2024/25 City of Ryde Annual Report by City of Ryde

Striking the Right Balance

Our Annual Report

This year’s Annual Report centres on our theme ‘Striking the Right Balance’. It reflects Council’s commitment to people andplace-based approach, which fosters economic and housing growth that benefits both community members and the physical environment. Our commitment to enhancing social cohesion, wellbeing and connectedness in a rapidly growing and changing city. Our commitment to creating and protecting open spaces so that everyone has room to play, whatever their age. And our commitment to building resilience across our City, our natural spaces and our community.

This year, we have worked with hundreds of stakeholders across our community to lay the groundwork for our new 10-year Community Strategic Plan – Ryde to 2035 – which builds on these commitments to strike the right balance between growth, liveability and employment, and ensure the City of Ryde remains the place to be for lifestyle and opportunity at your doorstep.

We are Pleased to Present the City of Ryde Annual Report 2024/25.

This report explores the financial and operational performance of the City of Ryde in 2024/25, documenting our annual performance against the 2024/25 annual budget and against our Four-Year Delivery Program 2022-2026.

The report includes a snapshot of our performance and our outlook for the future, including plans to ensure the sustainability of our organisation and the community we serve. Our Government Information (Public Access) Act 2009 report and report on progress against our Disability Inclusion Action Plan are included in the Statutory Reporting section from page 161.

This report also reflects our commitment to social, economic, environmental and governance principles. It contains Standard Disclosures from the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines, with the GRI index on page 197 detailing the location of relevant indicators within the report. We also discuss sustainability initiatives we have undertaken through all spheres of our endeavour throughout the document.

Acknowledgements

Maintaining strong relationships with state agencies, stakeholders, business and our community has been a priority in 2024/25, especially as we undertook planning for our 10-year Community Strategic Plan – Ryde to 2035. The work of the City of Ryde would not be possible without the support of our partners in the State and Australian Governments. This support includes grant funding, ongoing guidance and collaboration on significant projects. We are very grateful for these enduring partnerships, which tangibly enrich the broader Australian community by creating better places to live, work and play.

Readership

This report is intended to provide important information to a broad range of stakeholders including City of Ryde residents and ratepayers, local businesses, non-government organisations, our partners and other government departments and agencies. It also provides information on how we have performed over the year and what to expect in the coming year.

Accessing this Report

This report is available on the City of Ryde website at www.ryde.nsw.gov.au/AnnualReport

Copies of this report are available at our Customer Service Centre located at 1 Pope Street, Ryde, NSW 2112 or any of our five libraries.

Language Assistance

Acknowledgement of Country

The City of Ryde would like to acknowledge the Traditional Custodians of this land, the Wattamattagal (or Wallumedegal) clan of the Darug nation.

The City of Ryde would also like to pay respect to Elders past, present and emerging, and extend that respect to other Aboriginal and Torres Strait Islander people.

We are committed to providing accessible services to people within our community and customers from culturally and linguistically diverse backgrounds. If you have difficulty understanding this Annual Report, please call the Translating and Interpreting Service on 131 450. We also have some staff trained as Language Aides to assist you in languages other than English.

Tell us What you Think About this Report

Telephone: Call the Customer Service Centre on 9952 8222.

Post: City of Ryde Locked Bag 2069 North Ryde NSW 1670

Our Guiding Principles

Our Vision

City of Ryde: the place to be for lifestyle and opportunity at your doorstep

Our Mission

To deliver the community’s vision within a culture of innovation, resilience and an exceptional customer experience

Our Values

At City of Ryde we value: Health and Safety

We take personal responsibility for our own health, wellbeing and safety, as well as the health, wellbeing and safety of our colleagues and customers

Excellence

We do the best we can for our customers and embrace innovation in the way we work

Accountability

We are honest, transparent and act in the best interest of Council and the community

Respect

We listen, seek to understand, and celebrate the diversity of the people within our organisation and the community

Teamwork

We work within both our own teams and other teams to successfully achieve Council’s goals

The City of Ryde in Profile

Our Community

households Over 130 countries of origin Children

22,040 – 16 Percent Families 34,987

Young people

15,241 – 11 Percent Couples without children

Older people 20,425 – 15 Percent Single-person households

Over 100 languages spoken

Percent of residents born overseas

49.53 Percent of residents speak a language other than English at home

A Prosperous Area

38.29 Percent of households earned an income of more than $3,000 per week in 2021

65,563 employed residents

73.41 Percent of resident workers have a tertiary qualification

6,115 residents require assisted living due to disability – 5 percent

A Growing Region 54,235 rateable properties 21,508 dwellings are separate houses 9,524 dwellings are medium - density housing 24,382 dwellings are in high - density housing

A Powerhouse Economy

$19.196 Billion (gross regional product) 14,361 local businesses (approximately) 91,764 local jobs

Data sources: REMPLAN, Profile.id, ABS

Our City

Over 320kms of roads

665kms of kerbs and guttering (approx)

833,000m2 of paths and cycleways (approx)

205 Hectares of natural areas distributed over 71 parks and reserves

27 halls and facilities

98 playgrounds

56 sportsfields STORE

5 + 1 libraries and an aquatic centre

14,361 local businesses

4,568 lights upgraded to energy- efficient LEDS

39 car share spaces

37 bushland reserves

Our Story

The History of the City of Ryde

The traditional owners of the area were the Wattamattagal clan of the Darug nation. They lived for generations as fisher-hunter-gatherers in a rich environment of river flats, mangrove swamps and creeks. Evidence of their presence is found in rock carvings and middens along the river.

January

1792

The first land grants for European settlers were made in the modern- day area of Melrose Park.

Early

1800s

The area is known by various names including Eastern Farms and Kissing Point.

1841

A new name, Ryde, was emerging for the district, derived from the seaside town of Ryde on the Isle of Wight.

1804

The Field of Mars Common, a large area of public land across the northern part of what is now the LGA, was set aside for local inhabitants.

1868

Maria Ann ‘Granny’ Smith showed locals an apple seedling on her farm. This is the earliest reference to what would later become the Granny Smith Apple.

1935

Ryde Bridge opened on 7 December 1935.

1949

The Municipality of Eastwood merged with Ryde as part of Sydneywide municipal amalgamations.

1894

The residents of the north-west third seceded, creating the Municipality of Marsfield, which was later re-named the Municipality of Eastwood.

1886

The main northern railway line opened. Associated land subdivisions eventually created Meadowbank, West Ryde and Eastwood.

1980

Serving on Council from 19742008, in 1980 Edna May Wilde was the first woman elected Mayor of Ryde Council.

1953

At the triennial election held in December, Beatrice Beryl Sutton became the first woman elected to Ryde Council.

1963

A decision was made to build a university at North Ryde. Subsequent rezoning of surrounding land resulted in the development of the industrial area now known as Macquarie Park.

1992

Marking the bicentenary of the first land grants, Ryde gained City status.

1880s

The Common was subdivided into acreages for use as poultry farms, market gardens and orchards.

