AGENDA


Community and Culture Committee

 

Monday, 13 July 2020

6.00pm

 

ONLINE MEETING

 

 

 

 

 

 

 

 

 

 

 


Georges River Council –            Community and Culture -  Monday, 13 July 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 - 09 June 2020

8.      Committee Reports

COM023-20       Outgoing Sponsorships and Donations

(Report by Personal Assistant to Manager, Community & Cultural Development)........................................................................................................................................... 3

COM024-20       Stronger Communities Funding Update

(Report by Multicultural and Indigenous Development Officer)............................ 6

COM025-20       Report on the Establishment of a Sports Museum for Georges River

(Report by Coordinator Cultural Services).............................................................. 11

COM026-20       Place Naming Requests - Roads and Reserves

(Report by Coordinator, Library Operations)........................................................... 69

COM027-20       Community Property Lease - 5 Bryant Street, Narwee

(Report by Community Property Officer).................................................................. 76

COM028-20       Adoption of Georges River Innovation Strategy 2020

(Report by Senior Project Officer)............................................................................. 79

COM029-20       Update on the Economic and Social Recovery Plan

(Report by Coordinator, Strategy and Innovation)................................................. 83  

 

 


Georges River Council –            Community and Culture -  Monday, 13 July 2020                                                          Page 3

Committee Reports

Item:                   COM023-20  Outgoing Sponsorships and Donations 

Author:              Personal Assistant to Manager, Community & Cultural Development

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

That Council receive and note the Quick Response Donation of $1,500.00 granted to the Hurstville Scout Group to support struggling families impacted by COVID-19.

 

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 assessed against the Policy’s Funding Determination Model.

BACKGROUND

2.      On 16 June 2020, Council received correspondence from Hurstville Scout Group requesting financial support to attend a bush camp program for local Scouts and their families who are struggling due to the impacts of COVID-19, both financially as well as in their physical and mental wellbeing.

3.      In order to make the camp affordable for local families, Hurstville Scouts were seeking financial support of $1,500 to subsidise costs, reducing the cost to families to $50 to attend the camp. Due to the effects of COVID-19, Hurstville Scouts have lost other fundraising avenues, including Bunnings BBQs and rental of their Scout Hall, which would normally assist with subsidising such beneficial programs.

4.      As per the Georges River Council Grants, Donations and Sponsorship Policy, the request was assessed, and was deemed to fully meet the criteria outlined in the Georges River Council Quick Response Donation program.

5.      As per the Grants, Donations and Sponsorship Policy (section 8.3.2), the General Manager is delegated to approve amounts of up to $2,000 under the Quick Response Donations program. 

FINANCIAL IMPLICATIONS

6.      The total donation request approved was $1,500.

7.      The 2019/20 Donations budget, under which this donation was attributed, was $86,100 and had a remaining balance of $18,400.

RISK IMPLICATIONS

8.      No risks identified.

COMMUNITY ENGAGEMENT

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

10.    The Georges River Council Grants, Donations and Sponsorship Policy was adopted by Council in April 2020.

FILE REFERENCE

D20/149579

 

 

 

ATTACHMENTS

Attachment 1

2019-2020 Donations Register

 


Georges River Council -         Community and Culture - Monday, 13 July 2020

COM023-20            Outgoing Sponsorships and Donations

[Appendix 1]          2019-2020 Donations Register

 

 

Page 5

 


Georges River Council –            Community and Culture -  Monday, 13 July 2020                                                          Page 10

Item:                   COM024-20  Stronger Communities Funding Update 

Author:              Multicultural and Indigenous Development Officer

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

(a)     That Council receive and note the update on the remaining Stronger Communities Fund projects as listed in this report;

(b)     That Council continue to receive regular reports on the remaining Stronger Communities Fund projects still in progress.

 

EXECUTIVE SUMMARY

1.      The Stronger Communities Fund was established by the NSW Government to provide merged Councils with funding for the delivery of projects that improve community infrastructure and services.

2.      The program was divided into two categories:

a)      Community Grants Program – allocation of $1 million in grants to community organisations for projects that build vibrant local communities. These funds have already been allocated by Council to community organisations and were the subject of a report presented to Council at its meeting held on Monday 7 November 2016. These projects have now all been fully completed.

b)      Major Project Program – allocation of $9 million in Round 1 and $9.5 million in Round 2 to larger scale priority infrastructure and services that deliver long term economic and social benefits to communities.

BACKGROUND

3.      Council’s commitment was to fund projects that delivered new or improved infrastructure or services to the community that met the following criteria:

·        a community consultation process undertaken;

·        demonstrate a social and/or economic benefit to the community;

·        consider sustainability and equity across the broader community;

·        demonstrate project feasibility and value for money, including full life cycle costs;

·        do not have funds allocated by the former Kogarah or Hurstville Councils;

·        consider the processes and procedures outlined in the capital expenditure review guidelines issued by the NSW Office of Local Government.

Community Grants Program – Completed

4.      $1,000,000 in funding was awarded to twenty seven (27) community projects through the Stronger Communities Fund. As at 30 June 2020, twenty six (26) projects have been completed and one (1) application was withdrawn. 

5.      There were three (3) remaining projects under the Community Grants Program due for completion by 31 December 2019. These have now been completed by June 2020 as listed below.

