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

Striking the Right Balance 1

City of Ryde

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. 2

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

City of Ryde Annual Report 2024/25

MACQUARIE PARK

Our Guiding Principles

Our Vision

Our Values

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

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

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

City of Ryde

KISSING POINT PARK – PUTNEY 4

City of Ryde Annual Report 2024/25

Contents 6

Governance

132

The City of Ryde in Profile

Our Story

Democratic Governance – Our Council

134

Council

A Year in Review

Role of Council

134

A Message from our Mayor

Delegating Decision-making and Authority

134

A Message from our CEO

The Elected Council

134

Our Performance Snapshot

Elected Council's Responsibilities

140

Welcoming our New Councillors

Corporate Governance – The Council Organisation

147

Structure and Leadership

147

Financial Results

148

Sustainability Statement

I nternal Audit, Risk Management and Business Continuity Planning

Social Sustainability

Environmental Sustainability

Economic Sustainability

Delivering our Services

Refreshing our Strategic Planning Documents 14 Fighting to Save Open Space

Developing our Strategic Vision for the new Council Term

The Plans and Strategies that Guide Us

Our Stakeholders

How we Inform and Engage with our Community

Our Community Strategic Plan Outcomes

Our Vibrant and Liveable City

Our Active and Healthy City

Our Natural and Sustainable City

Our Smart and Innovative City

Our Connected and Accessible City

Our Diverse and Inclusive City

101

Our Open and Progressive City

117

Working at the City of Ryde Improving Work Health and Safety

150 157

Additional Statutory Reporting

161

Global Reporting Index

197

Community Financial Report

202

Appendix

211

Annual Financial Statements

213

Glossary

296

Index

298

City of Ryde

The City of Ryde in Profile Our Community

Population

Households

A Culturally Diverse City

135,716

53,829

Over 130

residents

households

countries of origin

Children

Families

22,040 – 16 Percent

34,987

Over 100 languages spoken

Young people

Couples without children

49.05 Percent

15,241 – 11 Percent

13,495

of residents born overseas

Older people

Single-person households

49.53 Percent

20,425 – 15 Percent

12,979

of residents speak a language other than English at home

A Prosperous Area

A Growing Region

A Powerhouse Economy

38.29 Percent

54,235

$19.196 Billion

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

rateable properties

(gross regional product)

21,508

14,361

dwellings are separate houses

local businesses (approximately)

employed residents

9,524

91,764

73.41 Percent

dwellings are medium‑density housing

local jobs

of resident workers have a tertiary qualification

24,382

6,115

dwellings are in high‑density housing

65,563

residents require assisted living due to disability – 5 percent Data sources: REMPLAN, Profile.id, ABS 6

City of Ryde Annual Report 2024/25

Our City

Over 320kms

665kms

833,000m2

of roads

of kerbs and guttering (approx)

of paths and cycleways (approx)

205 Hectares

of natural areas distributed over 71 parks and reserves

playgrounds

sportsfields

STORE

5+1

14,361

halls and facilities

libraries and an aquatic centre

local businesses

4,568

lights upgraded to energy‑efficient LEDS

car share spaces

bushland reserves

Data sources: REMPLAN, Profile.id, ABS 7

City of Ryde

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.

1841

January 1792

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

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

1804

Early 1800s The area is known by various names including Eastern Farms and Kissing Point.

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.

City of Ryde Annual Report 2024/25

1935 Ryde Bridge opened on 7 December 1935.

1953

1949

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

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.

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.

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

1886 The main northern railway line opened. Associated land subdivisions eventually created Meadowbank, West Ryde and Eastwood.

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.

City of Ryde

MACQUARIE PARK 10

City of Ryde Annual Report 2024/25

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 11

City of Ryde

A Year in Review Our Performance Snapshot

$1,424 Million

Over 644,060 Visitors

of approved development.

to Ryde Aquatic Leisure Centre.

50 bush Regeneration Sites across the City of Ryde.

More than 12,696

Over 704,220 Visits

development enquiries received.

to our five libraries, and 60,540 active library members.

467 development applications determined.

1,437 new dwellings approved.

105 Days mean gross assessment time for each development application.

Over 300,000 Visits

helped to restore and manage bushland across 17 sites.

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

17 Percent Reduction

Library Programs and Events

Over 1,808GJ

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.

Over 4,000 Volunteer Hours

in energy consumption compared with 2018/19 baseline.

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.

City of Ryde Annual Report 2024/25

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

92 Percent

Supporting Live Music

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

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

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.

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.

Nearly 18,000

Supporting Innovation

87 Percent

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.

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

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

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.

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

City of Ryde

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, 14

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.

City of Ryde Annual Report 2024/25

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.

MEADOWBANK 15

City of Ryde

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.

City of Ryde Annual Report 2024/25

Financial position and performance as at 30 June 2025

Income Statement

$(M)

Total income from continuing operations

$215.5

Total expenses from continuing operations

$178.8

Net operating result for the year

$36.7

Net Operating Result for the Year Before Capital Grants and Contributions

($5.4)

Capital Expenditure New capital works

$21.9

Renewal capital works

$21.4

Total capital expenditure

$43.3

Financial Position Total assets

$2,503

Total liabilities

$78.5

Net assets

$2,424.5

Cash and Investments

$348.5

Less external restrictions

$211.3

Less internal restrictions

$124.8

Unrestricted cash

$12.4

Performance Indicators Financial Performance Indicators Operating performance ratio

5.80 percent

Own source operating revenue ratio

77.81 percent

Unrestricted current ratio

5.36x

Debt service cover ratio

14.79x

Rates and annual charges outstanding

4.69 percent

Cash expense cover ratio

16.93 months

Infrastructure Asset Performance Indicators Buildings and infrastructure renewals ratio

101.14 percent

Infrastructure backlog ratio

2.56 percent

Costs to bring to agreed service levels*

1.63 percent

Asset maintenance ratio

104.52 percent

*Note – The Office of Local Government does not set a benchmark for this ratio.

City of Ryde

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.

City City of of Ryde Ryde Annual Annual Report Report 2024/25 2023/24

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.

SUSTAINABILITY FESTIVAL 2025 19

City of Ryde

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,

Relevant Regional Plans 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.

State Plans and Strategies

Joint Organisation (JO) Statement of Strategic Regional Priorities

Ongoing monitoring and review

Community Strategic Plan

Other Council Strategies and Plans Examples include: Disability Inclusion Access Plan Local Strategic Planning Statement Environmental Strategies

Delivery Program

Workforce Management Strategy Long-Term Financial Plan Asset Management Strategy and Plans

Operational Plan

Community Engagement Strategy May include Community Participation Plan

Ongoing monitoring and review

Resourcing Strategy

Annual Report

City of Ryde Annual Report 2024/25

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.

City of Ryde

The Plans and Strategies that Guide Us Strategies, Programs, Plans and Reports

MEADOWBANK PARK 22

City of Ryde Annual Report 2024/25

Community Strategic Plan (CSP)

Community Engagement Strategy (CES)

Resourcing Strategy (RS)

•

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

•

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

•

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

Must demonstrate a commitment to genuine and inclusive engagement

•

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: Updated as required Review:

Within three months of the local government elections

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

Based on social justice principles

Duration: 10+ years Review:

In line with election cycle, generally every four years

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

Delivery Program (DP)

Operational Plan (OP)

Annual Report (AR)

State of our City Report

•

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

•

Identifies annual projects and activities to deliver DP outcomes

•

Prepared by each outgoing Council for the incoming Council

•

Describes what can be delivered using available resources

Includes Council’s annual budget and Statement of Revenue Policy

•

Reports to the community on the implementation of the CSP

•

Aligns with strategic directions and outcomes of the CSP

•

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: Four years

Duration: 12 months

Duration: Four-yearly

Review:

Annual review with six-monthly reporting

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

Annually

In line with election cycle, generally every four years

A detailed overview of the framework is provided on the Office of Local Government website at www.olg.nsw.gov.au 23

City of Ryde

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

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

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

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

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.

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.

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.

City of Ryde Annual Report 2024/25

Government

Visitors Employees and their Representatives

Media

Businesses

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.

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.

Suppliers

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.

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.

City of Ryde

How we Inform and Engage with our Community

WATERLOO PARK

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. 26

•

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.

City of Ryde Annual Report 2024/25

Our Community Strategic Plan Outcomes Our Vibrant and Liveable City

Our Active and Healthy City

Our Natural and Sustainable City

Our Smart and Innovative City

Our Connected and Accessible City

Our Diverse and Inclusive City

MACQUARIE PARK

Our Open and Progressive City 27

Our Vibrant and Liveable City

TOP RYDE CITY 28

City of Ryde Annual Report 2024/25

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

Collaborative Development

Sustainable Design

Centres are the focus of vibrant communities Places are designed for people

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

•

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

•

Neighbourhoods support sustainable growth Developments add to the character of their neighbourhoods

•

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

•

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.

•

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.

Our Vibrant and Liveable City

Overview 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

City Places Development Assessment Services

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

Building Certification and Compliance Environmental Health and Safety Ranger Services

How we Monitor Progress •

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

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.

Key Statistics Projected Growth 135,716

Residents in 2021

163,367

Residents in 2031

53,829

Households in 2021

66,414

Households in 2031

126,144

Dwellings in 2021

70,630

Dwellings in 2031

54,235 Rateable properties 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 30

City of Ryde Annual Report 2024/25

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

MACQUARIE PARK

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.

Our Vibrant and Liveable City

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, 32

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

City of Ryde Annual Report 2024/25

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

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

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

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

Keeping our Community Safe

Regulating Combustible Cladding

Ensuring Pool Barrier Compliance

328 pre-commencement inspections 4,237 compliance investigations 687 food premises inspections.

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.

KEY:

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 33

Our Vibrant and Liveable City

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

2024/25

2025/26

2026/27

2027/28

Target

115 days

105 days

95 days

85 days

City of Ryde

105 days

Target expected to be met

Lodgment

2024/25

2025/26

2026/27

2027/28

Target

15 days

7 days

City of Ryde

9 days

Target expected to be met

1,424

2021/22

858

2020/21

1,133

917

2022/23 2023/24 2024/25

1,600

Value of Development Applications Determined ($ million)

467

2021/22

640

554

2020/21

489

691

Number of Development Applications Determined

2022/23 2023/24 2024/25

City of Ryde Annual Report 2024/25

2022/23 2023/24 2024/25

2021/22

640

162

2020/21

416

759

2022/23 2023/24 2024/25

1,437

New Dwellings Approved

21,693

119,657 2021/22

3,556

153,286

100,843

New Commercial Floor Space (m2)

2020/21

12,696

2021/22

17,583

23,070

2020/21

22,109

23,838

Development Application-related Enquiries Received

2022/23 2023/24 2024/25

Development Trends 1,800 1,600 1,400 1,200 1,000 800

691

600

640 554

498

1,600

917

1,133

850

1,424

2020/21

2021/22

2022/23

2023/24

2024/25

467

400 200 0

Total development value of approved development applications (in $million) Number of applications determined 35

Our Vibrant and Liveable City

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.

City of Ryde Annual Report 2024/25

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.

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.

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.

Maintaining Community Safety Standards

Advocating for Improved Construction 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.

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.

Checking Pool Barriers

Operational Plan Service Delivery Building Certification Building Compliance

Operational Plan Service Delivery

2022/23

2023/24

2024/25

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

100 percent

Annual Fire Safety Statements for registered buildings checked for compliance

853 reviewed

969 reviewed

Private pool fence inspections

401 completed

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

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

Complete more than 400 pre-building commencement audits annually

297

Delivery as planned

328

KEY:

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 37

Our Vibrant and Liveable City

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

2022/23

2023/24

2024/25

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

92 percent achieved

100 percent

90 percent

Monitor 850 food premises annually to maintain food safety standards

444

100 percent

687

ENJOYING LUNCH AT RYDE 38

City of Ryde Annual Report 2024/25

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

Operational Plan Service Delivery

2022/23

2023/24

2024/25

Investigating and responding to more than 1,700 parking enforcement requests per year

1,969

1,581 complaints investigated

2,367 complaints investigated

Investigating and responding to more than 2,300 ranger compliance requests per year

2,781

3,085 complaints investigated

4,237 complaints investigated

KEY:

Delayed/Did not achieve target

Complete

On track

Action required

Deferred

Cancelled 39

Our Vibrant and Liveable City

MACQUARIE PARK 40

City of Ryde Annual Report 2024/25

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

MEADOWBANK 42

City of Ryde Annual Report 2024/25

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.

Priorities for this Outcome

Enhanced Recreational Spaces

Well-Targeted Services

Providing opportunities and choice for recreation and active learning and living

Strengthening community life, connectedness and wellbeing

•

Planning for expanded sport, recreation, leisure and library facilities to provide a range of choices for our community to achieve active and healthy lifestyles

•

Actively connecting with the community to promote activities and services that are available throughout the City of Ryde

•

Maintaining and promoting Ryde’s great public spaces, parks, community venues, libraries, sporting facilities and clubs and ensuring they are easy to access and safe, and provide diverse opportunities for everyone to meet, play, learn and connect.

•

Continuing to build and enhance services, including those supporting our residents at different stages of their lives

•

Working with our partners to encourage healthy, active lifestyles and social connections.

Our Active and Healthy City

Overview Council Programs and Services Supporting this Outcome City Sports and Recreation Program Providing community sporting and recreation facilities, parks and open spaces so residents of all ages can access leisure, lifestyle and recreation opportunities that enhance and maintain their connections with the community

City Parks and Open Spaces City Sporting and Recreation Facilities Ryde Aquatic and Leisure Centre

Library Program Providing high-quality, contemporary library services and accessible public spaces so residents have opportunities to participate and engage with others in lifelong learning, recreation and cultural opportunities

Library Services and Programs Library Assets and Resources

How we Monitor Progress •

Progress delivering key Council strategies and plans

•

Service levels for Council facilities

•

Utilisation and patronage of Council facilities and services

•

Delivery of annual events programs.

Key Statistics Age Profile

2021 Census

Projection for 2031

Projected Change

Preschool (0 – 4)

7,407

7,453

1 percent

School Age (5 – 14)

13,747

15,348

12 percent

Youth (15 – 24)

14,777

19,782

34 percent

Young Workers (25 – 34)

24,255

33,057

36 percent

Workers (35 – 49)

29,249

38,728

32 percent

Older Workers (50 – 64)

21,282

24,396

15 percent

Retirement (65 – 79)

13,415

17,029

27 percent

Elderly (80+)

5,681

7,574

33 percent

Total

129,813

163,367

26 percent

Data source: REMPLAN 44

City of Ryde Annual Report 2024/25

NORTH RYDE LIBRARY

Families in Ryde

Couples With Children

Couples Without Children

2021 Census Projection for 2031 Projected change

15,666 19,608 25.16 percent

One-Parent Families

Other Families

2021 Census Projection for 2031 Projected change

4,063 5,250 29.21 percent

12,867 17,050 32.51 percent

631 907 43.74 percent

Group Households

Single Person Households

2021 Census Projection for 2031 Projected change

2,066 3,311 60.26 percent

13,675 18,065 32.10 percent Data source: REMPLAN 45

Our Active and Healthy City

Services and Performance Highlights City Sport and Recreation Program Council manages all community sporting and recreation facilities, parks and open spaces so that residents of all ages can access leisure, lifestyle and recreation opportunities that enhance and maintain their connections with the community.

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

Sport and Recreation Strategy (2016)

•

Integrated Open Space Plan (2012)

•

Children’s Play Implementation Plan (2019)

•

Sports Field Action Plan (2023)

•

The City of Ryde has an extensive suite of Masterplans and Plans of Management covering the operations and future development and use of the City’s parks, sporting facilities and open spaces

•

Generic Plan of Management – Parks, General Community Use

•

Generic Plan of Management – Sports grounds.

Assessing Effectiveness •

Perceptions and sentiment from the local community

•

Customer demand – participants in organised sport on Council’s active open space areas

•

Benchmarked costs of service provision.

City Parks and Open Spaces Planning for and managing the City’s extensive network of parks, reserves and other open spaces (parks, amenity buildings, and facilities including playgrounds, community buildings, dog recreation areas, toilets, canteens, band stands and others).

Launching Putney Beach with a Splash Happy swimmers took the plunge at the new Putney Park swim site in January to celebrate the grand opening of Sydney’s newest beach. This sparkling new jewel on the Parramatta River foreshore is an exciting addition to the City of Ryde’s impressive portfolio of open spaces and recreation areas. The Parramatta River Catchment Group (PRCG) – an alliance of local and state government agencies and community groups – has been working since 2014 on a comprehensive strategy to clean the river ecosystem through improvements in stormwater runoff, planning controls, sewer overflows and community education. The realisation of the 46

scenic swim site – which has been dubbed Putney Beach by locals – was also supported by the NSW Government’s Places to Swim program. The project included construction of amphitheatre style seating, upgrading the seawall area, installing the swim site enclosure and netting for secure swimming, and continued water quality monitoring. In partnership with PCRG, the City of Ryde is dedicated to improving the long-term health of the river. This commitment involves ongoing water testing, which is showing good results.

City of Ryde Annual Report 2024/25

Upgrading the Amenity of our Amenities

Giving Everyone Room to Play

Each year we maintain sports grounds, open spaces and amenities to ensure our facilities are fully functional and maintained at the required standard for user groups and the community. During the year, amenities buildings at Waterloo Park, Dunbar Park, Gannan Park and Ryde Park were upgraded. Council investigated the recent shift towards incorporating unisex toilet facilities in newly built sporting amenities, assessing the implications for community safety, comfort and accessibility – particularly for young female participants and neurodiverse individuals. Council endorsed the inclusion of separate male and female facilities alongside unisex options to be incorporated where appropriate, to prioritise the safety, privacy and comfort of all users. Proactive engagement is also underway with key stakeholders, including local sporting clubs, LGBTQIA+ groups, neurodiversity advocates and relevant community organisations to ensure open, respectful communication and inclusive feedback on the planning and designing of community amenities. To reduce plastic consumption and make water more accessible, we investigated the installation of public water stations at parks and sportsfields that are currently lacking these facilities, including at Christie Park, Macquarie Park. The staged installation of water stations at the following sports grounds is planned over the next few years: Marsfield Park, Magdala Park, Darvall Park (2025/26); Bremner Park, Meadowbank Park #13, Pioneer Park (2027/28); and Westminster Park (2028/29).

To support active play in a high-density environment, the City of Ryde continued its participation in the Share Our Space program, allowing families to access NSW public school outdoor facilities during weekends and holidays. Playground upgrades were completed at Byron, Braemar, Santa Rosa and Adventure Parks, and new designs were finalised for Pioneer and Putney Parks. The Putney Park upgrade includes new custom play units, toddler swings, inclusive play items, a flying fox, sand play, accessible picnic shelters, and additional seating. We also reviewed lighting and shading needs across ten parks, leading to the installation of shade shelters at ELS Hall Park and a tree-based shading solution at Denistone Park. Council undertook public consultation on the future use of the Denistone Sports Club, a major piece of open space purchased by the City of Ryde on 14 June 2024. New flagpoles and a Korean War memorial were installed at Memorial Park, Meadowbank, to honour the Ryde residents who were injured or lost their lives in the conflict between North and South Korea. The Memorial stone was sourced in Gapyeong, South Korea, with the official unveiling scheduled for 27 July – The Armistice of the Korean War. Overall, there were 36,760 bookings for the use of Council’s parks and sporting facilities (up 150 percent), including 34,172 sports ground bookings (up 138 percent) and 2,588 park bookings (up 137 percent).

Bookings

Park Upgrades

Dog Parks

36,760 bookings for sports grounds, parks and reserves.

40,000 participants in Active in Ryde activities including Macquarie University Parkrun.

4 new off-leash dog parks at Linton Avenue West Ryde, Warrawong Reserve, Brereton Park and Fontenoy Park to support social connection through growing dog ownership and across our City.

Our Active and Healthy City

Progressing our Masterplans

Putney Beach Residents dived into our much‑anticipated beach at Putney, with new amphitheatre-style seating, a netted swim site and continued water quality monitoring.

Work progressed on masterplans for a number of parks this year. Public consultation on the draft Putney Park Masterplan will commence in the first quarter of 2025/26. Background analysis and surveys were completed at Pidding Park, while the Meadowbank Park Plan of Management was completed ahead of Council review in August 2025. Planning for Eastwood Park is currently on hold and will be delivered in line with overarching plans for the Eastwood Town Centre. Detailed civil and architectural design for the Blenheim Park Masterplan were completed, with investigations undertaken in the lead up to Stage 1 work commencing. However, before site works can commence, remediation of contaminated ground is required following the discovery of contamination at a public tree planting event in July 2024. Isolated pockets of asbestos, hydrocarbons and heavy metals were found within the park grounds, leading to the park’s closure while further investigation and remediation works were undertaken. Commencement of the planned upgrade has been delayed, however an adjusted works schedule will see the project completed in an overall shorter timeframe.

Developing Catherine Hamlin Park Playground Upgrades Byron Park, Braemar Park, Santa Rosa Park and Adventure Park welcomed families with new play equipment, seating and landscaping, with new designs finalised for Pioneer and Putney Parks.

Amenities Building Upgrades Amenities buildings at Waterloo Park, Dunbar Park, Gannan Park and Ryde Park have been upgraded to meet community expectations.

Council has been strongly advocating for more open space to strike the right balance between housing, employment, innovation and infrastructure in the Macquarie Park Innovation District and we welcomed the first stage of Catherine Hamlin Park on Waterloo Road, Macquarie Park. The City of Ryde worked in collaboration with Property NSW over the past 18 months to commence the project, which had originally been funded in 2012 by the previous State Government with a $6 million grant. An additional $3,500,000 from the Council’s s7.11 Open Space Embellishment plan was allocated to support higher quality open space and pay homage to the influential Australian surgeon and esteemed former Ryde resident for the work she performed over many years for disadvantaged communities. The project’s next stage will involve high-quality public domain aspects including an amenities building, amphitheatre, walkways, gardens, park furniture, outdoor gym equipment and a grassed area that can be used for markets and Council events.

City of Ryde Annual Report 2024/25

Providing Space for Dogs and Their Owners to Play

Operational Plan Service Delivery

To support community connection and provide room for dogs to run and socialise, Council designated new dog off-leash zones at an unfenced area at 55 Linton Avenue, West Ryde; Warrawong Reserve (to become enclosed after 2026/27 upgrades); Brereton Park (unfenced); and Fontenoy Park (partially fenced, outside of organised sport times). Biodiversity outcomes and responsible pet ownership were also enhanced through new ‘on‑leash’ signage and interpretive signage in Santa Rosa Park, near Shrimpton’s Creek.

Parks Planning Parks – Plans and Strategies Parks – Project Design Meadowbank Park Masterplan Delivery AIF Parks Operations Parks Maintenance Passive Parks Renewal and Upgrades Playground Upgrade and Renewal Passive Parks Renewal Passive Parks Expansion

DOG OFF-LEASH ZONES KEY:

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 49

Our Active and Healthy City

City Sporting and Recreation Facilities Managing, maintaining and operating the City’s sports grounds and active recreation facilities like skate parks, bike tracks, multisport basketball courts, etc. Facilitating and delivering community sports and recreation programs in the Council’s open spaces and facilities. Delivering a targeted grants program supporting community-based sports and recreation organisations.

Keeping Active in Ryde

Enhancing our Sporting Facilities

Our community treasures opportunities to use the City’s open spaces for exercise, which makes a vital contribution to our overall health and sense of wellbeing and we are partnering with Macquarie University to deliver the first Parkrun in the City of Ryde. An inclusive community fitness initiative where everyone has the chance to feel part of a global fitness community, Parkrun Macquarie welcomes more than 450 runners each week, with more than 10,000 putting their best foot forward since inception. There was significant growth in attendees across all Active in Ryde programs, including: • 8,500 participants in Active programs (Active for all, Active Kids, Active Youth)

To understand the needs of our community and ensure we are delivering the services they want, we met with sportsfield and park users throughout the year. Following the acquisition of Denistone Sports Club in July 2024, Council sought expressions of interest for the management and operation of the former site and bowling green. A project to convert existing netball courts at Meadowbank Park into additional playing fields and construct a new amenities block was delayed due to needing Native Title certification to meet the requirements of the Crown Land Management Act 2016, with the project now expected to commence in the second quarter of 2025/26.

