AGENDA


Community and Culture Committee

 

Tuesday, 15 June 2021

6.00pm

 

BLENDED MEETING

 

Waratah Meeting Room (Ground Floor, Georges River Civic Centre Hurstville)

and

Skype Online Meeting

 

 

 

 

 

 

 

 

 

 


Georges River Council –             Community and Culture -  Tuesday, 15 June 2021                                                         Page 2

 

          Community and Culture

 

 

 

 

 

 

 

 

 

OATH OF OFFICE OR AFFIRMATION OF OFFICE

All Georges River Councillors are reminded of their Oath of Office or Affirmation of Office made at the time of their swearing into the role of Councillor.

All Councillors are to undertake the duties of the office of Councillor in the best interests of the people of the Georges River Council area and are to act faithfully and impartially carry out the functions, powers, authorities and discretions vested in them under the Local Government Act 1993 or any other Act to the best of their ability and judgement.

 

 

DISCLOSURES OF INTEREST

All Georges River Councillors are reminded of their obligation to declare any conflict of interest (perceived or otherwise) in a matter being considered by Council or at any meeting of Council.

 

 


 

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

COM017-21       Confirmation of the minutes of the Community and Culture Committee meeting held on 10 May 2021

(Report by Executive Services Officer)....................................................................... 4

8.      COMMITTEE REPORTS

COM018-21       Status Update - Sharing Facilities and Infrastructure with the NSW Department of Education

(Report by Senior Project Officer)............................................................................. 11

COM019-21       UTS Study - The Dynamics of the Kogarah Entrepreneurial Ecosystem

(Report by Senior Project Officer)............................................................................. 20

COM020-21       Identification of Potential Sites for Community Battery Stations

(Report by Senior Project Officer)............................................................................. 46

COM021-21       Stronger Communities Funding Update (January - June 2021)

(Report by Acting Coordinator, Community Development)................................... 49

 

 


Georges River Council –             Community and Culture -  Tuesday, 15 June 2021                                                         Page 4

CONFIRMATION OF MINUTES OF PREVIOUS MEETINGS

 

Item:                   COM017-21  Confirmation of the minutes of the Community and Culture Committee meeting held on 10 May 2021 

Author:              Executive Services Officer

Directorate:      Office of the General Manager

Matter Type:    Previous Minutes

 

 

ECOMMENDATION:

That the Minutes of the Community and Culture Committee Meeting held on 10 May 2021 be confirmed.

 

 

ATTACHMENTS

Attachment 1

UNCONFIRMED Minutes - Community and Culture Committee - 10 May 2021


Georges River Council -            Community and Culture - Tuesday, 15 June 2021

COM017-21            Confirmation of the minutes of the previous meeting held on 10 May 2021

[Appendix 1]           UNCONFIRMED Minutes - Community and Culture Committee - 10 May 2021

 

 

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Georges River Council –             Community and Culture -  Tuesday, 15 June 2021                                                         Page 1

COMMITTEE REPORTS

 

Item:                   COM018-21  Status Update - Sharing Facilities and Infrastructure with the NSW Department of Education 

Author:              Senior Project Officer

Directorate:      City Strategy and Innovation

Matter Type:    Committee Reports

 

 

 

Recommendation:

(a)     That Council note the impediments to making use of the Department of Education’s assets for community use, as outlined in this report.

(b)     That Council write to the Minister for Education, requesting clear guidelines for councils, community and sporting groups to aid in deliberations and negotiations with the Department to share assets.

(c)     That Council write to the Minister for Sport for advice on grants available for sporting groups who wish to invest in infrastructure for an asset belonging to the Department of Education.

(d)     That Council note the attached concept designs and proposals that have previously been presented to the Department of Education for the improvement of ‘the Paddock” (open space) at Kogarah High School that are subject to negotiations with the Department. 

 

Executive Summary

1.      This report responds to Council’s resolution from its meeting of 22 March 2021 (NM013-21 - Status Update - Sharing Facilities and Infrastructure with the NSW Department of Education):

That the General Manager prepare a report for Council on the progress to date of negotiations with the Department of Education on the sharing of public education facilities and infrastructure such as halls and sporting fields.

That the report address the opportunities and impediments to making the use of Department of Education school assets by the community a reality.

2.      The Department of Education has established a program to activate school facilities, such as halls and playing fields. There are two parts to this program:

·        Shared use (including the Share Our Space program)

·        Joint use

3.      Shared use is a short-term arrangement between the Department and the community or a council for the use of an existing facility. The terms of this is usually a booking managed by the relevant school principal. The program also includes the Share Our Space program where schools open their playgrounds to the community during the school holidays.  