1870

The municipal district of Ryde was officially proclaimed, with the first elections taking place in 1871.

2025

The Council of the City of Ryde continues to provide services to residents as it has done since incorporation. Our City continues to be attractive to a highly diverse population – from families who have lived in the area for generations to recently arrived immigrants – drawn by lifestyle, education and employment opportunities. We are a City that has adapted to changing times and proven our resilience.

A Year in Review

A Message from our Mayor

It is my pleasure to present to you City of Ryde’s 2024/25 Annual Report, outlining another 12 months of outstanding achievements as this progressive Council continues to deliver ‘Lifestyle and Opportunity at your Doorstep’.

At the commencement of this term, I made a clear commitment as Mayor to lead a Council that keeps rates low, improves financial sustainability, invests in local infrastructure, and enhances customer service and service delivery for our community.

I am proud to report that Council has continued to deliver on these commitments, despite operating in an increasingly challenging financial environment.

During this financial year, our new Ryde Shine

Ability competition and Nowruz Persian New Year festivities joined an incredibly popular program of events that already includes the beloved Granny Smith Festival, Lunar New Year Festival, Cork and Fork by the Riverside, West Ryde Easter, Australia Day and New Year’s Eve celebrations.

In January, we officially opened our new swim site at Putney Park, which was quickly dubbed Putney Beach. This is a sparkling new jewel on the

Parramatta River foreshore and an exciting addition to City of Ryde’s essential portfolio of open spaces and recreation areas.

We maintained our passionate advocacy for the preservation of TG Millner Fields, another vital piece of active open space that our fast-growing population needs in the face of an unprecedented housing boom. I have called on the State and Federal governments to support our community with the acquisition of this critical 6.2ha site as Ryde continues to deliver ‘above and beyond’ our housing targets as part of our commitment to the National Housing Accord.

I believe that by working together we can achieve the outcome that our wonderful community deserves.

Trenton Brown City of Ryde Mayor

A Message from our Chief Executive Officer (CEO)

This 2024/25 Annual Report reflects an important period of change in the City of Ryde as we prepare for an exciting and challenging future in the shadow of an exponential boom in density and population for our unique LGA.

After the September 2024 Local Government Elections, we welcomed a new Council body and in Trenton Brown, our City’s first popularly elected Mayor since 1965.

In line with the new Council term, we prepared an update of our overarching Community Strategic Plan (CSP). The new CSP, titled ‘Ryde to 2035’, outlines our vision, aspirations and priorities for the City for the next 10 years and provides a high-level roadmap for how we will get there together. This long-term strategy responds to the latest forecasts on how we will grow and change, ensuring the City of Ryde remains a vibrant place to live, work and play.

One of our critical areas of focus remains the Macquarie Park Innovation District (MPID), which not only serves as the economic heart of our LGA but is also the precinct most impacted by State Government mandated housing uplift. We have continued to engage with the government over our desire to ‘Strike the Right Balance’

between delivering the housing we need and the infrastructure and employment opportunities that must accompany it. In respect of the critical infrastructure required, we are well advanced on our planning for expanding the facilities at the Christie Park sports complex, and also at our Ryde Aquatic Leisure Centre (RALC).

While enhancing employment opportunities, of great benefit to not only the MPID, but to NSW and Australia, is the ground-breaking Memorandum of Understanding we signed with Taiwan’s Hsinchu Park Science Bureau in July 2024. This means we are now aligned with the home of the world’s two leading producers of semiconductors.

As an expression of our bold ambitions, it’s this partnership in the advanced technology sector that has the potential to truly transform the City of Ryde economy and community.

Wayne Rylands City of Ryde Chief Executive Officer

A Year in Review

Our Performance Snapshot

$1,424 Million of approved development.

More than 12,696 development enquiries received.

467 development applications determined.

1,437 new dwellings approved.

105 Days mean gross assessment time for each development application.

Over 644,060 Visitors to Ryde Aquatic Leisure Centre.

Over 704,220 Visits to our five libraries, and 60,540 active library members.

Over 300,000 Visits to our low-cost halls and meeting rooms, with more than 9,000 bookings and high satisfaction ratings.

Library

Programs and Events

46,655 attendees at 1,826 in-person and online programs and events.

22,711 attendees at children’s Storytime and baby Rhymetime.

51,458 Passenger Trips taken on our Shop Ryder community bus service.

50 bush Regeneration Sites across the City of Ryde.

Over 4,000 Volunteer Hours helped to restore and manage bushland across 17 sites.

17 Percent Reduction in energy consumption compared with 2018/19 baseline.

Over 1,808GJ renewable electricity generated from Council's solar systems.

39.6 Percent of 53,794 tonnes of materials were collected from Ryde households.

4,568 Streetlights upgraded with energy- efficient LEDs.

Keeping our Community Cool

Happy swimmers took the plunge at the new Putney Park swim site in January to celebrate the grand opening of Sydney’s newest beach.

Charging for Good

We collaborated with the NSW Government and industry operators to provide 40 kerbside EV charging ports across our City by 2026.

Giving Everyone Equal Game Time

To enhance the life our sports grounds, we conducted turf trials, investigated real- time grounds assessment following wet weather and developed a synthetic surface renewal strategy.

Supporting Innovation

We responded to the NSW Government’s Innovation Blueprint by developing NetZero and Technology focused prospectuses positioning our City as a hub for innovation, advanced manufacturing and sustainable growth.

92 Percent

of over 49,983 Customer Service Centre calls were resolved at first point of contact. 88,209 separate enquiries were answered.

More than 13,028 Customers

served in person at the Customer Service Centre.

Almost 5 Million

page views on Council’s website, from more than 780,000 total users.

Nearly 18,000

fans on Facebook and more than 8,000 on Instagram with user reach of more than 280,350 on Facebook for the year.

87 Percent

of 51,064 customer requests received across the organisation were acknowledged and actioned within 10 working days.

88 Percent

of over 29,276 items of inward correspondence actioned within 10 working days.

Supporting Live Music

Our community discovered new dimensions in familiar places with live music activations – including a drumming festival – inviting connection and sensory exploration.

Recognising Community Strength

70 applicants shared in $400,310 from our Community Grants Program. We also supported four local high achievers to compete in nationally recognised sport, cultural or academic activities.

Keeping RALC Free for Pensioners

We responded to feedback from pensioners relying on our pool for health and social connection by continuing to provide free entry.

Enhancing Local Infrastructure

Our new Local Infrastructure Strategy addresses local gaps, supports population growth and improves service delivery.

A Year in Review

Welcoming our New Councillors

Following the Local Government Elections on 14 September 2024, the City of Ryde welcomed six new Councillors and the first popularly elected Mayor since 1965. In terms of age, culture and religious background, this Council body has made history as the City of Ryde’s most diverse; 50 percent of the elected body is female.