 

Funded Organisation

Project Name

SCF Funded Amount

Total SCF expenditure as at 30/06/2020

Status

Kogarah Community Services

The Year of Yes (YOY)

$49,625

$49,625

Completed November 2019. 

Renown United Sports Club Inc

Renown Park amenities block

$50,000

$50,000

Completed December 2019.

Olds Park Netball Association Inc

Olds Park Penshurst

$30,000

$30,000

Completed

June 2020.

 

Major Project Program Round 1 – Completed

There were five (5) remaining projects under the Major Project Program Round 1 due for completion by 31 December 2019. These have now been completed by 29 June 2020 as listed below.

 

Project name

SCF Grant funding

Other funding

Total SCF expenditure as at 29/06/2020

Total Expenditure as at 29/06/2020

Status

Community Amenities Buildings - Peakhurst Park (Eastern End), Peakhurst

$800,000

$873,165

$921,083 (includes interest reallocation)

$1,673,165

Completed.

Launched September 2019.

 

Community Amenities Building - Riverwood Park, Riverwood

$800,000

$470,928

$800,000

$1,270,928

Completed February 2020.

Community Amenities Building - Renown Park, Penshurst

$800,000

$1,583,861

$800,000

$2,383,861

Works completed in December 2019 for both buildings and launched in February 2020.

Community Pavilion and Amenities Building - Harold Fraser Oval, Kogarah Bay

$1,100,000

$2,021,960

$1,100,000

$3,121,960

Completed December 2019.

Town Centres' Place-Making and Economic Development Program

$1,100,000

$6,785

$1,100,000

$1,106,785

Completed April 2020.

Major Project Program Round 2 - Completed

6.      In Round 2, $9,500,000 in funding was allocated to six (6) Major Projects through the Stronger Communities Fund. One (1) project has been completed as at 29 June 2020.

This project is listed in the table below.

 

7.      Below figures are preliminary 2019/20 results as final 2019/20 figures will not be available until late July.

Project name

 

SCF Grant funding

Other funding

Total SCF expenditure as at 29/06/2020

Total Expenditure as at 29/06/2020

Status

Gannons Park

Amenities Building

$800,000

$1,458,552

$800,000

$2,258,552

Completed

June 2020.

Major Project Program Round 2 – In Progress

8.      The Poulton Park Sports Amenities Buildings (Football) and Gannons Park Stage 3 projects have been delayed due to wet weather and will now be completed by early August 2020.

 

9.      An extension has been requested from the Office of Local Government (OLG) for three (3) remaining projects: Hurstville Oval New Community Pavilion Building, (formerly called the Expansion of Booth Saunders Pavilion Building); Hurstville Golf Course New Clubhouse; and Hurstville Golf Course – reconstruction of 6 new greens and new pathways, which will be completed by December 2021.  The extension was sought due to early delays in design development and as a result of COVID-19.

 

Project name

 

SCF Grant funding

Other funding

Total SCF expenditure as at 29/06/2020

Total Expenditure as at 29/06/2020

Status

Poulton Park Sports Amenities Buildings Football and Netball

Poulton Park new synthetic field

Poulton Park new netball court

$1,455,000

 

 

 

$1,455,000

 

 

$90,000

 

$100,000

 

 

 

$1,742,871

 

 

$588

$1,142,738

 

 

 

$1,455,000

 

 

$90,000

$1,142,738

 

 

 

$3,197,871

 

 

$90,588

 

Netball amenities are complete, and Football amenities will be complete in August 2020.

 

Completed

June 2020.

 

Completed

June 2020.

Gannons Park Stage 3

$1,000,000

$3,084,498

$1,416,943

(includes interest reallocation)

$4,315,147

Anticipated completion in August 2020.

Hurstville Oval - Expansion of Booth Saunders Pavilion Building

$2,200,000

$  -

$53,813

$53,813

Design development currently in process prior to tendering. 

Hurstville Golf Course - new clubhouse

$2,000,000

$  -  

$152,260

$152,260

Tenders currently under review.

Hurstville Golf Course - reconstruction of 6 greens and new pathways

$500,000

$ -  

$58,232

$58,232

Tender preparation underway.

ACQUITTAL TO THE OFFICE OF LOCAL GOVERNMENT

10.    Funding from Stronger Communities Fund - Round 1 projects are to be spent or committed by 31 March 2020, and all funding acquitted before 30 June 2020. Council has lodged a request with OLG for an extension in acquitting these projects, advice of which is still pending.

 

11.    Funding from Stronger Communities Fund - Round 2 projects was to be spent or committed by 31 March 2021, and all funding acquitted before 30 June 2021. As highlighted in paragraph 9 above, an extension has been requested from OLG for the delivery of the Hurstville Oval Pavilion Building, the Hurstville Golf Course Club House and the Hurstville Golf Course – course works and paths projects, advice of which is still pending. 

FINANCIAL IMPLICATIONS

12.    Interest accrued in the Stronger Communities Fund during the 2019/20 year as at 31 May 2020 totals $77,641.

 

13.    In accordance with the Stronger Communities Fund Guidelines, advice received from the Office of Local Government, and Council approval accrued interest was allocated to Gannons Park Stage 3 works (SCF Round 2) and Peakhurst Park Amenities Buildings (SCF Round 1).