•

12,000 participants in Seniors programs (Heart Move it, Lift for Life, aqua aerobics, yoga and line dancing)

•

100 participants attended the Spring Garden Competition Gala Evening

•

80 entries for the seed growing competition (as part of the Spring Garden competition).

Other new programs designed to promote our parks and open space areas included Picnic in Parks, Park after Dark (as part of World Space Week), Neon Garden (as part of the Spring Garden Competition), and a comprehensive Riverwalk Program.

Operational Plan Service Delivery Programs and Customer Liaison Maintaining Sporting and Recreation Facilities Sporting Facility Renewal and Upgrades Sports ground Assessment and Maintenance Sportsfield Renewal and Upgrade Sportsfield Amenities Renewal and Upgrade

KEY: 50

Complete

On track

Action required

Extending the Play Life of our Sports Grounds With a rapidly growing population, limited open space and several years of above-average rainfall, our sporting facilities are under pressure from competing user groups. To ensure everyone gets equal game time, we initiated a review into the feasibility of conducting real-time sports field assessments on game days following wet weather. The review is assessing the inspection process, including potential reallocation of assessment times to better align with weekend usage. It is also examining staffing and cost implications, communication challenges for early kick-offs, and evaluating the current ground closure matrix. We are engaging with local clubs and associations to develop practical, sustainable solutions and improve education and support around wet weather procedures. To enhance our natural turf sports grounds to cope with sustained usage we explored a range of strategies to extend the serviceability and performance of the fields, from managing ground usage to trialling different turf types. We also prepared a Synthetic Surface Renewal Strategy for our synthetic playing fields to align with State Government Guidelines.

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

An updated Integrated Open Space Strategy was prepared to guide the long-term planning, provision and management of open space across the City of Ryde. The updated Strategy sets a 10-year vision for Ryde’s open space network and was developed through broad community and stakeholder engagement, a review of the 2012 Integrated Open Space and analysis of population growth and change. The strategy aligns with State and national policies and is informed by best practice in open space and recreation planning. The document is expected to be publicly exhibited in the second half of 2025. An investigation into the performance of sports ground lighting at Christie Park Fields 1 and 2 was undertaken to ensure it effectively supports night-time games for both grassroots Association matches and National Premier League (NPL) club games. The evaluation included consideration of an energy-efficient LED lighting upgrade, while ensuring that any lighting upgrades comply with safety standards and concerns for impacts on nocturnal wildlife in the adjacent Lane Cove National Park. Feedback from the review has been included into the scoping of Stages 3 and 4 upgrades at Christie Park. Lighting at Meadowbank Skate Park was extended by one hour to 8pm on Thursday, Friday and Saturday nights as a trial for the period May 2025 – September 2025. At the conclusion of this trial period, a report will be brought back to Council with a view to making this arrangement permanent. Work also commenced on preparing a framework for the management of watercraft infrastructure and services along the Parramatta River. This framework will help manage demand for storage facilities near the river and guide Council activation of the foreshore area.

Space for Everyone to Play 56 sportsfields 42 buildings and other structures in Council parks and sports grounds.

Active for Life 8,500 participants stayed active in programs including Active for all, Active Kids and Active Youth. 12,000 Seniors loved life in our Heart Move It, Lift for Life, aqua aerobics, yoga and line dancing programs.

Watercraft Storage Our 89 watercraft storage facilities provided easy access to waterways for marine enthusiasts.

Our Active and Healthy City

Ryde Aquatic Leisure Centre (RALC) Management and operation of the Ryde Aquatic Leisure Centre (RALC) (including pools, water features, an array of indoor sports and facilities hire, activities and events, and recreational and sporting programs including a significant Learn to Swim program) and other sporting facilities in the Olympic Park precinct.

Keeping our Community Afloat We offered a range of activities to keep our community in the swim this year. Although swim school numbers were lower this year due to cost-of‑living pressures and changes the State Government activity vouchers, each week around 2,640 students mastered their strokes in Learn to Swim classes, with the Centre generated an operating expense recovery of 112 percent for the year. With many families unable to commit to the upfront costs associated with swimming lessons, we will be implementing new systems in 2025/26 to provide customers with a more user-friendly booking and payment system that allows them to spread lesson costs across a term via fortnightly direct debit. The Centre continued to meet its 100 percent pool water quality compliance obligations throughout the year. To maintain the Centre to the standard expected by our community, the pool cleaner was also renewed, the main pool seating area and other essential areas were repainted and essential pipe work in the leisure pool balance tank replaced. Structural beams were also cleaned and painted, the fire protection system rectified, expansion joints replaced, sports hall flooring replaced, a new UV system for the toddlers’ pool installed and filtration components replaced. Investigations into the feasibility of a multi-deck car park and tennis courts were also undertaken.

Keeping our Pools Free for Pension Concession Card Holders In response to strong community feedback, Council confirmed that Ryde resident pensioner concession card holders will continue to receive free entry to the Centre in 2025/26. This decision reflects the community’s appreciation for the concession, particularly among senior residents who rely on the Centre for health and social connection. While maintaining access for concession card holders, Council acknowledged rising operational costs, including increases in energy, staffing and maintenance costs. With the RALC now over 25 years old, future upgrades and investment will be necessary, and the community will be engaged throughout the planning process.

Operational Plan Service Delivery RALC Programs and Services RALC Operations and Maintenance RALC Asset Renewal

KEY: 52

Complete

On track

Action required

122,131

2021/22

118,547

2020/21

101,000

53,336

2022/23 2023/24 2024/25

97,521

Number of RALC Program and Facility Hire Users

644,060

2021/22

662,508

378,447

2020/21

659,290

532,158

Visitors to RALC

2022/23 2023/24 2024/25

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

RYDE AQUATIC LEISURE CENTRE (RALC) LIFEGUARD

RALC Visits

Learn to Swim

Over 644,060 visitors to the RALC over the year.

Swimming programs continued with an average of more than 2,640 participants every week.

Water Quality

Facility Hire

100 percent compliance with pool water bacteriological criteria for swimming pools and spas.

122,131 program and facility hire users throughout the year.

Our Active and Healthy City

Library Program Supporting our residents to lead healthy, active and independent lives through the provision of high-quality, contemporary library services and accessible public spaces, providing opportunities to participate and engage with others in lifelong learning, recreation and cultural opportunities.

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

Great Libraries, Great Communities – Ryde Library Strategic Plan 2019-2024

•

NSW Library Act 1939

•

Halls and Facilities Strategy 2020-2041

•

Creativity Strategy 2019-2024.

Assessing Effectiveness •

Library utilisation

•

Customer satisfaction.

Library Services and Programs Day-to-day operations of five library locations, ensuring that our community has access to the full range of library services in comfortable and attractive library facilities and delivering targeted services, programs and events to the community in several key areas. These include children’s and youth services, literacy programs, home library services, community information, services to the multicultural community, local studies and family history. Also includes marketing of library services and programs and engagement with the community.

Welcoming our Community to our Libraries

Building Connections with Library Lovers

The Library Service provided welcoming spaces with visits to our libraries reaching 704,220, a 7.2 per cent increase on 2023/24. Overall Library membership is 60,540 and includes those who live, work and study in the City of Ryde. New library books and electronic items have been added to our collections to ensure a well maintained, current and relevant collection. The physical collection currently stands at 182,315 items and the online collection at 58,662 items. Overall loans continue to be strong at 931,956, including electronic items borrowed. We hosted 1,826 Library programs, which were attended by 46,655 community members. Early Literacy programs continue to be the most popular with 22,711 attendees. Our ‘Stronger more creative communities’ programs were enjoyed by 5,008 attendees.

To keep library members up to date with developments in our diverse services, our engagement program went from strength to strength. Our ‘Best things in life are free’ promotion saw new followers for our social media, while a library awareness campaign reached 13,674 people. Engagement activities included 86 social media posts, four e-newsletters and 51 outreach events. Across the year, we gained 480 Instagram followers and 357 Facebook followers and reached over 102,000 users across both platforms. Our content interactions increased by 45 per cent on Facebook and 100 per cent on Instagram. The Library e-newsletter gained 1,032 subscribers and maintained consistently high open rates of over 50 percent.

City of Ryde Annual Report 2024/25

Bringing Ryde’s Rich History to Life One of our key achievements for the year was the launch of the Ryde History Hub in October 2024. The online platform showcases the rich heritage of the City of Ryde. It features articles, oral histories and council election records dating back to 1870 and enables the community to explore and contribute to the area’s historical narrative. Residents can upload images and documents, suggest edits, and share personal recollections to enhance the accuracy and depth of the collection. It now contains over 5,300 digital items and has received 278 contributions from the community as

well as recognition from the National Trust. The Hub has also seen strong engagement on social media, with over 67,493 views on Instagram.

Operational Plan Service Delivery Library Services Library Programs and Events Community Engagement and Marketing

Five Libraries

Visitor Numbers

60,540 active library members. 182,315 items in the physical library collection. 58,662 items in the online library collection.

704,220 visits to the library in 2024/25, with 931,956 loans of physical and online resources from our collection.

Expanded Digital Services

Library Events

154,126 visits to the library website. 201,195 electronic items borrowed (eBooks, audiobooks and magazines).

1,826 events held at our libraries with 46,655 attendees.

Grants

Storytime and Rhymetime

$480,000 from the State Library Infrastructure Grant was used to upgrade West Ryde Library to create additional space for study, activities and community connection.

KEY:

Complete

On track

Action required

22,711 children attended story time and baby rhyme time.

Delayed/Did not achieve target

Deferred

Cancelled 55

Our Active and Healthy City

Library Assets and Resources Development, improvement and maintenance of the Council’s extensive set of library technology, collections, facilities and other assets to a standard ensuring that the Council’s library services continue to provide high quality, contemporary library services and accessible public spaces for our community with opportunities to participate and engage with others in lifelong learning, and recreation and cultural opportunities. Includes supply of new library materials, library technologies and continued provision of attractive, welcoming library spaces and places.

Enriching our Library Collection The City of Ryde was presented with a donation of 60 finalist and prize-winning titles from the 2023 and 2024 Taiwan Literature Awards. The Chinese‑language books were donated by the Taipei Economic and Cultural Office to further the growing cultural ties between City of Ryde and the Republic of China and foster a deeper appreciation of Taiwan’s rich literary heritage within the local community. Ryde’s vibrant multicultural community continues to embrace opportunities for cultural engagement, and this latest addition to our collection reinforces its commitment to inclusivity and global connection. The donated books toured libraries across our City, where they were available for the public to read. After the tour, a curated selection of 20 books joined West Ryde Library’s permanent collection, with the remainder donated to our local community. Our collections were further expanded to accommodate our community’s needs by creating a new Library of Things at West Ryde Library.

Enhancing the Digital Experience Each year we seek ways to improve digital services for the community. In 2024/25 our Digital Enhancement for Libraries initiative delivered a new Augmented Reality (AR) Screen in the new STEM children’s area at West Ryde Library as well as a large interactive meeting room screen as part of the West Ryde Library refurbishment project. All public computers were renewed to ensure we are delivering the latest technology and software versions to support the community and portable hearing loops were installed at each library service desk to improve community access for the hearing impaired.

704,220

2021/22

657,169

2020/21

637,132

263,264

2022/23 2023/24 2024/25

357,538

Number of Visits to the Library Annually

60,540

2021/22

61,444

68,633

2020/21

66,353

75,542

Library Members

This collection helps our community to save space, save money and save the environment through a philosophy of ‘why buy when you can borrow?’. The collection includes items for party hosting, repairing clothes and basic home DIY with a sewing machine, overlocker, karaoke machine, stud finder, cordless drill and bird watching kit.

2022/23 2023/24 2024/25

City of Ryde Annual Report 2024/25

Creating Library Spaces for the Future Regular maintenance ensures our libraries remain clean and welcoming spaces and continue to meet the community’s needs. West Ryde Library closed for the refurbishment in May 2025 to deliver refurbished, revitalised and repurposed spaces, including new shelving, furniture and carpet, refurbished bathrooms and the installation of two new quiet pods and additional study seating. The library now also features an enhanced children’s area with STEM learning installations. This project was delivered with the support of a Public Library Infrastructure Grant from the NSW State Library. Accessibility upgrades were undertaken at Gladesville Library to ensure Council is providing socially inclusive and accessible spaces that meet community expectations. We are working towards opening our first AfterHours Access Library service to support our diverse community’s needs for access to library spaces, collections and public PCs outside standard operational hours. The After-Hours Access Library is anticipated to be actively used by students, as well as office workers, shift workers and families on weekends. Quiet pods have become a popular feature of our libraries, providing the community with a space

for focused study, private meetings, phone calls or online interviews. A Quiet Pod was installed in Ryde Library during the year, with additional pods planned for West Ryde and Eastwood Libraries in late 2026. An upgrade to the study area at Ryde Library also provided improved spaces for the community, particularly during the HSC period.

Operational Plan Service Delivery Collection Development Library Technology and Digital Services Digital Enhancement for Libraries Operating and Maintaining Library Buildings Library Facility Renewals and Upgrades Community Buildings Renewals – Libraries Improvements Community Buildings Expansion – Libraries

2020/21

Website visitors

KEY:

Complete

2022/23

2023/24

931,956

935,523

154,126

215,563

206,954

2021/22

837,801

895,777

670,229

174,454

210,771

Annual Visits to the Library Website and Loans

2024/25

Loans

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 57

Our Active and Healthy City

RYDE PARK 58

City of Ryde Annual Report 2024/25

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 2025‑2029 Delivery Program provides a single point of reference for all principal activities undertaken by 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 Our Active and Healthy City outcome from our City’s Community Strategic Plan are Council’s City Sport and Recreation and Library 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 include: • Managing the City’s extensive network of parks, reserves and other open spaces •

Managing the City’s sports grounds and active recreation facilities in our parks and open spaces, and facilitating community sports and recreation programs

•

Managing Ryde Aquatic Leisure Centre (RALC) and other sporting facilities in the Olympic Park precinct

•

Operating the City’s five libraries and delivering targeted library services and a significant range of programs and events for the community.

Some of the projects planned for 2025/26 include preparing a master plan for Ryde Park; installing sports ground lighting and renewing sportsfield surfaces; renewing playgrounds at Ann Thorn Park and Tennyson Park; opening our first after-hours access library service; continuing accessibility upgrade works at Gladesville Library; and renewing Eastwood Library, including the installation of an additional quiet pod. The complete range of planned activities to be undertaken is listed in Council’s 2025-26 One-Year Operational Plan. www.ryde.nsw.gov.au/FourYearDeliveryPlan

Our Natural and Sustainable City

City of Ryde Annual Report 2024/25

Our Natural and Sustainable City

The City of Ryde’s open spaces and natural areas provide breathing spaces. People can easily access protected catchments and waterways. The built environment retains local character and heritage while providing contemporary energy and resource savings and sensible waste solutions.

Priorities for this Outcome

Sustainable Planning

Protecting Natural Areas

Reducing our environmental footprint and protecting our natural and built environments

Reducing our impact on our natural systems and strengthening the health of our natural corridors

•

Being active environment leaders in all that we do and leaders in ecologically sustainable development

•

Using planning controls to encourage developments that use less water and energy and maximise recycling

•

Innovating our waste and recycling services to achieve the highest level of resource recovery.

•

Continuing investment in programs that protect and enhance City of Ryde’s natural areas including our bushlands, waterways and ecosystems Collaborating with volunteers, businesses and the community to care for and enhance our natural areas.

Resilient Infrastructure Managing infrastructure to reduce risk and impacts •

Building the City’s resilience to natural hazards and working to reduce long‑term and immediate climate‑related risks and impacts

•

Upgrading and managing stormwater, drainage and seawall infrastructure to improve service levels and reduce risks to the environment and the community.

Our Natural and Sustainable City

Overview Council Programs and Services Supporting this Outcome Resilience and Sustainability Program Protecting and enhancing our natural areas and ecosystems. Improving overall environmental performance and reducing emissions from the City’s built environment; managing risk and building resilience as we grow and adapt to the changing climate

Resilience Planning Resilience Programs and Services Natural Area Management

Catchment and Waterways Program Improving the health of the City’s waterways and foreshore areas and managing the City’s stormwater networks to reduce flooding and risk of inundation for private properties

Catchments and Stormwater Management Foreshores and Seawalls

Waste and Recycling Program Providing comprehensive and convenient waste disposal and resource recovery services for residents and businesses

Waste Services Materials Recycling and Recovery

How we Monitor Progress •

Delivery of adopted program from the Ryde Resilience Plan 2030, Net Zero Emissions Pathway Plan (environmental and utility monitoring), Ryde Biodiversity Plan and annual tree planting programs

•

Climate risk considerations in Council service delivery and project planning

•

Level of service provided by Council’s stormwater infrastructure (pits, pipes and gross pollutant traps), seawalls and foreshore facilities

•

Domestic waste and recycling services delivery

•

Re-use of Council construction and demolition waste.

Building our Natural and Sustainable City Over the next decade, the changing climate and increased population growth will put pressure on the City of Ryde’s natural and urban environments. Our growing and changing City requires considered urban renewal that enhances natural assets, connects community and encourages sustainable living that reduces water and energy use, and waste. Our priority is to protect and increase natural areas and parklands and address climaterelated challenges such as extreme weather patterns, bushfires and flooding.

This requires us to work with the community, non‑government organisations, State agencies and neighbouring councils to plan for ecologically sustainable growth and change. Better cooling through increasing green spaces throughout the urban environment and integrating new development with transport connectivity so that people have less need to use their cars are also key priorities for the City’s future.

Key Statistics 205 hectares of natural areas distributed over 77 parks and reserves Five regional and seven local biodiversity corridors connecting to major rivers 800 street trees and shrubs planted in 2024/25, working towards 40 percent canopy coverage by 2030 Renewable energy is now being generated from 7,799 solar PV systems on homes, 461 commercial systems and 9 registered power plants (systems over 100kW) across our City 164 tonnes of hard-to-recycle waste collected from more than 12,000 Ryde households 44,013 tonnes of construction waste recycled 62

City of Ryde Annual Report 2024/25

Services and Performance Highlights Resilience and Sustainability Program Monitoring and management of the City of Ryde’s natural and urban environment to protect and enhance natural areas, including our bushlands, waterways and ecosystems, and improve the overall environmental performance of our built environment. Building resilience to climate change as we adapt and grow, and managing our risk through climate change.

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

Ryde Resilience Plan 2030

•

Ryde Biodiversity Plan (2016)

•

Hunters Hill, Lane Cove, Parramatta, Ryde Bush Fire Risk Management Plan (2024)

•

Parramatta River Masterplan; ‘Duba, Budu, Barra’ (2018)

•

Climate Risk and Resilience Assessment Report (2020)

•

Sustainable Transport Strategy (2022)

•

City of Ryde Net Zero Emissions Pathway (2022).

Assessing Effectiveness •

Progress towards achieving adopted targets of the City of Ryde Net Zero Emissions Pathway (2022)

•

Resilience‑ready residents and businesses

•

Improvements and enhancements to protect natural areas.

NATIONAL TREE DAY 2025 63

Our Natural and Sustainable City

Resilience Planning Leading efforts to build organisational and community capacity to reduce City‑wide impacts of climate change and shock and stress events in partnership with the business and community sectors. A major priority for the Council is to be a responsible corporate leader in ecologically sustainable development, in managing climate change risk, adaptation, and resilience measures. As part of our commitment to metropolitan resilience we participated in the development of the new Resilient Sydney Strategy 2025-2030 by examining risks, shocks and stresses facing the broader Sydney community for our own work. To reduce the risk of bushfire to both residents and local biodiversity, we reviewed our Bushfire Risk Management Plan in partnership with Hunters Hill, Lane Cove and Parramatta Councils. This has since been endorsed by the Rural Fire Service. The Plan is a strategic document that identifies community assets that may be at risk from bushfire and treatments to reduce that risk

over a five-year period. Typical treatments include a combination of fuel management, ignition prevention and community preparedness. The plan helps ensure bushfire risk is actively monitored, while emergency planning considers latest data on fire preparedness and identifies safe spaces for members of neighbourhood communities to evacuate to in times of need. At a regional level, we participated in the NSW State Government’s disaster adaptation planning workshops and are working towards the creation of our own disaster adaptation plan in the year ahead.

Moving Towards Net Zero Towards Net Zero Emissions – Community

Total Solar Installed

Household Energy Savings

Residential installations: 7,799 Commercial installations: 461 Power stations: 9 (>100kW).

Households in Ryde are saving approximately $9,372,000 annually on energy bills and offsetting 51,200 tCO2 towards our Community Net Zero Emissions target of 2040 or sooner. 26.3 percent of homes are now powered by Solar.

Efficient Lighting for our Parks

Monitoring Water Usage

We replaced 47 existing park lights with efficient LED lights in Ryde Park.

136,188 KL Water consumption has increased by 16 percent compared with 2018/19 owing to improved internal data analysis.

City of Ryde Annual Report 2024/25

Reduction in energy consumption against 2018/19 baseline (percent)

Council’s Net Zero Emissions Journey – Towards 2035

15%

10%

9.5 8

LED Street Lighting

Lifetime progress report for Ryde’s LED upgrade program has delivered 4,568, or 98.72 percent of streetlights converted to LEDs.

3 0% 2020/21

2021/22

2022/23 2023/24 2024/25

Organisation wide energy consumed (GJ) Energy consumption baseline (2018/19)

Renewable Energy 1808 GJ of renewable energy was generated in 2024/25 from Council’s solar systems. 30%

29%

25% 20%

23%

15% 10%

16% 11.5%

5% 0% -5%

Reduced Emissions

-10%

8,152 tCO2 cumulative tonnes of GHG emissions (Scope 1+2 emissions with limited Scope 3 emissions). Total emissions reduced from 11,721 tCO2 in 2018/19 to 3,569 tCO2 in 2024/25. Emissions decreased due to a power purchase agreement and electrification projects undertaken by Council.

-16%

-15% 2020/21

2021/22

2022/23 2023/24 2024/25

Organisation wide water consumed (kL)  Water consumption baseline (2018/19)

Our Natural and Sustainable City

100 PERCENT ELECTRIC VEHICLES

Reducing our Emissions Our goal is to lead by example as the City of Ryde continues on its emissions‑reduction journey. Internally, we progressed several key initiatives to reduce emissions towards achieving Net Zero emissions targets for our operations and community. A new environmental performance monitoring dashboard was launched to track emissions and utility consumption across Council assets. This dashboard will allow Council to track energy, water and transport emissions and improve operational delivery, while minimising environmental harm and improving our supply chains and services. It also enables leak identification or power spikes, allowing Council to assess and improve the efficiency and performance of assets. Emissions from civil works and concrete make up the top three heaviest emitting areas for Council to address to reach Net Zero in our operations. To explore using low embodied emissions materials for civil works, we began trials of sustainable, low‑emissions concrete through our partnership with the Department of Climate Change, Energy, the Environment and Water. We also hosted staff workshops to provide guidance on these new options and drafted a low‑carbon concrete guideline for new projects. We undertook a feasibility study for the Ryde Aquatic Leisure Centre (RALC) to understand how we can transition the site from gas to electric, improving efficiency and reducing cost long term. The delivery of the study provided Council with a roadmap and basis to apply for Federal Government Community Energy Upgrade funding. If successful, almost all gas use will be removed from RALC and the North Ryde Library and Community Centre, significantly reducing our carbon emissions from these heavy emitters. KEY: 66

Complete

On track

Action required

With small changes at home leading to big results for the planet, we continued to engage with our community on sustainability issues including monthly articles in our Smarter, Cleaner, Greener newsletter. Articles covered solar for apartments, Net Zero, storm safety and heat resilience, renewable energy and sustainable pool tips and tricks. The newsletter has more than 3,000 subscribers. Each year, our Home Waste and Sustainability Advisory Service offers sustainability advice to hundreds of Ryde residents through home audits, workshops and education to reduce their home’s running costs while improving its comfort and environmental performance. 2024/25 was a record year, with 118 home assessments delivered to help residents improve their sustainability knowledge and reduce home waste, energy and water costs. To help residents stay cool during hot weather, sustainable money-saving ideas were shared, including advice on setting air conditioners to a comfortable temperature to use less energy and enhancing the cooling process by closing doors and windows, using fans to circulate air, closing curtains and shading windows from direct sunlight. To celebrate World Environment Day we held workshops addressing emissions including ‘Sustainable Pools’, ‘Understanding your energy bills’, ‘Getting off Gas’ and ‘Electrification and Energy Efficiency’.

