2020), highlighting public art as a good opportunity to enliven the area.

12.    Comments received from practising artists supported the methodology outlined in the Policy and encouraged opportunities for local artists to contribute to the public art program.

13.    Support was also shown for the existing public artworks within the Georges River local government area, and the role of public art in reflecting the community and increasing their sense of belonging.

14.    Questions were raised around artist selection, funding, and maintenance, and whilst touched on in the Policy, these are further explored in the operational guidelines.

15.    One respondent expressed concern that public artworks could be targeted for vandalism. Research shows that public art reduces graffiti, engages people of all ages and contributes to a sense of community identity.

 

FINANCIAL IMPLICATIONS

16.    Council allocated $30,000 in the 2019/20 financial year operational budget for the delivery of minor public art programs.

17.    A budget in relation to the Public Art Advisory Panel will be considered as part of the draft 2020/21 budget process.

18.    Funding for future public art projects will also be considered through a range of sources including but not limited to Section 7.11 and Section 7.12 development contributions and Voluntary Planning Agreements, grant funding, philanthropic endeavours and sponsorship opportunities.

 

Risk Implications

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

 

 

File Reference

D20/32528

 

 

 

ATTACHMENTS

Attachment 1

Public Art Policy - for Council Meeting - March 2020

 


Georges River Council -         Community and Culture - Monday, 9 March 2020

COM009-20            Adoption of Georges River Council Public Art Policy 2020

[Appendix 1]          Public Art Policy - for Council Meeting - March 2020

 

 

Page 14

 


 


 


 


 


 


 


 


 


 


Georges River Council –           Community and Culture -  Monday, 9 March 2020                                                         Page 16

Item:                   COM010-20       Outgoing Sponsorship and Donations 

Author:              Manager Customer Experience and Events

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation:

That Council approve the event sponsorship request of $2,002 ($500 financial value and $1,502 in-kind value) to support ‘Buddha’s Birthday Multicultural Festival’ on Sunday 19 April 2020.

 

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 23 January 2020, Council received correspondence from Buddha's Light International Association, Sydney Chapter, requesting that Council approve an event sponsorship request of $2,002 ($500 financial value and $1,502 in-kind value) to support ‘Buddha’s Birthday Multicultural Festival’ to be held on Sunday 19 April 2020. The financial support of $500 would cover hire of sound equipment. The in-kind support of $1,502 would cover access to power, cleansing services, special event bin hire and food inspection fees. Buddha’s Light International Association, Sydney Chapter (BLIA) is a local not for profit community organisation, whose primary objective is to educate, promote cultural exchange and charity work. Buddha’s Birthday Multicultural Festival is an event to mark the birth of Buddha. This multicultural event will include a traditional tea ceremony, musical performances, bathing the Buddha’s statue and vegetarian food stalls.

3.      A summary of the recommendation is provided below:

 

Sponsorships

Organisation

Event Date

Event

Requested Amount

Recommended Financial

Recommended In-kind

Recommended Amount

Buddha’s Birthday Multicultural Festival’

19/04/2020

Multicultural Event

$2,002

$500

$1,502

$2,002

TOTAL

$2,002

$500

$1,502

$2,002

 

 

 

Financial Implications

4.      The total sponsorship request for Council’s approval is $2,002:

·    Total financial value: $500

·    In-kind value: $1,502

 

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

The remaining balance of the 2019/20 budget is $10,591.

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

 

Risk Implications

5.      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

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

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

8.     The revised Georges River Council Grants, Donations and Sponsorship Policy was submitted to Council on 16 December 2019 (COM056-19) and placed on public exhibition for community feedback from 20 January to 16 February 2020.

9.     The final Georges River Council Grants, Donations and Sponsorship Policy will be presented to Council following the review of the community feedback.

 

 

File Reference

D20/32620

 

 

ATTACHMENTS

Attachment 1

Attachment to report March 2020 Sponsorship Register 2019-2020

 


Georges River Council -         Community and Culture - Monday, 9 March 2020

COM010-20            Outgoing Sponsorship and Donations

[Appendix 1]          Attachment to report March 2020 Sponsorship Register 2019-2020

 

 

Page 17

 


Georges River Council –           Community and Culture -  Monday, 9 March 2020                                                         Page 20

Item:                   COM011-20       Adoption of Georges River Council Grants, Donations and Sponsorship Policy 2020 

Author:              Manager Community & Cultural Development

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

Recommendation:

That Council adopts the Georges River Council Grants, Donations and Sponsorship Policy (2020).