 

14.    The listed Major Projects are funded by the $9m Round 1 and $9.5m Round 2 Stronger Communities Grant Funding – Major Projects Program. Any additional funding is funded from Council’s Internal Reserves, Developer Contributions – Section 7-11, Infrastructure Plus, Stormwater Drainage Levy, Domestic Waste Reserve and various grants.

 

RISK IMPLICATIONS

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

 

COMMUNITY ENGAGEMENT

16.    Community engagement was conducted to select the projects during the initial stages, which included the following: letters to community groups, Stronger Communities Fund Panel and the Implementation Advisory Committee; weekly advertisements in the local newspaper; Council’s website and social media platforms. The community consultation period was from 14 December 2016 to 17 February 2017.

 

17.    In accordance with the Stronger Communities Fund Guidelines, the Georges River Stronger Communities Fund Assessment Panel prioritised the suite of major projects.

 

FILE REFERENCE

D20/119981

 

 

 

 

  


Georges River Council –            Community and Culture -  Monday, 13 July 2020                                                          Page 15

Item:                   COM025-20  Report on the Establishment of a Sports Museum for Georges River  

Author:              Coordinator Cultural Services

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

(a)     That Council receive and note the Georges River Sporting Museum Report prepared by Hawkridge Entertainment Services.

(b)     That Council receive and note the update on the establishment of a short-term football display at the Johnny Warren Indoor Sports Centre at the Penshurst Park Sporting Hub.

 

EXECUTIVE SUMMARY

1.      This report provides a summary of the Georges River Sporting Museum report. The report also provides an update on the establishment of a football display at the Johnny Warren Indoor Sports Centre at the Penshurst Park Sporting Hub.

BACKGROUND

2.      Council at its meeting on 28 October 2019 resolved (COM037-19):

(a)     That Council approve the establishment of a short-term football display at the Johnny Warren Indoor Sports Centre at Penshurst Park Sporting Hub subject to additional funding of $24,500 for the 2019/2020 financial year being sourced from the Mortdale Ward Councillor Ward Discretionary Fund (minor capital works) and/or local football club donations;

(b)     That Council approve allocation of $35,000 from the existing Round 2 Stronger Communities grant funding of $2.2 million, to undertake a detailed report with specifications for the establishment of a permanent, purpose-built sporting museum within the new community pavilion consistent with the ‘draft Masterplan for Hurstville Oval and Timothy Reserve 2019’; and

(c)     That Council seek additional grant funding to support the establishment of a sporting museum at Hurstville Oval.

3.      This report addresses the above recommendations, providing an update on the football display at the Johnny Warren Indoor Sports Centre and the findings of the Georges River Sporting Museum report.

FOOTBALL DISPLAY

4.      Council engaged Curator Dr Lynda Kelly to liaise with the St George Football Association, local football clubs and other key stakeholders to develop a football display to be located within the Johnny Warren Indoor Sports Centre.

5.      The display provides an overarching history of football in the Georges River area and explores themes of football’s origins, migration, St George’s contribution to football, women in football, and volunteers. Six key sporting personalities from the local area including Johnny Warren are highlighted on a Wall of Fame.

6.      Two display cabinets, featuring items sourced from the Football Federation of Australia, Hurstville Museum & Gallery collection and private collections, are also on display, along with a signed St George-Budapest jersey donated by Councillor Konjarski.

7.      The display is situated in the access way from the Johnny Warren Sports Centre to the Hurstville Aquatic Centre and will open in July 2020, pending the easing of COVID-19 NSW Public Health Order restrictions.

   

SPORTS MUSEUM

8.      Council engaged Hawkridge Entertainment Service in January 2020 to conduct an independent report into the prospect of establishing a permanent, purpose-built sporting museum within a new community pavilion.

9.      The Georges River Sporting Museum report considered the potential for a sports museum at Hurstville Oval, and also explored the potential for a sporting museum to be located within the wider Georges River Council area. The report also examined hall of fame models and the idea of a digital museum, as alternatives to a sporting museum.

10.    The report analysed the proposed space for the sporting museum in terms of size and function, investigated the community and commercial demand for a sporting museum, assessed the competitive position of the museum and the potential utilisation of the proposed museum. An assessment of the estimated operating costs and potential revenue was also included, along with the general viability of museum operations.

11.    The report also reviewed a range of venues as a benchmark for sporting museum operations and object loan potential: Australian Sports Museum (including Sports Australia Hall of Fame); Bradman Museum and International Cricket Hall of Fame; Cycling Australia Hall of Fame; The Oppy Museum; Australian Rugby League Hall of Fame; The Thredbo Alpine Museum – National Snowsports Museum; National Motor Racing Museum; Australian National Surfing Museum; National Museum of Australia; Museum of Applied Arts and Sciences; Australian National Maritime Museum; Museums Victoria; Singapore Sports Museum; NZ Sports Hall of Fame; and NZ Rugby Museum.

12.    The report makes an important distinction between a ‘Sporting Museum’ and a ‘Hall of Fame’. Sporting museums encompass a range of consistently changing displays, exhibitions and interactive activities which seek to engage visitors on multiple occasions. Halls of Fame, however, are regarded as generally static displays that do not necessarily change regularly.