Operational Plan Service Delivery Resilience Planning and Development

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Resilience Programs and Services Delivery of corporate and community environmental education programs, resilience‑based initiatives, providing community sustainability audit programs, and delivering climate change mitigation and adaptation projects building community resilience to impacts of climate change, reducing City emissions and resource consumption.

Building Community Resilience As part of our ongoing Resilient Ryde program, we continued to build community resilience by developing and promoting emergency preparedness initiatives for our residents and business community. In the lead-up to the summer storm and bushfire season, we invited residents – particularly vulnerable community members including elderly, disabled and multicultural groups – to attend our Resilient Ready Residents workshops, where they improved their emergency awareness and preparedness. They were encouraged to complete an emergency plan using the Red Cross Get Prepared app and prepared a ‘readiness’ pack to improve their understanding of what to do in an emergency. These efforts aim to help residents reduce risk, strengthen support networks and recover more quickly during times of crisis. We also published information on being storm safe and fire safe, and built our understanding of the impacts of urban heat through our second Urban Heat Survey. Our community provided more than 400 responses, helping Council better understand how we can support people to be prepared to manage very hot days and heatwaves. A wide range of other resilience-building activities were held across our community. These included workshops on home energy efficiency; a tour of a sustainable house in Denistone; presentations on urban heat mitigation; and school incursions on keeping waterways clean and saving water for 500 primary school students. Workshops and education sessions delivered include six Ryde Environmental Educator Network meetings and four school incursions. Staff received 100 per cent positive feedback from workshop and event attendees. Our ‘See it, Stop it, Report it’ campaign was run again in 2025, targeting the Lane Cove River catchment area through bus stop and shopping mall poster promotion, and encouraging the community to ‘dob in a polluter’.

Providing Storm Assistance to Affected Residents We are committed to supporting residents during emergencies and providing essential services to ensure their safety and wellbeing. In response to the devastating storms that swept across Sydney in January 2025, the City of Ryde provided vital support to hundreds of residents who were impacted by power outages and other challenges.

Council extended operating hours across key locations to provide shower facilities, electricity to charge personal electronic devices and internet access. Residents had access to amenities blocks including showers at Ryde Aquatic Leisure Centre, Eastwood Park Upper and Lower and Ryde Park 1, as well as use of facilities at Council’s Libraries for extended hours. Council’s efforts were supported by the tireless efforts of emergency service personnel, the Ryde SES and contractors who worked around the clock to remove fallen trees, clear debris and protect the community’s road network, people and property.

Enhancing Sustainable Transport Sustainable transport is becoming increasingly important as our city grows in population and in density. We work with developers to encourage options for sustainable modes of transport, particularly for single person passenger trips. The Sydney Metro line has resulted in a significant reduction in cars entering the city. This, combined with Council-supported alternatives such as the installation of bike lanes and car share options, is helping reduce transport emissions. Car sharing supports community transport and sustainability goals by reducing the demand for on-street parking, reducing private vehicle ownership and encouraging a shift to sustainable transport modes. Better air quality due to reduced traffic fumes and lower carbon emissions is another important outcome. The City of Ryde has more than 43 fixed car share spaces, reducing local congestion and supporting our community target of Net Zero emissions by 2040. In 2024/25 we successfully applied for grant funding from the NSW State Government’s EV Kerbside Charging Grants. The grant will allow us to work with charging infrastructure providers to roll out public charging points across our City, targeting areas of limited charging access such as multi-unit dwellings. Installation will commence in 2025/26. To improve the sustainability of our own transport fleet, we finalised our Electric Vehicle Transition Strategy. Outcomes from the strategy have already improved our fleet through the introduction of hybrid and electric vehicle options and staff education. We continued our Shop Ryder community bus service providing more than 51,000 passenger trips in 2024/25. Ninety-three percent of bus passengers reported a high satisfaction with the service. 67

Our Natural and Sustainable City

Maintaining our Urban Canopy

Managing Invasive Weeds

During the year, we reviewed and updated our Development Control Plan Part 9.5 – Tree Preservation, aligning with recent State legislation and the Ryde Urban Forest Strategy. The draft amendments, exhibited for community feedback in September–October 2024, aim to strengthen protections for existing trees, support new tree planting, and adopt a landscape-based approach to vegetation management. The revised controls prioritise tree retention while allowing for appropriate pruning or removal where necessary for safety, infrastructure or other qualified arboristassessed reasons. These changes reinforce Council’s commitment to enhancing urban tree canopy and improving local liveability. To significantly increase urban tree coverage and address the loss of canopy coverage observed since 2017, more than 800 new street trees were planted within the City of Ryde during 2024/25. Council staff developed a detailed planting strategy, including the selection of suitable species, planting locations and a maintenance plan to ensure the long-term health of the newly planted trees. We engaged the community through workshops, education campaigns and volunteer planting days to foster a sense of ownership and participation in the greening of our city. This has significantly reduced resident pushback with positive outcomes for the 2024/25 planting program. We also instigated a City of Ryde Tree Day, to be celebrated bi-annually in partnership with local small businesses to reduce costs for ratepayers and create a collective sense of ownership for our urban canopy. A review into any damage to natural areas was undertaken at the State Significant Development Site on the former Ivanhoe Estate. The review detailed the health of the Sydney Turpentine Ironbark Forest and Coastal Enriched Sandstone Moist Forest as well as the state of the natural areas and progression of Council’s request to extend the C2 conservation zone into the site.

We removed Spanish Moss from key locations in civic spaces including local parks, the Field of Mars and in streetscapes. Bushcare groups were also encouraged to manually remove Spanish Moss where it is identified in local areas that they maintain. Following the discovery of frogbit, a freshwater weed, in our City, we urged residents to remain vigilant in keeping the weed out of ponds, dams, lakes, rivers and creeks. The weed clogs waterways, reducing the number of native plants, animals, fish and birds that can use it, and restricting access for fishing, swimming or boating.

Controlling Feral Pests Feral animals have a significant impact on our wildlife and assets, with rabbits Australia’s most costly pest animal. Dispersed across 66 per cent of the country, they impact 322 nationally listed threatened species. To help control feral rabbits in local parks and reserves, we released the Calicivirus (RHDV1 K5 strain) in Ryde Park and Yamble Reserve. This was part of a coordinated release involving a number of other councils and agencies across the Sydney North region.

Recognising Dazzling Spring Gardens The City of Ryde is one of the few local councils still organising and providing a garden competition for its residents and local community. The competition involves the whole community – from the youngest green thumbs to the most experienced garden gurus and brings together people from all walks of life who share a common interest for gardening, being physically active outdoors, and creating a sense of pride in their community. This year’s celebrated gardeners were: • Front Garden: Scott Leishman •

Back Garden: Nilgun Tarpis

Supporting Natural Verges

•

Courtyard and Balcony: Sarah Hyland

To support members of the community wanting to establish gardens or otherwise naturalise street verges, we introduced a positive obligation to approve natural verges where safety and access are not compromised into our Verge and Nature Strip Policy. The revised policy was supported by community education sessions and aims to raise awareness of the environmental benefits of natural verges for local land and aquatic ecosystems. Promotion of the policy will continue through our existing communication channels, including our website.

•

Native Garden: Sarvnaz Karimi

•

Habitat-friendly Garden: The Habitat

•

Commercial Garden: Leisure Lea Gardens

•

Preschool Garden: North Ryde Community Preschool

•

School Garden: West Ryde Public School

•

Succulent Garden: Amy Lou

•

Community Garden: The Habitat

•

Bushcare Regeneration: Friends of Lane Cove

•

Mini Categories: Etty Coleman – Sensational Succulent; Conrad Kosek – Jr Gardeners; Brandon T – Jr Sustainable Waste 2 Art; Etty Coleman – Sustainable Waste 2 Art; Rae Roy – Best in Show.

City of Ryde Annual Report 2024/25

Our Edible Gardens in Schools project aims to reduce food waste in red bins by providing a practical teaching space where students can learn about organic recycling through hands-on practical lessons. Edible gardens are created within school grounds and teach students about composting, worm farming, reducing food waste and sustainable gardening. Gladesville Primary School and Epping Boys High School participated in the project this year.

“I learned that the ecosystem is very delicate and that we need to work hard to look after it and the animals living in it.” “I learned how to extract worm castings from the worm farm, how to plant a plant properly and how to make my own biodegradable pots.”

Reducing Transport Emissions 11 percent reduction in transport emissions from Council fleet fuel consumption in 2024/25 compared with 2018/19 base year.

Gladesville Primary School students

“I honestly couldn’t fault it [the Edible Gardens In Schools program], I have been raving about it to anyone who will listen! Thank you so much for giving us your time and effort to help grow our edible garden and understanding of both plants and sustainability.”

Reducing Congestion 51,458 single passenger trips were taken on the Shop Ryder community bus. 43 car sharing spaces are now available across our City for community use.

Gladesville Primary School teacher

Operational Plan Service Delivery Sustainability and Resilience Education Tree Management Implementation of Street Tree Asset Master Plan Street Tree Planting Program

KEY:

Complete

On track

Action required

Encouraging Active Transport for Life Our extensive network of paths and cycleways, supported by lighting, public transport connections and bike repair stations make active transport an increasingly appealing option for our community.

Delayed/Did not achieve target

Deferred

Cancelled 69

Our Natural and Sustainable City

Natural Area Management Protecting and restoring the City’s natural areas and biodiversity, conducting asset management activities reducing fire risk, weed and pest management, and environmental monitoring and reporting and partnering with businesses and our community who volunteer to help care for and restore the City’s natural bushland areas, catchments and sensitive ecosystems.

Caring for our Catchments With 205 hectares of natural areas across our City we undertook audits at 30 sites to identify any issues relating to park maintenance, bush regeneration, stormwater management and weeds. A total of 142 work orders were raised throughout the year to deal with issues identified during audits, inspections and notifications from community members. Fifty bush regeneration sites were managed by natural areas staff, involving both work by contractors and volunteer groups, who donate around 4,000 hours of their time each year. Monthly Streamwatch water quality testing continues to be undertaken by Bushcare volunteers at 10 sites. For the first time, Bushcare volunteers, Greater Sydney Landcare, Ryde Hunters Hill Flora and Fauna Preservation Society and Council staff

collaborated to test water quality on the same day as Sydney Water in September and March to better care for sites across a broader area and contribute to the overall picture of catchment health. Water quality monitoring also continued for the new Putney Swim site. Streamwatch data has been uploaded to the Atlas of Living Australia and will be featured in a forthcoming Sydney Water report and Landcare showcase.

Operational Plan Service Delivery Bush Management and Regeneration Natural Areas and Catchments Monitoring

TERRY’S CREEK KEY: 70

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Catchments and Waterways Program Managing and maintaining the City’s water catchments, foreshore infrastructure and stormwater drainage networks to improve the health of our waterways and prevent erosion, improve existing flooding problems at sites throughout the City, cater for significant flooding events, and reduce the risk of inundation of private properties located in upstream catchments.

Assessing Effectiveness •

Asset condition

•

Flooding instances within the City of Ryde LGA.

Protecting Local Waterways Healthy waterways protect biodiversity, contribute to cooling our cities, mitigate flooding and provide areas for our community to recreate. To reduce sediment runoff and protect local waterways in 2024/25 we undertook erosion mitigation works along Shrimpton’s Creek in North Ryde and delivered a year-long community engagement program. ‘Get the Site Right’ blitz days were held to ensure construction site compliance, resulting in multiple enforcement actions. We undertook ongoing maintenance of our stormwater assets through regular street sweeping activities, servicing of 557 gross pollutant traps, and stormwater pit auditing and repairs. Fifty‑two stormwater pits were constructed during the year. Expansion of our suite of stormwater assets was placed on hold until community and Council endorsement of the Draft Flood Risk Management Study. To increase community awareness of how their actions support healthier catchments and cleaner waterways, engagement activities included newsletters and the See it, Stop it, Report it campaign using social media and bus shelter poster promotion.

Stormwater Management Services Provided – cl 217 (1) (e). To improve our understanding of flood risks, manage current and future impacts, increase community safety and ensure our floodplains are managed appropriately under the NSW Government’s Flood Prone Land Policy, we developed the Draft Floodplain Risk Management Study and Plan 2025, which was publicly exhibited in early 2025. This document uses the latest data to guide informed, long-term flood risk

KEY:

Complete

On track

Action required

management for the City of Ryde, and updates and consolidates earlier flood studies (2008–2015) across four catchments. It also outlines flood modification, property modification and response measures – ranging from engineering solutions to community education. Community consultation included a formal exhibition period, public engagement opportunities and direct communication with affected residents. Following incorporation of community feedback, Council is aiming to adopt and endorse the final study in Quarter 1 of the 2025/26 financial year. This work ensures a consistent, modern approach to flood risk assessment and management in line with current legislation, guidelines and advanced flood modelling. As part of our Stormwater Asset Renewal and Improvement Programs, Council delivered a total of 10 projects during 2024/25. Works were undertaken to renew ageing stormwater infrastructure and mitigate local flooding impacts, improving the performance of Council’s drainage infrastructure, with projects including pit/pipe reconstructions, pit replacement and pipelining treatments.

Operational Plan Service Delivery Catchments and Coastal Management Planning Maintaining Stormwater Assets Stormwater Renewal and Upgrades Stormwater Asset Replacement Stormwater Improvement Works Stormwater Asset Replacement

Delayed/Did not achieve target

Deferred

Cancelled 71

Our Natural and Sustainable City

Foreshores and Seawalls Development, remediation, improvement and maintenance of the LGA’s foreshore infrastructure and assets (including wharves, jetties, boat ramps and seawalls) to ensure that they remain safe, are sustainable in the long term, and provide a satisfactory level of service for the community.

Statement on Coastal Protection Services Provided The City of Ryde continued its partnership with the 11-council Parramatta River Catchment Group, leading collective efforts to improve stormwater inflows and mitigate diffused water pollution. We are actively involved in community education campaigns, including the ‘Get the Site Right’ erosion and sediment control program in collaboration with the EPA, and used bus shelter advertising to encourage reporting of illegal dumping.

Construction of the Putney Park Seawall progressed significantly during 2024/25, with Stage 1 completed and the new swim site opened to the public in January 2025. Stage 2, which includes upgrades outside the swim site area, commenced in February 2025 and was approximately 50 percent complete by the end of June 2025. Remaining works are scheduled for completion in 2025/26.

Operational Plan Service Delivery Maintaining Foreshore Assets Foreshore Infrastructure Renewal

Protecting our Waterways Network With two rivers, five major creeks and 14 discrete stormwater catchments we actively work with our community throughout the year to reduce sediment runoff, littering and weed management.

KEY: 72

Complete

On track

Putney Beach The new Putney Park Beach launched over summer 2024/25, supported by a NSW State Government ‘Places to Swim’ grant, the local community and the Parramatta River Catchment Group.

Action required

Managing Stormwater 557 gross pollutant traps serviced. Fifty-two stormwater pits built. 1 Draft Floodplain Risk Management Study and Plan 2025. Our harmonised approach to potential flooding in our City outlines flood modification, property modification and response measures ranging from engineering solutions to community education.

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Waste and Recycling Program Providing comprehensive and convenient domestic and commercial waste disposal and resource recovery services for the City.

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

Draft Waste Management Strategy (2019)

•

EPA 20-year Waste and Sustainable Materials (WASM)

•

Northern Sydney Region of Councils Waste Strategy.

Assessing Effectiveness •

Domestic waste diverted from landfill

•

Recycling rates in target groups.

Waste Services Delivery of comprehensive domestic essential waste services for the City including expansion of services to provide more convenient waste disposal options for the community and educational programs to increase waste diversion and ensure resource recovery is a high priority across our community. Delivering targeted programs for priority areas including managing the waste generated from high-rise developments and reducing the incidence of littering and illegal dumping. Delivery of waste collection, disposal and resource recovery services for businesses on a commercial basis.

Reducing Waste Across our City To help our community to understand how they can reduce waste, in 2024/25 we hosted 48 workshops and events, which were attended by over 3,000 residents. More than 1,250 educational resources were delivered to approximately 200 apartment buildings, engaging around 2,300 households. Recycling education ‘Welcome packs’ were distributed to over 1,000 households and real estate agents. Our RecycleSmart Collection service collected 164 tonnes of hard‑to‑recycle waste from more than 12,000 Ryde households. Items recycled included soft plastics, clothing, miscellaneous items (such as blister packs and coffee pods) and e-waste. We also hosted a clothes swap event in celebration of World Environment Day. More than 85 people participated, swapping 590 donated clothing items. This is the equivalent to 148kg of textiles diverted from landfill. Due to a facility fire at the EPA contractor premises, our Household Chemical Cleanout was postponed until December 2025. Following the successful trial of 360L recycling bins last year, Council will expand this service to areas with restricted bin bays that nonetheless require additional recycling capacity. A trial to collect,

recycle and process problem waste in apartment buildings is currently servicing 1,508 units. The trial has diverted 31kg of highly flammable materials from kerbside bins, significantly reducing risks to residents and preventing fires in collection vehicles. Seven reusable health products workshops were conducted with 76 attendees. All were provided with reusable products to reduce reliance on single-use plastic hygiene products.

Cutting Food Waste We encouraged our community to consider the impacts of food loss and waste, and provided workshops on growing your own food, minimising food waste and composting leftovers. We continued our work with NSROC and other partners to develop a roadmap to food and garden organics (FOGO) collection and processing prior to 2030. Two schools completed our Edible Gardens program, with education programs delivered to an additional five schools. ‘Train the Trainer’ was delivered to three preschools and 124 participants, embedding resource recovery education from early childhood.

Our Natural and Sustainable City

SUSTAINABLE WASTE TO ART PRIZE (SWAP) 2025 WINNER LEANNE COWIE WITH ARTWORK ‘BOWLS OF FOREST WHISPERS’

SWAPping Waste for Art The 2024 Sustainable Waste to Art Prize (SWAP) attracted 172 entries, reflecting strong community engagement with sustainability. Seventy-eight artworks made from upcycled materials were exhibited at See Street Gallery, with $4,700 in prizes awarded across five categories. Hosted annually by Council, SWAP raises awareness of environmental issues and promotes creative behaviour change through art. The program supports Council’s broader waste goals, including reducing landfill waste by 20 per cent and littering by 25 per cent by 2025. SWAP continues to inspire the community to explore waste reduction in an enjoyable and impactful way: At a time when reducing waste is more crucial than ever, SWAP offers a creative and engaging way to learn new skills while discovering the artistic potential in items typically discarded. Prize Winners Junior Category Winner: Peppa Watson – Zero Waste Hero Runner Up: Giaan Ch’ng – A New Leaf

Functional Award Winner: Wendy Richards (Open) – Banner Remix/Woven Table Mats Runner Up: Kiki Margetis (Youth) – Hangers Holding Hope School Participation Award Primary School Winner – Putney Public School High School Winner – Marist Sisters College Woolwich

Operational Plan Service Delivery Household Waste Collection Community Waste Collection Programs Implementing Additional Community Recycling Collection Services Commercial Waste Collection Service Community Waste Education

Youth Category Winner: Chelsy-Lee Ordonez De Cross – Disco‑Debris Runner Up: Henrietta Robinson – Cottage of Plenty

Waste Wise Ryde – Towards Zero Waste

Open Category Winner: Leanne Cowie (pictured, above) – Bowls of Forest Whispers Runner Up: Victoria Monk – Listen

Bin Bay Upgrade Program

KEY: 74

Complete

On track

Action required

Schools Waste Education Program Re-useable Health Products

Food Organics Recycling Business Waste Trial

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Materials Recycling and Recovery The Porters ECoMRF (Environmental Construction Materials Recycling Facility) provides recycling of construction materials (including concrete and asphalt) on a commercial basis to regional councils and private sector customers. This promotes the reuse of materials, reduces material to landfill and decreases Council disposal costs. To improve environmental management of the site, remediation works undertaken in 2024/25 included updating and improving the leachate management system as well as stormwater runoff control improvements.

Reducing Waste and Saving Money 118 Home Waste Sustainability Advisory audits completed.

Operational Plan Service Delivery Porters ECoMRF

Encouraging Sustainable Living

Porters Creek Precinct

12,470 Eco Home mailouts and 990 citizenship packs to encourage sustainable living in our community.

Creating Beauty from Waste Highlights from this year’s SWAP competition: 172 entries 491 people viewing the artwork during the two‑week exhibition period. 66 attendees at Sustainable Waste to Art Prize workshops.

Construction Materials Recycling A total of 53,794 tonnes of materials were collected from Ryde households, with 21,343 tonnes successfully diverted from landfill through a range of services, including RecycleSmart clothing bins and the TV and Computer Collection Service. In 2025, Council ceased its waste processing operations, which previously involved extracting organics from mixed waste to produce a low-grade compost used in the remediation of a tailings dam. As a result, the overall resource recovery rate declined from 41.6 percent to 39.68 percent. Council will now work to divert organics from landfill by introducing an organics recycling service into the future.

Supporting Smarter, Cleaner, Greener Living 57,533 weekly household collection services 88,472 clean-up collections 104,200 regular commercial collection services 44,013 tonnes of construction waste recycled and sold.

KEY:

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 75

Our Natural and Sustainable City

PUTNEY BEACH 76

City of Ryde Annual Report 2024/25

The Year Ahead Council revised and updated its Four-Year Delivery Program following the election of the City of Ryde’s Council in September 2024. The 2025-29 Delivery Program provides a single point of reference for all principal activities undertaken by Council during its term of office. It focuses on how 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 Natural and Sustainable City outcome from our City’s Community Strategic Plan are the Resilience and Sustainability, Catchments and Waterways and Waste and Recycling programs. Services planned to be delivered through this program in 2025/26 will be: • Leading efforts to build community resilience reduce City emissions and improve resource consumption •

Protecting and restoring the City’s natural areas and biodiversity and caring for and restoring the City’s bushland areas, catchments and sensitive ecosystems

•

Managing the City’s water catchments, stormwater drainage networks and natural waterways

•

Maintaining the City’s foreshore infrastructure, including wharves, jetties, boat ramps and seawalls

•

Delivering comprehensive domestic waste services for the City

•

Recycling construction materials for the City of Ryde, regional councils and private sector customers.

In 2025/26 we will partner with the Parramatta River Catchment Group to devise a new Inner Sydney Harbour Coastal Management Program. Other projects planned for 2025/26 include improving supply chain transparency to inform environmental and emissions monitoring; developing a Net Zero Business Program to support SME emissions reductions activities; developing a Disaster Adaptation and Recovery Plan; delivering our urban heat island community program; and investigating the naturalisation of Archers Creek. The complete range of planned activities to be undertaken is listed in Council’s 2025‑26 One-Year Operational Plan. www.ryde.nsw.gov.au/FourYearDeliveryPlan

Our Smart and Innovative City

MACQUARIE PARK 78

City of Ryde Annual Report 2024/25

Our Smart and Innovative City The City of Ryde is designed and planned to encourage new investment, thriving local businesses, local jobs and business opportunities. Community and businesses flourish in an environment of innovation, progression and economic growth.

Priorities for this Outcome

Business Opportunity and Investment

Strengthening Business Networks

Businesses benefit from a prosperous local economy

Partnerships shape business growth, investment and development

•

Using urban design controls and continued collaboration to manage Ryde’s growth and attract a diversity of business opportunities and jobs. This includes identifying ways to strengthen town and neighbourhood centres, build the night-time economy and promote and support small businesses.

