AGENDA


Community and Culture Committee

 

Monday, 14 September 2020

6.00pm

 

ONLINE MEETING

 

 

 

 

 

 

 

 

 

 

 


Georges River Council – Community and Culture Committee Meeting -  Monday, 14 September 2020                   Page 2

 

          Community and Culture COMMITTEE MEETING

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 MEETINGS

COM034-20       Confirmation of the Minutes of the Community and Culture Committee Meeting Held on 10 August 2020

(Report by Executive Services Officer)....................................................................... 3  

8.      COMMITTEE REPORTS

COM035-20       Draft Georges River Council Interim Community Property Strategy 2020-2023 for Public Exhibition

(Report by Community Property Officer).................................................................... 8

COM036-20       Economic and Social Recovery Plan - Monthly update

(Report by Coordinator, Strategy and Innovation)................................................. 52  

 

 


Georges River Council – Community and Culture Committee Meeting -  Monday, 14 September 2020                   Page 3

CONFIRMATION OF MINUTES OF PREVIOUS MEETINGS

Item:                   COM034-20  Confirmation of the Minutes of the Community and Culture Committee Meeting Held on 10 August 2020

Author:              Executive Services Officer

Directorate:      Office of the General Manager

Matter Type:     Previous Minutes

 

 

RECOMMENDATION:

That the Minutes of the Community and Culture Committee Meeting held on 10 August 2020 be adopted.

EXECUTIVE SUMMARY

The Minutes of the Community and Culture Committee Meeting as attached be adopted by Council as a true and correct record of that meeting.

 

FILE REFERENCE

SF19/3586

 

 

ATTACHMENTS

Attachment 1

Minutes of the Community and Culture Committee - 10/08/2020


DRAFTGeorges River Council – Community and Culture Committee Meeting -  Monday, 14 September 2020                   Page 4

 

 

 

 

 

MINUTES


Community and Culture Committee

 

Monday 10 August 2020

6.00pm

 

 

 

ONLINE MEETING

 

 

 

 

 

 

 

 


PRESENT

Council Members

Councillor Kathryn Landsberry (Chair), Councillor Sandy Grekas, Councillor Lou Konjarski, Councillor Leesha Payor and Councillor Warren Tegg.

 

Council Staff

Director Community and Culture - Ms Rebekah Schulz, Director City Strategy and Innovation - Ms Sue Weatherley, Manager Customer Experience and Events - Ms Margaret Le, Manager Community and Cultural Development - Mr Scott Andrew, Manager Library Services - Mr Thomas Koruth, Acting Coordinator Events and Sponsorship - Ms Fiona Goumis, Coordinator Strategy and Innovation - Ms Hayley Barnes, Senior Project Officer City Strategy and Innovation - Ms Rebecca Nelson, Research and Project Officer - Ms Ann-Marie Svorinic, Team Leader Technology Services - Mr Garuthman De Silva and Executive Assistant to the Director Community and Culture - Ms Franzi Mintus.

 

Opening

The Chair, Councillor Landsberry, opened the meeting at 6.07pm.

 

Acknowledgement of Country

Councillor Landsberry acknowledged the traditional custodians of the land, the Biddegal people of the Eora Nation.

 

Apologies/Leave of Absence 

RECOMMENDATION: Councillor Grekas and Councillor Tegg

That an apology on behalf of Councillor Wu be accepted and a Leave of Absence granted.

 

Record of Voting:

For the Motion: Unanimous

 

Notice of Webcasting

The Chairperson, Councillor Landsberry, advised staff and the public that the meeting is being recorded for minute-taking purposes and is also webcast live on Council’s website, in accordance with Section 4 of Council’s Code of Meeting Practice. This recording will be made available on Council’s website.

 

Disclosures of Interest

There were no disclosures of interest made.

 

Public Forum

There were no registered speakers.

 

CONFIRMATION OF MINUTES OF PREVIOUS MEETINGS

Community and Culture STANDING COMMITTEE - 13 July 2020

RECOMMENDATION: Councillor Grekas and Councillor Payor

That the Minutes of the Community and Culture Standing Committee held on 13 July 2020 be confirmed.