 

Report Findings

13.    The report found that:

i.     the proposed spaces at Hurstville Oval, as outlined in the draft Masterplan for Hurstville Oval and Timothy Reserve 2019 as potential areas for a sporting museum, were unsuitable due to their size, physical properties, and accessibility. Consideration for a sporting museum should only be given for a stand-alone facility at Hurstville Oval that can develop into a destination with additional support functions such as a café.

ii.    there was no existing collection that could form the basis of a sporting museum for the Georges River area. Any endeavour to establish a collection would require a lengthy time to develop.

iii.   the community and stakeholder engagement revealed there was no demonstrable demand for a sporting museum to be built in the Georges River area. There was willingness from the stakeholder associations to assist where possible, however they did not have the capacity to do so financially.

iv.   it is unlikely that there is any proponent other than Georges River Council to fund the ongoing annual operations of a sporting museum, although State or Federal Government grant funding may be accessible to cover a component of the construction costs. The cost to build a physical sporting museum of 600m² is approximately $7.2million with an ongoing cost to operate of $465,784.

14.    The report presents five operating models for a Georges River Sporting Museum for Council’s consideration:

i.     Option 1: Minimalist approach - A display could be accommodated within the existing Players Pavilion at Hurstville Oval. This area is more suited to a Hall of Fame model which represents memorabilia of the sporting organisations of the region rather than a sporting museum.

ii.    Option 2: A purpose-built sporting museum similar in size to other Council operated/managed models, with the focus of acquiring a collection and creating exhibitions from that collection.

iii.   Option 3: A purpose-built sporting museum similar in size to other Council operated/managed models, utilising a ‘white box’ model with exhibitions based solely on inward loans. As such, Council would not grow its own sporting collection, and instead bring in touring exhibitions from other institutions and/or curate exhibitions using items in other institutions collections.

iv.   Option 4: A purpose-built sporting museum similar in size to other Council operated/managed models, with a hybrid model of inward loans and exhibitions but also with the aim to acquire significant relevant material. As such, Council would hire travelling exhibitions and utilise other institutions’ collections to create exhibitions, whilst also slowly building its own collection of sporting history.

v.    Option 5: A digital/virtual museum existing without a physical space.

15.    The major options as presented in the report explored the proposed spaces at Hurstville Oval, as outlined in the draft Masterplan for Hurstville Oval and Timothy Reserve 2019, however the report also considered other locations such as the Hurstville Civic Precinct. The report indicates that co-location with thematically similar businesses is common in contemporary museum planning and increases success, and as such, the development of other sporting precincts present options for consideration of a purpose-built sporting museum. Any future developments within a sporting precinct such as the Penshurst Park Sporting Precinct or major cultural site, such as in the Hurstville Civic and Cultural Precinct, could all present options to apply the modelling put forward in the report. Stakeholder feedback supported the idea of co-location, stating that a sporting museum or hall of fame would need to be either close to public transport, the Hurstville CBD or sporting facilities. Co-location of a purpose-built museum could potentially also reduce the anticipated operational costs of such a facility.

FINANCIAL IMPLICATIONS

16.    There are financial implications for a proposed Georges River Sporting Museum:

Option

Approximate capital costs

Approximate operational cost (per annum)

1. Hall of Fame

$866,610

-

2. Purpose built (in-house collection)

$7,225,656

$465,784

3. Purpose built

(no collection)

$7,225,656

$465,784

4. Purpose built

(hybrid model)

$7,225,656

$465,784

5. Digital museum

-

$164,000

 

17.    The Georges River Sporting Museum report was developed using budgeted funds of $39,501 from the 2019/20 financial year budget, in accordance with the resolution of Council (COM037-19).

18.    Should Council resolve to proceed with the establishment of a sporting museum within the LGA, an appropriate business case would need to be prepared in accordance with the OLG Capital Expenditure Review Guidelines 2010.

RISK IMPLICATIONS

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

COMMUNITY ENGAGEMENT

20.    Community engagement was conducted during the development of the Georges River Sporting Museum report. Over 70 sporting organisations were targeted during this consultation phase, including key user groups of Hurstville Oval. From 21 February 2020 to 22 March 2020, a survey asked the community what sports were of interest to them, and their desire to see a sporting museum within the area. 116 people visited the survey page, with 22 people completing the survey. 64% of respondents felt there should not be a sporting museum within the area.

21.    Consultation for the Georges River Sporting Museum report was impacted by the COVID-19 restrictions, resulting in the delivery of telephone interviews with 5 participants from sports groups in the area. During these in depth interviews the survey questions were more fully explored and these key stakeholders were positive about the potential of a Sporting Museum in the area. All stakeholders mentioned that, whilst not able to financially support a Sporting Museum, they could assist with collection material, however they were also supportive of a digital option as many clubs had already compiled their histories online.