4.      Joint use is where a longer-term arrangement is proposed for the joint use of a school asset. The community group or a council would contribute funding for the construction or embellishment of an asset (library/hall/playing field) in exchange for a long-term access to the facility (via a lease). Joint Use are arrangements negotiated with School Infrastructure NSW directly (not the school principal).

5.      Council’s Community and Culture Directorate is in discussion with School Infrastructure NSW regarding its Share our Space initiative to explore hosting events or activations every year at school sites during the school holidays. City Strategy and Innovation is also in discussion with the Department regarding the potential joint use of Kogarah High School’s oval to provide additional open space for the community.

Background

6.      Council currently liaises with the Department of Education through School Infrastructure NSW regarding two initiatives; Share our Space and a Memorandum of Understanding for community use of school assets.

7.      In September 2020, Council entered into a MoU with the Department of Education (through School Infrastructure NSW) for a cooperative relationship between Council and the Department to explore partnership opportunities to benefit schools and the local community.

8.      This may include planning for and the delivery of mutually beneficial educational and social infrastructure, amenities and services to students, staff and communities in the Georges River LGA.

9.      The MoU has effect for a period of five years and replaces the previous agreement between Council and the Department which was restricted to joint use planning projects.

10.    With limited opportunities to deliver new open spaces across the LGA, it was envisaged the MoU would allow Council to address these constraints by targeting school spaces that could be shared by the wider community outside of school hours. However, Council has experienced challenges in identifying these opportunities and negotiating the arrangements.

11.    In early March 2021, two high level proposals for the shared use and embellishment of Kogarah High School’s oval were provided to the Department for deliberation with the School; a proposal for investment of $1 million for a period of up to 20 years and one for $200,000 for a period of up to five years. Council was advised that the budget commitment from Council for the length of tenure was insufficient in both proposals.

12.    The high-level proposals put to Schools Infrastructure were constrained as the current staff parking on the site had to be retained.

13.    In late March 2021, an alternative proposal was provided to the Department for $2 million for a period of no less than ten years. This proposal is currently being reviewed by the Department who has requested that Council investigate the closure to through traffic of Gladstone Street to improve safety for students crossing the road to the oval. This is currently being considered by Council officers.

14.    The proposals submitted to Schools Infrastructure are attached for Council’s information.

15.    It appears that in the instance of little or no capital contribution from councils such as an existing school field that could be used for community use without any capital improvements (i.e. no contribution from a council), the Department wouldn’t support a community licence or lease.

16.    Should Council be in the position to contribute significant capital expenditure, there is the challenge of gaining approval from individual principals who understandably want to ensure school assets cater to growing student populations, who therefore may only agree to short term leases. Should Council and Department come to an agreement about a lease or licence, there is some ambiguity around the apportionment of costs for open space proposed to be shared regarding care and control responsibilities.

17.    For ad hoc uses of school assets such as for events, Council has not succeeded in its requests for identified school sites for its COVID-19 Safe Events Program in late 2020 due to concerns from the schools around access, security and damage to assets such as turf (e.g. from food trucks). In addition, the permissible hours of usage of assets did not line up with event timings including bump in and out.

18.    Council understands there are local sporting groups who use school fields in Georges River through casual agreements with principals. One particular soccer club who use the fields for evening training has recently approached Council as the fields do not have lights and the club doesn’t have sufficient funds for these lights.  

19.    At times, investment in necessary infrastructure such as lighting and amenities is needed from a sporting group to make a school asset fit for purpose. This would need to be funded wholly by the sporting club/association yet without any long-term tenure.

20.    The experience of the Council officers and the sporting clubs would suggest that better guidelines around the basis of negotiation and tenure would assist in ensuring that community groups and Council take advantage of the intent of the Department of Education to make their schools available for broader community use.

21.    For individual community groups and sporting clubs, the need to invest in Department of Education assets is a major impediment and it would be helpful for the NSW Government to introduce grants for this particular purpose.

FINANCIAL IMPLICATIONS

22.    No budget impact for this report.

23.    It should be noted that in order to make a school asset available for community use on a long-term basis, significant capital expenditure from a council is required.