 

Record of Voting:

For the Motion: Unanimous

 

COMMITTEE REPORTS

COM030-20       Quarterly Community Property Report 1 April to 30 June 2020

(Report by Community Property Officer)

RECOMMENDATION: Councillor Grekas and Councillor Tegg

That Council receives and notes the Community Property Report for the period 1 April 2020 to 30 June 2020.

 

Record of Voting:

For the Motion: Unanimous

 

 

COM031-20       Connecting the Community with COVID-19 Safe Events

(Report by Manager Customer Experience and Events)

RECOMMENDATION: Councillor Grekas and Councillor Payor

(a)     That Council approves the COVID-19 Safe Community Event Program as detailed in the report;

(b)     That Council reallocate $53,500 towards the COVID-19 Safe Community Event Program from the 2020/21 budget allocated for the sponsorship of community-run events;

(c)     That Council note the 2020/21 savings of $53,500 for the remainder of the sponsorship of community-run events; and

(d)     That the General Manager be authorised to undertake any necessary amendments to the ongoing Event Program arising from contingency planning and risk mitigation due to COVID-19 health advice or NSW Public Health Orders.

 

Record of Voting:

For the Motion: Unanimous

 

 

COM032-20       Hurstville City Centre Revitalisation Projects - Draft Concept Designs

(Report by Senior Project Officer)

RECOMMENDATION: Councillor Konjarski and Councillor Tegg

(a)     That Council endorse the draft Hurstville City Centre Revitalisation public domain concept designs as attached to this report for community consultation and public exhibition.

(b)     That the General Manager actively seek appropriate grant funding for the construction of the key elements of the public domain identified in the draft concept designs.

(c)     That the General Manager write to the Member for Oatley and the Member for Banks to seek their support for funding for the construction of the key elements of the public domain identified in the draft concept designs.

 

Record of Voting:

For the Motion: Unanimous

 

 

COM033-20       Economic and Social Recovery Plan - August 2020 Update

(Report by Coordinator, Strategy and Innovation)

RECOMMENDATION: Councillor Grekas and Councillor Tegg

That the report be received and noted.

 

Record of Voting:

For the Motion: Unanimous

   

CONCLUSION

The Meeting was closed at 6.37pm.

 

 

 

 

Chairperson

 

 

  


Georges River Council – Community and Culture Committee Meeting -  Monday, 14 September 2020                   Page 8

COMMITTEE REPORTS

Item:                   COM035-20  Draft Georges River Council Interim Community Property Strategy 2020-2023 for Public Exhibition 

Author:              Community Property Officer

Directorate:      Community and Culture

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

(a)     That Council approve the draft Georges River Council Interim Community Property Strategy 2020-2023 to be placed on public exhibition for 28 days to facilitate community consultation.

(b)     That a further report be submitted to Council detailing feedback from any public submissions made during the exhibition period, together with any recommended changes to the draft Georges River Council Interim Community Property Strategy 2020-2023 prior to adoption.

 

EXECUTIVE SUMMARY

1.      The draft Georges River Council Interim Community Property Strategy 2020-2023 guides the development and management of Georges River Council’s Community Property portfolio.

2.      The Interim Community Property Strategy sets the future direction of Council’s Community Property portfolio by identifying key areas of focus, setting clear goals and the actions to achieve them. This ensures the Community Property portfolio has the right range of facilities and occupancies to support the diverse needs of the community. 

3.      The Strategy aims to provide an interim direction from 2020 to 2023 for the management of the Community Property portfolio and future goals and actions for a longer term Strategy.

4.      This report seeks approval to place the Interim Community Property Strategy on public exhibition to enable community consultation.

5.      The draft Georges River Council Interim Community Property Strategy is attached to this report.

BACKGROUND

6.      In March 2019, Council’s Commercial and Community Property portfolios were divided between the Business and Corporate Services and Community and Cultures directorates. The Community Property portfolio now sits within the Community and Culture directorate.