•

Working with businesses, the community, non-government organisations, State agencies and neighbouring councils to implement our Economic Development Plan to support existing businesses and guide business growth, investment and development

Macquarie Park Macquarie Park expands its role as a leading commercial centre and innovation district • Continuing our work with the NSW Government, Macquarie University and business partners to enhance Macquarie Park as a major commercial centre and innovation district •

Creating a night-time economy in targeted areas within Macquarie Park.

Working with partners to develop and promote Ryde’s business brand and credentials and provide facilities, services and support to local businesses.

Our Smart and Innovative City

Overview Council Program and Services Supporting this Outcome City Economy Program Supporting a diverse and resilient economy that is globally competitive

Enhancing precincts and places through industry and government collaboration, local business support and increasing vibrancy.

How we Monitor Progress •

Business confidence, business investment and jobs in the City of Ryde

•

Delivery of upgrades under Council’s Development Contributions Work Plans.

Key Statistics Economy $19.88 billion in gross regional product in 2024 Approximately 14,361 local businesses Approximately 91,764 local jobs, with 71,334 people working in our City while living elsewhere Over 66,022 employed residents both working in our City and elsewhere 81.4 percent of residents have graduate and postgraduate degrees 31.3 percent drove to work on census day 2021

WATERLOO ROAD, MACQUARIE PARK 80

City of Ryde Annual Report 2024/25

Services and Performance Highlights City Economy Program The City Economy program supports the strategic development of Macquarie Park as a leading economic centre, while also strengthening town and neighbourhood precincts across the City of Ryde. Emphasising place-based economic development, it delivers targeted support for small and medium-sized enterprises (SMEs) and strengthens collaboration with local industries, and activates precincts to enhance innovation, vibrancy and resilience.

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

City of Ryde 2024-2028 Economic Development Strategy

•

City of Ryde 2024-2028 Night-Time Economy Strategy

•

City of Ryde Economic Development Action Plan 2024/25.

Assessing Effectiveness •

Perceptions and sentiment from the local business community.

Business Capacity Building Delivering a program of support services, events and other activities that assist local businesses of all sizes to develop their skills, tools and other resources needed for business success, and promoting the City of Ryde and Macquarie Park as a place to do business to attract employment opportunities and services to the City.

Attracting and Retaining Investment in the MPID In July 2024, the City of Ryde signed a Memorandum of Understanding with Taiwan’s Hsinchu Science Park Bureau to advance collaboration in the semiconductor and biomedical industries. The agreement, supported by all levels of government and Macquarie University, builds on a 2023 delegation to Taiwan and strengthens international knowledge exchange, investment attraction and global partnerships. Since the signing, the MoU has catalysed new investment and industry activity in MPID, including a $100 million facility investment in the semiconductor sector, the launch of Macquarie University’s Silicon Platforms Lab and protection of laboratory spaces to support future life sciences research. Council has also retained a major multinational pharmaceutical company and developed the Advanced Technology

Prospectus to promote the MPID as a recognised hub for innovation, advanced technology and job creation in NSW.

Supporting Small and Family Businesses Council continues to strengthen relationships with local chambers of commerce through regular engagement with their presidents, creating opportunities for collaboration, information sharing and recognising their roles in supporting the business community. In late 2024, an extensive outreach program was delivered across West Ryde, Gladesville, and Eastwood, directly engaging with more than 1,100 businesses. This included targeted assistance for Korean and Chinese business owners through translation services in partnership with Service NSW’s Business Bureau. The initiative earned the City of Ryde a Highly Commended award from LG Professionals in the Supporting Local Enterprise category. 81

Our Smart and Innovative City

Business support activities were further extended through initiatives such as the Business eNewsletter, the Ryde Business Forum, the Inclusive Employment Toolkit, Empower Ryde (see page 83), and support for the Lucy Mentoring Program with Macquarie Business School. Staff also worked closely with internal Council teams to address service requests and ensure local centres were well presented ahead of the Christmas trading period.

Aligning with the NSW Innovation Blueprint Following the release of the NSW Government’s Industry Policy and Innovation Blueprint in March 2025, Council realigned its City Economy priorities to ensure local initiatives remain responsive and relevant. The Blueprint’s focus on housing, the Net Zero transition and local manufacturing reflects the City of Ryde’s economic strengths, particularly in housing delivery and advanced manufacturing. To leverage these opportunities, Council developed a Net Zero Prospectus to showcase local investment potential in the energy transition sector, and an Advanced Technology Prospectus to position Macquarie Park and the broader City as a hub for innovation, advanced manufacturing and sustainable growth.

Strategically Growing our Economy In July 2024, the City of Ryde adopted its Economic Development Strategy, setting out eight key outcomes to build a resilient and diverse economy: job growth, business expansion, investment attraction, entrepreneurship, innovation, infrastructure, workforce development and quality of life. The accompanying Economic Development Action Plan 2024/25 provides a clear framework to guide Council’s implementation efforts. Council also endorsed the City of Ryde’s first Night-Time Economy Strategy, designed to boost after-hours activity and improve safety, accessibility and vibrancy across the City. The strategy supports local businesses while offering residents and visitors engaging evening experiences, including dining, cultural events and illuminated public spaces. During the year, the City of Ryde was selected by Investment NSW to deliver an Export Capability Workshop for 30 local businesses interested in becoming export-ready. We also strengthened inter-council collaboration across Greater Sydney, contributing to regional economic initiatives such as advocacy for the St Marys to Tallawong Metro connection.

Developing a Local Infrastructure Strategy In response to rapid growth and increasing pressure on existing infrastructure, we developed a Local Infrastructure Strategy to guide future planning and investment. Building on the foundations of the Local Strategic Planning Statement (2020) and Council’s Community Strategic Plan, the strategy provides a comprehensive framework to address infrastructure gaps, support population growth, and improve service delivery. It identifies five key outcomes: fostering collaboration, aligning growth with land use and service planning, maintaining existing assets, promoting resilience and sustainability, and embracing innovation and technology. This flexible strategy positions Ryde to meet both current and future infrastructure demands.

Collaborating to Support Student Futures Council strengthened partnerships with key institutions across Ryde to expand educational and employment opportunities for the community. Collaboration with NextSense supported fundraising for its new Macquarie Park campus and created expanded opportunities for children with disability. Council facilitated connections between NextSense and Schools Infrastructure NSW to improve learning outcomes for high school students with hearing or vision impairments. In addition, Council brought together Ryde Secondary College, TAFE NSW Meadowbank, and the Institute of Applied Technology – Digital to explore student leadership pathways, while working with local chambers of commerce to encourage stronger business engagement with schools and support transitions into local employment.

City of Ryde Annual Report 2024/25

Empowering Ryde In 2025, the City of Ryde launched the Empower Ryde program to support inclusive employment for people with disability. The peer-led initiative connects individuals with lived experience of disability to build skills, confidence and pathways to employment. Bi-monthly meetings offer guidance on job-seeking, career transitions, self-employment and workplace support. Empower Ryde also provides valuable feedback to Council and local businesses to foster a more inclusive economy. The program is open to residents with disability aged 18 and over, with local businesses invited to contribute through mentoring, resources and opportunities. See page 106 for more information.

Operational Plan Service Delivery Investment Attraction and Retention Advancements in Technology Institutional Collaboration Economic Development Policies and Strategies Small and Family Business Support

DINING AT TOP RYDE CITY

KEY:

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 83

Our Smart and Innovative City

Precinct Renewal and Activation Planning and overseeing the delivery of a rolling program of Town and Neighbourhood Centre upgrades, including liaison with local communities to ensure that they are designed to meet expectations and needs; working with local businesses and the community to deliver public realm improvements; promoting the City’s neighbourhoods and town centres; activities and improvements to encourage the renewal of aging buildings and improve the liveability of the area; and helping to ensure that centres attract businesses to provide services and employment to the surrounding community.

Maintaining the Appeal of our Town and Neighbourhood Centres To create clean, attractive and welcoming destinations that encourage the community to ‘shop small’ and support local businesses, Council increased the level of town centre cleaning, with each precinct now serviced either daily or every second day depending on pedestrian activity. Investment in new cleaning technology has also ensured pristine finishes, enhancing the appeal of our local town and neighbourhood centres.

Responding to MPID Rezoning Plans Following confirmation of the State Government’s rezoning of the Macquarie Park Innovation District (MPID) as a Transport-Oriented Development centre, we reaffirmed our commitment to balanced development. The MPID is significant globally for its contribution to education, research and development, health services and knowledge-intensive industries. We raised strong concerns about the NSW Government’s Stage 2 rezoning proposal, which would introduce over 15,000 new apartments – including Build-to-Rent developments – on critical employment lands. This risks undermining current and future job opportunities and placing unsustainable pressure on infrastructure. We are calling for genuine collaboration with the NSW Government to protect innovation precincts, secure infrastructure funding, and ensure that housing growth is supported by appropriate schools, open space and essential services. Following the release of the final MPID TOD rezoning, Council prepared and exhibited a draft 7.12 contributions plan to align with infrastructure demand for the rezoned district. Alongside the revised 7.12 contributions plan, Council continued to work with various stakeholder groups to develop a framework for ongoing infrastructure renewal, maintenance and upgrade requirements for the existing MPID area.

KEY: 84

Complete

On track

Action required

Upgrading Parking in Eastwood Eastwood continues to experience significant parking pressures due to its growing popularity as a major retail, dining and transport hub. The demand for convenient shopper parking regularly exceeds supply, particularly during peak periods, impacting local businesses, visitor experience and traffic flow within the town centre. In response to these ongoing challenges, Council has applied for grant funding through the NSW Government’s Urban Precincts and Partnership Program (UPPP) to support the development of a new Eastwood shopper’s car park. If successful, this project will provide much-needed additional parking capacity, ease congestion and support local economic activity. Council remains committed to identifying innovative solutions and partnerships to ensure Eastwood remains accessible, vibrant and well-connected.

Operational Plan Service Delivery Infrastructure Development – Town Centres and Neighbourhood centres Infrastructure Development – Macquarie Park Innovation District Town Centre Cleaning and Maintenance Town Centre Revitalisation

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

WEST RYDE TOWN CENTRE 85

Our Smart and Innovative City

EASTWOOD TOWN CENTRE 86

City of Ryde Annual Report 2024/25

The Year Ahead Council revised and updated its Four-Year Delivery Program following the election of the City of Ryde’s 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. While all Council programs play a part, the main program contributing to achieving the Our Smart and Innovative City outcome from our City’s Community Strategic Plan is the City Economy program. 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: • Working with our community, local businesses and corporations, key institutions and government to attract investment to the City, develop the right infrastructure and capitalise on domestic and international trade opportunities and advancements in technology to create economic growth for the City of Ryde •

Supporting small and family businesses through our ongoing program of support services, events and other activities helping to develop skills, tools and other resources needed for business success

•

Planning and overseeing the delivery of Council’s rolling program of town and neighbourhood centre upgrades, delivering public realm improvements and helping to ensure our City’s centres remain vibrant and relevant and continue to provide services and employment to the surrounding community.

Some of the projects scheduled for 2025/26 include attracting and retaining investment in the MPID; delivering night-time economy placemaking initiatives; developing innovation and visitor economy strategies; developing tools to support culturally and linguistically diverse businesses; and engaging with consulates to support the implementation of Council’s International Relations Policy. www.ryde.nsw.gov.au/FourYearDeliveryPlan

Our Connected and Accessible City

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City of Ryde Annual Report 2024/25

Our Connected and Accessible City Ryde is a City where it is easy, safe and convenient for people to get to work, visit friends or shops, or use local facilities and services. Walking, cycling and public transport are easy to use and well connected throughout the City.

Priorities for this Outcome

STORE

Connections to our City

Connections Within our City

Digital Connectivity

Improving access to our suburbs, workplaces and major destinations

Improving access to our centres and recreation and reducing our travel footprint

•

Accessible digital connections for the community and business

•

Continuing to advocate for better transport connections for the City of Ryde, including a light rail link from Parramatta to Macquarie Park and improved transport interchanges in key locations Promoting sustainable transport and reducing reliance on cars, in our work with State Government agencies and through organisations such as Connect MPID.

Continuing to enhance and maintain connections and accessibility to centres, open spaces and places including: − Improved car parking options, especially in town centres − Planning for increased use of active and public transport options, and improved pedestrian access and mobility

•

Growing digital connection to improve public accessibility to information and provide the infrastructure framework supporting future ‘Smart City’ initiatives.

− Continuing investment in the road network, footpaths, cycleways and walkways − Considering technology solutions assisting parking and vehicle movement.

Our Connected and Accessible City

Overview Council Programs and Services Supporting this Outcome Traffic and Transport Program Building a sustainable, safe, convenient and accessible transport system for the City by improving mobility, connectivity and access to all types of transport

Transport Network Planning Transport Network Management Transport Programs and Services Local Transport Infrastructure

Roads Program Maintaining the City’s extensive network of local and regional road assets to ensure that they remain safe, are in serviceable condition and meet community expectations

Local Transport Infrastructure

Paths and Cycleways Program Building the City’s network of paths and cycleways to increase the walkability of our suburbs, improve conditions for cyclists and connect residents with activity centres and public transport

Active Transport Infrastructure

How we Monitor Progress •

Road network access

•

Program delivery

•

Shop Ryder patronage.

Key Statistics The City of Ryde has 320km of roads traversing the City, with over 668km of kerb and guttering and 833,000m2 of footpaths. According to the Household Travel Survey, on an average day in 2022/23: 68.9 percent travelled by car 11.1 percent used public transport 17.8 percent walked 2.2 percent used other means including bicycle, carshare, rideshare and taxi.

Accessibility and Amenity We maintain our transport infrastructure to a high standard, aiming to keep all of our roads in an acceptable condition through proactive management and responsive maintenance.

Creating a Safer City We secured more than $2.5 million in Federal and State Government grants to enhance road and pedestrian safety across our City in 2024/25. We also delivered 15,567m of line marking, including 384 ‘Stop’ lines and 379 ‘Give Way’ lines. More than 1,025m2 of pedestrian islands were painted and 569 signs replaced across our City.

Providing Paths to Explore Our extensive network of footpaths and cycleways aims to encourage our community to leave the car at home and pursue active transport options for short trips around our City.

City of Ryde Annual Report 2024/25

CYCLING IN MEADOWBANK 91

Our Connected and Accessible City

Services and Performance Highlights Traffic and Transport Program The Traffic and Transport program is centred around the delivery of infrastructure, community programs, advocacy and specialised services aimed at facilitating a sustainable, safe, convenient, efficient and innovative transport system for the City of Ryde. Specifically, the program focuses on traffic management, strategic transport planning, road safety, car parking and options to improve mobility, connectivity and access to our suburbs, town centres, open spaces and places.

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

City of Ryde Local Infrastructure Strategy

•

Draft City of Ryde Integrated Transport Strategy 2045

•

Bicycle Strategy and Action Plan 2022-2030

•

Sustainable Transport Strategy 2022-2032.

Assessing Effectiveness •

Essential traffic and transport infrastructure being delivered.

•

Shifting community perceptions and sentiment towards sustainable transport options (e.g. walking, cycling and public transport)

•

Road safety outcomes.

Transport Network Planning Providing strategic transport planning that establishes the long-term transport vision and priorities to guide future infrastructure, services and advocacy aimed at improving mobility, accessibility and connectivity across our City.

Planning our Transport Network Our Integrated Transport Strategy (ITS) provides a comprehensive roadmap to creating a sustainable, efficient and accessible transport system. It aligns transport planning with land-use planning to reduce congestion, promote active transport, improve public transport connectivity, and support sustainable development. Guided by the ITS, we installed traffic calming measures to facilitate a high pedestrian activity area in Eastwood, undertook enabling works for Stage 2 of the Parramatta Light Rail Project and progressed the Macquarie Park Precinct and Bus Interchange project. This includes new bus shelters, bus lanes and improved pedestrian connections on Herring Road and a new bus layover on Talavera Road. 92

We assessed around 190 development proposals, 900 road activity permits and 10 major transport strategies and commenced a scheduled refresh of the ITS to guide planning, management and enhancement of transport choices in the future. We also prepared a Sustainable Transport Plan to bring our current Sustainable Transport Strategy up to date, and contributed to the development of Council’s Local Infrastructure Strategy. Finally, we responded to and investigated 2,367 customer complaints, surpassing our goals and reinforcing the excellent service we provide to the community.

City of Ryde Annual Report 2024/25

Transport Network Management Managing the City’s transport, traffic and car parking network through various infrastructure, service and policy-based measures. These include the expansion and renewal of traffic and transport facilities, management of parking schemes and road activity permits and advocating for sustainable transport outcomes by providing technical advice on development proposals and State and Federal Government strategies, legislation, policies and projects. Operational Plan Service Delivery Transport Operations Infrastructure Services Maintaining Transport Infrastructure

Advocating for Improved Transport Connections In 2024/25, we contributed to key masterplanning projects across the Macquarie Park Innovation District (MPID), West Ryde-Meadowbank and Brush Farm Park. Concept planning advanced for public domain and transport improvements at Railway Road, Meadowbank. Progress was also made on kerbside electric vehicle charging infrastructure, with shortlisted applicants selected through the NSW Government’s grants program. Council also engaged with Transport for NSW on Parramatta Light Rail – Stage 2, the design of the Parramatta to Sydney Foreshore Link and the Place-based Ryde Transport Plan, supporting improved active and sustainable transport outcomes for the community. To improve local public transport options, the Mayor advocated for better bus services in Gladesville and East Ryde. This includes a formal request to the NSW Government to extend Route 516 into Sagar Place, East Ryde, and a proposal to investigate a new direct bus connection between Gladesville and North Ryde Metro Station via Pittwater Road. We continued to advocate for the full extension of the north-south Metro by partnering with Blacktown, The Hills Shire and Penrith City Councils to push for the delivery of key missing links in the network. These links would connect the Western Sydney International Airport to the MPID and beyond, unlocking faster commutes, greater access to jobs and new economic opportunities. Council welcomed State and Federal funding for business cases to support Metro extensions from Bradfield and St Marys and called for the St Marys‑Tallawong connection to be prioritised. This would directly benefit the 37 percent of Ryde’s workforce who commute from Western Sydney and support the MPID’s role as a $13.6 billion innovation hub.

KEY:

Complete

On track

Action required

We collaborated with the NSW Government and industry operators to provide 40 kerbside EV charging ports across our City by 2026, funded by the NSW Government’s Kerbside Charging grants program. We are also collaborating with the Electric Vehicle Council and other industry partners on the joint delivery of electric vehicle‑related projects and initiatives, including hydrogen‑powered vehicles and trialling innovative public transport solutions. There are also 43 car share locations across the City, providing our community with an alternative option to owning a car, in turn reducing local congestion and working towards our community target of Net Zero emissions by 2040. Finally, we proactively provided advice through the Schools Infrastructure NSW‑Ryde Transport Working Group to promote improvements in transport planning for existing and proposed schools in our City.

Operational Plan Service Delivery Transport Planning and Advocacy Integrated Transport Strategy (ITS) Implementation Integrated Transport Strategy Refresh

Delayed/Did not achieve target

Deferred

Cancelled 93

Our Connected and Accessible City

Transport Programs and Services Delivery of community-based education and behaviour-change programs targeting road safety and community skills, increased uptake of non-car-based modes of travel and contributing to City-wide reductions of community emissions and congestion issues. Operating a free community bus service to support members of the community with limited mobility or access to transport, connecting them to key centres within the City.

Enhancing Community Safety We continued to deliver a range of community programs to educate, inform and encourage safer travel behaviour across the City of Ryde. These programs include recurring initiatives such as Child Car Seat Checking Days and Seniors Driving Workshops, which are popular with the local community, along with tailored activities such as road safety activations, delivered in partnership with the Ryde Police Area Command. Collectively, these initiatives raise awareness of the risks faced by different road users and encourage safer travel behaviours and practices. A key component of the Local Government Road Safety Program is Council’s direct engagement with the community to increase road safety awareness, ultimately helping to reduce crashes and road trauma. Council has also worked with more than half of the schools across the LGA to improve safety around pick-up/drop-off times and promote the benefits of active and public transport use. With traffic signage and line-marking playing a critical role in ensuring safe and efficient movement for different users on our roads, we installed 15,567m of longitudinal lines, painted 1,025m2 of pedestrian islands, 384 Stop lines and 379 Give Way lines. We also installed or replaced 569 signs across our City.

Operational Plan Service Delivery Community and Road Safety Programs Sustainable Transport Programs

In 2024/25, 74 sites were upgraded to meet DDA compliance, with designs now underway for the remaining sites to be delivered over the following two years. We also constructed an accessible staircase on Frederick Street, Ryde, as part of a broader footpath project on this local street aimed at enhancing safe, accessible and convenient connections for people across our City.

Making our Roads Easier to Travel To improve safety, ease congestion and promote sustainable forms of transport across the City’s public road network, we implemented 34 Local Traffic Committee initiatives and delivered pedestrian crossings, road humps and median islands in Meadowbank, Eastwood and Macquarie Park, supporting both movement and place outcomes. To enhance road safety, we repaired 341 potholes, and upgraded the intersection of Charles Street and Parry Street in Putney with works including rebuilding the central island, kerb blisters and raised thresholds at the intersection. We also made finding a parking place easier with renewed parking bay markings, bollard replacements and other maintenance activities.

Operational Plan Service Delivery New and Upgraded Traffic Facilities Traffic Facilities Renewal Traffic Facilities Expansion Road Safety Upgrades and Improvement

Supporting Residents with Disability

Car Park Renewal

Council responded to community concerns about pedestrian access at the Trim Place bus shelter in Gladesville. While relocating the shelter was not deemed cost-effective, the removal of the old shelter has improved accessibility. During the year, Council confirmed its compliance with the Disability Discrimination Act (DDA) and reiterated its ongoing commitment to supporting residents living with disability by prioritising city-wide accessibility improvements. As part of this commitment, Council is designing and upgrading over 300 bus stop sites across the city over three financial years. KEY: 94

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Roads Program Maintenance and renewal of the City’s local and regional road network (roads, bridges and retaining walls, car parks and parking hardware) to ensure that they meet community expectations and remain safe and in serviceable condition over the long term.

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

City of Ryde Local Infrastructure Strategy

•

Strategic Asset Management Plan (2020)

•

City of Ryde Development Control Plan (2014) and Public Domain Technical Manual.

Assessing Effectiveness •

Asset condition.

Local Transport Infrastructure Development, improvement and maintenance of the City’s roads and related infrastructure assets including roads, bridges and retaining walls, car parks and parking hardware. This includes technical delivery of road-based infrastructure, civil infrastructure and maintenance works, regulatory and compliance services including road reserve assets and landscaping, and the development approval process and handover of developer-constructed assets.

Keeping Traffic Flowing To keep traffic – both vehicular and pedestrian – flowing smoothly across our City, we undertook a wide range of infrastructure maintenance works, including replacing timber planks with fibre mesh on the vehicular and pedestrian bridge in Bridge Road near Santa Rosa Park. Maintenance works were also conducted within Barton Reserve to reduce water damage to the abutments of a historical bridge. As part of a planned maintenance program, we resurfaced roads at 22 sites and renewed kerbs and gutters at 13 sites. During the year, we managed hundreds of customer requests and enquiries relating to civil assets including roads, footpaths, stormwater and lighting, including responding to 317 pothole requests within two days of notification.

KEY:

Complete

On track

Action required

Operational Plan Service Delivery Road Renewal and Upgrades Infrastructure Services Road Resurfacing Renewal Road Kerb Renewal Kerb and Gutter Renewal Road Operations and Maintenance Bridge Renewals and Upgrades Bridge Rehabilitation Works

Delayed/Did not achieve target

Deferred

Cancelled 95

Our Connected and Accessible City

Paths and Cycleways Program Developing, managing and maintaining the City’s network of footpaths, paths and cycleways to increase the walkability of our suburbs, improve conditions for cyclists and connect residents with activity centres and public transport.

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

Draft City of Ryde Integrated Transport Strategy 2045

•

Bicycle Strategy and Action Plan 2022-2030

•

Sustainable Transport Strategy 2022-2032.