 

 

Executive Summary

1.      The Georges River Council Grants, Donations and Sponsorship Policy (2020) aims to provide a framework for the acquisition, assessment, development and management of public art in the Georges River local government area.

2.      The Georges River Council Grants, Donations and Sponsorship Policy (2020) was submitted to Council on 16 December 2019 in consideration of the establishment of the Georges River Micro Grants Program (COM056-19), and placed on public exhibition for community feedback from 20 January 2020 to 16 February 2020.

3.      Council received one submission during the consultation period enquiring about the operational implementation of the Policy, which did not relate to or impact the Policy document. No changes were made in relation to this submission.

4.      Amendments were made to the Policy to include the new Micro Grants Program. Other minor typographical changes were made to the Policy to update and clarify wording and formatting within the document.

5.      The updated Georges River Council Grants, Donations and Sponsorship Policy (2020) is attached to this report.

 

Background

6.      The Georges River Council Grants, Donations and Sponsorship Policy (2018) was adopted by Council on 27 August 2018 (COM027-18).

7.      The Policy was developed to guide the implementation of Council’s grants programs, including Community Grants, Venue Hire Grants, Heritage Building Grants, Heritage Publication Grants, as well as how Council provides donations and sponsorship to community organisations, programs and events.

8.      On 23 September 2019, Council resolved that following the success of the 2019 Dragon’s Den Seed Funding program, the General Manager prepare a report to Council regarding the establishment a Micro Grant program to empower individual community members in the Georges River local government area to support community well-being, innovation and social change (NM063-19).

9.      Council approved the establishment of the Georges River Council Micro Grants Program on 16 December 2019 (COM056-19).

10.    At this meeting, in order to ensure that the Micro Grants Program was consistent with current Policy, Council also resolved:

(e)    That, the updated Georges River Council Grants, Donations and Sponsorship Policy be placed on public exhibition for a period of no less than 28 days commencing from 20 January 2020 to seek community feedback; and

(f)     That the updated Georges River Council Grants, Donations and Sponsorship Policy be presented to Council for approval following public exhibition.

11.    The Georges River Council Grants, Donations and Sponsorship Policy (2018) was updated to include the objectives, eligibility, implementation and assessment process of the new Micro Grants program. Other minor typographical changes were made to the Policy to update and clarify wording and formatting within the document.

12.    The Georges River Council Grants, Donations and Sponsorship Policy (2020) was placed on public exhibition for community feedback from 20 January to 16 February 2020.

13.    One submission was received in response to the Policy during the consultation period enquiring about the operational implications of the Policy to support solar power projects within schools. A response was supplied to the respondent informing them that the Community Grants program does provide funding opportunities to support environmental initiatives, but schools and other government agencies are ineligible to apply.

 

Financial Implications

14.    Each funding program detailed within the Policy contains maximum limits of funding available to eligible entities under the relevant funding program. These funding allocations are determined by Council as part of the annual budget process.

15.    A list of grants and funding programs covered by the Policy is included below:

 

Funding Program

Budget allocation (2019/20 financial year)

Community Grants

$400,000

Micro Grants

Included in 2019/20 Community Grants budget

Heritage Grants

$50,000

Heritage Publication Grants

$5,000

Venue Hire Grants

$420,000

Event Sponsorship

$104,870

Donations

$50,000

 

Risk Implications

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

 

Community Engagement

17.    Community engagement was conducted during the development of the Grants, Donations and Sponsorship Policy.

18.    Further community consultation was conducted during the public exhibition period from 20 January 2020 to 16 February 2020 via Council’s social media, newsletters and Your Say page. An advertisement in the St George and Sutherland Shire Leader on 22 January 2020 also encouraged the local community to provide their feedback. One formal written response was received via Your Say.