7.      Georges River Council has 59 community properties consisting of 6 Community centres; 28 Sporting facilities; 9 Scout and Guide halls; and 16 Service providers such as baby health centres, men’s sheds, crisis accommodation, youth outreach, community radio and office space.

8.      In addition to the 59 properties, Council also has an additional 9 halls for hire within the Georges River local government area. These halls are not part of the Community Property portfolio, but are additional facilities managed by Council that are available for hire, supplementary to these facilities to give a further spread of service provision throughout the local government area. Two of the halls sit within the tenanted community centres in Kingsgrove and Mortdale. The 9 hireable halls are Carss Park Life Saving Hall; Carss Park Straw Bale Shed; Kogarah School of Arts; Oatley Community Hall; PJ Ferry Reserve Community Hall, Allawah; Hurstville Senior Citizens Centre; St George Community Centre, Kogarah; Kingsgrove Community Centre; and Mortdale Community Centre.

9.      In November 2019, Council engaged Colliers International Strategic Advisory Pty Ltd to conduct an independent review of the Community Property portfolio and provide recommendations for the management and development of the portfolio. 

10.    The service delivery model, including options for the Community Property portfolio and the provision of multipurpose community facilities will complement the commercial property portfolio as articulated in the commercial-in-confidence Georges River Council Property Portfolio Strategy, which was adopted on 25 November 2019 (FIN080-19). Future recommendations for the opportunities will have due regard to this Strategy, as well as other key Council strategies.

11.    The draft Georges River Council Interim Community Property Strategy aims to provide an interim direction from 2020 to 2023 for the management of the Community Property portfolio and future goals and actions for a longer term Strategy.

Methodology

12.    Colliers International Strategic Advisory Pty Ltd (“Colliers”) was engaged to undertake a review of the community property portfolio. The findings of the review were used to form the draft Interim Community Property Strategy. In addition to Colliers’ review, Council conducted public consultation in the form of an online survey through Your Say, and focus group workshops with stakeholders and members of the community. 

13.    Colliers measured the performance of Georges River Community Property profile against property standards and best practice. Community consultation and survey results assisted in reviewing current service expectations and standards. 

14.    A review of relevant existing strategies and policies was conducted to understand key directions for the community property portfolio service model, the wider strategic context, and the role that the Community Property portfolio plays in supporting the community. These included key Council strategies such as Council’s Property Asset Strategy and Business Plan; Local Strategic Planning Statement 2040; Libraries 2030: Georges River Library Strategy; Commercial Property Strategy, Open Space Recreation and Community Facilities Strategy; and the Georges River Community Strategic Plan.

COMMUNITY ENGAGEMENT

15.    Stakeholder engagement was undertaken by Council throughout July and August 2020 and the feedback from the engagement has been incorporated into the report.

16.    Stakeholder engagement included public consultation by way of an online survey via Your Say, which were promoted through St George Leader advertisements, Council’s website and social media channels and through direct contact with Council’s existing tenants.

17.    Workshops were held with stakeholders including Councillors, current tenants, prospective future tenants, sporting groups, arts and culture groups, service providers, not-for-profit community groups and members of the wider Georges River local government area.

18.    Consultation with stakeholders and community members from across the Georges River area, including both users and non-users of community properties, contributed to a better understanding of the needs of the stakeholders and community and helped to identify gaps in current service delivery as well as key themes and priority areas for the future.

19.    Community consultation revealed that to satisfy the changing needs of the Georges River community, the Community Property portfolio model needs to focus on four key themes: service model; community and stakeholder engagement; asset management; and portfolio sustainability.

20.    Councillor workshop briefing sessions were held in August 2020 to guide the strategic direction for the strategy. The result of these consultation sessions, along with further research has formed the basis of the draft Strategy.

21.    Further community engagement will be conducted during the exhibition period when public submissions are sought for feedback on the draft Georges River Council Interim Community Property Strategy.