FILE REFERENCE

D20/139770

 

 

 

ATTACHMENTS

Attachment 1

Georges River Sporting Museum - Final Report (Hawkridge Entertainment Service)

 


Georges River Council -         Community and Culture - Monday, 13 July 2020

COM025-20            Report on the Establishment of a Sports Museum for Georges River

[Appendix 1]          Georges River Sporting Museum - Final Report (Hawkridge Entertainment Service)

 

 

Page 67

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Georges River Council –            Community and Culture -  Monday, 13 July 2020                                                          Page 69

Item:                   COM026-20  Place Naming Requests - Roads and Reserves 

Author:              Coordinator, Library Operations

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

(a)     That the proposal to assign names to the listed roads and reserves is endorsed and  placed on public exhibition in accordance with the Georges River Place Naming Policy.

i.     Assign the name “Orchard Reserve” to the currently unnamed reserve informally known as “Gloucester Road Reserve No. 3”.

ii.    Assign the name “Warwick Reserve” to the currently unnamed reserve informally known as “Gloucester Road Reserve No. 5”.

iii.   Assign the name “AJ Marshall Reserve” to the currently unnamed reserve informally known as “Gloucester Road Reserve No. 2”.

iv.   Assign the name “Rainbow Lorikeet Reserve” to currently unnamed reserve informally known as “Gloucester Road Reserve No. 4”.

v.    Assign the name “Dumbleton Lane” to the unnamed road between Edgbaston Road and Stoney Creek Road (running parallel to King Georges Road).

vi.   Assign the name “McCready Lane” to the unnamed road between Edgbaston Road and Stoney Creek Road (running parallel to Melvin Street).

vii.  Assign the name “Rudduck Lane” to the unnamed road between Melvin Street and King Georges Road.

viii. Assign the name “Kintail Street” to the eastern section of Princes Street between Grove Avenue and Laycock Road in Mortdale.

(b)     That, following endorsement and public exhibition of the proposals, registration of the names is sought from the Geographical Names Board.

(c)     That, following the Geographical Names Board registration of the names, the outcome is reported on Council’s website. 

 

EXECUTIVE SUMMARY

1.      The Georges River Council Place Naming Policy was revised and adopted on 16 December 2019 (COM052-19). The Policy provides a naming convention for all Council assets such as roads and reserves, with the aim of ensuring efficient way-finding for the community, essential utilities and emergency services.  

2.      New name proposals are required for currently unnamed reserves adjoining Gloucester Road in Beverly Hills following instructions from the NSW Geographic Names Board.

3.      New name proposals are required for three unnamed roads in Beverly Hills as the NSW Geographical Names Board denied Council’s previous application.

4.      The eastern section of Princes Street in Penshurst requires renaming to allow the creation of new addresses to accommodate future development in that area.

5.      Following a development application (DA2019/0301) in McRaes Avenue in Penshurst, Council’s Geographical Information Systems identified that no new addresses can be added to properties which adjoin Princes Street.

BACKGROUND

6.      On 23 April 2019 Council resolved (COM009-19) to submit applications to the NSW Geographical Names Board (GNB) to assign names to ten unnamed assets, including five reserves, four roads and one creek. The table below shows the applications and current status.

Place Name

GNB Status

Action Required

Edith Blake Reserve, Kogarah

Approved

Complete. Signage is installed, no further action required.

signage update

Lauricella Lane, Riverwood

Approved

Complete. Signage is installed, no further action required.

signage update

Miles Dunphy Creek, Oatley

Approved

Complete. Signage is not used for creeks, no further action required.

signage update

Merv Lynch Reserve, Beverly Hills

Approved

Signage to be made and installed.

Gloucester Reserve, Beverly Hills

Approval pending

Nearby reserves share the name “Gloucester” and need to be renamed before this request is approved by the GNB – outlined in paragraphs 8 to 14 below.

 

Boorea Reserve, Oatley

Approval pending

Endorsement by Metropolitan Local Aboriginal Land Council is required before this request is approved by the GNB. 

Nethery Park, Carlton

Not approved

Complete. The reserve is already named “Anglo Square”, no further action required.

 

Evans Lane, Beverly Hills

Not approved

New name proposal required due to a similar road name in a nearby suburb.

St James Lane, Beverly Hills

Not approved

New name proposal required due to a similar road name in a nearby suburb.

Cable Lane, Beverly Hills

Not approved

New name proposal required due to a similar road name in a nearby suburb.

7.      Following advice from the Geographical Names Board, assets remain unnamed. These include:  

 

Unnamed reserves in Hurstville and Penshurst

8.      The Place Naming Policies of Georges River Council and of the NSW Geographical Names Board do not allow duplication of names. All names proposed in this report have been checked with the NSW Geographical Names Board to ensure no duplication.

9.      The NSW Geographical Names Board has temporarily suspended the approval of Council’s application to assign the name “Gloucester Reserve” to the unnamed reserve on Gloucester Road informally known as “Gloucester Road Reserve No. 1”. The Board has instructed Council to assign names to other unnamed reserves in the area that informally share the name “Gloucester”. The reserves that the Board identified for naming are:

(a)     The reserve on the corner of Gloucester Road and Warwick Street in Hurstville informally known as “Gloucester Road Reserve (No. 5)”

(b)     The reserve running from Gloucester Road through to Illawara Parade in Beverly Hills informally known as “Gloucester Road Reserve (No. 3)”

10.    Council’s Geographical Information Services Team has identified two other unnamed reserves adjoining Gloucester Road that also informally share the name “Gloucester” and need to be named.

(a)     The reserve running from Gloucester Road toward Cahill Street in Beverly Hills informally known as “Gloucester Road Reserve No 2”

(b)     The reserve running along Gloucester Road from the intersection of Stoney Creek Road in Hurstville known as “Gloucester Road Reserve No 4”

11.    The name “Orchard Reserve” is recommended for the reserve between Gloucester Road and Illawarra Parade in Beverly Hills, informally known as Gloucester Road Reserve No. 3.  This name pays tribute the historic agricultural use of the land, primarily for fruit orchards. The proposed name does not duplicate any nearby reserve names.