 

File Reference

D20/36402

 

 

 

ATTACHMENTS

Attachment 1

Georges River Council Grants, Donations and Sponsorship Policy March 2020 - published in separate document

 


Georges River Council –           Community and Culture -  Monday, 9 March 2020                                                         Page 24

Item:                   COM012-20       Draft Georges River Innovation Strategy 2020 

Author:              Senior Project Officer

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

Recommendation:

(a)     That Council endorse the attached draft Georges River Innovation Strategy 2020 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 Innovation Strategy 2020.

(c)    That a further report be prepared which investigates the potential establishment of an Innovation Standing Committee to drive implementation of the Strategy, including the innovation strategies that would achieve productivity savings as identified in the  Independent Pricing and Regulatory Tribunal (IPART) application reported to Council on 10 February 2020.

 

 

Executive Summary

1.      Now is the perfect time to build an innovative future for Council and the city. Results from a recent all staff survey indicated that 55% of Council officers want to contribute ideas and 75% believe that our organisation’s culture welcomes new ideas. Council has an opportunity to maintain this momentum by leveraging this enthusiasm into ideas and outcomes for the community.

 

2.      The draft Innovation Strategy identifies 6 pillars that will create an innovative future for Georges River Council. These pillars are:

 

a.      Leadership and Culture;

b.      Creativity and Insight;

c.       Collaboration Network;

d.      Resourcing;

e.      Entrepreneurship; and

f.       Sustainability and Resilience.

 

3.      There is an opportunity to establish innovation champions in Councillors, council officers and the community. This report is recommending an Innovation Standing Committee be investigated to drive innovation, strengthen key relationships, target areas of joint action and help Council achieve productivity savings identified in the draft Independent Pricing and Regulatory Tribunal application presented to the Council on 10 February 2020.  It is proposed that the committee will:

 

a.      Stimulate the development of new initiatives which support innovation as it aligns to Councils strategic direction;

b.      Evaluate and provide feedback on proposed initiatives; and

c.       Ensure that the Council has allocated appropriate resources, and has effective processes to develop a pipeline of the initiatives.

 

4.      Councillors were engaged at a Councillor briefing on 2 November 2019 and were particularly interested in using innovation to increase organisational efficiencies and explore opportunities to partner with business and industry.

 

Background

5.      One of the key aspirations of ‘Georges River 2050 – Leading for Change’ is to become more innovative and creative in anticipating and responding to trends and challenges and becoming more influential within the Greater Sydney context.

 

6.      The draft Georges River Innovation Strategy 2020 progresses the Councils aim of ‘innovation’. It identifies what it will mean to be innovative for both the Council and the local community and identifies why action is needed, the benefits that can arise by being leaders in innovation, and progress Council has made.

 

7.      The draft strategy has a city-wide focus, which calls on efforts from Council, the local community and key stakeholders to implement. The draft strategy acknowledges the importance collaboration has and the significance of building an innovation network.

 

8.      The pillars included in the draft strategy outline the key directions Council can take to embrace innovation:

 

a.      Leadership and Culture- Council can establish itself as a leader of innovation by embracing new concepts, encouraging a culture of innovation and driving a coordinated approach to innovation. Values of an innovative culture include creativity and openness to new ideas, knowledge seeking and sharing to develop insights and optimal decisions, collaboration and inclusiveness, as well as ethics, integrity and public good.

 

b.      Creativity and Insight- An opportunity exists to provide incentives and support for council officers to encourage creativity and innovation in their areas of work. This would require the need to recognise the necessity to free up and provide resourcing to allow time to be creative and the opportunity to be involved in creating and delivering results from innovation.

c.       Collaboration Network - Council can drive the establishment and development of a local innovation system – a collaborative network of government, businesses and the community as the initiators and developers of innovation. This will be a key element in mobilising and seeking wide commitment for innovative behaviours and investments.

 

d.      Resourcing - Council should look to develop capabilities and allocate resources, both internally as well as in partnership with investment from external stakeholders that ensure there are pathways to create, assess and deliver innovations that benefit the community. Council will monitor the impacts of innovation and use this to evolve the innovation strategy and actions.

