Public Exhibition - Interim Community Property Strategy 2020-2023

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Consultation has concluded

Consultation Period: 2 October to 30 October 2020

The Georges River Council Interim Community Property Strategy 2020-2023 guides the development and management of Georges River Council’s Community Property portfolio. The Strategy addresses the Community Property portfolio’s capacity to meet existing and emerging community needs and to help achieve Council’s objectives.


The interim Community Property Strategy 2020-2023 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.


In November 2019, Council engaged Colliers International (“Colliers”) to review its Community Property portfolio and provide recommendations on the portfolio. This Strategy is based on recommendations made by Colliers and key findings from stakeholder consultation conducted by the Community Property team. Key stakeholders include existing tenants, local not for profit organisations, cultural and sporting groups, community service providers and the general public.


The Community Property portfolio consists of 59 community properties which include 6 Community centres, 28 Sporting facilities, 9 Scout and Girl Guide halls and 16 Community service providers. The portfolio does not include the venues and hireable facilities managed by Council’s Programming and Operations team: the Marana Auditorium and Civic Theatre, Carss Park Lifesaving Hall, Carss Park Straw Bale Shed, Hurstville Senior Citizens Centre, Oatley Community Hall, Kogarah School of Arts, St George Community Centre and PJ Ferry Reserve Community Hall, nor the hireable hall components of Mortdale and Kingsgrove Community Centres. Council owned commercial or retail properties, as well as Premium Facilities including but not limited to aquatic facilities, golf clubs, Netstrata Jubilee Stadium and the Norm O’Neill Cricket Centre are also excluded from this Strategy.

The Strategy provides an interim plan to improve:

  • the service model;
  • community and stakeholder experience;
  • asset management; and
  • portfolio sustainability.


The Strategy includes a suite of actions to undertake further significant research and investigations to better understand the performance of the portfolio and improve service provision. This research will also consider the findings of the review of venues and hireable facilities.


The action plan within this interim Strategy will determine the actions required to develop recommendations for the Community Property Strategy from 2023.


This Strategy aims to provide an interim direction for the management of the Community Property portfolio and future goals and actions for a longer-term Strategy.

Next steps

Post closure of the exhibition period, the draft Interim Community Property Strategy 2020-2023 will be reported back to Council in a subsequent report, summarising community feedback and incorporating such feedback into the final Strategy. This report seeking approval for endorsement of the final Interim Community Property Strategy 2020-2023 will be presented to Council in November 2020 for adoption.

Consultation Period: 2 October to 30 October 2020

The Georges River Council Interim Community Property Strategy 2020-2023 guides the development and management of Georges River Council’s Community Property portfolio. The Strategy addresses the Community Property portfolio’s capacity to meet existing and emerging community needs and to help achieve Council’s objectives.


The interim Community Property Strategy 2020-2023 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.


In November 2019, Council engaged Colliers International (“Colliers”) to review its Community Property portfolio and provide recommendations on the portfolio. This Strategy is based on recommendations made by Colliers and key findings from stakeholder consultation conducted by the Community Property team. Key stakeholders include existing tenants, local not for profit organisations, cultural and sporting groups, community service providers and the general public.


The Community Property portfolio consists of 59 community properties which include 6 Community centres, 28 Sporting facilities, 9 Scout and Girl Guide halls and 16 Community service providers. The portfolio does not include the venues and hireable facilities managed by Council’s Programming and Operations team: the Marana Auditorium and Civic Theatre, Carss Park Lifesaving Hall, Carss Park Straw Bale Shed, Hurstville Senior Citizens Centre, Oatley Community Hall, Kogarah School of Arts, St George Community Centre and PJ Ferry Reserve Community Hall, nor the hireable hall components of Mortdale and Kingsgrove Community Centres. Council owned commercial or retail properties, as well as Premium Facilities including but not limited to aquatic facilities, golf clubs, Netstrata Jubilee Stadium and the Norm O’Neill Cricket Centre are also excluded from this Strategy.

The Strategy provides an interim plan to improve:

  • the service model;
  • community and stakeholder experience;
  • asset management; and
  • portfolio sustainability.


The Strategy includes a suite of actions to undertake further significant research and investigations to better understand the performance of the portfolio and improve service provision. This research will also consider the findings of the review of venues and hireable facilities.


The action plan within this interim Strategy will determine the actions required to develop recommendations for the Community Property Strategy from 2023.


This Strategy aims to provide an interim direction for the management of the Community Property portfolio and future goals and actions for a longer-term Strategy.

Next steps

Post closure of the exhibition period, the draft Interim Community Property Strategy 2020-2023 will be reported back to Council in a subsequent report, summarising community feedback and incorporating such feedback into the final Strategy. This report seeking approval for endorsement of the final Interim Community Property Strategy 2020-2023 will be presented to Council in November 2020 for adoption.