12.    The name “Warwick Reserve” is recommended for the reserve located on the corner of Warwick Street and Gloucester Road in Beverly Hills, informally known as “Gloucester Road Reserve No 5”. The name is a pragmatic one to improve way finding as this reserve is characterised by the intersection of the roads Warwick and Gloucester. The name Warwick itself originates from the historic Carrington Park subdivision of 1885. The proposed name does not duplicate any nearby reserve names.

13.    The name “AJ Marshall Reserve” is recommended for the unnamed reserve that runs from Gloucester Road toward a watercourse and Cahill Street in Beverly Hills. Marshall was a notable naturalist in the 1930s who grew up in Dumbleton (as Beverly Hills was then known) and published fond memories of exploring fruit orchards and swimming in the area. The proposed name does not duplicate any nearby reserve names.

14.    The name “Rainbow Lorikeet Reserve” is recommended for the reserve informally known as Gloucester Road Reserve No 4. The name is a reference to the birds that were particularly numerous in Penshurst in its rural past and fondly recalled in the reminiscences of W P Judd for the Jubilee History of Hurstville in 1937. The proposed name does not duplicate any nearby reserve names.

 

 

 

 

Unnamed roads in Beverly Hills

15.    The NSW Geographical Names Board did not approve Council’s application to name three roads in Beverly Hills (the proposed names were Evans Lane, St James Lane and Cable Lane) due to similar names in nearby suburbs. Names for these roads are required to ensure efficient way-finding for the community, utilities and emergency services.

16.    The name “Dumbleton Lane” is recommended for the unnamed lane between Edgbaston Road and Stoney Creek Road (running parallel to King Georges Road). The name derives from a farm that operated in the area in the 1830s and was the former name of the suburb Beverly Hills. The name was changed on 24 August 1940 after requests by the community at the time. King Georges Road, the main thoroughfare that runs parallel to the unnamed lanes, was formerly Dumbleton Road. Currently, there are no local landmarks known as Dumbleton.  The proposed name does not duplicate any nearby road names.

17.    The name “McCready Lane” is recommended for the unnamed lane between Edgbaston Road and Stoney Creek Road (running parallel to Melvin Street). The name is derived from Georgina McCready (1888 – 1980) a prominent resident of Beverly Hills who was a hospital matron, nursing administrator and trade union official. She is remembered for her significant achievements improving nursing standards as well as nurses' living and working conditions, establishing non-political and non-sectarian policies, and bringing about educational and cultural advancement. No surviving family members have been identified living in Georges River. The proposed name does not duplicate any nearby road names.

18.    The name “Rudduck Lane” is recommended for the unnamed lane between Melvin Street and King Georges Road. The name derives from Wesley Rudduck (1895 – 1980) who owned a famous gym on King Georges Road Beverly Hills for 49 years. He represented the top tier of weightlifting and bodybuilding in Australia and held the title Mr Sydney in 1955. His gym helped develop many professional athletes over the years. No surviving family members have been identified living in Georges River. The proposed name does not duplicate any nearby road names.

Text Box: Proposed McCready LaneText Box: Proposed Rudduck LaneText Box: Proposed Dumbleton Lane

 

Renaming the eastern section of Princes Street, Penshurst

19.    The western half of Princes Street between Coleborne Avenue and Grove Avenue in Penshurst has house numbers. The eastern half of Princes Street between Grove Avenue and Laycock Road has no house numbers because the adjoining properties all face cross streets. Twenty properties have a side frontage onto the eastern section of Princes Street. Any future development of these properties that create a frontage onto Princes Street will require new addresses.

20.    New South Wales addressing rules require house numbers to be assigned in strict sequential order. The rules also require Councils to assign numbers that allow for possible future development.

21.    The sequence of house numbers in the western section of Princes Street is self-contained and cannot be extended into the eastern section of Princes Street. Renaming the eastern section of Princes Street will allow a new house number sequence to be created specifically for that section to meet the needs of future development of the area.

22.    Renaming the eastern section of Princes Street is consistent with the geographic layout of the area. The intersection of the western and eastern section is significantly offset. The separation of the sections occurs at the border of two suburbs – Mortdale on the west, Penshurst on the east. Historically the two sections of Princes Street were created by separate Deposited Plans - the western section was created in 1887 by Deposited Plan (DP) 1884, the eastern section was created later by DP 12296 in 1922.

 

Text Box:                       Proposed Kintail Street

 

23.    The name “Kintail Street” is recommended as the new name for the eastern section of Princes Street between Grove Avenue and Laycock Road. The name is unique among Sydney road names and derives from the important Kintail Heights Estate of 1904. It was an important local subdivision as well as a significant building (the mansion “Kintail” 51-53 Laycock Road, Penshurst). The name is also connected to a person of historical significance: Myles McRae who served on Hurstville and Kogarah Councils and was involved in the subdivision. Renaming the eastern section of Princes Street will create a fitting opportunity for the new Kintail Street to intersect with McRaes Avenue.

FINANCIAL IMPLICATIONS

24.    Should the proposed road names be endorsed by Council and then assigned by the Geographical Names Board, new signage will be required.