Assessing Effectiveness •

Pedestrian and cycling infrastructure is functional and fit for public use

•

Shifting community perceptions and sentiment towards sustainable transport options (e.g. walking, cycling and public transport)

•

Reduced carbon emissions.

Active Transport Infrastructure Developing, managing and maintaining the City’s network of footpaths and cycleways, supporting our community to remain safe and sustainable in the long term and provide them with a satisfactory level of service.

Making Ryde a Safer City We secured over $2.5 million in funding from Federal and State Government programs in 2024/25 to enhance road and pedestrian safety across the LGA. This includes $1.4 million through the Australian Government’s Black Spot Program for five key road safety upgrades in Marsfield, Ryde, Denistone and surrounding areas, to be completed by June 2026. Council also received $570,000 via the NSW Government’s Safer Speed Program to implement a 40km/h high pedestrian activity zone in Eastwood, and $594,500 from the Get NSW Active Program for new pedestrian crossings in Meadowbank and Ryde. These initiatives will significantly improve safety for both drivers and pedestrians. Twelve footpath renewal projects were undertaken to enhance connectivity and provide safer walking links for the community, while new footpaths were constructed on Vimiera Road, Macquarie Park, and on Olive Street and Wicks Road in North Ryde. We also trialled a new concrete grinding technique in areas of high pedestrian traffic to reduce trip hazards caused by tree roots lifting pavement.

As part of National Road Safety Week 2025, we hosted community events to promote safer road use. Activities included a Road Safety Storytime at Ryde Library and an information stall at the Customer Service Centre, offering expert advice, resources and safety tips. These initiatives helped raise awareness of road safety in a family-friendly and accessible way. We undertook an audit of lighting levels on pathways across several parks, including Santa Rosa Park, Crimea Road, The Cascades, Anderson Park, Blenheim Park and Meadowbank Playground. The audit aims to enhance pedestrian safety and support passive park use, while considering lighting options that minimise impacts on nocturnal wildlife. Council is also exploring internal and external funding options to support necessary upgrades, with a detailed report on audit findings and funding opportunities to be presented in due course.

City of Ryde Annual Report 2024/25

Ensuring Smooth Cycling into the Future As part of commitments made in our Bicycle Strategy 2022-2030, we are working to deliver the Regional Route 03 (RR03), a cycleway connecting Macquarie Park and West Ryde, as well as further connections within Meadowbank. In 2024/25, we completed the next stage of works associated with these projects, paving the way for construction of these projects to be completed in 2025/26. We also completed the renewal of the Epping Road shared user path between Lane Cove Road and Pittwater Road during this period.

KEY:

Operational Plan Service Delivery Construction and Maintenance – Paths and Cycleways Footpaths and Nature Strips Renewals and Upgrades Footpath Construction Renewals Footpath Construction Expansion/Upgrades Cycleways Renewals and Upgrades Cycleways Construction Expansion

Upgrading our Bus Stops

Enhanced Connectivity

An additional 74 bus stops now comply with the Disability Discrimination Act and make our City more accessible for all residents; 300 sites are planned for upgrade in the next three financial years.

12 footpath renewal projects and three new footpaths are enhancing connectivity and providing safer walking links for our community.

Exploring our Network

Maintaining our Roads

With an extensive cycle path network, we have turned our attention to delivering a cycleway connecting Macquarie Park and West Ryde.

Roads were resurfaced at 22 sites and kerb and guttering renewed at 13 sites. 317 pothole requests were responded to within two days of notification.

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 97

Our Connected and Accessible City

City of Ryde Annual Report 2024/25

The Year Ahead Council revised and updated its Four-Year Delivery Program following the election of the City of Ryde’s 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. While all Council’s programs play a part in some way, the main programs contributing to achieving our Connected and Accessible City outcome from our City’s Community Strategic Plan are the Traffic and Transport, Roads and Paths and Cycleways Programs. Services planned to be delivered through this program in 2025/26 will be: • Managing and planning the City’s transport network •

Community-based road safety and behaviour change programs to help reduce the City’s emissions and congestion issues

•

Maintaining and upgrading the City’s roads, bridges, car parks, footpaths and cycleways to ensure that they remain safe and are sustainable in the long term and provide a satisfactory level of service for the community.

Some of the projects planned for 2025/26 include Council’s ongoing program of replacement and resurfacing of road pavements; maintaining our paths and cycleways; installing new traffic lights at the intersection of Constitution Road and Bank Street, Meadowbank; collaborating with external stakeholders on transport projects that benefit our community including the Parramatta to Sydney Foreshore Link and Place-based Ryde Transport Plan; and further work upgrading the City’s bus stops to full disability compliance. The complete range of planned activities to be undertaken is listed in Council’s 2025-26 One-Year Operational Plan. www.ryde.nsw.gov.au/FourYearDeliveryPlan

MACQUARIE CENTRE BUS STOP 99

Our Diverse and Inclusive City

COMMON THREADS PAST TO FUTURE SHOWCASE EVENT 100

City of Ryde Annual Report 2024/25

Our Diverse and Inclusive City

The City of Ryde is home to a diverse community, where people celebrate their similarities and differences. The City includes diverse cultural spaces and places for people to come together. This rich social, cultural, historical and creative tapestry provides an enduring legacy for future generations.

Priorities for this Outcome

An Engaged, Connected Community People feeling connected within their community •

•

Working with stakeholders, partners and the community to support all members of the community and promote social inclusion Through our community network and with State agencies, appropriately supporting all members of the community and providing access to available services and facilities.

Celebrating Culture and Heritage

Accessible Community Facilities

A distinct local identity built on our City’s character and rich cultural heritage

Easy access to diverse cultural spaces, places and opportunities

•

Continuing to enhance our events program to provide opportunities to celebrate diversity and heritage and promote inclusion

•

Collaborating with community groups, businesses and community to ensure our events and activities remain relevant.

Planning for and enhancing cultural and community facilities to meet increased demand and ensure equitable access for all sections of our community.

101

Our Diverse and Inclusive City

Overview Council Programs and Services Supporting this Outcome Community Inclusion and Wellbeing Working to increase social and community wellbeing and empowering people to fully participate in community life

Community Development Direct Community Services Community Facilities

Community Connectedness and Engagement Supporting residents to become connected, engaged and informed and have opportunities to celebrate our culture, build connections within the community and contribute to decisions that affect their City

Events Community Engagement Marketing and Communications

How we Monitor Progress •

Program delivery

•

Support for not-for-profit organisations

•

Utilisation of community halls and facilities

•

Attendance at events and programs.

Key Statistics Community Groups and Services, Events and Programs in the City of Ryde Over 100 community service providers Over 120 community groups and faith-based organisations A diverse array of Council and community events each year Over 30 advisory groups and interagencies giving the community a voice People from 130 countries speaking 100 different languages make up our community

Our Multicultural Community 100 different languages are spoken in our community.

102

Diversity

Multilingual Speakers

48 percent of people in the City of Ryde were born overseas.

Almost 50 percent speak a language other than English at home.

City of Ryde Annual Report 2024/25

GRANNY SMITH FESTIVAL 2024 103

Our Diverse and Inclusive City

Services and Performance Highlights Community Inclusion and Wellbeing Program Working with organisations and the broader community to increase social and community wellbeing and empower people to fully participate in community life.

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

Social and Cultural Infrastructure Framework 2020-2041

•

Halls and Facilities Strategy 2020-2041

•

Social Plan 2019-2024

•

Creativity Strategy 2019-2024

•

Disability Inclusion Action Plan 2022-2026

•

Reconciliation Action Plan.

Assessing Effectiveness •

Participation in events

•

Utilisation of Council facilities.

Community Development Partnering with organisations and individuals to generate solutions that support stronger and more connected communities to enhance community wellbeing. This is achieved using a range of projects, events and collaborative partnerships. Supporting the arts and cultural development through events, projects, capacity-building programs and sector development. Providing a community grants program to support local not‑for-profit organisations and community groups to implement projects that contribute to community wellbeing and help build a vibrant community.

Nurturing our Young People We celebrated our young people and the contributions they make to our community during Youth Week. Young people were provided opportunities to showcase their talents at our annual Skate competition and Battle of the Bands and to explore employment options at the Youth Careers Expo. The 2025 Battle of the Bands marked the 20th anniversary of this iconic youth music event in the City of Ryde, drawing a packed audience to Lachlan’s Line Auditorium.

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In response to resolutions made by Council, we explored ways to encourage existing mentoring organisations to co-locate and provide services in the City of Ryde. We are developing a Ryde Mayor’s Youth Summit, inviting young people and key services to discuss important issues affecting local youth, and a Youth Discussion Paper to align with the new Social Strategy. Research on accessing diagnosis of neurodivergence has been published on Council’s website.

City of Ryde Annual Report 2024/25

Operational Plan Service Delivery Social and Cultural Policies and Strategies We developed our Social Strategy 2025-2030 and Creativity Strategy 2025-2030, presented to Council in June 2025. Following a Council resolution, the strategies were adopted in July 2025. Collaboration Social and Cultural Research and Analysis A demographic analysis was developed for incorporation in the Social Strategy. Analysis of creative industry sectors in the City of Ryde was incorporated in the Creativity Strategy. Arts and Cultural Development Delivery of Initiatives Contributing to the Objectives of the City of Ryde Social Plan 2019-2024 Collaboration with internal and external stakeholders is an ongoing component of the work that is delivered by Community Services and Social and Cultural Planning team. Community Development

Extending Social Inclusion Opportunities We reaffirmed our commitment to social inclusion for all residents and invited members of the LGBTQIA+ community to apply to join the City of Ryde’s Inclusion and Wellbeing Community Committee, recognising the importance of identity, equity and a sense of belonging. A proposed LGBTQIA+ advisory group will ensure an integrated but more focused approach to supporting the needs of the LGBTQIA+ community within Council’s advisory framework. The subcommittee will be operational for 18 months, with a report making recommendations for the establishment of a community group supporting the LGBTQIA+ community at the end of that term.

Implementing our Social and Creativity Strategies With our growing population and the rich diversity within our community, addressing the challenges of social planning is essential. We are committed to creating an inclusive, connected and vibrant community by promoting wellbeing and encouraging social and creative opportunities. In early 2024, Council undertook community consultation to inform the review of its Social and Creativity Strategies, ensuring the updated strategies reflect local feedback. Both the Social Strategy 2025-2030 and Creativity Strategy 2025‑2030 were adopted by Council in July 2025, providing clear direction and actions through to 2030. The Social Strategy focuses on fostering a supportive and inclusive community by responding to the evolving needs of our residents, with the goal of fostering social connection, cohesion and

KEY:

Complete

On track

Action required

wellbeing. By prioritising these areas, we aim to create opportunities that will allow everyone to thrive. The strategy features 10 objectives, including: • Creating accessible programs, events and activities that celebrate our diversity •

Providing our community with access to information on social activities and opportunities to participate and engage with decisions

•

Ensuring equitable access to affordable, quality and shared community facilities and public open spaces close to home

•

Advocating for access to a range of social services and affordable housing options

•

Developing Council-led recreational programs, events and facilities to promote active lifestyles.

Our Creativity Strategy, developed in collaboration with local residents, artists, creative groups, and government agencies, aims to strengthen Ryde’s identity as a vibrant and creative city. At the core of the Strategy is our vision for Ryde as a vibrant and inclusive City where creativity is deeply woven into the fabric of everyday life. We aspire to create an environment where everyone – regardless of age, gender, background or circumstances – has the opportunity to engage in diverse forms of creative expression and to share their stories in meaningful ways. Brought to life through 11 objectives, the goal of our strategy is to embed creativity into every aspect of community life, with opportunities for creative expression, producing and showcasing local creative works, and hosting a range of creative activities and events.

Delayed/Did not achieve target

Deferred

Cancelled 105

Our Diverse and Inclusive City

Supporting Creativity and Live Music

Supporting Community Growth We received 118 applications for grant funding for diverse community projects during the year.

Over 2,000 community members attended a variety of activities supporting the arts and creative development programs, including Artist‑in‑Residence community programs, live music activations, the Youth Performing Arts Program, Creative Spotlight interview series, Youth Creative Competition and Creative Meet Ups. Guided by our Live Music Action Plan, we collaborated with an artistic director to establish our Live Music Activation Program ‘Rhythms of Ryde’ to transform everyday spaces into memorable experiences through live music. Through four placebased activations, including an intimate pop-up at Meadowbank Wharf and vibrant drumming festivals, we invited our community to join a journey of music, connection and sensory exploration. Activations featured local and visiting artists and inspired discovery of new dimensions in familiar places.

Empowering People with Disability

Supporting High Achievers to go Further Four Representative Donation applications were funded, recognising high‑achieving community members.

Funding Success 70 grants were awarded in five categories including Community Wellbeing, Events, Arts and Creativity, Community Facilities and Equipment and Sport and Recreation. Winners shared $400,310 in funding.

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Our Empower Ryde program launched in February 2025. This peer-led initiative supports people with disability to achieve inclusive employment outcomes. Through bi-monthly meetings, Empower Ryde provides a platform for sharing lived experiences, building skills and offering practical support around job seeking, career progression and entrepreneurship. The program also delivers feedback to Council and business networks to help foster a more inclusive local economy. To further support people with disability live full lives in our City, we explored options to deliver the inclusive disco ‘EVERYbody dance now’ on a regular basis (not just in Social Inclusion Week). Council will host the event regularly from November 2025. We focused on targeted improvements guided by the Disability Inclusion Action Plan (DIAP), regularly engaging with the disability community, incorporating feedback and prioritising areas of greatest benefit to ensure ongoing, cost-effective accessibility enhancements. We expedited works to make the bus stop outside Macquarie Hospital compliant with the Disability Standards for Accessible Public Transport (Transport Standards) and repaired the gradient of the ‘pram ramps’ through the pedestrian refuge. Details of other projects undertaken as part of our DIAP may be found from page 182.

City of Ryde Annual Report 2024/25

BATTLE OF THE BANDS 2025 COMPETITION

Direct Community Services Providing direct services to the community. Council’s program of supporting eligible people 65 years of age and over to remain living in their own homes through the Council’s Home Modifications and Maintenance Service ended in June 2024.

Funding Community Projects We continued to support local organisations, community groups and residents to access vital funding through the free Grant Finder service, which provides access to over 2,300 grants worth $67.7 billion. Endorsed by Council in April 2025, Grant Finder is available via our website and helps users identify funding for projects ranging from infrastructure to arts, sustainability and wellbeing. Council remains committed to enabling growth and positive community outcomes through practical tools like Grant Finder, which plays a key role in empowering the local community. There were 118 applications for Council’s community grants program during the year, with 70 grant applications sharing in $400,310. Further details about the program may be found on page 167. KEY:

Complete

On track

Action required

In addition, we received five applications for our Representative Donation program, which provides funding for local community members representing a nationally recognised sport, cultural or academic activity at a national or international level. Four applications were approved for funding.

Operational Plan Service Delivery Community Grants Program

Delayed/Did not achieve target

Deferred

Cancelled 107

Our Diverse and Inclusive City

Community Facilities The Council is a key provider of quality and affordable community spaces and offices to help our community deliver activities, events and programs. This includes providing halls and meeting rooms for community activities and events and accommodation for not‑for‑profit organisations that deliver a range of services to the community. Operational Plan Service Delivery Community Facilities Building Operations and Maintenance Community Buildings Renewals and Upgrades Heritage Buildings Renewal

Providing Facilities for our Community to Grow Our community facilities continued to be well used for a range of programs and activities aimed at social inclusion, the arts, cultural events and activities, with over 300,000 community members visiting our facilities during the year. There were over 9,000 bookings at for-hire community facilities, while the overall capacity of our community facilities is 80 percent. Our annual customer survey reflected a high degree of customer satisfaction with 82 percent saying they are ‘satisfied’ to ‘very satisfied’ with service provided during the venue hire process and 92 percent ‘likely’ or ‘very likely’ to hire a City of Ryde venue in the future.

To ensure our facilities meet community expectations, we increased maintenance services at North Ryde Community Centre in response to increased usage, refurbished North Ryde School of Arts and upgraded drainage at KU Eastwood. An accessible toilet upgrade was also delivered at Gladesville Library and internal rectification works undertaken at The Parsonage, Ryde.

Providing Spaces to Connect

Delivering Soughtafter Facilities

300,000 community members visited our facilities during the year.

Over 9,000 bookings made at for-hire community facilities, with overall capacity at 80 percent.

KEY: 108

Complete

On track

Action required

Inspired to Return 92 percent of hall hirers are likely to use our facilities in the future.

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Community Connectedness and Engagement Program Supporting residents across the City of Ryde to become connected, engaged and informed and have opportunities to celebrate our culture, build their connections within the community, and contribute to decisions that affect the City.

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

Community Engagement Strategy.

Assessing Effectiveness •

Participation in events.

RYDE DISABILITY FORUM 2025 109

Our Diverse and Inclusive City

Events Create and deliver inclusive events, supported by a range of social networks, community groups and partnerships that provide opportunities for participation, celebrate our culture and strengthen community connections, building capacity for community groups to deliver events.

Operational Plan Service Delivery Community Events Civic Events

Easter Celebrations

Cork and Fork

5,000 attendees enjoyed West Ryde Easter celebrations, with a 92 percent satisfaction rating.

4,000 people tempted their tastebuds at the Cork and Fork Festival with 94 percent satisfaction.

ANZAC Day

Citizenship

Granny Smith Festival

1,000 attendees honoured bravery and sacrifice at the ANZAC Day memorial service.

797 new Citizens welcomed to Ryde at 9 Citizenship ceremonies.

80,000 people attended the flagship Granny Smith Festival with a 95 percent satisfaction rating.

KEY: 110

Australia Day

Community Events

5,000 people celebrated Australia Day at Meadowbank.

More than 6,500 people attended community development activities and events.

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Celebrating Culture and Social Connection

Celebrating Local Milestones and Achievements

Throughout 2024/25, the City of Ryde delivered a diverse and inclusive program of community events that celebrated culture, creativity, sustainability and social connection. Highlights included the much‑loved Cork & Fork Festival by the Riverside, which attracted thousands to Cleves Park in May for a day of boutique wine, local food, artisan stalls and live entertainment, despite a late venue change due to weather. The festival’s strong turnout underscored the community’s enthusiasm for supporting small producers and regional culture. Events such as Australia Day Celebrations, The Granny Smith Festival, Christmas Cinema in the Park, Rotary Carols on the Common, New Year’s Eve Fireworks, Olympic and Paralympic Games Live Sites, the West Ryde Easter Celebrations and Diwali Festival of Lights offered free entertainment, performances and family activities that brought residents together to celebrate throughout the year. The City’s commitment to cultural inclusion was also evident through major events like the Lunar New Year Festival, which welcomed the Year of the Snake with spectacular performances, fireworks and traditional ceremonies attended by national and state leaders; and Nowruz, a vibrant celebration of the Persian New Year honouring local multicultural communities. Youth Week celebrations, National Reconciliation Week, a Prayer Breakfast, National Volunteer Week, a volunteer expo and awards night, guided walks, Aboriginal history and bushfood tasting and creativity workshops recognised the diverse makeup and interests of our community. More than 6,500 community members attended a range of community development activities and events focused on social inclusion, employment, and health and wellbeing. Key activities included Seniors Festival, International Women’s Day – which featured empowering speakers such as domestic violence survivor Simone O’Brien and performances by ARIA award-winning artist Cosima De Vito – a Youth Careers Expo, Women’s Health and Wellbeing Workshops and the Moon Festival. World Environment Day was expanded into a multi‑week program of accessible activities encouraging sustainability and care for the environment. We also celebrated our diverse community through the Common Threads project which saw community members come together to create artworks that were then showcased at an exhibition evening. We reflected on the history of our Aboriginal and Torres Strait Islander community and their connections to the land and water during National Reconciliation Week with a series of workshops that included bushfood tasting and guided walks through Glades Bay. Together, these events strengthened community connection, showcased local talent and culture, and affirmed Ryde’s commitment to inclusion, celebration and shared identity.

We host a diverse portfolio of civic events to celebrate significant local milestones, foster community spirit and pride, recognise individual and group achievements and commemorate important dates. Special ceremonies were held to celebrate Australia Day and NAIDOC Week, and there was great community engagement at the annual ANZAC Day and Remembrance Day services. Korean Armistice was commemorated with the unveiling of a new memorial and flag‑raising ceremony at Memorial Park, Meadowbank, and Armenian and Indian flag‑raising ceremonies were celebrated at Kissing Point Wharf, Putney. Nine citizenship ceremonies welcomed 797 new citizens to our City. We proudly celebrated our 2025 Citizens of the Year, recognising four individuals for their outstanding contributions across community leadership, youth advocacy, sport and environmental preservation. Honourees included: • Citizen of the Year: Nora Etmekdjian, for more than 20 years of service in community events, heritage preservation and civic engagement •

Young Citizen of the Year: Rajmallan Thiagarajan, for leadership in youth fundraising, anti-racism advocacy and cultural exchange

•

Sportsperson of the Year: Linda Ham, for her work transforming fitness through inclusive, award-winning programs

•

Environmental Citizen of the Year: Pamela Ward, for 35 years of ecological stewardship and education.

We celebrated outstanding community contributions at the 2025 Volunteer Recognition Awards, honouring 38 nominees across Individual, Youth, and Group categories during National Volunteers Week. The event acknowledged the vital role volunteers play in fostering connection, wellbeing and resilience across the City, with special recognition given to the State Emergency Services for 70 years of service. The awards highlighted a diverse range of causes, from education and the environment to cultural and charitable initiatives, reflecting the depth of community spirit that strengthens Ryde. Our winners for 2025 are: • Group Volunteer of the Year: 4GreaterGood •

Individual Volunteer of the Year: George Ganiatsas

•

Young Volunteer of the Year: Emma Richard

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Our Diverse and Inclusive City

COMMUNITY ENGAGEMENT DROP IN SESSION NORTH RYDE

Community Engagement Engaging with the community to ensure all stakeholders are informed and can contribute to Council’s decision-making process. Every year, Council creates meaningful opportunities for community input across a wide range of projects, strategies and initiatives. In 2024/25 we developed our new Community Engagement Strategy, which outlines our commitment to working in close partnership with residents, ratepayers, businesses and stakeholders to inform our planning and decision-making. By listening to our community members and valuing their feedback, we aim to foster trust, transparency and shared ownership of our City’s future. Across five levels – Inform, Consult, Involve, Collaborate, Empower – the Engagement Strategy ensures that voices from all corners of our diverse and vibrant community are heard and considered – an approach that is vital to striking the right balance as we shape our roadmap to a more liveable, inclusive and forward-looking City. It is available in English, Chinese Simplified, Korean and Easy Read. In 2024/25, we provided support for 132 organisational projects across the year, including our Community Strategic Plan – Ryde to 2035. Activities included conducting a phone survey of a representative sample of our community, an online survey and in-person KEY: 112

Complete

On track

Action required

methods. Significant engagement was carried out for the Constitution Road infrastructure upgrade, a key part of long-term traffic management in Meadowbank. We also undertook community research and analysis of our proposed 24/7 library, waste recycling and the circular economy, Denistone Sports Club, and ongoing satisfaction across major events, Active in Ryde, venue hire and various community workshops. Overall, we connected with more than 2,100 community members across 28 in‑person engagement activities. We delivered 31 Have Your Say initiatives during the year with more than 6,400 responses received from community members. In addition, we received over 2,850 responses to 54 surveys.

Operational Plan Service Delivery Community Engagement Market Research

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Marketing and Communications Informing and engaging with our stakeholders about Council services and initiatives through a wide range of communication channels including face‑to‑face, telephone, Council’s website, email and social media. We kept our community up to date with news and campaigns throughout the year, including updates about TG Millner Fields and 1 Devlin Street as well as information about Council’s key services and programs. Our Live. Work. Play Community Magazine was shared with the community each quarter along with a range of topical flyers and brochures. Popular major events such as the Granny Smith Festival, Cork & Fork by the Riverside, Lunar New Year, Diwali and Christmas celebrations were promoted and attracted large crowds. Our digital channels are the primary source of engagement for a lot of our community. Our website recorded more than 5 million views from more than 780,000 total users during the year. The most viewed pages were our home page, followed by

our sports ground status pages, event listings, Ryde Aquatic and Leisure Centre, household clean‑up booking information and information about the Granny Smith Festival. Other digital channels also continued to record healthy growth with nearly 800 new Facebook followers and more than 1,200 for Instagram, while Facebook post reach was 280,350.