Key Findings

22.    The Community Property portfolio is evenly distributed across the local government area as a whole portfolio, however there are gaps in service provision in key areas in the west of the City and along the rail corridor. 

23.    The Community Property portfolio is aging and some building conditions are deficient to meet community expectations, especially Scouts and Girl Guides halls.

24.    Utilisation of Scouts and Girl Guides halls average only 2.3 days per week across all the Scouts and Girl Guide halls, with the most utilised halls averaging 3 days a week.

25.    Some facilities are under-utilised and the facilities that do work best are those that have multi-tenanted models.

26.    The service model for Kingsgrove Community Centre and Mortdale Community Centre are both multipurpose, shared use facilities with a mix of tenanted services and a hall for hire.  However, these models require ratepayer subsidies totaling more than $100,000 every year.

27.    Council has invested in its sporting facilities over the years, in particular the sporting amenities facilities and these fit for purpose facilities are now meeting community needs.

28.    The customer experience for community organisations utilising community properties could improve.

29.    Prior to the amalgamation of Georges River Council, negotiated leases and licences were inconsistently negotiated and applied.

30.    The limited income derived from the Community Property portfolio does not cover annual maintenance and renewal costs, as the primary focus is on public benefit and not cost recovery.

31.    Community consultation revealed three key needs relating to the future of the Community Property portfolio in the Georges River area:

a.      Support maximised utilisation of facilities through development of co-location principles;

b.      Reinvest in existing facilities in key locations to support shared use in under-serviced areas, particularly in the west and along the rail corridor;

c.       Utilise income generated from the portfolio to maintain the assets into the future.

 

32.    From these key needs, the draft Strategy puts forward four strategic directions that Council should focus on in order to develop the Community Property portfolio:

a.      Service model;

b.      Community and stakeholder engagement;

c.       Asset management; and

d.      Portfolio sustainability.

Key actions and proposed implementation program

33.    The Georges River Council Interim Community Property Strategy proposes a suite of goals and actions over the next three years as an interim model to undertake additional research for the development of a long term strategy for the portfolio.

34.    Some key identified priorities include:

a.      Conduct a utilisation audit for all properties;

b.      Undertake a feasibility study for a multi-purpose hub in the west of the city;

c.       Engage with stakeholders to negotiate co-location opportunities with complementary groups and services;

d.      Obtain condition reports for aging properties such as Scout and Girl Guides halls and Connells Point Sailing Club;

e.      Review utilisation rates to identify potential facilities that have potential for increased utilisation;

f.       Investigate opportunities to  re-purpose under-utilised properties;

g.      Deliver a CI-Anywhere program to improve the customer experience for tenants and user groups;

h.      Develop and implement a Customer Service Excellence Plan for Community Properties to align with Council’s Customer Service Commitment Charter;

i.        Widely promote clear and transparent criteria for application of Community Property subsidies;

j.        Undertake a Service Delivery Review of Venues and Hireable facilities;

k.       Develop a TechOne Community Property module to assist Community Property staff to manage property portfolio;

l.        Develop a matrix of measurable Key Performance Indicators for the Community Property portfolio;

m.     Invest Community Property income into a reserve to maintain future properties;

n.      Explore opportunities to obtain government grant funding for the Community Property portfolio.

 

Further actions are listed in the draft Georges River Council Interim Community Property Strategy.

Next Steps

35.    Council approval is now requested to place the draft Georges River Council Interim Community Property Strategy on public exhibition for 28 days to gain community feedback. The public exhibition will be promoted and further community consultation will be encouraged during this period via Council’s website and social media channels.

36.    Following the public exhibition and community consultation period, feedback received will be considered, and where appropriate, incorporated into the Georges River Council Interim Community Property Strategy.

37.    The final revised Strategy will return to Council for adoption in December 2020.

 

FINANCIAL IMPLICATIONS

38.    The financial implications of any recommendations as a result of the Strategy will be presented for consideration in future reports to Council.

39.    The independent assessment of the Community Property portfolio was undertaken by Colliers International Strategic Advisory Pty Ltd at a cost of $34,500 which was funded from the 2019/20 Community Property budget allocation.