25.    Signage for the four reserves will cost approximately $900 each, a total of $3,600 and will be jointly funded from the Parks budget cost centre 679001.6000.62358 and the Parks Maintenance budget cost centre 40.5722.1001.61001.

26.    Signage for the roads will cost approximately $250 each, a total of $4,250 to place signs at each intersection. The cost of these signs will be funded by the TfNSW Traffic Facilities Grant.

RISK IMPLICATIONS

27.    No risks have been identified in assigning the recommended names to the listed reserves and roads. No existing addresses need to be changed as no properties have a frontage onto the affected roads.

COMMUNITY ENGAGEMENT

28.    The NSW Geographical Names Board has confirmed that none of the proposed names duplicate nearby road and place names.

29.    Should the proposed names be endorsed by Council, community consultation on the proposals will be conducted.

FILE REFERENCE

D20/149327

 

 

 

  


Georges River Council –            Community and Culture -  Monday, 13 July 2020                                                          Page 77

Item:                   COM027-20  Community Property Lease - 5 Bryant Street, Narwee 

Author:              Community Property Officer

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

That Council approve the terms of the community property lease for 5 Bryant Street, Narwee as outlined in the attached confidential Community Property report - 5 Bryant Street, Narwee.

 

EXECUTIVE SUMMARY

1.       Narwee Preschool Kindergarten Inc. is a not for profit organisation and a registered charity. It currently occupies land identified as 5 Bryant Street, Narwee which is used to operate a preschool.

2.       The State of NSW is the owner of the land and Georges River Council is the Reserve Land Manager.  The land is currently classified as community land pursuant to the Local Government Act 1993.

3.       In 1993 a lease was entered into between the former Hurstville City Council and Narwee Preschool Kindergarten for a term of 20 years commencing in 1991. This lease expired in 2010.

4.       Narwee Preschool Kindergarten Inc. has requested to renew its lease with Georges River Council for the land to continue its operations as a Preschool Kindergarten for a term of 10 years.

5.       The General Manager has chosen not to exercise her delegated authority to enter into a new lease with the tenant.  The matter is therefore reported to Council for determination.

BACKGROUND

6.       The land for the proposed lease is identified as Lot 432 in DP752056 and known as 5 Bryant Street, Narwee. A location plan is annexed to this report (Attachment 1).

7.       The State of NSW is the owner of the land and Georges River Council is the Reserve Land Manager of Reserve no. 79156.

8.       The tenant wishes to enter into a lease with Georges River Council for the land to continue its operations as a Preschool and is seeking a minimum term of 10 years.

9.       The General Manager has chosen not to exercise her delegated authority to enter into a new lease with the tenant.  The matter is therefore reported to Council for determination

10.     This property is now managed under the terms of the Georges River Council Community Lease Policy 2020 which was adopted by Council on 22 June 2020.

11.     Please refer to the confidential details as summarised below and attached in the confidential reports (Attachments 2 and 3).

 

 

Lessor

Georges River Council

Lessee

Narwee Preschool Kindergarten Inc.

Address

5 Bryant St, Narwee

Area

903.5 m2 (approx.)

Usage

Preschool Kindergarten

Rental

See attached Community Property Lease report (Attachment 2)

Lease Term

Ten (10) years

Option

Nil option

Lease Commencement

1 January 2020

Lease End Date

31 December 2029

Rent Review

See attached Community Property Lease report (Attachment 2)

Guarantee/Bond

Security – equivalent to 3 months’ rent

Key Bond – N/A.

Lessor Works

Nil

Lessee Works

Lessee to be responsible for all maintenance and building works

Legal Costs

Lessee to pay Council’s reasonable legal costs

Special Conditions

1.   Subject to Council approval

2.   Insurance – lessee to keep a current policy covering public liability ($20 million) noting the lessor as an interested party.

FINANCIAL IMPLICATIONS

12.     Please refer to the confidential attachment for details of financial implications.

RISK IMPLICATIONS

13.     No risks identified.

COMMUNITY ENGAGEMENT

14.     Following Council’s approval of the Lease, community engagement will be conducted including advertising of the lease as required in accordance with the community provisions of the Section 47 Local Government Act 1993.

FILE REFERENCE

D20/154978

 

 

 

ATTACHMENTS

Attachment 1

Location Plan

Attachment 2

Community Property Report (Confidential)

Attachment 3

Market Rental Valuation Report (extract) (Confidential)

 


Georges River Council -         Community and Culture - Monday, 13 July 2020

COM027-20            Community Property Lease - 5 Bryant Street, Narwee

[Appendix 1]          Location Plan

 

 

Page 78

 


Georges River Council –            Community and Culture -  Monday, 13 July 2020                                                          Page 79

Item:                   COM028-20  Adoption of Georges River Innovation Strategy 2020 

Author:              Senior Project Officer

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

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

(b)     That Council establish a Georges River Innovation Working Party of Councillors with the purpose of exploring options available to Council to drive innovation, strengthen key relationships, target areas of joint action and achieve the productivity savings identified in the draft Independent Pricing and Regulatory Tribunal application presented to Council on 10 February 2020.

(c)     That membership of the Innovation Working Party be open to all Councillors.