Operational Plan Service Delivery Communications, Branding and Design Website and Social Media

CITY OF RYDE WEBSITE

KEY:

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On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 113

Our Diverse and Inclusive City

NOWRUZ PERSIAN NEW YEAR 2025 114

City of Ryde Annual Report 2024/25

The Year Ahead Council revised and updated its Four-Year Delivery Program following the election of the City of Ryde’s Council in September 2024. The 2025-29 Delivery Program provides a single point of reference for all principal activities undertaken by Council during its term of office. It focuses on how 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 in some way, the main programs contributing to achieving our Diverse and Inclusive City outcome from our City’s Community Strategic Plan are the Community Inclusion and Wellbeing and the Community Connectedness and Engagement Programs. Services planned to be delivered through this program in 2025/26 will be: • Supporting the arts sector and cultural development within our City •

Providing a range of public facilities and spaces for access by the community and not‑for‑profit organisations

•

Delivering a broad array of inclusive community events, supported by a rich range of social networks, community groups and partnerships

•

Delivering community-building initiatives, events and activities.

Some of the projects planned for 2025/26 include implementing actions from the Live Music Plan 2024-2028; delivering initiatives that contribute to the Ryde Social Plan; managing our community grants program; identifying areas of improvement for our facilities; delivering Council’s Community Development Program and Arts and Creative Development Program; hosting community-building events and activities; and identifying emerging social issues across our LGA. The complete range of planned activities to be undertaken is listed in Council’s 2025‑26 One‑Year Operational Plan. www.ryde.nsw.gov.au/FourYearDeliveryPlan

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Our Open and Progressive City

CUSTOMER SERVICE CENTRE 116

City of Ryde Annual Report 2024/25

Our Open and Progressive City The City of Ryde is well‑led and managed, supported by ethical organisations that deliver projects and services to the community by listening, advocating and responding to their needs. Our community and residents are actively engaged in shaping the future of our City.

Priorities for this Outcome

Advocacy on Key Issues Achieving the best outcomes for the City of Ryde and its people •

•

In building our City’s future with its stakeholders and community leaders, we will be strongly advocating on behalf of our community, especially on development matters and emerging social challenges Maintaining strong relationships with State agencies, business and key stakeholders in planning and shaping the City’s future.

An Engaged and Informed Community Residents trust Council and feel well‑informed, heard, valued and involved •

Actively engaging with our community on key issues

•

Focusing on how we collaborate and communicate with our community. We need residents and ratepayers to be well‑informed on all issues, including our progress

•

Using technology to support community engagement and program delivery.

Well‑Led, Financially Sustainable Transparent, responsible leadership and governance •

Responsible civic leadership focused on delivering the best outcomes for the City of Ryde and its community, supported by transparent, accountable decision making and comprehensive governance and accountability frameworks

•

Continually improving the things our residents care about and driving efficiencies in our service delivery to deliver value for money

•

Continuing to generate operational surpluses to maintain our services, facilities and infrastructure at the required standard

•

Continually improving Council’s performance in the delivery of our services, facilities and infrastructure to our community.

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Our Open and Progressive City

Overview This chapter describes the City of Ryde’s democratic and corporate governance arrangements and how we work with and deliver services for the community.

Council Programs and Services Supporting this Outcome Strategic Property Management Developing and managing Council’s portfolio of 320 properties and buildings to ensure maximum long-term value for ratepayers and fitness for purpose

Property Services

Service Delivery Support Providing a broad range of key support functions that underpin delivery across all Council programs

Customer Services Operational Delivery Legal Services Procurement Services Plant and Fleet

Governance and Corporate Services Providing specialist and corporate services to enable the effective governance and operation of the Council organisation

Civic Services Business Strategy and Innovation Governance, Audit and Risk Financial Management Information and Technology Management People Management Asset Management Communications and Community Engagement

How we Monitor Progress •

Occupancy of Council’s commercial properties

•

Delivery of all Council services to defined service standards

•

Compliance by Council’s planning, reporting, procurement, policy and practices with statutory requirements.

Assets

Revenue

Properties

$2.4 billion net assets.

$215.5 million total income from continuing operations.

Over 300 properties under management.

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City of Ryde Annual Report 2024/25

Customer Service

Call Centre

More than 13,028 customers were served in person at the Customer Service Centre.

64,877 calls were answered with 110,285 separate enquiries. 93 percent were resolved at first point of contact.

Customer Requests

Connecting with our Community Online

91 percent of over 49,893 customers’ requests were completed within 10 days.

Nearly 18,000 fans on Facebook and more than 8,000 on Instagram with user reach of more than 280,350 per year on Facebook.

CUSTOMER SERVICE CENTRE 119

Our Open and Progressive City

Services and Performance Highlights Strategic Property Management Program Developing and managing the Council’s portfolio of properties and buildings, including commercial, residential, community and operational properties, Council‑owned land as well as land owned by the NSW Government which is managed by the Council on its behalf.

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

City Wide Property Strategy 2016

•

Long‑Term Financial Plan

•

Property Investment Policy (being prepared)

•

Affordable Housing Policy.

Assessing Effectiveness •

Delivery of planned benefit from portfolio.

Property Strategy and Planning Leadership and strategic management of the Council’s property portfolio to maximise its efficiency, commercial outcomes, overall portfolio performance and its contributions to Council’s operating income and general financial position. We prepared for a scheduled review of the Property Policy and Strategy to ensure all strategic property planning, recommendations and investment strategies align with Council policies and Long-Term Strategic Plan.

Operational Plan Service Delivery Property Portfolio Planning

DENISTONE BOWLING CLUB KEY: 120

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

LACHLANS LINE

Property Management Services Developing, managing and maintaining the Council’s portfolio of corporate, commercial and civic properties to ensure maximum long-term value and return for ratepayers. We continued effective lease and license management across all portfolios, ensuring tenant obligations were met, arrears managed effectively and new agreements executed. A new commercial lease was negotiated over vacant commercial/retail space in Lachlans Line and an Expressions of Interest campaign has been initiated for Denistone Bowling Club.

safe roof access and a future particulate extraction system at the Operations Centre. Additional works included the construction of an awning to protect major plant at the Operations Centre.

Operational Plan Service Delivery

Outdoor dining and filming approvals were issued to support local dining facilities and for a range of commercial and private filming initiatives.

Property Management

Facilities were maintained in a safe and functional condition, while tenders were issued for major refurbishments to be delivered in 2025/26.

Council Buildings Renewals and Upgrades

Fire safety and emergency access upgrades were completed at Putney-Tennyson and Denistone Bowling Clubs, and design work was finalised for KEY:

Complete

On track

Action required

Building Operations and Maintenance

Commercial Buildings Renewal Operational Buildings Renewals

Delayed/Did not achieve target

Deferred

Cancelled 121

Our Open and Progressive City

Service Delivery Support Program Providing a broad range of key support functions that underpin delivery across all programs.

Assessing Effectiveness •

Efficient delivery of work within programs.

Customer Services Providing high-quality customer services and managing day-to-day relationships and interactions within the Council by promoting improved engagement with our community and responsiveness to its needs. During the year, Council’s Customer Service Centre provided professional and administrative services to the community. We answered 49,893 enquiries in person and online at the Customer Service counter at 1 Pope Street, Ryde and at our North Ryde Office. Our call centre responded to 64,877 phone enquiries. While many of our customers chose to engage with Council via phone, email or through our website, 13,028 customers opted to visit our Customer Service Centre in person. Providing flexible and accessible channels for interacting with Council remains a key priority in enhancing the customer experience. In November 2024, Council transitioned to a new service provider for its after-hours message service. This change supports our ongoing commitment to delivering responsive 24/7 customer assistance, every day of the year.

Operational Plan Service Delivery Customer Service (Call Centre and Counter)

Procurement Services Supporting Council operations by managing tenders and contracts and purchasing goods and services to the value of more than $80 million from more than 1,400 suppliers annually. The Procurement Team supports delivery of Council services and operations each year by managing more than 60 formal tenders and quotations, releasing more than 6,000 purchase orders and managing Council’s stores at the Operations Centre and Porters Creek. In 2024/25, we continued to strengthen processes and support service delivery through training and timely release of requisitions. The ICT Procurement Roadmap guided activity across 88 IT goods and services, contributing to a reduction in policy exemptions. Key projects progressed during the year included tender evaluations for the replacement of RALC booking software, our community engagement software, and our spatial/geographical information system, all scheduled for contract finalisation in July 2025. Significantly, a contract was awarded for waste, recyclables, organics and bulky waste collection. Procurement activities also commenced for the long-term leasehold of 1 Devlin Street. Details of contracts awarded for amounts greater than $150,000 may be found in the Statutory Reporting section on page 163.

Operational Plan Service Delivery Tenders and Contracts Management Procurement and Stores

KEY: 122

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Plant and Fleet

Operational Delivery

Providing fleet management services for the Council’s Operations team and fleet users. Responsibility for managing the Council’s mechanical assets, as well as the fabrication workshop and external plant hire. A major priority for Council is maximising the return on the investment of its fleet assets.

Managing delivery of cleaning, landscaping, maintenance and construction services supporting the delivery of Council’s operational services and projects.

Our plant and fleet assets underpin a variety of Council services, ranging from outdoor and maintenance activities to supporting the delivery of community programs. Management of the City of Ryde’s fleet of vehicles includes the procurement and disposal of assets and coordinating scheduled servicing in accordance with the manufacturer’s specifications. While our plant and fleet purchases were mostly implemented, delivery of a new workshop hoist was delayed due to freight issues. Our Fleet Management team is also responsible for the implementation of the EV fleet which is scheduled for completion by 2035. This will result in replacing our fleet of internal combustion engine (ICE) powered vehicles with EVs. In preparation for this change, we reviewed the Motor Vehicle Policy – adopted in June 2025 – to accommodate EVs and investigate various EV charging options. Our staff vehicle list was updated to include hybrid vehicles replacing ICE vehicles as an important step towards achieving Net Zero from vehicle emissions by 2035. Service delivery is also supported by our fabrication workshop, which produces bespoke items and provides ongoing maintenance for existing features and fixtures. This includes repairing or replacing vandalised gates and fences, and damaged play equipment, and ongoing repairs to Council equipment due to general wear and tear and minor accidents.

This support function assists all operational activities based at Council’s Operations Centre in Ryde with timely administrative tasks, such as financial reporting and responses to customer enquries.

Operational Plan Service Delivery Operations Support

Legal Services Provision of legal services to support Council operations, including representing the City of Ryde in legal matters, providing input into the development of contracts and other legal instruments, and advising on all legal matters pertaining to the law, and Council’s compliance with legislation. Legal advice was provided to business units within Council relating to planning, governance, enforcement, property and commercial matters. Details of amounts incurred by Council in relation to legal proceedings may be found in the Statutory Reporting section on page 165.

Operational Plan Service Delivery Legal Services

Operational Plan Service Delivery Fleet Management Plant and Fleet Purchases Fabrication Workshop

KEY:

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 123

Our Open and Progressive City

Governance and Corporate Services Program Providing specialist capabilities, skills and corporate functions to enable the effective governance and operation of the Council organisation.

Strategic Direction Council’s service delivery for this program is guided by key elements of our Resourcing Strategy and other key acts and government guidelines covering governance and service requirements for councils in NSW: •

Long‑Term Financial Plan

•

Strategic Asset Management Plan 2020

•

Workforce Management Plan

•

IT Strategy.

Assessing Effectiveness •

Meeting key organisational delivery measures.

Civic Services Providing administrative support for the Mayor and the elected Council to ensure the efficient meetings and workshops, operation of the Councillor’s help desk, distribution of information to Councillors, facilitation of Councillor induction processes and assisting with the conduct of Council elections. Following the Ordinary Local Government Elections held on Saturday 14 September 2024, we implemented an extensive Councillor Onboarding Induction Program including presentations by all team leads introducing their teams and communicating their team’s purpose, goals, projects and challenges. Training was also held on various governance‑related topics and a specific strategic planning workshop on Council’s Community Strategic Plan and Delivery Program was held. During the year, Councillors were invited to participate in an extensive professional development program to support their learning and professional growth.

Overall, during the year, there were 10 Ordinary Council meetings, three Extraordinary Council meetings and 40 Councillor workshops. Publication of Council meeting minutes is within two days. There were 1,860 Councillor requests responded to, with the average response time within the set service standard of five days or less. Additional information about activities undertaken to support democratic governance in our City may be found from page 134.

Operational Plan Service Delivery Civic Support Services Council Election and Councillor Induction

KEY: 124

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Business Strategy and Innovation Providing specialised corporate strategy, planning and business transformation for Council, including implementing the Integrated Planning and Reporting Framework and Council’s Continuous Improvement Framework, including process management and business innovation, and project governance across the Council. To improve and drive business transparency, efficiency and effectiveness, we undertook reviews of current services, customer delivery and experience, customer request workflows, existing business processes and legislative reporting requirements. We supported the solution design and delivery of recommendations for a refresh of the 735A Certificate application process; a new performance dashboard for tracking State Significant Developments (SSDs); the implementation of our financial platform TechOne as a service; and a cloud‑based application. We provided full disclosure on key aspects of the Council’s core services, including annual and quarterly reporting, and other legislative and regulatory requirements as required by the Local Government’s Integrated Planning and Reporting (IP&R) Framework. Induction training was provided to the incoming Council on the IP&R Framework and Council’s statutory obligations, and legislative and regulatory requirements for the new Council term.

KEY:

Complete

On track

Action required

Following the Local Government Election in September 2024, we reviewed and refreshed the entire suite of IP&R documents including the Community Strategic Plan, the Community Engagement Strategy, the Four-Year Delivery Program, the One-Year Operational Plan, and the Resourcing Strategy. See page 21 for more information.

Operational Plan Service Delivery Business Strategy and Innovation Corporate Planning and Reporting Review of Community Strategic Plan Enterprise Project Management Office

Delayed/Did not achieve target

Deferred

Cancelled 125

Our Open and Progressive City

Governance, Audit and Risk Providing specialist services to ensure Council operations are covered by robust and effective organisational operations, comply with legislative requirements, and engage in ethical decision-making and behaviour. Also helping the organisation manage significant risk exposures, including work health and safety risks, injury management, return to work and injury claims management.

Supporting Business Transformation

Protecting our Work Health and Safety

To strengthen compliance, accountability and policy management we progressed governance initiatives, including the implementation of a new Delegations of Authority and Legislative Compliance Register and reviewed financial delegations to ensure alignment with Council’s finance system. We drafted an updated Audit Charter and undertook a swimming pool compliance review, contract management audit, and fraud and corruption review. We also began planning for the implementation of a new audit issue monitoring system for early 2025/26. To enhance transparency and accountability, we engaged regularly with stakeholders to communicate Audit Risk and Improvement Committee (ARIC) minutes and follow‑up on audit recommendations. An extensive review of the Corporate Document Register and key policies was also undertaken, including Councillor and Staff Interaction, Code of Conduct, Councillor Expenses and Facilities, Code of Meeting Practice, and Gifts and Benefits Policies developed a new Council Policy Framework, supported by updated templates, and prepared a draft Unsolicited Proposal Policy for consultation. Several corporate documents and policies were endorsed during the year, including Pecuniary Interest Returns, ARIC Charter, Public Interest Disclosure Policy, Councillor Discretionary Funds Policy, Sponsorship Policy, Data Breach Policy, Media Policy, Social Media Policy, COVIDSafe Workplace Policy, and the Mayor’s Roles and Responsibilities Policy. Please refer to the Corporate Governance – The Council Organisation section of this report for a complete overview of Council’s Governance, Audit and Risk management activities on page 148.

We strengthened our WHS framework through improved reporting, policy reviews and staff engagement. A new monthly WHS report format was introduced, while additional resources were allocated to inspections to increase completion rates. Core WHS policies, including drug and alcohol, injury management and emergency procedures, are under review; we also undertook organisation-wide consultation on 122 standard operating procedures and 36 risk assessment method statements. Our annual health and flu clinics were well attended following strong staff communication. We also undertook extensive online and face-to-face training for staff as we transition from our SafeHold reporting system to the interim MS Forms. Additional information about WHS performance may be found in the Corporate Governance – The Council Organisation section of this report on page 157.

KEY: 126

Complete

On track

Action required

Operational Plan Service Delivery Governance Support Complaints Management Internal Audit Risk and Insurance Health, Safety and Injury Management Please refer to WHS Report 2024/25 on page 157. Work Health and Safety (WHS) Road Map Key hazards and risks from the audit were addressed. Between July 2024 and June 2025, the WHS team completed 37 of 56 planned inspections (66 percent) and is targeting 100 percent coverage by end of 2025.

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

Asset Management Long-term planning, management and reporting for the Council’s $1.724 billion asset portfolio ensures that the Council remains financially sustainable into the future and can maintain the City’s assets to provide an acceptable service level for the community. This includes short-term and long-term capital project planning for renewal and upgrade of assets within the LGA, maintaining Council’s asset management framework, and managing the asset management system and business processes in consultation with the various asset custodians. Our Strategic Asset Management Plan and Council’s Long-Term Financial Plan were adopted in June 2025, accounting for the replacement, renewal, upgrade, maintenance and ongoing operating costs of Council’s asset portfolio over the next 10 years.

All asset renewal planning is progressing as per asset plans and LTFP documentation. Our corporate asset system is being updated to align with a revaluation of infrastructure asset information that was also undertaken during the year.

Operational Plan Service Delivery Maintaining Asset Management Framework Asset Planning Short-term (1-4) years and Long-term (10+) years capital project planning Asset information collection and Revaluation Managing Council’s asset management system Investigations and review of CCTV information Renewal of Buildings Renewal of Stormwater Renewal of other Road Assets

RYDE LIBRARY KEY:

Complete

On track

Action required

Delayed/Did not achieve target

Deferred

Cancelled 127

Our Open and Progressive City

Financial Management Providing a comprehensive range of financial services to Council and supporting the delivery of services, the collection of revenue and investment of funds, ensuring the Council’s financial statutory responsibilities are met, accounting for transactions, compliance with accounting standards, regulations and laws, the management of good internal controls and stewardship for guiding Council’s financial sustainability. To help fund Council services and programs, we issued the annual rates notices and reminders as per agreed timeframes with minimal rates outstanding at year end. We continued to invest available surplus funds with the best available term deposit interest rates and have been able to achieve 0.8 percent above the benchmark figure. A summary of our financial results may be found on page 16, with comprehensive information in Council’s Financial Statements from page 213.

Operational Plan Service Delivery Financial Accounting Council's reserves generate over 0.85 percent returns over benchmark (Bloomberg rate) Management Accounting Revenue and Systems

Information Technology Management Providing information, communication and technology (ICT) services supporting Council operations, managing data and information flow through the organisation, and ensuring records are stored, maintained and archived as required by government legislation. The ICT portfolio has more than 100 applications and 1,000 end-user devices (PCs, tablets, notebooks and mobile devices) as well as networks based on over 100 servers in active use. Providing specialised records management services that support Council operations, managing data and information flow through the organisation, and ensuring records are stored, maintained and archived as required by government legislation. We advanced our ICT governance and resilience initiatives during the year, with the re-establishment of the ICT Digital Portfolio Steering Group planned for 2025 following our organisational restructure. The Audit, Risk and Improvement Committee (ARIC) received a cyber security update in March 2025, confirming Council’s overall cyber hygiene status as healthy. Our annual disaster recovery rehearsal was successfully completed. A number of projects to improve service delivery, security and operational efficiency progressed in 2024/25. Key achievements included the renewal of our managed networking services contract and completion of a managed hosting services evaluation. Deployment of new Windows 11 laptops is underway, with full replacement of Windows 10 devices scheduled for completion by September 2025. Interim solutions for Safehold and PlayState systems were implemented, with permanent replacements planned. Major upgrades to Open Office and planning for Content Manager remediation will strengthen system performance

KEY: 128

Complete

On track

Action required

and stability. Progress also continued on replacing CADCorp and RydeMaps, with testing of the new Tech1 Spatial module in progress. An IT change management plan is being developed to support the organisational restructure. A comprehensive review of IT policies and guidelines is underway, with completion scheduled for August 2025.

Operational Plan Service Delivery Technology platforms IT Strategy and Governance ICT Strategy Implementation ICT Platform and Application Enhancements Information and Records Management Land Information and Mapping

Delayed/Did not achieve target

Deferred

Cancelled

City of Ryde Annual Report 2024/25

People Management Providing generalist human resource services for the Council, including workforce planning, equal employment opportunity and diversity management, remuneration, recognition and rewards management, payroll services, industrial relations, change management, capability development, leadership development and ongoing workforce training and development. In December 2024, following a Council Resolution, an announcement was made to all employees that there would be an organisational restructure. The majority of staff participated in a consultation process and roles and accountabilities were subsequently confirmed. Council’s Joint Consultative Committee was updated monthly

on the progress of the new structure and the consultative process. Unions also received regular updates. The Working at the City of Ryde section of this report (commencing on page 150) provides a complete overview of people and organisational services provided for Council staff.

Operational Plan Service Delivery Workplace Strategy and Employee Relations Payroll Services Organisational Development and Capability

Major Projects Aiming to provide best-value investment in community infrastructure as a means of delivering social, environmental and economic outcomes for the community of Ryde by planning and delivering major infrastructure projects to established time, cost and quality targets. Constitution Road provides primary access into the Meadowbank Town Centre with rapid development along the corridor placing significant demand on the road. Current traffic arrangements do not provide the capacity to service the current or predicted future traffic demand: the road carries over 13,000 vehicles per day, but numerous pinch points reduce traffic flow and cause congestion during busy periods. Following a comprehensive community engagement process, Council completed designs and invited tenders for a range of major infrastructure upgrades along Constitution Road, Meadowbank. The upgrades will deliver a suite of important traffic, safety and public domain improvements and enhance the overall amenity of the road corridor, helping to balance traffic movements and reduce delays across the precinct. They are expected to result in significant long-term benefits to the local and broader community. The changes aim to not only enhance the overall traffic flow, but to also balance local pedestrian and amenity considerations to create high-quality, character‑rich public domain. KEY:

Complete

On track

Action required

Crucial infrastructure development and improvement works are being funded through a NSW Government election commitment (via TfNSW) and Council’s capital works program as well as other government grants and developer contributions, including: • Department of Planning – NSW AIF Round 3 •

Department of Regional NSW – Infrastructure Betterment Fund

•

Developer contribution – Developer (Holdmark) Bowden St TCS.

Operational Plan Service Delivery Major Projects Complete designs to facilitate the timely reconstruction of and upgrades to Constitution Road in Meadowbank.

Delayed/Did not achieve target

Deferred

Cancelled 129

Our Open and Progressive City

MACQUARIE PARK 130

City of Ryde Annual Report 2024/25

The Year Ahead Council revised and updated its Four-Year Delivery Program following the election of the City of Ryde’s 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 Our Open and Progressive City outcome are Strategic Property Management, Service Delivery Support and Governance and Corporate Services. 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 include: • Developing, managing and maintaining Council’s portfolio of corporate, commercial, residential, operational and civic properties to ensure maximum long-term value and return for ratepayers •

Key support functions that underpin all of Council’s programs, including customer services, cleaning, landscaping, procurement and maintenance and construction services

•

Specialist and corporate services including strategy and business improvement, governance, audit and risk, asset management, financial management, information technology and records management.

Some of the projects planned for 2025/26 include implementing new legal compliance oversight arrangements; responding to calls and counter service enquiries; implementing process improvement recommendations; supporting organisational change processes; and undertaking a comprehensive property portfolio review. The complete range of activities undertaken is listed in Council’s 2025‑26 One‑Year Operational Plan. www.ryde.nsw.gov.au/FourYearDeliveryPlan

131

Governance

Governance This chapter describes the City of Ryde’s democratic governance – the role of Councillors and their responsibilities. It also details our corporate governance, the structure and leadership of Council and how we work with and deliver services for the community. It provides an overview of working at Council, our workplace demographics and our role in making sure the City of Ryde is a safe place to work.