40.    Facilitated stakeholder engagement workshops at a cost of $14,520 were funded from the 2019/20 Community Property budget.

RISK IMPLICATIONS

41.   Georges River Council has an aging Community Property portfolio. The Strategy addresses the need for effective asset management to ensure the ongoing sustainability of the portfolio, to further mitigate the operational and reputational risks of having insufficient quality facilities to service the community’s needs.

FILE REFERENCE

D20/198542

 

 

 

ATTACHMENTS

Attachment 1

Draft Interim Community Property Strategy 2020-2023

 


Georges River Council -         Community and Culture - Monday, 14 September 2020

COM035-20            Draft Georges River Council Interim Community Property Strategy 2020-2023 for Public Exhibition

[Appendix 1]          Draft Interim Community Property Strategy 2020-2023

 

 

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Georges River Council – Community and Culture Committee Meeting -  Monday, 14 September 2020                   Page 52

Item:                   COM036-20  Economic and Social Recovery Plan - Monthly update  

Author:              Coordinator, Strategy and Innovation

Directorate:      City Strategy and Innovation

Matter Type:     Committee Reports

 

 

 

RECOMMENDATION:

(a)     That Council receive and note the attached Economic and Social Recovery Plan update for the July – August period.

 

(b)     That Council endorse the proposed amendments to the Plan outlined in this report, which include:

i.        Business attraction program.

ii.       Investigation of business stimulus package.

iii.      Seeking partnership/s to create a precinct of superfast internet speed.

 

EXECUTIVE SUMMARY

1.      The attached report summaries the organisations progress implementing the Economic and Social Recovery Plan (ESRP) for the July- August period.

2.      Council held the first Expert Recovery Panel meeting on 14 August. From that discussion, this report recommends additional initiatives for inclusion in the Plan.

BACKGROUND

3.      Key highlights for the implementation of the ESRP from the July – August period include;

·        Council was awarded $400,000 in grant funding under the Streets as Shared Spaces Program from the Department of Planning, Industry and Environment (DPIE) to progress public domain improvements in Hurstville ($350,000) and Kogarah city centres ($50,000).

·        The Launch of ‘Spark Your Park’ volunteer program. Empress Reserve was the first park ‘sparked’ on Wednesday 26 August and attracted 14 volunteers from the local community. The next park to be “sparked” will be Charles Street Reserve, Oatley on the 30 September.

·        Focused community and business campaign supporting the NSW government COVID Safe campaign.

·        Recovery Grants program launched and currently being assessed. For this first time ever this includes small business grants. A total of 66 grant applications have been received.

·        The first meeting of the expert recovery panel.

 

 

 

 

 

4.    Proposed inclusions and changes to the Plan:

 

Initiative

Type of change

Target mid-tier companies, government agencies and or flexible working hubs to locate within Georges River

New initiative

Investigate the viability of business support stimulus package which could include

-     Fee relief

-     Assistance with approvals

-     Access to Council assets

This may take the form of a Business in Residence Program.

New initiative

Investigate partnerships with internet providers to create an opportunity for optimum internet speed – to create a precinct to attract and grow business

New initiative

Plan for and implement a program of smaller events and activation focused on bring local people together and support small business

 

Implement public domain improvements: including temporary widening of footpaths and pop up parks and pop up bike paths

 

Change to existing initiative – remove, investigate and commit to action 

FINANCIAL IMPLICATIONS

5.      No budget impact for this report.

RISK IMPLICATIONS

6.      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.

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

 

COMMUNITY ENGAGEMENT

8.      Community engagement is undertaken by project managers on a project by project basis as required.

 

FILE REFERENCE

D20/209443

 

 

ATTACHMENTS

Attachment 1

ESRP -TO BE REPORTED SEPT


Georges River Council -         Community and Culture - Monday, 14 September 2020

COM036-20            Economic and Social Recovery Plan - Monthly update

[Appendix 1]          ESRP -TO BE REPORTED SEPT

 

 

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