The new Councillors are Tina Kordrostami (Central Ward), Lyndal Howison (Central Ward), Keanu Arya (East Ward), Kathy Tracey (West Ward), Cameron Last (West Ward), and Felix Lo (West Ward). They joined re-elected Councillors Shweta Deshpande (Central Ward), Daniel Han (Central Ward), Sophie Lara-Watson (East Ward), Penny Pedersen (East Ward), Roy Maggio (East Ward), and Justin Li (West Ward).

Trenton Brown won the popular Mayoral vote, securing 56.51 percent of the vote after the distribution of preferences. Sophie Lara-Watson was elected Deputy Mayor for a 12-month term.

Following the election, we implemented an extensive Councillor Onboarding Induction Program to help Councillors find their feet. This included presentations by all team leaders, cyber security awareness training, a workshop on governancerelated topics, and strategic planning workshops on Council’s Community Strategic Plan and Delivery Program.

We are supporting ongoing Councillor learning and professional development with a comprehensive range of seminars, conferences and training courses and our commitment to working with all Councillors throughout their term.

Refreshing our Strategic Planning Documents

Guided by our newly elected Council body, we refreshed, developed and publicly exhibited our draft Community Strategic Plan (CSP) –Ryde to 2035 and draft Community Engagement Strategy (CES) as well as other statutory planning documents, as required by the NSW Office of Local Government’s Integrated Planning and Reporting (IP&R) Framework.

These included the Four-Year Delivery Program 2025-2029, One-Year Operational Plan 2025-2026, Annual Budget 2025-2026, Fees and Charges 2025-2026, Long-Term Financial Plan 2025-2035, Workforce Management Strategy, and the Strategic Asset Management Plan. See page 20 for more information about IP&R requirements.

The overarching CSP and its subsidiary plans were developed after a wide-ranging series of engagement activities involving more than 1,600 residents, visitors, workers, service providers, elected representatives at all levels of government,

local businesses and community groups. They responded with hundreds of future-shaping insights, covering all areas of Council’s activities and responsibilities.

The documents were publicly exhibited from 1 May to 1 June 2025. In addition, more than 420 community members and residents who had provided feedback and insights into the development of the CSP were provided with updates and offered the opportunity to give further feedback directly on the planning documents.

Council received 133 submissions from our community in total. Although some submissions offered comment related to aspects of the IP&R documents, draft CSP and draft CES, most of the submissions referred to proposed changes to fees and charges and other operational and service delivery-specific matters. These were communicated and circulated to the relevant departments within Council for either a response or action.

Almost 800 pages of documents were presented to Council for review and endorsement, with all documents endorsed on 24 June 2025 and becoming operational on 1 July 2025.

We develop the CSP on behalf of the community to articulate its collective vision, aspirations, objectives and priorities for the future and describe the strategic pathways to achieve the City of Ryde’s seven strategic outcomes covering a minimum timeframe of 10 years.

The CES outlines the Council’s commitment to undertake community engagement for a range of key activities including policy and strategy development and key projects. It includes the approach and guiding principles for ensuring that our community and relevant stakeholder groups have an opportunity to have their say in a meaningful way and participate in the development of the Council’s key strategies, policies, programs and plans.

Fighting to Save Open Space

With a predicted deficit of up to 21 sports fields by 2040, 22,000 new homes already in the planning pipeline for the Macquarie Park Innovation District, and a further 15,000 predicted as part of the State Government’s Transport Oriented Development plans, the need for more active open space for an exponentially growing population is now more acute than ever.

During the past five years Council has battled to preserve the 6.2 hectare TG Millner Fields in Marsfield from development – a battle that intensified throughout 2024/25.

In early 2025 a revised rezoning and development plan for 132 townhouses was submitted to the Sydney North Planning Panel (SNPP), prompting renewed public outcry. In May 2025, Mayor Trenton Brown issued an open letter to Prime Minister Anthony Albanese and Premier Chris Minns, urging government support to buy the land and preserve it as active open space for the Ryde community.

In June 2025, the SNPP determined that the proposal should progress through the Department of Planning, Housing and Infrastructure’s (DPHI) Gateway process.

This decision was made despite a rejection by the SNPP of the same plan in December 2022 on the grounds that it ‘failed to adequately demonstrate strategic merit’ and that TG Millner ‘has the potential to contribute to the amount of open space needed to service the future population of Ryde LGA’. The townhouse proposal had also been rejected as a State Significant Development by the State Government’s Housing Delivery Authority in February 2025. Council had identified the additional funds for the compulsory purchase of TG Millner in December 2024 and had demonstrated financial sustainability.

The battle looks set to continue into 2025/26, with growing public concern about a wave of development that is bypassing Council and local planning policies, overlooking best practice place - making, straining town centres and overburdening roads, schools and community facilities.

Financial Results

This report includes the Audited Annual Financial Statements for the year ended 30 June 2025 which commence on page 213.

As of 30 June 2025, the income statement reports an operating surplus of $36.7 million, representing a decrease of $22.7 million compared to the previous year’s surplus of $59.4 million. This reduction is attributed to a combination of one-off organisational reform costs and asset write-offs. Excluding capital grants and contributions, the net operating result shows a deficit of $5.4 million.

Financial Position

Council’s Statement of Financial Position shows the breadth of assets under Council’s care and control. The total value of Council’s assets as at 30 June 2025 is $2.5 billion.

Council delivered $43.3 million of capital projects of which $21.4 million was for renewal of Council’s existing asset base. Council’s overall cash position increased from $310.5 million to $348.5 million. This is mainly due to greater than anticipated developer contributions received this financial year and a result of favourable timing differences in income and expenditure, which are expected to normalise in the coming financial period. The increase in developer contributions received is reflected further in the increase to externally restricted reserves. Council’s unrestricted cash remains steady at $12.4 million.

Performance Against Original Budget

Council’s original budget was adopted by Council on 25 June 2024. Original budget projections on which the assumptions had been based have been affected by several factors. These include State and Federal decisions, including new grant programs, changing economic activity, environmental factors and decisions made by Council.

During the year, as required by the Local Government (General) Regulation 2021, the adopted income and expenditure is reviewed against the actual income and expenditure, and any variations are reported against the adopted budget to Council on a quarterly basis. The General Purpose Financial Statements (GPFS) require the original budget adopted by Council to be included to compare to the actual result at the end of the year.

A notable variation from the original budget was capital grants and contributions of $27.4 million. This result is greater than anticipated due to developer contributions received following increased development during the financial year. The $11.4 million Ryde Central disposal of assets relates to Council’s assessment and decision that the project was not financially viable and to bring the project to a close.

Financial position and performance as at 30 June 2025

Sustainability Statement

At the City of Ryde, our goal is to support present-day community needs while nurturing the capacity of future generations. To translate Federal and State Government policies into tangible, community-based outcomes, we align with government priorities through planning frameworks, funding agreements, regulatory compliance and collaborative partnerships. On a regional scale, we participate in the Northern Sydney Regional Organisation of Councils (NSROCs) and formal partnerships with the State Government to tackle shared economic, social and environmental challenges. Economic, social and environmental sustainability underpins all aspects of our service delivery, guided by the priorities established in our Community Strategic Plan and its supporting strategies and planning documents.