 

e.      Entrepreneurship - Council aims to become more entrepreneurial, fostering start-ups in the private sector, and engaging in the resourcefulness of the non-government, not-for-profit sector. Council will gain commercial value out of some new innovative initiatives that will become leading practice in the local government sector and used to support further innovation.

 

f.       Sustainability and Resilience- Council can use its innovative capabilities to drive transformation of the Georges River LGA to be more sustainable and resilient. This would be across multiple sustainable outcomes for the local government area that have social, economic and environmental outcomes.

 

9.      The attached draft strategy provides further project details to support each pillar.

 

Financial Implications

10.    This project was funded within the approved City Strategy and Innovation budget. There are no financial implications in accepting the recommendations of this report. Further reports to Council will include implementation costs of specific actions.

 

Risk Implications

11.    The key operational risks relate to the failure to capitalise on the momentum within the organisation for innovation, new ideas and positive change. The all-staff internal survey highlighted a great level of enthusiasm amongst staff for contributing to innovation which if we don’t cultivate could run the risk of impacting staff culture and morale

 

Community Engagement

12.    The draft Georges River Innovation Strategy was developed in collaboration with a number of local focus groups and community members throughout 2019.

Engagement groups included:

a.      Economic Development Advisory Committee;

b.      Youth Advisory Group;

c.       Aboriginal Reference Group;

d.      Multicultural Reference Group; and

e.      Community pop-ups.

 

13.    It is proposed to place the draft Strategy on exhibition for at least 28 days to allow for broader community comment.

 

 

File Reference

D20/41668

 

 

ATTACHMENTS

Attachment 1

Draft Georges River Council Innovation Strategy - published in separate document

 


Georges River Council –           Community and Culture -  Monday, 9 March 2020                                                         Page 27

Item:                   COM013-20       Leading for Change - Event Series  

Author:              Coordinator, Strategy and Innovation

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

Recommendation:

That Council receive and note the ‘Leading for Change’ event series as a precursor to future advocacy work. 

 

 

 

Executive Summary

1.      During February and March 2020 the City Strategy and Innovation (CSI) Directorate has conducted significant reputation and advocacy events which are working to position the city as a leader in the South District and across Greater Sydney, as well as increase the overall liveability and prosperity of the Georges River area.

2.      The ‘Leading for Change’ Series has featured the following events:

a.      Smart Cities and Reputation Exchange with Dr Oren CEO of the Tel Aviv Foundation – 4-6 February.

b.      Inaugural Southern Sydney Innovation and Entrepreneurship Roundtable – 13 February.

c.       ChillOut hubs (Smart Cities project) Ministerial launch – 20 February.

d.      Presentation to the Smart Local Government Summit – 20 February.

e.      City launch event - Leading for Change 2020 – 20 March.

 

3.      The outputs of these events and the strategies delivered by CSI to date will be progressed into a comprehensive advocacy program in the 20/21 financial year and into subsequent years.

Background

4.      Over the past 12 months the following progress has been made:

a.      The Council adoption of key strategic documents;

i.     Georges River 2050 – Leading for Change

ii.    Kogarah Investment Attraction Strategy

iii.   Hurstville Heart of the City - Place Strategy

 

b.      Council in March will consider;

i.    The draft Innovation Strategy

ii.   The draft Reputation Strategy

 

c.       Pop up park at Palm Court Car Park which will inform the transformation of the site into open space for the community in 2020/21.

d.      The delivery of 3 world-first ChillOut Hubs and the continued award winning partnership with UNSW and Street Furniture Australia.

 

e.      The NSW Government endorsed Greater Sydney Commission Place Strategy for Kogarah.

 

f.       A leadership group of key organisations in Kogarah CBD including St George Public and Private Hospitals.

 

g.      Advocacy work for critical transport connections across Greater Sydney, particularly the link between Kogarah and Parramatta.

 

h.      Partnerships with Central City councils to advance the interests of the central corridor of councils.

 

5.      The ‘Leading for Change’ series culminating in the Leading for Change 2020 event is an opportunity for Council to not only showcase itself as the most successful merged Council but also highlight our aspirations and vision for our city.

 

6.      The series is a precursor to the planned advocacy work which will scale up in 20/21. This work will be focused on:

 

a.      Increased access to and the containment of high quality jobs; and

 

b.      Promotion of our area with the goal of increased investment and opportunities.