RISK IMPLICATIONS

24.    No risks identified.

COMMUNITY ENGAGEMENT

25.    Not applicable.

File Reference

D21/107472

 

 

ATTACHMENTS

Attachment 1

The Paddock Concept Design _REV A DRAFT FINAL_2020

Attachment 2

Georges River Council_KHS Proposal 1_3 March 2021

Attachment 3

Georges River Council_KHS Proposal 2_3 March 2021

Attachment 4

Georges River Council_KHS Proposal 1 updated 26 March 2021

 


Georges River Council -            Community and Culture - Tuesday, 15 June 2021

COM018-21            Status Update - Sharing Facilities and Infrastructure with the NSW Department of Education

[Appendix 1]           The Paddock Concept Design _REV A DRAFT FINAL_2020

 

 

Page 1

 

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Georges River Council -            Community and Culture - Tuesday, 15 June 2021

COM018-21            Status Update - Sharing Facilities and Infrastructure with the NSW Department of Education

[Appendix 2]           Georges River Council_KHS Proposal 1_3 March 2021

 

 

Page 1

 

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Georges River Council -            Community and Culture - Tuesday, 15 June 2021

COM018-21            Status Update - Sharing Facilities and Infrastructure with the NSW Department of Education

[Appendix 3]           Georges River Council_KHS Proposal 2_3 March 2021

 

 

Page 1

 

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Georges River Council -            Community and Culture - Tuesday, 15 June 2021

COM018-21            Status Update - Sharing Facilities and Infrastructure with the NSW Department of Education

[Appendix 4]           Georges River Council_KHS Proposal 1 updated 26 March 2021

 

 

Page 1

 

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Georges River Council –             Community and Culture -  Tuesday, 15 June 2021                                                         Page 1

Item:                   COM019-21  UTS Study - The Dynamics of the Kogarah Entrepreneurial Ecosystem  

Author:              Senior Project Officer

Directorate:      City Strategy and Innovation

Matter Type:    Committee Reports

 

 

 

Recommendation:

(a)     That Council receive and note the report investigating the dynamics of the Kogarah Entrepreneurial Ecosystem, provided by the University of Technology Sydney.

(b)     That Council note that the findings and recommendations from the pilot study will be used in the preparation of the Investment Prospectus for Kogarah.

 

Executive Summary

1.      The purpose of this report is to provide an overview of the recent pilot study undertaken by the University of Technology of Sydney (UTS) to investigate the dynamics of the Kogarah Entrepreneurial Ecosystem (attached).

2.      This pilot study extends the collaborative relationship between UTS and Council. The genesis of this collaboration can be attributed to Regional Development Australia’s (RDA) Sydney office taking on an intern from UTS who designed and helped run a Roundtable at Council in February 2020 involving representatives from councils, state government, universities and private sector to discuss opportunities to collaborate more within the southern Sydney region.

Background

3.      In late 2020, Council partnered with UTS to conduct research into the entrepreneurial and innovation ecosystem in Kogarah as a strategic centre, Collaboration Area and Health and Education precinct.

4.      The main objectives of this project were to provide Council with valuable data to help identify Kogarah’s unique value proposition, understand where there is room for improvement within the ecosystem and identify opportunities for further development, particularly where Council has influence.

5.      More importantly, this research will inform the development of an investment prospectus for Kogarah to attract business and investment and build long lasting strategic partnerships to support Kogarah’s existing and future jobs.

6.      The research report provides insight into how the ecosystem functions and provides a deep dive into its factors such as networks, formal and informal institutions, physical infrastructure, demand, finance, talent, knowledge, support services and leadership. It also examines how Kogarah’s ecosystem is situated among similar ecosystems across greater Sydney.

REPORT FINDINGS

7.      In essence, the report highlights that Kogarah has all the hallmarks of an emerging innovation precinct in the medical sector.

8.      All the essential factors are well represented by organisations that generally have positive reputations. The centre is competitive in its proximity to public transport, affordability of commercial floor space, capability for conducting clinical trials, significant healthcare infrastructure and a relatively high presence of medical entrepreneurs.

9.      As such, Kogarah would benefit from more systematic coordination of these factors to make the ecosystem operate as a more internally and externally coherent whole.

10.    Seven specific recommendations emerged from this study:

a.      Centrally managing a list of medical commercialisation grants

b.      Promoting or hosting capability development programs

c.      Supporting the establishment of a local technology association

d.      Leading a specialised state-wide or national network

e.      Exploring new specialised infrastructure

f.       Forming an ongoing leadership group

g.      Maintaining a public identity as an innovative health precinct

11.    These recommendations validate the need to create a narrative and brand identity for Kogarah with an emphasis on health, innovation and education. This will be a key focus for Council’s City Strategy and Innovation Directorate and will form part of Council’s broader advocacy efforts and promotion of the concept of the Southern Aerotropolis.