132

City of Ryde Annual Report 2024/25

Figure 1 Links between the community, Council and Council administration

Local Government Act 1993 (NSW) (Governing legislation)

City of Ryde Community (Provides input for City priorities)

Elected Council (Provides leadership and decision-making)

Community Committees (Provide leadership, advice and recommendations on specific matters)

Chief Executive Officer (Provides leadership and implementation of Council decisions)

Audit, Risk and Improvement Committee (Provides assurance and oversight of Council operations)

Executive Leadership Team

Office of the CEO

General Manager Business Operations

General Manager City Shaping

133

Governance

Democratic Governance – Our Council Council is empowered by the Local Government Act 1993 (the Act) to make decisions informed by the priorities of the community. The Act empowers the City of Ryde to define and enforce local laws, regulations and policies necessary to effectively manage and govern the local government area. The Local Government (General) Regulation 2021 supports implementation of the Act by providing more detailed guidance.

Role of Council From 1 July 2024 to 14 September 2024, the elected Council of the City of Ryde consisted of 12 Councillors, being the Mayor and 11 Councillors. Following the Local Government Election in September 2024, the elected Council of the City of Ryde consisted of a popularly elected Mayor and 12 Councillors (total of 13). The Mayor and Councillors must act in accordance with the Local Government Act 1993 and relevant State and Federal legislation. Council’s role is to create liveable places for people who live, visit, study, work and play in the City of Ryde. We fulfill our statutory roles, functions and objectives through a corporate and civic governance structure that comprises: • Council •

Chief Executive Officer

•

Executive Leadership Team.

The elected Council weighs up the issues facing our growing City and ensures that ratepayers’ money is allocated to priority areas and spent in the most effective way. This means balancing the needs of the community against the needs of individuals and taking into account the long-and short-term implications of decisions. Day-to-day operations are delegated to the Chief Executive Officer who is responsible for administration of the Council. Corporate performance is monitored through reports to Council and the community and this Annual Report.

Delegating Decision-making and Authority In accordance with the Local Government Act 1993 (pages 377-381), Council can delegate some of its decision-making authority and functions to the Chief Executive Officer. The Chief Executive Officer is able, in turn, to delegate functions to nominated roles within the City’s staff, enabling them to efficiently perform the responsibilities of their roles, enforce Council regulations and finalise or negotiate various matters within parameters set by Council.

134

The Corporate Delegations Register records these delegations. Figure 1 (on page 133) provides an overview of the City’s functions and operations and shows the link between the community, Council and City of Ryde administration.

The Elected Council The community normally elects Councillors for a four-year term. The City of Ryde is divided into three wards (East, Central and West) with four Councillors elected to represent each ward. Where there is no popular elected Mayor, the Councillors elect the Mayor every two years. The role of Deputy Mayor is not required under the Act. However, if the Councillors decide to elect a Deputy Mayor, they must also determine the term. Together, the Councillors make the policies and decisions that drive and shape the direction and achievement of the City’s vision into the future. From 1 July 2024 to 14 September 2024, the City of Ryde’s elected Councillors were: • Councillor Trenton Brown •

Councillor Shweta Deshpande

•

Councillor Daniel Han

•

Councillor Jordan Lane

•

Councillor Sophie Lara-Watson

•

Councillor Justin Li

•

Councillor Roy Maggio

•

Councillor Katie O’Reilly

•

Councillor Penny Pedersen

•

Councillor Bernard Purcell

•

Councillor Charles Song

•

Councillor Sarkis Yedelian OAM

City of Ryde Annual Report 2024/25

Following the Local Government Election in September 2024, the City of Ryde’s elected Mayor and Councillors were: •

Mayor Trenton Brown (popularly elected Mayor)

•

Councillor Cameron Last

•

Councillor Keanu Arya

•

Councillor Justin Li

•

Councillor Shweta Deshpande

•

Councillor Dr Felix Lo

•

Councillor Daniel Han

•

Councillor Roy Maggio

•

Councillor Lyndal Howison

•

Councillor Penny Pedersen

•

Councillor Tina Kordrostami

•

Councillor Kathy Trace

•

Councillor Sophie Lara-Watson

At the Extraordinary Council meeting on 15 October 2024 Councillor Sophie Lara-Watson was elected as Deputy Mayor.

CITY OF RYDE – NORTH RYDE OFFICE 135

Governance

The Elected Council (to Sept 2024) West Ward Mayor Trenton Brown Elected Sept 2017 Mayor Mar 2024 – current

Clr Justin Li Elected Oct 2022 Previous Councillor term Sept 2008 – Sept 2017 Deputy Mayor Sept 2012 – Sept 2014

Clr Daniel Han Elected Dec 2021 Deputy Mayor Sept 2023 – Sept 2024

Clr Charles Song Elected Dec 2021

Central Ward Clr Shweta Deshpande Elected Dec 2021 Deputy Mayor Feb 2023 – Sept 2023

Clr Bernard Purcell Elected Sept 2017

Clr Katie O’Reilly Elected Dec 2021

Clr Sarkis Yedelian OAM Elected Mar 2004 Mayor Dec 2022 – Mar 2024 Deputy Mayor Sept 2007 – Sept 2009 Sept 2022 – Dec 2022

East Ward

136

Clr Jordan Lane Elected Sept 2017 Mayor Jan 2022 – Dec 2022

Clr Sophie Lara-Watson Elected Dec 2021

Clr Roy Maggio Elected Sept 2008 Mayor Sept 2013 – Sept 2014 Deputy Mayor Sept 2009 – Sept 2010 Sept 2014 – Sept 2016 Sept 2021 – Dec 2021 Jan 2022 – Sept 2022

Clr Penny Pedersen Elected Sept 2017

City of Ryde Annual Report 2024/25

The Elected Council (From Sept 2024) Mayor Mayor Trenton Brown Elected Sept 2017 Mayor Mar 2024 – current

Clr Brown currently works as a governance adviser with the State Government. He is passionate about stopping overdevelopment in Ryde and preserving open recreational space, such as the TG Millner Fields, and the early heritage homes of our local area. He is working to achieve stronger economic management, advocating for greater transparency in decision-making and supporting local business and community organisations.

West Ward

Clr Cameron Last Elected Sept 2024

Clr Justin Li Elected Oct 2022 Previous Councillor term Sept 2008 – Sept 2017 Deputy Mayor Sept 2012 – Sept 2014

Clr Dr Felix Lo Elected Sept 2024

Clr Kathy Tracey Elected Sept 2024

Clr Last is a lifelong Ryde local and is passionate about preserving the character of the area. Ryde’s parks and green spaces are a particular concern for him amidst the City’s growing population.. He has a passion for urban planning, and is currently undertaking further qualifications at Macquarie University. Clr Last is an active volunteer, including as a firefighter and formerly as a member of the Ryde Youth Council.

Clr Li was elected to represent the City of Ryde’s West Ward following a by‑election in October 2022 replacing Clr Jerome Laxale. Justin previously served on Ryde Council for nine years between 2008 and 2017, including two years as Ryde’s Deputy Mayor, the first person of Asian descent to hold that position. A Christian, corporate lawyer and social media influencer, he is also the founder of the online community Humans of Eastwood.

Clr Lo was elected to represent City of Ryde in September 2024. Felix was an inaugural Multicultural Ambassador of City of Ryde and is a long-term member of the Human Research Ethics Committee for the Australian higher research sector. A notary public, rehabilitation Counsellor, Brazillian Jiu Jitsu coach and competitor, Felix brings array of skills and experiences for the service of our City’s residents.

Clr Tracey has proudly called Marsfield home for over 45 years. Her greatest passion is creating a strong sense of belonging and inclusivity across all areas of sport. As a dedicated volunteer, Kathy has given countless hours to numerous community groups, with a special focus on Ryde’s sporting community. She works to ensure that everyone, regardless of background or ability, feels welcome and included, helping to build a stronger, more connected community. 137

Governance

The Elected Council (From Sept 2024) Central Ward

Clr Shweta Deshpande Elected Dec 2021 Deputy Mayor Feb 2023 – Sept 2023

Clr Daniel Han Elected Dec 2021 Deputy Mayor Sept 2023 – Sept 2024

Clr Lyndal Howison Elected Sept 2024

Clr Tina Kordrostami Elected Sept 2024

Clr Deshpande has a degree in English Literature and an MBA from the University of Technology Sydney. She understands the everyday juggle of most parents and the important role Council plays in enabling the local community to be a safe and friendly place to raise young kids and a family. Sustainable living and building a future that holds a promise for the next generation is a key passion for Clr Deshpande.

Clr Han is a local high school teacher with a pharmacist background who has worked and lived in Ryde for over 20 years. He is passionate about turning Ryde into a more vibrant, innovative and sustainable city to serve the fast-growing community. Clr Han is committed to improving our local village areas to help businesses recover from the pandemic. He is also a strong advocate for sports and recreation.

Clr Howison is a parent, high school teacher and volunteer with previous experience serving the community as a Councillor. She has a Bachelor of Business and a Masters of Teaching, and has worked as a manager in communications and marketing in charities and the finance sector. Currently working as a public high school teacher of geography, business studies, and commerce, she is passionate about education, civics, environmental management and community participation.

Clr Kordrostami is an architectural designer specialising neurodiverse design within the disability sector. With a long history of community engagement, she has become a strong advocate for human rights and inclusivity. Growing up in Ryde, Clr Kordrostami is committed to the future planning of the LGA towards a much greener, more affordable and community-focused environment. As an immigrant, activist and local business owner, she is committed to broadcasting the voice of Ryde constituents.

138

City of Ryde Annual Report 2024/25

East Ward

Clr Keanu Arya Elected Sept 2024

Clr Sophie Lara-Watson Elected Dec 2021 Deputy Mayor Oct 2024 – current

Clr Roy Maggio Elected Sept 2008 Mayor Sept 2013 – Sept 2014 Deputy Mayor Sept 2009 – Sept 2010 Sept 2014 – Sept 2016 Sept 2021 – Dec 2021 Jan 2022 – Sept 2022

Clr Penny Pedersen Elected Sept 2017

Clr Arya is a professional auditor, and the first person of Persian/Iranian descent ever elected to the City of Ryde. He is passionate about health and fitness; protecting green space and sustainable development; and enriching Ryde through arts and culture. As the dedicated parent of two and a long-term Ryde resident, Clr Arya values community strength and cohesion and is using his multilingual background to better connect with Ryde’s diverse multicultural community. A Chartered Accountant in public practice since 1998, with expertise in professional business services and audit, Clr Arya brings seasoned insights and accountability, with a focus on transparency and strategic oversight to support Ryde’s governance effectively.

Clr Lara-Watson works as an auditor and holds a Chartered Accountant membership. She grew up in Ryde and benefited from the community care and services Ryde provides. Her priorities are fixing Council’s budget position, increasing quality infrastructure and conserving Ryde’s parks.

Clr Maggio is an advocate for Council’s support of local organisations and promotion of all forms of sport and other community-based recreational activities as the foundations of health, wellbeing and a sense of belonging for the community. He is passionate about fiscal responsibility and financial sustainability, being a custodian of the community’s assets and a frontline representative of Council services.

Clr Pedersen is a radio presenter, performer and producer who has worked in film, television, theatre and education. She is passionate about her local community, the environment, social inclusion, women’s issues and the arts. She is also aware of the challenges facing Ryde with increased highdensity living and the strain this is placing on our local infrastructure and services.

139

Governance

Elected Council’s Responsibilities Council Meetings

Councillors’ Fees and Expenses

Council meetings are held at Level 1A Pope Street, Ryde in the Council Chambers, and are live‑streamed through the City of Ryde website. Meetings are open to the public, and residents and businesses are actively encouraged to attend and participate in the decision-making process. Council may consider a small number of matters, due to their nature and the need to maintain confidentiality, in closed session. All Council meetings are carried out in accordance with Council’s Code of Meeting Practice. Council’s meeting schedule, agendas and minutes are available on the City of Ryde website. The Mayor’s role, as chair of Council meetings and the leader of Council, is crucial in managing effective relationships with the Chief Executive Officer and upholding good governance. The Mayor presides over and is responsible for the orderly conduct of Council meetings.

The Local Government Remuneration Tribunal is constituted under Sections 239 and 241 of the Local Government Act 1993 and is responsible for categorising councils, county councils and mayoral offices to determine the amounts of fees to be paid to Councillors, members of county councils and Mayors in each category. The Mayor and Councillors receive an annual fee established by Council and set within the approved range by the Local Government Remuneration Tribunal. The Mayor’s Fee for 2024/25 was $90,370.00 plus a Councillor’s Fee of $31,020.00. The Councillor’s Fee for 2024/25 was $31,020.00 for each Councillor. The Mayor and Councillors also receive reimbursement of expenses relating to their roles as detailed in the approved Councillor Expenses and Facilities Policy (refer to Table 1 for more information).

Council Decisions The Council is recognised as a single entity and Councillors only have the authority to make decisions as a group, when they are acting as ‘Council’.

Code of Conduct Council officials, including Councillors and staff, are bound by a Code of Conduct, which sets high standards for their ethical behaviour and decisionmaking. The Code outlines the expected standards of behaviour and explains the steps to be followed when making and investigating allegations of breaches of the Code. During 2024/25 there were four Code of Conduct complaints that involved Councillors. The complaints received were handled in accordance with the City of Ryde Code of Conduct – Complaints Procedure. Of the four complaints, one was found to have insufficient information to proceed and was discontinued prior to preliminary assessment. One complaint was resolved by alternative means under the Complaints Procedure and the other two complaints determined that no breaches were identified and no further action was required.

140

City of Ryde Annual Report 2024/25

Table 1. Total cost during the year of the payment of expenses of, and the provision of facilities to, Councillors in relation to their civic functions – s 428(4)(b).

Local Government Act Reference

Item

Cost

cl 217 (1)(a)

Details of overseas visits by Councillors, Council staff or other persons representing Council (including visits sponsored by other organisations).

Nil

cl 217(1)(a1)

Total cost during the year of the payment of expenses of, and the provision of facilities to, Councillors in relation to their civic functions. This figure includes the categories given below, and minor miscellaneous items that are consistent with the City of Ryde Councillor Expenses and Facilities Policy.**

$86,309.53

cl 217(1)(a1)(i) & (ii)

Provision of dedicated office equipment allocated to Councillors.

$42,897.61

Telephone calls made by Councillors (communication expenses).***

$13,651.42

cl 217 (1)(a1)(iii)

Attendance of Councillors at conference and seminars, including registration, accommodation, transport etc.

Nil

cl 217(1)(a1)(iv)

The provision of induction training and professional $23,248.50 development for Mayor and other Councillors. Training of Councillors and provision of skill development.

$6,512.00

217 (1)(a1)(v)

Interstate visits by Councillors (excluding conferences).

Nil

cl 217(1)(a1)(vi)

Overseas visits by Councillors, including transport, accommodation and other out-of-pocket travelling expenses.

Nil

cl217(a)a1)(vii)

Expenses of any spouse, partner or other person who accompanied a Councillor.

Nil

cl 217(1)(a1)(viii)

Expenses involved in the provision of care for a child or an immediate family member of a Councillor.

Nil

** This amount is for reimbursements up until and including 30 June 2025. Councillors are able to put in reimbursements up to three months after being received. *** This amount includes all communication expenses for Councillors (mobile, landline, internet, data usage, postage).

141

Governance

Professional Development by Councillors – cl 186 Details of training and ongoing professional development by Councillors are listed in Table 2. Table 2. Information about induction training and ongoing professional development for Councillors. Mayor Trenton Brown •

Code of Meeting Practice

•

Chairing Effective Committee Meetings

•

Code of Conduct

•

Planning for Councillors

•

Media and Social Media

•

Speed Reading

•

Risk Management, Work Health and Safety

•

Taxation Considerations for Councillors

•

Councillor Expenses and Facilities

•

Code of Meeting Practice for Councillors

•

Essentials for Councillors Cyber Security Awareness Training

•

Media Preparation Training.

•

Domestic Violence – Councils are part of the solution

Councillor Keanu Arya •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training.

•

Risk Management, Work Health and Safety

Councillor Shweta Deshpande •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training.

•

Risk Management, Work Health and Safety

Councillor Daniel Han •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training.

•

Risk Management, Work Health and Safety

Councillor Lyndal Howison •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training.

•

Risk Management, Work Health and Safety

•

Essentials for Councillors Cyber Security Awareness Training

•

Code of Meeting Practice for Councillors

•

Business Excellence in Local Government

•

Integrated Planning and Reporting.

Councillor Tina Kordrostami •

Code of Meeting Practice

•

Code of Conduct

•

Media and Social Media

•

Risk Management, Work Health and Safety

•

Councillor Expenses and Facilities

142

City of Ryde Annual Report 2024/25

Councillor Sophie Lara-Watson •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training.

•

Risk Management, Work Health and Safety

Councillor Cameron Last •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training.

•

Risk Management, Work Health and Safety

Councillor Justin Li •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training.

•

Risk Management, Work Health and Safety

Councillor Felix Lo •

Code of Meeting Practice

•

Risk Management, Work Health and Safety

•

Code of Conduct

•

Councillor Expenses and Facilities

•

Media and Social Media

•

Essentials for Councillors Cyber Security Awareness Training.

Councillor Roy Maggio •

Code of Meeting Practice

•

Risk Management, Work Health and Safety

•

Code of Conduct

•

Councillor Expenses and Facilities.

•

Media and Social Media

Councillor Penny Pedersen •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training

•

Risk Management, Work Health and Safety

•

LG Asset Financials for Councillors.

Councillor Kathy Tracey •

Code of Meeting Practice

•

Councillor Expenses and Facilities

•

Code of Conduct

•

Media and Social Media

Essentials for Councillors Cyber Security Awareness Training

•

Risk Management, Work Health and Safety

•

Speed Reading course.

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Governance

Councillor Attendance at Meetings and Workshops Thirteen Council meetings were held from 1 July 2024 to 30 June 2025, with the Table 3 listing meetings and workshops attended during that period. Workshops are held to advise Councillors on topical issues, such as the proposed budget. Table 3. Councillor attendance at meetings and workshops for the period 1 July 2024 to 30 June 2025. Workshops Attended 40 Workshops were held in 2024/25

Council Meetings Attended 13 Council meetings were held in 2024/25

Number

Percent

Number

Percent

Trenton Brown – Mayor

39/40

98 percent

13/13

100 percent

Keanu Arya

30/30

100 percent

11/11

100 percent

Shweta Deshpande

20/40

50 percent

13/13

100 percent

Daniel Han – Deputy Mayor to September 2024

26/40

65 percent

13/13

100 percent

Lyndal Howison

24/30

80 percent

11/11

100 percent

Tina Kordrostami

28/30

93 percent

11/11

100 percent

Jordan Lane

2/10

20 percent

2/2

100 percent

Sophie Lara-Watson – Deputy Mayor from October 2024

36/40

90 percent

13/13

100 percent

Cameron Last

22/30

73 percent

11/11

100 percent

Justin Li

34/40

85 percent

13/13

100 percent

Felix Lo

21/30

70 percent

10/11

91 percent

Roy Maggio

9/40

23 percent

11/13

85 percent

Katie O’Reilly

4/10

40 percent

2/2

100 percent

Penny Pedersen

36/40

90 percent

13/13

100 percent

Bernard Purcell

10/10

100 percent

2/2

100 percent

Charles Song

0/10

0 percent

1/2

50 percent

Kathy Tracey

29/30

97 percent

11/11

100 percent

Sarkis Yedelian OAM

2/10

20 percent

2/2

100 percent

144

City of Ryde Annual Report 2024/25

Committee Membership Committees Local Planning Panel

Chairs Alison McCabe John Cole Julie Savet Ward Experts David Epstein, Graham Brown, Susan Hobley, Trevor Bly, Vanessa Holtham, Steven Layman, Deborah Sutherland, Jeremy Swan, Heather Warton, David Crofts, Peter Monks, Philip Bull, Awais Piracha, Linda Gosling, Wayne Carter.

Purpose A panel of independent experts who determine development applications on behalf of Council and provide advice to Council on planning matters.

Community Representatives Ayesha Songalia, Fred Ibrahim, Mathew Fortunato, Pavel Zaytsev.

Advisory Committees and Community Commitees Community committees help Council stay connected with the views of our local citizens. Comprising local community members and Council representatives, these groups provide advice and feedback to the Council on key issues. During 2024/25, there were two Council advisory committees and eight Community Committees proposed for the City of Ryde. Committee

Membership (Councillors)

Purpose

Audit, Risk and Improvement Committee

External Member (C): Ms Sheridan Dudley (July 2024 – April 2025) and David Pendleton (May 2025 – June 2025) External independent members: Mr Carl Millington Mr Mathew Broom Councillor representatives: Mayor Trenton Brown and Councillor Sophie Lara-Watson.

Provides a forum for communication between all stakeholders ie Council, Chief Executive Officer, Senior Management and Internal and External Audit. Ensures and supports the independence of the Internal Audit Function.

Ryde Local Transport Forum

The Ryde Local Transport Forum (formerly known as Ryde Local Traffic Committee) has the following members, similar to previous years: Members: One representative of Council (Manager Traffic Services), one representative of NSW Police Service, one representative of TfNSW; and the Local Member of Parliament or their nominees who are only entitled to vote on matters that affect their electorate.

Advises Council on all traffic-related matters.

145

Governance

Proposed Community Committees

Purpose

Festival and the Arts Community Committee

Considers matters and informs Council of community views and likely impact regarding the delivery and development of festivals and events and the progress of the arts and cultural sector within the City of Ryde to make Ryde a culturally rich and vibrant community.

Heritage Community Committee

Advises and assists Council to promote, celebrate and conserve the cultural heritage of the City of Ryde, which includes places of Indigenous, aesthetic, archaeological, historical, natural and social values and significance. Our cultural heritage is diverse and may include built heritage, cultural landscapes, movable heritage, local histories and stories.

Inclusion and Wellbeing Community Committee

Provides advice and recommendations on how meeting inclusion and access needs of people living in the community can be improved. Assists in the development, implementation and review of Council’s plans, policies and practices, including the Disability Inclusion Action Plan.

Multicultural Community Committee

Advises Council to ensure that culturally and linguistically diverse (CALD) residents in the City of Ryde are welcomed and able to participate actively and inclusively in all aspects of community and civic life. This working group also supports Council to recognise and value the diversity of the community.

Ryde Youth Council Community Committee

Provides advice and recommendations to Council regarding matters impacting young people and the community; promotes opportunities for participation and involvement of young people in community activities by building skills in leadership, communication and teamwork; promotes community awareness on issues impacting young people and positive images of young people and their achievements in the community.

Small Business Community Committee

Provides direction and support to assist Council in implementing the Economic Development Strategy (2020-2024); responds to issues, opportunities and collaborations that support the Economic Development Strategy’s three pillars including marketing the City of Ryde, employment generation and building partnerships.

Sport, Recreation and Leisure Community Committee

Considers matters and informs Council of community views and their likely impact on programs and services, capital works, the impact and benefits of sport, recreation and active transport in the City of Ryde and any other relevant community issues.

Sustainability Community Committee

Considers matters and informs Council of community views and likely impacts regarding biodiversity and natural areas, including waterways and habitat corridors; environmentally sustainable initiatives including climate change, Net Zero emissions and resilience; renewable energy and low emissions technologies and initiatives across the region, state‑wide and nationally; resource efficiency and recovery; sustainable transport and low‑emissions technologies; sustainable land use planning and community response and behavioural change.

146

City of Ryde Annual Report 2024/25

Corporate Governance – The Council Organisation

The City of Ryde is responsible for strategy, planning, policy, regulation and service delivery for the local government area. Between 2025 and 2029 Council will deliver a substantial program of investment in infrastructure and services with a focus on both delivering new infrastructure and maintaining the City’s existing assets, as well as high‑quality services for residents. The Council is led by the Chief Executive Officer. Council services are delivered through 30 departments that support the Chief Executive Officer and make up two portfolios and the Office of the Chief Executive Officer.