Social Sustainability

We are dedicated to enhancing social cohesion, wellbeing and connectedness in our community.

Our new Social Strategy 2025-2030 provides a roadmap for sustaining and improving social outcomes by identifying actions that will help make our City more inclusive, accessible and vibrant and support our community to thrive, prosper and enjoy a safe and healthy lifestyle.

Our Creativity Strategy 2025-2030 provides clear goals, objectives and actions to foster a vibrant creative environment, offering diverse opportunities for participation and creative expression that benefits the entire community. The Strategy also provides directions to support the growth of the local creative sector, ensuring that community members have access to the resources they need to express themselves and contribute to a thriving and innovative City of Ryde.

Social inclusion, cohesion and connectedness are also underpinned by our Halls and Facilities Strategy, which guides the planning and delivery of community halls and facilities through to 2041. Such social outcomes are embedded in City of Ryde’s Children’s Play Implementation Plan, which ensures that all families within the City of Ryde have access to safe, accessible and high - quality playgrounds. Community wellbeing is further supported by a wide range of programs, events and celebrations such as Harmony Day, Social Inclusion Week, Lunar New Year, Diwali and Nowruz. These opportunities are inclusive of all community members regardless of their age group, gender, cultural background and abilities. They encourage communities to interact and reconnect.

Our Disability Inclusion Action Plan (DIAP) outlines initiatives that help support and empower people living with a disability in our community and guides Council’s ongoing commitment to inclusion and greater service provision. In 2025, we launched the Empower Ryde program to support inclusive employment for people with disability. We offer a range of youth-focused initiatives, while our recently developed Youth Mental Health Action Plan covers access to early diagnosis of neurodiversity.

Our Reconciliation Action Plan provides a clear roadmap for fostering respect, building stronger relationships and creating meaningful opportunities that reflect a spirit of unity and recognition. It also guides Council’s efforts to protect significant heritage sites and implement sustainable land and environmental management initiatives.

We align with government housing, infrastructure and economic growth goals by implementing Local Environmental Plans and Development Control Plans. We are developing a Key Workers Affordable Housing Policy to address affordable housing challenges faced by essential workers such as teachers, nurses, emergency services personnel and childcare workers.

We also offer an intensive community grants program to support local not-for-profit organisations and community groups to carry out special projects that contribute to community wellbeing and build a vibrant local culture – see page 167.

Environmental Sustainability

We recognise the important relationship between the health of our environment and the economic and social health of our City. To action this, we are prioritising works improving city resilience and in aiming to deliver a Net Zero emissions future for our community.

Our portfolio of local programs aims to improve sustainability and resource circularity to reduce waste and enhance and protect our natural spaces.

We do this through the delivery of interconnected plans and strategies including the Net Zero Emissions Pathway, our Renewable Energy Target, Ryde Resilience Plan 2030, Ryde Biodiversity Plan, Urban Forest Strategy, our Bushfire Risk Management Plan, the Parramatta River Masterplan, our Sustainable Transport Strategy and Integrated Transport Strategy – among others.

These strategic priorities help ensure we protect our natural environment and strengthen community resilience in a changing climate and as we grow and change.

We are proactively working to improve disaster preparedness and emergency management for increasing threats from flood, heat and fire through our planning and community preparedness programs. Our Ryde Resilience Plan 2030 recognises that our City’s diversity and capacity to respond to and recover from major shocks and stresses is influenced by numerous and complex factors and chronic stresses that can weaken our community’s ability to thrive during these times. In addition to policies and plans that encourage emissions reduction and sustainable transport, through encouraging public transport, electric and rideshare vehicle use, we are firmly focused on sustainable resource management. We are actively working towards a Circular Economy, which emphasises reducing waste and maximising resource use by reusing, repairing and recycling materials.

Our Biodiversity Plan provides a comprehensive framework to assist in the management, enhancement and protection of natural areas and biodiversity across the City of Ryde. This is particularly important as our City grows, requiring more housing for future populations and placing these critical spaces under increased stress. This is supported by our Urban Forest Strategy, as we aim to reverse falling canopy coverage trends and find new ways to cool our City. Our new Verge and Nature Strip Policy encourages the development of natural verges, while Council cares for 351 hectares of open space at 204 sites, including bushland, parks and sportsfields. The management and future use of these ‘green lungs’ are guided by park and open space plans.

Economic Sustainability

We support state and federal social and economic development through workforce and skills programs, provide affordable housing and homelessness support in collaboration with state housing agencies, and offer community health and wellbeing initiatives.

We embrace a people-and-place-based approach to economic sustainability, fostering economic growth that benefits both community members and the physical environment. This strategy encourages collaboration across government, private and non - profit sectors to support an inclusive and resilient local economy.

In addition to an ongoing program of town centre and commercial area revitalisation to attract businesses and an increased diversity of shops, cafés and restaurants, our Economic Development Strategy nurtures a diverse economy by focusing on job growth, business expansion, investment attraction, entrepreneurship, innovation, infrastructure, workforce development, and quality of life improvement. It is supported by our Nighttime Economy Strategy and our Local Infrastructure Strategy, which provides a comprehensive framework to address infrastructure gaps, support population growth and improve opportunities for service delivery.

Our City Economy Team supports our small and medium-sized business community through a dedicated newsletter with updates on developments that affect them, as well as a range of practical workshops and business forums.

Part of our focus on economic sustainability involves leading by example. We have a range of corporate strategies and programs, including our Long-Term Financial Plan, Community Strategic Plan, Local Strategic Planning Statement and Local Environmental Plan, to ensure the City of Ryde is sustainable into the future and is able to meet our community’s evolving expectations.

Delivering our Services

Local councils operate in an increasingly complex environment, with responsibilities under more than 50 different pieces of legislation and direct relationships with over 20 State and Commonwealth Government agencies.

To navigate these complexities in a meaningful and purposeful way, all local councils in New South Wales adhere to the Integrated Planning and Reporting (IP&R) Framework.

The IP&R Framework acts as a roadmap for the delivery of community aspirations over a ten - year period by integrating those goals into council strategies and plans. By articulating the community’s vision and priorities,

the IP&R Framework supports community members and stakeholders to play an active role in shaping the future of their city. It sets out the resourcing requirements needed to deliver the community’s priorities and balances affordability with aspiration. The framework also helps maintain accountability and transparency through regular monitoring and reporting to both the council and the community. Progress is monitored under a structured timeline to ensure goals and actions remain relevant across the lifespan. This allows councils to pivot to meet changing circumstances, adhere to best practice and continuously improve over time.

Relevant

Plans and Priorities

Joint Organisation (JO) Statement of Strategic Regional Priorities

Developing our Strategic Vision for the new

Council Term

Following the election of the new Council in September 2024, we reviewed our Community Strategic Plan (CSP) and related plans and documents – including our Long-Term Financial Plan, Strategic Asset Management Plan, Workforce Management Strategy, Fees and Charges, Four-year Delivery Program and One-year Operational Plan – to ensure these are aligned to the vision of the Council and the community that elected them. This review was also an opportunity to ensure that our strategies account for legislative and other changes at both State and Federal levels as well as emerging economic, social and environmental considerations.