12.    It should be noted that not all of the recommendations are within Council’s control or sphere of influence, however they provide Council with insight into the gaps in the ecosystem, useful for an ongoing collaborative approach to leading the ecosystem.

13.    As suggested by UTS, Council will test the report’s recommendations with colleagues from the Liverpool Innovation Precinct and through facilitating more regular discussions with stakeholders to openly and collaboratively discuss common goals.

Financial Implications

14.    Within budget allocation. Budgeted funds from Cost Centre number 185027.

Risk Implications

15.    No risks identified.

Community Engagement

16.    Targeted engagement took place with a cross-section of key stakeholder types within Kogarah’s entrepreneurial ecosystem related to medical or health technologies.

17.    The study started with a referral from Council to Merunova, a medical startup that Council has recently supported. From there, there was a snowball sampling process whereby participants were able to identify relevant stakeholders to also interview. Eleven in-depth interviews with key stakeholders were undertaken.

File Reference

D21/117967

 

 

ATTACHMENTS

Attachment 1

UTS - Kogarah Entrepreneurial Ecosystem Study (final report).PDF

 


Georges River Council -            Community and Culture - Tuesday, 15 June 2021

COM019-21            UTS Study - The Dynamics of the Kogarah Entrepreneurial Ecosystem

[Appendix 1]           UTS - Kogarah Entrepreneurial Ecosystem Study (final report).PDF

 

 

Page 1

 

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Georges River Council –             Community and Culture -  Tuesday, 15 June 2021                                                         Page 1

Item:                   COM020-21  Identification of Potential Sites for Community Battery Stations 

Author:              Senior Project Officer

Directorate:      City Strategy and Innovation

Matter Type:    Committee Reports

 

 

 

Recommendation:

(a)     That Council monitor the progress of the current community battery trial led by Ausgrid and seek to be part of the next trial.

(b)     That Council collaborate and partner with Ausgrid on a feasibility study for community batteries at the proposed locations as identified in this report in preparation for a trial.

 

Executive Summary

1.      This report responds to Council’s resolution from its meeting held 26 April 2021 (NM021-21 Identification of Potential Sites for Community Battery Stations):

That the General Manager prepare a report on possible suitable locations for community batteries, in the Georges River LGA, and such locations should provide for a fair distribution throughout the LGA including in each ward so that Council can respond quickly to any proposal for community batteries in our LGA.

2.      Ensuring Ausgrid is aware of Council’s commitment to such initiatives strengthens our partnership as we continue advocating for Georges River Council as an innovative leader now, and throughout our journey into smart places.

Background

3.      In February 2021, Ausgrid launched its first ever community-based battery to inject renewable energy into the grid, harnessing and storing solar power from local homes to provide bill savings and allow for more renewable energy into the grid.

4.      A community battery allows multiple households within a certain radius to ‘share’ a storage system for the excess energy generated by solar panels. This can save households thousands of dollars on the upfront cost of an individual battery and allow them to effectively use more of the solar energy their home systems generate, bringing down electricity costs.

5.      The launch of the community battery marks the start of a two-year trial run by Ausgrid, which aims to transform the way solar energy is stored, reduce residents' hip-pocket costs, and is a big step towards cost effectively increasing the amount of clean energy that goes into the grid.

6.      Three community batteries will be installed on Ausgrid’s network this year as part of phase one of the trial. The battery locations will be in the Northern Beaches City Council, City of Canterbury Bankstown, and Lake Macquarie City Council local government areas.

7.      Council has recently been in discussions with Ausgrid to express interest in participating in a future community battery trial as part of our ongoing activities to strengthen our advocacy and partnership activities. Council officers have identified the following potentially suitable locations for the placement of community batteries:

a)      Peakhurst Ward: Morotai Avenue (opposite TAB), Riverwood

b)      Mortdale Ward: Cook Lane carpark, Mortdale

c)      Hurstville Ward: Morgan Street carpark, Kingsgrove

d)      Kogarah Bay Ward: Town Square carpark, Derby Street, Kogarah

e)      Blakehurst Ward: Morshead Drive Reserve, Connells Point

8.      These locations were selected by identifying areas in the LGA where there is a high concentration of solar panels. To maximise efficiency of the initiative, the proposed locations are close to Ausgrid distribution power stations where possible and on public land or Council owned assets such as parks and carparks.

9.      Further collaboration with Ausgrid is required to determine whether these locations are suitable to house community batteries.