(d)     That the Director City Strategy and Innovation convene the Working Party as required and key outcomes from the Working Party be reported to Council.

 

EXECUTIVE SUMMARY

1.      This report considers the submissions received during the exhibition of the draft Innovation Strategy.

2.      The Innovation Strategy defines the meaning of innovation for Georges River; identifies six pillars for action and presents an implementation pathway to realise innovation within our day-to-day work, local area, and lifestyles.

3.      The Innovation Strategy identifies six pillars that will create an innovative future for Georges River. These pillars are:

a)  Leadership and Culture

b)  Creativity and Insight

c)  Collaboration Network

d)  Resourcing

e)  Entrepreneurship; and

f)  Sustainability and Resilience.

4.      The report also recommends the establishment of a Councillor Innovation Working Party to drive innovation, strengthen key relationships, target areas of joint action and help Council achieve productivity savings.

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 Innovation Strategy progresses the Council’s aspiration 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 Strategy has a city-wide focus, which calls on efforts from Council, the local community and key stakeholders to implement. The Strategy acknowledges the importance collaboration has and the significance of building an innovation network.

8.      The pillars included in the 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 Strategy provides further project details and actions to support each pillar.

10.    Council at its meeting of 20 April 2020, in considering the draft Innovation Strategy, resolved:

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.  

SUMMARY OF FEEDBACK RECEIVED FROM PUBLIC EXHIBITION AND COUNCILLOR WORKSHOPS

11.    In accordance with the Council resolution, the draft Innovation Strategy was on exhibition from 12 May 2020 until 9 June 2020. Two submissions were received through Council’s YourSay platform during the public exhibition period.  Responses did not impact or alter the direction of the Strategy, rather reinforced the pillar of a collaboration network.

12.    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.

INNOVATION WORKING GROUP

13.    Part (c) of the Council resolution from 20 April 2020 seeks an investigation into the establishment of an Innovation Standing Committee.

14.    An option considered, was to draw on the example of the Council’s Financial Sustainability Working Party, and establish a Councillor Innovation Working Party which would provide a more flexible and agile forum for the consideration of innovation than the formal Standing Committee.

15.    This report therefore recommends the establishment of a Councillor Innovation Working Party 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 Council on 10 February 2020. It is proposed that the Party will:

(a)     Stimulate the development of new initiatives which support innovation as it aligns to Council’s strategic direction;

(b)     Evaluate and provide feedback on proposed initiatives;

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

16.    Creating the Working Party will also help to establish innovation champions with Council and the community.

FINANCIAL IMPLICATIONS

17.    The development of this Strategy was funded within the approved City Strategy and Innovation budget for the 2019/20 financial year. There are no financial implications in accepting the recommendations of this report. Further reports to Council will include implementation costs of any specific projects.

RISK IMPLICATIONS

18.    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

19.    The 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;

(e)     Community pop-ups.

FILE REFERENCE

D20/43417

 

 

 

ATTACHMENTS

Attachment 1

Georges River Council Innovation Strategy 2020 - published in separate document

 


Georges River Council –            Community and Culture -  Monday, 13 July 2020                                                          Page 83

Item:                   COM029-20  Update on the Economic and Social Recovery Plan 

Author:              Coordinator, Strategy and Innovation

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

That Council receives this report and notes the progress on the Economic and Social Recovery Plan.

 

EXECUTIVE SUMMARY

1.      The attached report summarises Council’s progress in implementing the Economic and Social Recovery Plan (ESRP) for the May – June period.

2.      The ESRP is Council’s response to this unprecedented COVID-19 pandemic and will allow Council to act swiftly and strategically to manage and make changes to operations in order to assist the community and deliver ongoing services.

3.      The ESRP was adopted by Council on 26 May 2020 and is valued at approximately $47 million. 

BACKGROUND

4.      The ESRP comprises of three key phases;

i.     Immediate Support - programs that provide immediate support to the Georges River Community;

ii.    Revival - initiatives that either prepare Georges River for a relaxing of restrictions and a full re-opening;

iii.   Discover Georges River - Celebrating the re-opening of Georges River and re-launching our city.

5.      Some key highlights from the May 2020 – June 2020 period include;

·        ‘We are all in this together’ campaign focused on promoting community connections and support for local businesses;

·        Implementation of the online lodgement of Development Applications;

·        Relief for local business through outdoor dining waivers, relaxation of fee’s associated with food inspections, support for takeaway and 24 hour deliveries;

·        The implementation of a click and collect library service.

6.      Based on current health orders we are currently sitting between phases 1 and 2 of the Plan.

7.      Council is currently investigating the creation of a dashboard of information on Council’s website to demonstrate to the community progress of these initiatives.

 

FINANCIAL IMPLICATIONS

8.      No budget impact for this report.

RISK IMPLICATIONS

9.      Failing to make progress on the implementation of the ESRP is both a social and economic risk to the future of the Georges River area which could have major impacts in the years to come.

10.    There is a reputational risk to Council not communicating our support for the Georges River community.

FILE REFERENCE

D20/150810

 

 

 

ATTACHMENTS

Attachment 1

ESRP - To be reported to Council July 2020

 


Georges River Council -         Community and Culture - Monday, 13 July 2020

COM029-20            Update on the Economic and Social Recovery Plan

[Appendix 1]          ESRP - To be reported to Council July 2020

 

 

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