We held a series of workshops with our new Council members to gauge their views on the future of our City. Then, guided by our Community Engagement Strategy, we reached out to residents, visitors, workers, service providers, elected representatives at all levels of government, local businesses and community groups to understand their priorities, identify quality of life indicators, gain insights into the community’s overall level of satisfaction with Council and explore their support for our vision statement – The place to be for lifestyle and opportunity at your doorstep.

Future-shaping feedback

More than 1,688 people responded with hundreds of future-shaping insights. We also drew on feedback provided through regular customer satisfaction surveys and on key plans and strategies – including our Social Plan and Creativity Strategy, Economic Development Strategy, Nighttime Economy Strategy and Integrated Open Space Plan as well as the State Government’s proposed Transport Oriented Development rezoning of our Macquarie Park Innovation District.

All consultation findings and feedback were instrumental in understanding our community’s priorities and how they view their quality of life. They expressed strong appreciation for the City’s location, green spaces, quality services, public transport options and opportunities for input, with 95 percent rating their quality of life as ‘good’ to ‘excellent’. Areas identified for improvement included managing growth, enhancing transport connections, improving traffic and pedestrian safety, and providing infrastructure to meet future needs.

This invaluable feedback informed the objectives and development of the Ryde 2035 Community Strategic Plan, which were also assessed against regional, state, federal and global priorities, and guided the development of a draft plan.

Our community has their say

In accordance with the Local Government Act 1993, we then invited our community to have their say on our draft suite of documents from 1 May to 1 June 2025. ‘Have Your Say’ was promoted through City of Ryde’s webpages and social media; direct emails to the community, posters and flyers displayed at the Ryde Aquatic and Leisure Centre (RALC), and listings in the local newspaper and the Your City News e-newsletter.

At Council’s recommendation, 426 community members and residents who had provided feedback and insights into the development of the CSP, and opted to be kept informed, were contacted via email to acknowledge their contribution, provided with updates, and offered the opportunity to give further feedback directly on the draft IP&R documents.

There were 133 submissions received from our community through various channels during the public exhibition period.

Most of the feedback related to the proposal to remove free entry for Ryde resident pensioner concession card holders outlined in the Draft Fees and Charges 2025-2026 document. Other themes included:

• Traffic congestion and disruptions due to development

• Pedestrian safety and welfare through improving traffic management and solutions, and upgrading of footpaths, crossings, and lighting

• Housing accessibility, affordability and supply

• Adequate green spaces, local parks and dog parks

• Removal of the ‘Racism is not welcome’ signage across the LGA

• Community engagement approaches and progress metrics reporting

• Operational Plan 2025-2026 suggestions relating to the Parramatta River Catchment.

Each submission was recorded, collated and shared with the relevant and responsible Council officers for consideration and response. In some instances, a more detailed, or individual response was required or had been requested. These were referred to relevant Council officers for action.

Changes were made following confirmation that the current provision of free access to the RALC for eligible City of Ryde residents holding a concession (pensioners or health care cardholders with proof of residency) will remain unchanged for the next financial year, as resolved by Council on 27 May 2025.

No material content changes were made to the other planning documents, and Council adopted all draft documents on 24 June 2025.

The Plans and Strategies that Guide Us

Strategies, Programs, Plans and Reports

Community Strategic Plan (CSP)

• Highest level of strategic planning undertaken by a council – guides all other Council plans and strategies

• Articulates community vision through long-term vision, goals, aspirations, strategic pathways and the actions required to achieve that future

• Considers state and regional plans as they apply to the council

• Contains, as a minimum, community vision, strategic directions and outcomes, and a means of measuring progress

• Based on social justice principles

Duration: 10+ years

Review: In line with election cycle, generally every four years

Community Engagement Strategy (CES)

• Supports the development of all plans, policies, programs and key activities

• Must demonstrate a commitment to genuine and inclusive engagement

• Based on social justice principles

Resourcing Strategy (RS)

• Demonstrates how work identified in the Delivery Program and Operational Plan will be resourced, as identified through: Long-Term Financial Planning Workforce Management Planning Asset Management Planning

Duration: Updated as required

Review: Within three months of the local government elections

• Describes the elected Council’s commitment to deliver against the CSP over its four-year term

• Describes what can be delivered using available resources

• Aligns with strategic directions and outcomes of the CSP

Duration: Four years

Review: Annual review with six-monthly reporting

• Identifies annual projects and activities to deliver DP outcomes

• Includes Council’s annual budget and Statement of Revenue Policy

Duration: 12 months

Review: One plan each year for the four years of the council term, in line with DP

Duration: 4-10 years, in line with Delivery Program and Operational Plan

Review: Continual monitoring to measure effectiveness and respond to change; the Long-Term Financial Plan, Asset Management Strategy and Plans are reviewed and updated annually to cover a minimum 10-year forecast. The Workforce Management Strategy is reviewed and updated every four years along with the Delivery Program

• Report to the community on the work undertaken by Council to deliver on the commitments of the DP through that year’s OP

• Contains a copy of the audited financial statements

Duration: 12 months

Review: Annually

• Prepared by each outgoing Council for the incoming Council

• Reports to the community on the implementation of the CSP

Duration: Four-yearly

Review: In line with election cycle, generally every four years

Our Stakeholders

At the City of Ryde we have a diverse group of stakeholders and engage with them in many ways, depending on their needs, and respond to them on the issues that matter most. Community and stakeholder engagement is also an integral part of our project management system so that our community is kept informed of all aspects of project delivery. We have identified our stakeholders and why they are important to us in the table below:

Residents Ratepayers Customers Partners, Regional and national Community Groups and Volunteers

THEY ARE IMPORTANT TO US BECAUSE THEY:

Provide guidance, values, engagement and feedback about our services and the issues that matter to them. Provide funding for local services and infrastructure, provide guidance, values, engagement and feedback. Provide us with feedback and utilise our services and products.

Provide shared knowledge, networks, cultural experiences and economies of scale.

WE ARE IMPORTANT TO THEM BECAUSE WE:

Provide civic leadership representation, services and facilities. Generate sustainable growth and returns to the community.

Provide products and services of good value and quality.

WE ENGAGE WITH THIS GROUP VIA:

Public meetings and community forums, community consultation and feedback sessions, events, publications, our website, social media and our Annual Report.

Rates notices, community meetings, surveys, publications, our website and our Annual Report.

Our Customer Service Centre, customer experience and satisfaction measurements, customer care and follow up, our website, media, social media channels, face-toface interactions, events, publications and fact sheets.

Provide advocacy, leadership, cultural vibrancy, and resources in line with policy and legislation.

Build trust and bridges to local communities through services, help with planning and contribute to the development of our strategies, plans and programs.