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10.    Community batteries vary in size. Ausgrid will be trialling two different types of batteries: 

·        Two Tesla PowerPack 2 Batteries (Dimensions: 3.5m (L) x 1.4m (W) x 2.2m (H)

·        One MTU Energy Pack QS (Dimensions: 2.7m (L) x 2.2m (W) x 2.4 (H) (pictured above)

Financial Implications

11.    No budget impact for this report. It should be noted there is no cost to Council or the community to participate in Ausgrid’s community battery trial. Ausgrid will own and maintain the community batteries.

Risk Implications

12.    No risks identified.

Community Engagement

13.    Should Council participate in a future community battery trial, community engagement will take place to promote Council’s involvement and the benefits of the trial such as savings for solar customers and increasing the uptake of renewable energy in the LGA.

File Reference

D21/119846

 

  


Georges River Council –             Community and Culture -  Tuesday, 15 June 2021                                                         Page 1

Item:                   COM021-21  Stronger Communities Funding Update (January - June 2021) 

Author:              Acting Coordinator, Community Development

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; and

(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 (SCF) 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 were allocated 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 been fully completed and acquitted and will no longer be included in reports.

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

3.      The projects in Major Project Program Round 1 have now been fully completed and acquitted and will no longer be included in reports.

4.      The projects in Major Project Program Round 2 are ongoing. This report provides an update on the outstanding Round 2 projects.

Background

5.      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 lifecycle 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

Major Project Program Round 2 - In Progress

6.      In Round 2, $9.5 million in funding was allocated to four (4) overarching major projects through the Stronger Communities Fund. These were delineated into (5) sub projects in order to track expenditure and timelines more efficiently.

7.      Three (3) projects under the Major Project Program Round 2 were completed by December 2020 and were reported to Council in March 2021.

8.      An extension was requested from the Office of Local Government for two (2) remaining projects, of which one was separated into sub projects under the Hurstville Golf Course major project: Hurstville Oval New Community Pavilion Building; Hurstville Golf Course New Club House; and Hurstville Golf Course – reconstruction of greens and new pathways, which will be completed by 31 December 2021. 

9.      The extension was sought due to delays as a result of COVID-19.

Project name

 

SCF Grant funding

Other funding

Total SCF expenditure as at 31/05/2021

Total Expenditure as at 31/05/2021

Status

Hurstville Oval – New community pavilion building

$2,200,000

$774,809

$170,066

$170,066

Tender awarded February 2021; delays in obtaining Sydney Water and Crown Lands approvals; construction commence early June 2021 with estimated completion December 2021. 

Hurstville Golf Course - Club House

$2,000,000

$1,315,248 

 

$182,551

$182,551

Tender awarded February 2021; delays in obtaining Sydney Water and Crown Lands approvals; construction commence early June 2021 with estimated completion December 2021. 

Hurstville Golf Course - reconstruction of greens and new pathways

$500,000

$620,000  

$220,071

$220,071

Works commenced January 2021 on four (4) greens, fairways and practice area. Due to rain delays construction is anticipated to be completed in October 2021.

ACQUITTAL TO THE OFFICE OF LOCAL GOVERNMENT (OLG)

10.    Funding from SCF - Round 2 was to be spent or committed by 31 March 2021 and all funding acquitted before 30 June 2021. An extension was granted by the OLG for the delivery of the Hurstville Oval New Community Pavilion Building, the Hurstville Golf Course Club House and the Hurstville Golf Course green reconstruction and pathways projects. Works are to be completed by 31 December 2021.

Financial Implications

11.    Interest accrued in the SCF for 2020/2021 as at 30 April 2021 is $43,926.

12.    In accordance with the SCF Guidelines, advice received from the OLG and reported to Council (27 July 2020 COM024-20 and 16 December 2019 COM051-19), accrued interest from 1 July 2020 onwards will be allocated to the Hurstville Golf Course Club House project.

13.    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 has been provided through funds allocated via the budget process (such as Council’s Internal Reserves, Developer Contributions, Infrastructure Plus, Stormwater Drainage Levy, Domestic Waste Reserve) or as listed in the relevant Council reports and various grants. Additional grant funding has been provided through the Federal Government Local Roads and Community Infrastructure program.

Risk Implications

14.    Operational risk/s identified, and management process applied.

Community Engagement

15.    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.

16.    In accordance with the SCF Guidelines, the Georges River Stronger Communities Fund Assessment Panel prioritised the suite of major projects which were originally sourced from the Councils’ five-year capital works programs.

File Reference

D21/129664