A formal Advocacy Strategy will be presented to Council in 2020/21.

Details of key events

7.      Smart Cities and Reputation Exchange with Dr Oren CEO of the Tel Aviv Foundation on 4-6 February.

As part of the Commonwealth Smart Cities and Suburbs Program, Georges River Council through a university partnership with Tel Aviv invited special guest Dr. Hila Oren from Tel-Aviv Global to share her experience and knowledge on smart cities, and creating a brand and identity for cities. The visit included:

·        A visit to Georges River College Peakhurst Campus to discuss with students what the area means to them and what they are proud of. The students to us they valued the Peakhurst foodies and farmers market and Carss Bush Park;

·        Georges River Council staff and Executive had the opportunity to participate in workshops and knowledge sharing;

·        A networking event with neighbouring Councils and Councillors;

·        A sit down with Mayor Greene; and

·        A smart city knowledge sharing event where staff of other councils explored the LGA including the new ChillOut Hubs. 

 

8.      Inaugural Southern Sydney Councils Innovation and Entrepreneurship Roundtable, 13 February 2020.

 

Council in partnership with Regional Development Australia (RDA) Sydney hosted a roundtable for Southern Sydney Councils to share knowledge and ideas to identify ways to support innovation and entrepreneurship in the South District.

 

The day was an opportunity for Council’s to share their journey and experiences in this space as well as learn from experts. A line up of guest speakers included experts from ANSTO, Sydney School of Entrepreneurship, UTS and a local entrepreneur. From this roundtable an Innovation alliance is likely to be established.

 

9.      City launch event - Leading for Change 2020 – 20 March 2020.

On March 20 the City Strategy and Innovation directorate is presenting the ‘Leading for Change 2020’ event. The event will provide an opportunity to showcase our progress as a merged council and cement our strategic significance in Greater Sydney. There will be a focus on the critical role Georges River plays in achieving the state governments 30 minute city aspirations, provision of high quality jobs and the importance of growing our strategic centres Kogarah and Hurstville.  

The Director of City Strategy and Innovation has secured  the following speakers Chris Brown AM, Chairman of the Western Sydney Leadership Dialogue, Dr Sarah Hill, CEO of the Greater Sydney Commission, Peter Poulet, South District Commissioner and Dr Tim Williams of ARUP.

This event is a fantastic opportunity for Georges River Council to position ourselves as a council and city that is leading the way for change across Greater Sydney. Councillors are encouraged to attend this event.

 

Financial Implications

10.    Funding was allocated in the 2019/2020 budget for this series and the associated strategy development.

 

Risk Implications

11.   No risks identified.

 

File Reference

D20/37000

 

 

 

  


Georges River Council –           Community and Culture -  Monday, 9 March 2020                                                         Page 31

Item:                   COM014-20       Georges River Reputation Strategy 

Author:              Coordinator, Strategy and Innovation

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

Recommendation:

That Council endorse the Georges River Reputation Strategy which is attached to this report.

 

 

Executive Summary

1.      The Georges River Reputation Strategy has been developed to guide council actions and decisions which carry reputational implications for the Local Government Area (LGA) and Council.  The purpose of the Strategy is to influence the knowledge and opinions of people who live both inside and outside the Georges River LGA. 

2.      The Strategy describes our current reputation as neutral among people who live outside of the LGA. This means one of the major challenges we need to overcome as a council area is the considerable lack of knowledge and understanding about our characteristics, benefits and vision for the future.

 

3.      To change this neutral reputation the Strategy suggests some key initiatives. These initiatives focus on:

a.      Deciding on a guiding principle e.g. ‘Discover, Visit, Invest’;

b.      Promoting our aspirations; and 

c.       Leveraging significant partnerships and building new relationships.

 

4.      Council has been engaged with the Reputation Strategy via a briefing on Monday 2 December. At this briefing Councillors were most interested in the research presented as a base-line for Council and the city’s current reputation as well as foundational moves to build our reputation to attract investment and guide the development of an advocacy program.