Provide support and partnerships.

Contract management, account management relationships, networking meetings and regular engagement through site visits.

Advisory committees and reference groups, 1:1 meetings, focus groups and workshops.

Visitors Suppliers Media Businesses Employees and their Representatives

THEY ARE IMPORTANT TO US BECAUSE THEY:

Provide funding opportunities, guidance through regulation and legislation, services, planning direction and networks.

Central to the success of our business, they provide valuable knowledge, experience, skills and labour.

Provide economic benefit by visiting, shopping and studying, generating employment opportunities and invigorate our City.

WE ARE IMPORTANT TO THEM BECAUSE WE:

Provide local strategies, partnerships and networks.

Provide a fair, engaging and enriching work experience with career development and flexible work arrangements.

Provide products, services and facilities.

Provide good value and quality products and services.

Build and protect our reputation and raise awareness of our events, services and facilities.

Build capacity, create vibrancy and drive our City’s economy.

Provide fair access to business opportunities in line with policy and legislation.

Provide trend data as well as social, environmental, economic and governance information.

Provide opportunities for business and undertake activities to enhance the business landscape in our City. WE ENGAGE WITH THIS GROUP VIA:

Formal meetings, briefings and networking meetings, correspondence and events, legislative reporting and 1:1 meetings.

Staff newsletters and other internal publications, staff briefings and on-site meetings, cultural surveys, interviews and performance reviews.

Events, our website, social media and other published information.

Contract management, account management relationships, regular engagement through site visits.

Press releases, media briefings, 1:1 interviews and social media.

Our business development and advisory committees, economic development team, 1:1 meetings, focus groups, events and workshops, our website and social media.

How we Inform and Engage with our Community

Keeping our Community Informed

The City of Ryde recognises that effective communication is essential to fostering trust, transparency and understanding with our community.

Council’s approach to communications enables teams and staff to directly connect with the community on issues relevant to their specific areas, such as development, planning, waste and sustainability.

We keep our community informed and updated about our services, strategies, plans, news and events through a wide range of digital and traditional channels.

As Council responds to the challenge of helping alleviate Sydney’s housing crisis amid an exponential increase in density and population in coming years, housing and associated infrastructure requirements were among key topics covered during 2024/25.

Our community was kept updated about other major news such as the much-anticipated opening of Putney Beach, our ongoing campaign to save TG Millner Fields, progress on the former Ryde Civic Centre site at 1 Devlin Street and the sharing of information about our newly elected representatives following the September 2024 local government elections.

Council also kept the community informed on a busy series of events, programs and services delivered throughout the year. These included:

• Shining a creative spotlight on local talent including our Artist in Residence and our Sustainable Waste 2 Art Prize (SWAP) Competition.

• Celebrating outstanding members of the community through the Volunteer of the Year Awards and Citizen of the Year Awards.

• Recognising people with disability through the Ryde Shine Ability Talent Competition and Empower Ryde program.

• Celebrating our wonderful community inclusiveness and cultural diversity at our Diwali Festival of Lights Competition, Granny Smith Festival, Lunar New Year, Nowruz and Australia Day events.

• Engaging our younger community members through the Youth Creative Competition, Youth Week activities, and Battle of the Bands competition.

• Furthering our innovative international relations program by signing a groundbreaking Memorandum of Understanding with the Hsinchu Science Park Bureau in Taiwan.

• Helping the community prepare for major weather events with emergency preparedness sessions and providing on-the-ground assistance after severe storms swept through our LGA in January.

• Delivering updates on park openings, temporary closures and upgrades.

WATERLOO PARK

Our Vibrant and Liveable City

The City of Ryde is a City of welcoming and vibrant precincts –a range of well-planned, clean and safe neighbourhoods and public spaces, designed with a strong sense of identity and place.

They are places with character that support sustainable growth and demographic change.

Priorities for this Outcome

Great Places, Vibrant Neighbourhoods

Centres are the focus of vibrant communities

Places are designed for people

• Protecting the local amenity of neighbourhoods and ensuring they are well maintained, regulated, accessible and safe

• Creating active places and spaces in town and neighbourhood centres and wellconnected open spaces that encourage active lifestyles and social interaction.

Collaborative Development

People are at the heart of planning and influence how the City grows and changes

• Actively advocating to the State Government for future developments that are appropriately considered and well planned to ensure that the character and liveability of their immediate neighbourhoods are maintained

• Actively consulting with the community on all major developments in and bordering the City.

Sustainable Design

Neighbourhoods support sustainable growth

Developments add to the character of their neighbourhoods

• Planning and designing our City to uphold and protect its unique character and encourage sustainable development, while also delivering diversity and housing choice

• Ensuring the City of Ryde maintains leadership in the application of best-practice planning and sustainable urban development.

Council Programs and Services Supporting this Outcome

City Development Program

Creating a vibrant and liveable City environment that balances development, land use, amenity and sustainable growth

Community Safety and Amenity Program

Ensuring high standards of public health, safety and amenity are maintained across the City of Ryde

How we Monitor Progress

City Places Development Assessment Services

Building Certification and Compliance Environmental Health and Safety Ranger Services

• Delivering the City’s Local Strategic Planning Statement and Housing Strategy

• Development approvals and enquiries

• Annual inspection and audit programs monitoring compliance with building standards, public amenity and safety, unauthorised activities, public health risks and compliance with health regulations and standards

• Requests for ranger services.

Building a Vibrant and Liveable City

As the City of Ryde continues to be a desirable place to live and work, it is crucial to ensure our growing community has access to diverse housing and employment opportunities as well as vital services. With projected population increases and an estimated 66,000 dwellings required by 2031, considerable pressure will be placed on our local character and heritage, and on our natural and urban environment over the coming decade. The right balance is essential. Our residents expect Council to manage growth and ensure it brings with it urban renewal and vibrancy to areas of need. Our residents also want to see our tree canopy, natural areas and open spaces protected and increased, and have access to efficient transport options that connect them to places locally and across the wider Sydney area. In planning for the future, it is important to consider what infrastructure, facilities and services are required to support growth. This will include ensuring that the City’s current town and neighbourhood centres are well placed to serve

Key Statistics

Projected Growth

the local community in the long term through continued investment in upgrades and renewal; providing sufficient open space and diversifying and increasing recreation opportunities to support a growing, active and healthy community; monitoring and managing our natural areas and environmentally sensitive lands to ensure they are not compromised by future growth; providing new infrastructure to support growth; and exploring additional transport connections to meet the future requirements of a population that is projected to grow by more than a third over the next decade.

Achieving the best future for the City of Ryde requires Council to continue to advocate across government and to guide development to diversify housing supply while protecting and maintaining the character and liveability of our City.

This needs to be achieved while also securing investment in infrastructure that matches the needs of the growing population and builds vibrant, liveable neighbourhoods for our diverse multi - generational communities.

Almost 50 percent of dwellings in the City of Ryde are medium or high density, compared to 35.9 percent in Greater Sydney in 2021.

Data source: REMPLAN

Supporting Affordable Housing

Our Draft Key Workers Affordable Housing Policy addresses housing affordability challenges faced by workers such as teachers, nurses, emergency services personnel and childcare workers and sets an aspirational target of delivering 1,000 affordable dwellings by 2035.

New Development

$1,424 million in developments were approved, including 58 single new dwellings. 21,693m2 of commercial floor space was approved in 2024/25.

Keeping our Public Spaces Safe

We stepped up the fight to rid our public spaces of a growing volume of potentially dangerous abandoned shopping trolleys with a new online reporting tool.

Services and Performance Highlights

City Development Program

Enhancing our strategic land use planning and development framework to manage growth and development in a way that recognises and takes into account the aspirations of the residents of the City and achieves a balance of development, land use, amenity and sustainable growth. The primary focus of this program is undertaking the Council’s legislative statutory responsibility within the state’s land use planning framework.

Strategic Direction

Council’s service delivery for this program is guided by:

• Environmental Planning and Assessment Act (1979)

• Environmental Planning and Assessment Regulation (2021)

• State Environmental Planning Policies

• Planning Ryde Local Strategic Planning Statement 2020

• Ryde Local Environmental Plan 2014

• Ryde Development Control Plan 2014

• Development Contribution Plans

• City of Ryde Local Housing Strategy 2020

• Affordable Housing Policy.

Assessing Effectiveness

• Community perceptions and sentiment

• Amount and types of housing delivered.

City Strategic Planning

Development and update of the Local Strategic Land Use Planning Framework and the regulatory work of planning within the State Planning Framework. This includes collaborating with the State Government and undertaking advocacy to facilitate good development outcomes within the City.

Advocating for the Right Balance

To ensure that rezoning proposals provide improved outcomes for our community, we assess any new proposals to ensure they consider factors including housing diversity, access to infrastructure and services, environmental sustainability and the creation of vibrant, connected places.

With the City of Ryde the target of significant planned housing uplift, Council’s advocacy for ‘striking the right balance’ between housing,

key infrastructure and open space, and creating new opportunities continued throughout the year. Stage 1 and 2 Macquarie Park rezonings were finalised in November 2024, with details released in the Transport Oriented Development proposal indicating that the NSW Government will prioritise the delivery of 11,271 new Build - to - Rent homes within this key innovation and enterprise precinct, at the expense of 33,813 new jobs. We strongly advocated for improvements to

the State Planning Framework, particularly regarding the delivery of infrastructure to support development within the rezoned Macquarie Park Corridor.

The state Government’s emphasis on Build-to-Rent housing in key employment zones like the MPID is a concerning development as Build-to-Rent is a premium product and will be out of reach for many frontline workers needing to live closer to their employment in schools and hospitals across the broader North Sydney region. Efforts to seek dialogue with the government regarding this type of housing, which has the potential to decimate employment, continued throughout the year, with correspondence to the Minister for Planning and Public Spaces, and the Department of Planning, Housing and Infrastructure.

Other advocacy activities included submissions to the Independent Pricing and Regulatory Tribunal on Sydney Water’s pricing proposal, and to the NSW Government Architect on the Housing Pattern Book.

Progressing Ryde Central

Our efforts to establish the much-needed Ryde Civic Centre continued throughout the year. At the December 2024 Council Meeting, Council identified 150-156 Blaxland Road, Ryde as the optimal site for a potential town hall and any additional cultural and community facilities. Council also resolved to engage a suitably qualified company for an Expression of Interest campaign to test the market potential for a long-term leasehold of the adjacent 1 Devlin Street site, which currently features the infamous ‘hole in the ground’.

Supporting Key Workers with Affordable Housing

We progressed our Draft Key Workers Affordable Housing Policy to address housing affordability challenges faced by workers such as teachers, nurses, emergency services personnel and childcare workers. The policy sets an aspirational

target of delivering 1,000 affordable dwellings by 2035, up from the current 75. Key strategies include planning mechanisms to mandate affordable housing in new developments and strong partnerships with developers and community housing providers.

Public consultation was undertaken to inform the final policy, which supports Council’s vision of enabling key workers to live locally and strengthening the local economy.

Battling to Protect our Sportsfields

In response to ongoing housing development in the area, the City of Ryde reaffirmed its commitment to the compulsory acquisition of TG Millner Fields to secure much-needed open space. This follows the State Government’s second rejection of a housing proposal on the 6.2ha site. With over 37,000 apartments planned nearby and a current deficit of 15 sports fields – projected to rise to 21 by 2040 – Council identified TG Millner as critical to addressing open space needs. Council continues to advocate for a balanced approach to housing, employment and infrastructure in the Macquarie Park Innovation District and broader Marsfield area.

Preserving Local Heritage

To preserve our local character and heritage, ensure diversity of built form and retention of character, our Local Heritage Assistance Fund provides funding to members of the local community, pursuant to Section 356 of the Local Government Act, 1993. This year grants of up to $15,000 were awarded to eligible applicants.

Operational Plan Service Delivery

Land Use Planning

Advocacy and Advice on Changes and Updates to the State Planning Framework

Keeping our Community Safe

328 pre-commencement inspections

4,237 compliance investigations

687 food premises inspections.

Regulating Combustible Cladding

100 percent of buildings that have been identified with combustible cladding are being regulated.

51 high-risk pool barriers at multi-dwelling premises and tourist accommodation inspected as per legislative requirements.

Development Assessment Services

Assessment of development applications, planning commentary for pre -lodgment meetings, modification of development applications, resolution of drainage and stormwater issues, subdivision certificates and complying development certificates.

During the year, we managed and determined a total of 467 applications. Of the applications determined, 1,437 were new dwellings, 58 of which were single new dwellings, while 21,693m2 in commercial floor space was approved. The value of development in the City was consistent with previous years.

In July 2024, the Statement Expectations Order 2024 was released setting targets for councils to determine the development applications. Council’s performance is provided in the following table: Assessment

Target 115 days 105 days 95 days 85 days

City of Ryde 105 days

Lodgment

Target expected to be met

Target 15 days 7 days

City of Ryde 9 days

Number of Development Applications Determined

Target expected to be met

Value of Development Applications Determined ($ million)

New Commercial Floor Space (m2)

Development Trends

New Dwellings Approved

Community Safety and Amenity Program

Ensuring high standards of public health, safety and amenity are maintained across the City of Ryde. This includes investigating, assessing and determining development to ensure compliance with building, health and environmental regulations to maintain high standards of public health and safety across the City of Ryde.

Council also helps to maintain standards and liveability across our urban environment through working with the community and enforcing legislative requirements relating to roads, parking and footpaths and animal management in the public domain.