 

Background

5.      Reputation is becoming increasingly important in the local government context as cities compete for investment, talent and renown. It is important when undertaking reputation building activities that there is a clear understanding of current perceptions and how actions and decisions will impact on the desired reputation.

 

6.      The Reputation Research Report (attachment 1) outlines current perceptions of the Georges River area, while the Reputation Strategy (attachment 2) highlights our greatest opportunities to reach our desired reputation where Georges River Council repositions itself as a major driving force in the vision for Sydney’s future by seeking growth and investment ahead of ‘competitor’ LGAs.

 

Insights into our current reputation

7.      A close up of a map

Description automatically generatedA picture containing text, map

Description automatically generatedReputation comparisons – comparing Georges River LGA to other LGAs both by growth and proximity.

                                                                                            Growth LGAs                                                                 Adjacent LGAs

 

Growth findings – Georges River is:

·        considered the most enjoyable place to live;

·        behind all other growth centres as a good place to set up a business. Parramatta was first choice;

·        seen as the least likely place for government and major organisation relocation; and

·        seen as the least likely to become a major centre in Sydney over the next five years.

Proximity findings – Georges River is:

·        ranked the third most enjoyable place to live, behind Sutherland Shire LGA and Bayside LGA;

·        the second last choice of LGA in which to set up a business (but there was little difference between all adjacent LGAs);

·        not perceived to be accessible. Despite our proximity to the CBD, airport and rest of Sydney we ranked behind all other LGAs for good transport links;

·        the second most chosen LGA for an easily accessible beautiful natural environment, slightly ahead of Bayside; and

·        not known for our main centres and public spaces, we were seen as better only than those in Canterbury - Bankstown.

 

8.      The Reputation Strategy highlights the following key actions for 2020-2022:

·        Tell more positive stories about the great lifestyle to be had in Georges River – create a ‘new resident guide’ which highlights the benefits of being part of the Georges River LGA community for people at all stages of life;

·        Increase promotion of key features and events in Georges River LGA – a promotional campaign that will highlight what’s great about the LGA and spotlight key events to encourage increased visitors into the area and greater patronage from the local community;

·        Deepen the city’s links with Sydney FC – investigate the opportunity to have Jubilee Stadium become the permanent home ground for Sydney FC, and the feasibility of adding a Sydney FC football academy to service the wider Southern Sydney area;

·        Communicate Council’s economic development plans to businesses – improve awareness of works and planning currently being (or soon to be) undertaken by Council to enhance the image of Georges River as a destination for businesses to invest for the future;

·        Create strong and active connections between businesses, universities, institutions and local residents – GRC will facilitate new information sessions and working groups for businesses, institutions and community organisations to help identify and deliver new economic and social initiatives for the LGA;

·        Develop partnerships with education providers and institutions – leverage the very high standard secondary schools in the LGA as a catalyst to explore opportunities for Georges River to partner more closely with leading universities;

·        Develop closer collaboration with ANTSO – as part of the development of the LGA’s innovation precinct, a strong relationship with ANTSO will be explored to position George’s River as a hub for innovation, science and technology;

·        Invest in updating the commercial hubs in Kogarah and Hurstville – modernise these areas to improve the built environment and lived experience; and

·        Open up access to Georges River waterfront – improve accessibility to the river for residents and visitors and consider water-based activities as a draw card to promote our green environment.

 

Financial Implications

9.      No budget impact in adopting the recommendation of this report.

 

Risk Implications

10.    The risk of not implementing this strategy is that the resources Council places on creating strategies do not have the wider impact or deliver the opportunities they could otherwise create and Council’s success in attracting positive government and private investment will be reduced. 

 

Community Engagement

11.    Over 50 people were involved in the consultations and workshops and interviews with external stakeholders included senior representatives of State/city planning organisations, major sporting organisations, business and advocacy groups. Over 800 survey responses were received from residents of neighbouring and ‘competitor’ LGAs.

 

12.    As this is a corporate strategic document formal public exhibition is not considered necessary.  Community engagement will occur with specific actions during future implementation.

 

File Reference

D20/38834

 

 

 

ATTACHMENTS

Attachment 1

Reputation Strategy Research Report - published in separate document

Attachment 2

Georges River Reputation Strategy 2020 - published in separate document