Strategic Direction

Council’s service delivery for this program is guided by:

• Local Government Act 1993 and associated Regulations

• Environmental Planning and Assessment Act 1979 and associated Regulations

• Relevant State Environment Planning Policies

• Relevant NSW Food, Health and Building, and Fire Certification related Legislation listed in the City of Ryde

• Compliance Policy (under development)

• Companion Animals Act 1998 and associated Regulations

• Protection of the Environment Operations Act 1997 and associated Regulations

• Relevant Road and Transport Legislation and associated Regulations

• Public Spaces (Unattended Property) Act 2021

• State Environment Planning Policy (Industry and Employment) 2021.

Assessing Effectiveness

• Compliance rates.

New Dwellings

1,437 new dwellings were determined and 21,693m2 in commercial floor space was approved.

Development Applications

467 development applications were determined. 406 DAs were received including 31 commercial, retail and office DAs, 171 residential DAs and 58 single new dwelling DAs.

Fire Management

969 Annual Fire Safety Statements (AFSS) were checked for compliance. All buildings with combustible cladding are being appropriately remediated to meet statutory requirements.

Building Certification and Safety

Providing complex service delivery and management programs in the specialist areas of building compliance and approvals, certification processes and compliance services to ensure compliance with building legislation and industry standards.

Checking Pool Barriers

To encourage pool safety in our City and promote awareness of the Swimming Pools Act 1992 (SPA Act), this year we notified 400 private pool owners of their statutory requirements to provide a compliant pool fence. We also completed annual inspections of all high-risk pool barriers at the 51 multi-dwelling and tourist accommodation within the City of Ryde.

Maintaining Community Safety Standards

With rapid development underway across our City, we investigated 4,237 development- related complaints, with more than 90 percent identifying unauthorised development activities. Development that fails to satisfy Council’s requirements is regulated under the provisions of the Environmental Planning and Assessment Act 1979, and cases may ultimately escalate to the NSW Land and Environment Court for resolution.

Council’s Building Certification Team reviewed over 969 Annual Fire Safety Statements (AFSS). All identified buildings with combustible cladding are being appropriately remediated within statutory requirements, including the issuing of Fire Safety Orders. This is an ongoing regulatory process that will continue until all identified buildings have been appropriately remediated.

We completed 328 pre-commencement inspections, with all building-related applications (including Construction Certificates, Occupation Certificates, Complying Development Certificates, Building Information Certificates and Hoarding applications) processed in accordance with the agreed timeframes. Similarly, over 90 per cent of complaint investigations and unauthorised development investigations were investigated and actioned in accordance with Council’s requirements.

Advocating for Improved Construction Standards

The Building Commission NSW has issued Building Work Rectification Orders to address non-compliant construction in high-rise residential apartment buildings across the state, including in the City of Ryde. With more than 8,000 apartments planned for Macquarie Park that could lead to risks for the community, we continued to advocate for stronger building reforms and explore mechanisms to ensure the community is informed about all future intentions by the Building Commission to serve rectification orders on developments in our City.

Operational Plan Service Delivery

Building Certification

Building Compliance

All identified buildings in the City of Ryde with combustible cladding are being appropriately remediated within statutory requirements

Annual Fire Safety Statements for registered buildings checked for compliance 853 reviewed 969 reviewed 969 reviewed

Private pool fence inspections

completed All high-risk pool barriers in multi-dwelling and tourist accommodation checked

high-risk pool barriers in multi-dwelling and tourist accommodation checked

Environmental Health and Safety

Providing complex service delivery and management programs in the specialist areas of environmental health protection and public health protection.

Supporting Public Health

In 2024/25, Council’s Environmental Health Team completed over 90 percent of its annual health monitoring programs for the year (including hair, beauty and skin penetration premises, mortuaries, legal brothels, public pools and cooling towers). More than 80 percent of planned food premises inspections (687) were also conducted.

Operational Plan Service Delivery

Completion of Council’s annual health monitoring programs (hair, beauty and skin penetration premises, mortuaries, legal brothels, public pools, cooling towers) to maintain public health standards

Ranger Services

Education, compliance and enforcement services to help maintain community amenities and safety.

Ensuring Public Safety

Our Compliance and Parking Ranger Teams play a key role in providing a safe, clean and liveable urban environment through working with the community and enforcement of State and Local Government acts and regulations. As well as enforcing compliance obligations, our team frequently patrols parks to promote public safety and provide a visual presence while reporting hazards, graffiti and damage.

This year, 2,367 parking enforcement complaints were investigated, including prompt responses to reports of cars blocking driveways or otherwise parked illegally. We also investigated 4,237 compliance complaints relating to barking dogs, illegally dumped waste and other public safety concerns.

We stepped up the fight to rid our public spaces of a growing volume of potentially dangerous abandoned shopping trolleys with a new online

reporting tool on the City of Ryde website. The new form, which includes links to online reporting mechanisms for supermarket chains and advice about the Public Spaces (Unattended Property) Act 2021, enables residents to log sightings of abandoned trolleys in public areas. Once a community member reports an abandoned trolley to Council, Rangers liaise with the shopping trolley collection service for its removal.

We also investigated the impact of illegally placed political signage in the lead-up to and following the 2025 federal election, including the collection of non-compliant election signage located on Council land.

Operational Plan Service Delivery

Parking Enforcement

Ranger Compliance

The Year Ahead

Council revised and updated its Four-Year Delivery Program following the election of the City of Ryde’s new Council in September 2024.

The 2025-29 Delivery Program provides a single point of reference for all principal activities undertaken by the Council during its term of office. It focuses on how Council services are delivered through 16 programs and how these contribute to the outcomes that are a priority for our community in the City of Ryde. While all Council programs play a part, the main programs contributing to achieving the Vibrant and Liveable City outcome are the City Development and Community Safety and Amenity Programs.

Our 2025-26 Operational Plan provides a comprehensive overview of the services, activities, programs and projects that Council plans to deliver during the year.

These will include:

• Developing and updating the City’s Local Strategic Land Use Planning framework and the regulatory work of planning within the State Planning framework

• Undertaking advocacy to facilitate good development outcomes for the City

• Providing personalised pre-lodgement advice and assessing development applications

• Assessing planning proposals and re-zonings, issuing planning certificates and strategic planning and urban design advice

• Providing programs in the specialist areas of building compliance and approvals, certification processes, environmental health and compliance services to ensure compliance with building legislation and industry standards and protect public health

• Providing education, compliance and enforcement services to help maintain community amenity and safety.

Projects planned for the City Development and Community Safety and Amenity Programs for 2025/26 include streamlining the development assessment process to meet the Ministerial Statement of Expectations Order 2024; reviewing our Fees and Charges Schedule to incorporate pre-lodgement review and advice and consultation provided with respect to State Significant Developments; streamlining our pre-lodgement consultation process to provide high-quality advice; and reviewing Council’s smart parking technology. The complete range of activities undertaken is listed in Council’s 2025-26 One-Year Operational Plan. www.ryde.nsw.gov.au/FourYearDeliveryPlan

Our Active and Healthy City

The City of Ryde is an active and healthy community, with diverse recreational spaces and opportunities for people of all ages, abilities and backgrounds. People can easily gather in public spaces or at community events that bring residents together, helping everyone to feel part of the Ryde community.