Structure and Leadership Executive Leadership Team The Executive Leadership Team provides clear and consistent leadership and decision-making, which supports delivery of strategic priorities and outcomes expected by Council. The team is led by the Chief Executive Officer and includes two General Managers, the Chief Financial Officer and the General Counsel. The Executive Leadership Team meets weekly and on other occasions as required.

Wayne Rylands Chief Executive Officer •

Executive Services

•

Legal Services

•

Business Assurance and Governance

•

City Property

•

City Architect.

The Office of the Chief Executive leads the Council and provides direct administrative support services for the Chief Executive Officer and high-quality legal, business assurance, governance, and consultative services for the City of Ryde.

Michael Galderisi General Manager – City Shaping •

City Places

•

City Spaces

•

City Transport

•

City Resilience

•

City Fabric

•

City Economy

•

Social and Cultural Planning.

The City Shaping Portfolio focuses on long-term city-wide strategy development and advocacy by pursuing relationships with relevant State Government agencies and other stakeholders to achieve directions established in Council strategies.

For more information on the Chief Executive Officer and General Managers visit www.ryde.nsw.gov.au/organisation 147

Governance

Internal Audit, Risk Management and Business Continuity Planning Audit, Risk and Improvement Committee The City of Ryde’s Audit, Risk and Improvement Committee includes three external independent members (one of whom is the chair) and two Councillor representatives. The Committee provides a review and monitoring role in our risk management, internal audit, internal control, governance and external accountability functions, as well as financial reporting and legislative and regulatory compliance. In 2024/25 the Committee provided oversight across a range of areas, including: Amended Internal Audit Plan 2025 and Four‑year Strategic Internal Audit Planning

Reviewed with input provided to longer term audit planning.

Annual Engagement Plan (Audit Office of NSW)

Reviewed with respect to conduct of the external financial audit.

Draft Financial Statements for 2024/25

Reviewed with referral recommended for external audit.

Internal Audit

Briefings received on progress against planned activities and audit reports considered. Reforms are being implemented in accordance with the recommendations of an external review.

Significant Audit and Risk Management Tasks

Progress against targets reviewed.

Quality Assurance Improvement Program Review

Progress and implementation of recommendations reviewed.

KPI Reporting

Progress reviewed.

Implementation of Internal Audit Recommendations by Senior Management

Progress reviewed.

Enterprise Risk Management (ERM)

Briefings received on Council’s approach to, and the ongoing development and maintenance of, our ERM and associated strategies, plans and registers.

Governance

Briefings on corporate governance initiatives and activities reviewed in accordance with an external review. Reforms are being implemented in accordance with the recommendations of this review.

Matters Arising from Regulatory Authorities (such as ICAC, Ombudsman, other Statutory Authorities and the Audit Office of NSW

Findings and recommendations considered, and implications shared with the City of Ryde.

External Audit

Confidential ‘in-camera’ meetings held with external auditors and then with Internal Audit in the absence of management to enable full and frank discussions.

Updated Fraud and Corruption Prevention Policy, Strategy and Action Plan

148

Action plan implementation in progress.

City of Ryde Annual Report 2024/25

Internal Audit The internal audit function provides independent advice and assurance services to Council. Internal audit assists management to improve performance and advises on internal controls over business functions and processes and fraud and corruption risks. The internal audit function is governed by a charter, with audits and reviews based on an Internal Audit Plan. This is endorsed by the Audit, Risk and Improvement Committee and combines operational, compliance and financial audits. Audit findings and recommendations are communicated to Council management in the areas audited, the Chief Executive Officer and the General Manager concerned, and the Audit, Risk and Improvement Committee. A significant majority of agreed internal audit recommendations for 2024/25 were implemented and outstanding actions are being progressed. During 2024/25, the following audits and reviews were undertaken: • RMS Drives 24 •

Swimming Pool Compliance Review (Public Pool)

•

Contract Management Framework

•

Privileged User Access – TechOne

•

Fraud and Corruption Framework.

Internal audit issues are monitored for implementation progress and reported to the Audit, Risk and Improvement Committee.

External Audit External auditors provide reasonable assurance on whether the financial statements are free from material misstatement and issue an Independent Auditor’s Report.

Risk Management and Business Continuity Planning As part of Council’s commitment to embedding sound risk management practices and culture across all areas of our operations, in late 2023, we commissioned an external review of our risk management function. The review identified that Council had to rebuild and refresh several of its risk management functions to enable risk management-informed decision making, good governance and the delivery of services to our community underpinned by a riskaware culture. In response to the review, in early 2025 Council appointed a new Risk and Insurance Coordinator, whose role includes the following: • Reviewing Council’s risk management framework by maintaining an up-to-date risk register, and monitoring emerging risks, with risk owner input and reporting to both ARIC and ELT, and aligning Council’s updated Risk Appetite Statement. •

Claims management, ensuring prompt claimant acknowledgement and claims assessment via the Civil Liability Act (NSW) 2002.

•

Undertaking a review of the Business Continuity Plan (BCP) to ensure it adequately reflects Council’s current structure and supports resilience in the face of unexpected events, such as severe weather, critical system outages or supply chain disruptions. The BCP update incorporates best practice and legislative requirements and includes regular testing, staff training and integration with emergency management processes to ensure Council is prepared to maintain essential services and recover quickly when disruptions occur.

By proactively managing risks and investing in business continuity planning, Council safeguards community services, protects public resources and enhances confidence in our ability to respond to challenges and opportunities.

149

Governance

Working at the City of Ryde At the City of Ryde, we are passionate about our people, both in the workplace and in the community. Our talented employees are our most valuable asset, and they are committed to delivering best-value services to our community.

Supporting our People

Managing Growth

To support the growth of our organisation and development of our people, our workforce management strategies focus on the following: • Flexibility of the workforce through ongoing workplace reform reviews to ensure the workforce is resourced and structured efficiently to deliver its responsibilities.

Our workforce continues to be reviewed both in size and structure, to ensure we meet the objectives outlined in our Delivery Plan, provide services to an increasing number of residents, workers and visitors, and respond to State Government priorities. From 2025/26 the Council will be led by the Chief Executive Officer and supported by 30 departments, making up five portfolios: Office of the Mayor and CEO, Advocacy and Strategy, Infrastructure, Development and Regulation and Business Services. Working collaboratively, we look to maintain our focus on long-term City-wide strategic development and advocacy for the City, by pursuing relationships with relevant State Government agencies and other stakeholders. This focus provides the strategic guidance to effectively manage the growing demand for service delivery from our community, supplementing the approach that considers the efficiency of work processes (process management), the effectiveness of the work undertaken to meet customer needs (business measures) and evidence of demand for the service (customer feedback). Council’s continuous improvement model is based upon LEAN improvement theory that requires business managers and their teams to remove waste from their processes as the first step in confirming any resource needs. Waste is recognised as those steps in any process that do not increase the value for the customer.

•

Targeted strategies to recruit, select and retain the right workforce to support Council’s delivery program and ensure the long-term supply of skills and resources.

•

Diversity and inclusion through promoting a workplace culture that displays fair practices and behaviour, and improved employment access and participation for Equal Employment Opportunity and diversity groups.

•

Developing capability through strategically targeted training and development of our workforce to ensure Council has the right skills at the right time to implement its strategies, plans and programs.

•

Innovation through technology, systems and processes to ensure Council’s workforce is supported to deliver its responsibilities efficiently and effectively.

•

Brand and culture, through continuing to build on our reputation as an Employer of Choice.

•

Recognition and reward through a responsible benefits and incentives program that recognises and rewards staff, encourages productivity and supports staff retention.

•

Maintaining collaborative industrial relations through adherence to statutory requirements, collaboration and consultation and promotion of a safe and industrially stable work environment.

150

City of Ryde Annual Report 2024/25

Organisational Values

Health & Safety

Excellence

Accountability

Developing Local Talent

Respect

Teamwork

Our staff are committed to pursuing the organisation’s mission and delivering work in accordance with our values. Through our business planning processes and ongoing review and communication throughout the year, staff look to consider new ways of working, embrace change as an opportunity for growth and strive to ensure that all interactions with our customers and community provide a consistent experience.

Mission To deliver the community’s vision within a culture of innovation, resilience and an exceptional customer experience – Health and Safety, Excellence, Accountability, Respect and Teamwork. These values – HEART for short – were developed by staff and reflect the diversity of the City of Ryde which has many HEARTS, one beat. The HEART values recognise that our employees: • Take personal responsibility for our own health, wellbeing and safety, as well as the health, wellbeing and safety of our colleagues and customers (Health and Safety) •

Do the best we can for our customers and embrace innovation in the way we work (Excellence)

•

Are honest, transparent and act in the best interest of Council and the community (Accountability)

•

Listen, seek to understand and celebrate the diversity of the people within our organisation and the community (Respect)

•

Work within both our own teams and other teams to successfully achieve Council’s goals (Teamwork).

As a major employer within the City of Ryde, we recognise the important role we play in providing meaningful and diverse employment opportunities. We offer a range of initiatives that help to develop local talent, including our work experience program, which provides young people wishing to explore a new career the opportunity to develop real-life, hands-on experience. This year we supported seven work experience placements across our business. In addition to our work experience program, we also support traineeships, apprenticeships and cadetships. We have been working closely with the NSW Government and its Fresh Start Grant Initiative. Council successfully applied for eight fully funded positions through this program. These positions include an architecture assistant cadet, an apprentice mechanic, a civil construction apprentice, three parks and garden apprentices and two business administration trainees. During 2024/25, we successfully filled three of these roles with the remainder to commence in 2025/26. We also support our diverse local talent with our internship program, and during the year Council partnered with UTS to build much-needed skills in engineering. Six students were recruited and supported by the City of Ryde during a six-month internship, which not only helps them to link learning in the workplace to learning at university, but also builds sector-specific critical skills that will allow Council to continue to deliver the wide range of infrastructure and services our community relies on.

151

Governance

Activities Undertaken to Implement Council’s Equal Employment Opportunity and Diversity Management Plan The City of Ryde continues to meet its legislative obligations under the Local Government Act (NSW) 1993, which includes ongoing revision of our Equal Employment Opportunity (EEO) and Diversity Management Plan. We are committed to ensuring we strive for a workplace culture that embraces and upholds all-inclusive principles relating to diversity and equal employment opportunity. In addition to adhering to legislative obligations, there are many studies demonstrating that workplace diversity is beneficial to an organisation. A diverse workplace brings with it different views and perspectives that in turn can increase innovation and productivity. It is our aim to create a diverse and skilled workforce that has equal access to rewarding opportunities and benefits relating to employment, career development and health and wellbeing. EEO and diversity initiatives delivered in the reporting period included: • Undertaking merit-based recruitment and providing selection training for staff participating in recruitment panels our commitment to continuous education of staff continued through informal Lunch ‘n’ Learn sessions on topics such as International Women’s Day. •

Our commitment to our White Ribbon Accreditation was maintained with the implementation of training and support to improve awareness of family and domestic violence and promote our no-tolerance approach to violence towards families and women.

152

•

A business administration traineeship was provided to a person of Aboriginal or Torres Strait Islander Background. We also extended the current business administration traineeship for a person with disability.

•

A specific paid temporary work opportunity was provided for a person with disability to further support Council’s inclusive volunteering project.

•

Adjustments were made to provide opportunities for people with disability to volunteer at Council events, enabling them to participate in supporting our community and develop life and employment-related skills outside of the workplace.

•

We remain focused on ensuring that we continue to meet our commitment to increasing employment opportunities for people with disabilities through targeted training, recruitment and adjustment processes.

•

We have incorporated EEO principles and information about discrimination into our new employee induction materials.

•

We celebrated diversity in everyday life through initiatives such as Wear It Purple Day, R U OK? Day and Mental Health Week.

City of Ryde Annual Report 2024/25

STAFF INDUCTION DECEMBER 2024

R U OK? DAY 2024 153

Governance

Workforce Demographics In December 2024 the CEO announced there would be an organisational review undertaken to ensure Council’s structure was best aligned to deliver services today and support future services to the community. The consultation process commenced with staff and relevant unions throughout the remainder of 2024/25. The consultation period has concluded and the new structure will be implemented following the appointment of new directors in early 2025/26. The City of Ryde has five portfolios: Infrastructure, Advocacy and Strategy, Development and Regulation, Business Services, and the Office of the Mayor and CEO. The infrastructure portfolio consists of six departments (Special Projects, Engineering and Project Delivery, Traffic Services, Property Management, Parks and Sports Grounds, and Operations). The Advocacy and Strategy portfolio consists of six departments (Urban Strategy, Open Space and Climate, Assets, Economic Development, Cultural and Social Development, and Transport). The Office of the Mayor and CEO consists of six departments (Executive Services and Governance, Legal Services, Strategic Property, Libraries and Community Service Delivery, Community Protection and Response, and Events and Communications). The Development and Regulation portfolio consists of five departments (City Places, Circular Economy and Resilience, Development Assessment, Health, Building and Regulatory Services, and Development Advisory Services). The Business Services portfolio consists of six departments (Ryde Aquatic Leisure Centre, Procurement and Contract Services, Finance, Information and Technology Management, People and Culture, and Customer Experience and Business Improvement). Within these portfolios and the Office of the CEO in the 2024/25 period, the 30 departments that delivered services and projects comprised 511 full-time equivalent (FTE) positions with a total headcount of 713 staff. Table 4. Total Number of City of Ryde Employees as at 30 June 2025 Staff Establishment Permanent Permanent Temporary Temporary Casual Full-Time Part-Time Full-Time Part-Time

Total FTE Headcount

30 June 21

469

241

785

544.36

30 June 22

434

181

691

545.89

30 June 23

418

148

643

551.83

30 June 24

443

181

703

522

30 June 25

441

181

713

511

Turnover for the year was 19.96%, which is a slight increase from the previous year and continues to exceed the organisational target of 15%. City of Ryde went through a significant Council approved organisational restructure during the 2024-25 financial year which contributed to the higher turnover rate. It should be noted that the National Turnover Average is 18%. Exit interviews are available for all staff leaving the organisation and the collated information is used by the People and Culture team to consider any suggested improvements that can be made to our employee value proposition to bring the turnover rate back within the target range. It is important to note that a healthy turnover of staff provides Council with the opportunity to recruit new staff who bring new ideas and perspectives that in turn help us to grow our skills, knowledge, and capability.

154

City of Ryde Annual Report 2024/25

19.96

2021/22

17.10

17.32

2020/21

16.67

10.88

Staff Turnover (percent)

2022/23 2023/24 2024/25

Table 5. Workforce Gender Across Council Staff Headcount by Gender Permanent

Temporary

Casual

Total

Female

203

103

321

Male

299

392

Total Workforce

502

181

713

Table 6. Gender Across Council Permanent Staff, Headcount by Gender and Grade Salary Grades

Male

Female

Men

Women

Grades 1-4

25 percent

17 percent

Grades 5-8

26 percent

28 percent

Grades 9-14

118

104

40 percent

51 percent

Senior Management

9 percent

4 percent

Total Permanent Staff

299

203

60 percent

40 percent

Table 7. Workforce Diversity Across Council Permanent Staff, Headcount by Diversity Group Percent of LGA Representation in Population Council Workforce (ABS Census 2021) 2023/24 Aboriginal and Torres Strait Islanders

0.5 percent

1.4 percent

Women

51.2 percent

40 percent

People who Speak a Language Other than English at Home

49.5 percent

42 percent

People with Disability

4.8 percent

4 percent

155

Governance

Developing Capability

Supporting our Volunteers

In a highly competitive labour market, local government faces a continual challenge to secure and retain the best talent for our business. Providing a positive workplace culture where employees feel valued and able to grow their skills and career is now essential to retaining a talented workforce. We recognise that education and training is a lifelong process and therefore our learning and development strategy seeks to strengthen our workforce and build capability at all levels. Our philosophy of continuous improvement applies to the skills and knowledge of our employees and contributes to improving the delivery of services we provide to our community. Building safety leadership has been a strong focus during the past 12 months and is designed to empower our leaders with knowledge and information to keep our workforce and communities safe and reduce risk of harm. Building on our values-based culture was also a priority for Council this year. Our values of health and safety, excellence, accountability, respect and teamwork keep our City and people at the heart of what we do and help us to deliver on our mission within a culture of innovation, resilience and exceptional customer experience. Other programs included: • 30 work health and safety compliance training sessions were offered, including relevant tickets and licences, with 817 staff members attending to ensure they have the right skills to do their job safely

Every year a committed and largely unseen army of volunteers of all ages, abilities and backgrounds give their time and skills to enhance and uplift the life of the community within the City of Ryde. Our Volunteer Strategy provides guidance on volunteer opportunities and support programs within the local area. We support local volunteer opportunities including Bushcare, Council events and opportunities in our libraries, and coordinate a volunteer referral service to help organisations to source volunteers. We also provide volunteer training sessions and recognition activities, including our annual Volunteer Recognition Awards which aim to acknowledge the contribution made by these unsung heroes. See page 111 for details.

•

732 staff members attended systems and technology training

•

100 staff attended external organisational and role-specific learning opportunities to ensure they stay abreast of industry changes and trends

•

1,843 staff members completed e-learning courses

•

We supported five staff to access formal education via our educational assistance program.

156

Strengthening Industrial Relations The City of Ryde continues to have a strong, collaborative working relationship with relevant union associations. Our consultative committee met on nine occasions during the year to review and endorse workplace reform initiatives that improve staff resource allocation and ensure that we consider ongoing improvements to working conditions under the Local Government NSW Award.

City of Ryde Annual Report 2024/25

Improving Work Health and Safety At the City of Ryde, work health and safety is a core value. We are dedicated to fostering a safe and healthy workplace for all employees, contractors, apprentices, volunteers, work experience participants, visitors and members of the public. Our commitment extends to proactively managing risks, promoting wellbeing and ensuring the effective rehabilitation and support of any employee who sustains a work‑related injury. Strengthening our culture Our ongoing efforts to maintain the safety and wellbeing of staff and reduce organisational risk included: • The WHS team strengthening Council’s safety culture by enhancing consultation arrangements, delivering targeted training, and actively involving staff in participative risk assessments. This included updating key policies and procedures and ensuring clear communication of changes across all business units. •

We continued collaboration with other councils and major external partners, including SafeWork NSW and Transport for NSW, as well as through our membership of StateCover Mutual’s Metropolitan WHS Group and Sydney Metro LG Safety Network, to maintain best-practice approaches and benchmark our initiatives.

•

Our Employee Assistance Program (EAP) remained a vital resource in 2024/25, with 109 sessions delivered, up from 80 consultations in 2023/24. This increase highlights the program’s growing importance in supporting employee wellbeing, resilience and engagement.

•

Council undertook a comprehensive review of emergency preparedness, including training wardens, conducting evacuation exercises across all main premises, and updating Personal Emergency Evacuation Plans (PEEPs) for staff involved in assisting with evacuations. Between July 2024 and June 2025, the WHS team conducted a wide range of inspections across multiple departments. This included 37 field inspections out of 56 planned (66 percent) with various operational teams. The WHS team is committed to expanding this program and is targeting 100 percent coverage by the end of 2025.

Consulting our Employees Council’s formal WHS consultation framework combines the roles of Employee Health and Safety Representatives with the Health and Safety Committee, which meets bimonthly. These mechanisms provide staff with structured opportunities to actively contribute to discussions on health and safety matters, ensuring that risks are identified, assessed and managed collaboratively across all work groups. Through ongoing engagement, Council promotes a

culture where workers’ voices are valued, and safety improvements are informed by those directly impacted.

Maintaining Health and Wellbeing We recognise that staff wellbeing supports morale, productivity and overall health. We provide a range of initiatives including Employee Assistance Program (EAP) access, health assessments, skin checks, audiometry screening, flu vaccinations, monthly fruit deliveries and Fitness Passport access for staff and their families. During the year, staff participated in financial wellbeing sessions, mental health awareness events such as R U OK? Day and Movember, and training that strengthens both safety and wellbeing. Key programs for the year included: • Ongoing: Fitness Passport support and BUPA consultations •

Monthly: Fresh fruit delivery

•

August: Mental Fitness and Stress Reduction webinar, with free 10-minute massage

•

September: R U OK? Day

•

October: Breast Cancer Awareness Month, National Safe Work Month

•

April: World Health Day, Flu Vaccinations Audiometry and skin checks, EAP awareness sessions.

These programs promote a proactive safety culture while supporting the physical and mental health of our workforce.

Self-auditing to Drive Improvement Council participates in the annual StateCover WHS self-audit, a key component of our safety and wellbeing program. Completing the selfaudit ensures Council remains eligible for financial reimbursement while driving continuous improvement in WHS practices. During the reporting period, the self-audit contributed to better management of high-risk areas, including psychosocial hazards and strengthened safety standards across the organisation. It also helped enhance the resources, skills and capacity of the WHS and wellbeing function.

157

Governance

Workplace Incident Reporting and Injury Management In 2024/25, there were 85 reported workplace incidents, a slight decrease from 89 in 2023/24. Council continues to encourage comprehensive reporting of incidents, hazards and near-misses as a proactive approach to identifying risks, preventing potential injuries and continuously improving workplace safety. As of 30 June 2025, we transitioned from using SafeHold to implementing BeSafe. An interim reporting solution using Microsoft Forms is currently in place, with full implementation by November 2025 as part of Tranche 5, in alignment with 15 other participating councils.

130

Incident and Injury Reports 2020-2025

2020/21

2021/22

2022/23

2023/24

2024/25

Reporting Notifiable Incidents to StateCover The City of Ryde remains committed to maintaining a safe work environment through proactive injury management, ongoing employee training and health and wellbeing initiatives. In 2024/25, total lost time due to workplace injuries increased to 3,387 hours, up from 1,186 hours in 2023/24. This increase was largely due to a small number of claims requiring prolonged recovery periods. A total of 23 workers’ compensation claims were made in 2024/25, compared with 15 in 2023/24 (one of the lowest figures in the past five years). While higher than last year, this figure remains consistent with broader workforce trends, and continued improvements to Council’s return-to-work program are delivering tangible benefits for staff wellbeing and recovery.

158

Number of Claims 2020-2025

2020/21

2021/22

2022/23

2023/24

2024/25

City of Ryde Annual Report 2024/25

3,516

2,061

2020/21

2021/22

2022/23

3,387

3,242

1,186

Lost Time in Hours due to Injury 2020-2025

2023/24

2024/25

Nature of Injury 2024/25 9 Sprains/strains 6 Mental 4 Open wound/foreign body 3 Fractures/Dislocations/Amputations 1 Abdominal/Hernia

Mechanism of Injury 2024/25 6 Mental stress 6 Fall, trips and slips of a person 6 Body stressing 2 Hitting objects with a part of the body 2 Chemicals and other substances 1 Being hit by moving objects

159

Additional Statutory Reporting

160

City of Ryde Annual Report 2024/25

Additional Statutory Reporting The 2024/25 Annual Report was completed before 30 November 2025 and was given to the Minister for Local Government on that date. Printed copies of the report are available at the Ryde Customer Service Centre and an electronic version is available at the following link: www.ryde.nsw.gov.au/AnnualReport

161

Additional Statutory Reporting

1. Council’s achievements in implementing its delivery program and the effectiveness of the principal activities undertaken in achieving the objectives at which those principal activities are directed – s428(1) A report on Council’s performance for 2024/25 using outcomes from the City of Ryde’s Four-Year Delivery Program 2024-2028 is presented in the outcomes section of this report (pages 27 to 131). 2. Council’s achievements in implementing the Community Strategic Plan over the previous four years – s428(2) After the Council’s election in September 2024, the City of Ryde Community Strategic Plan (CSP) was revised and a new CSP – Ryde to 2035 adopted by the Council in June 2025. The Local Government Act 1993 mandates a report on the Council’s progress in implementing the Community Strategic Plan over the previous four years to be included in the annual report of the year in which an ordinary election of Councillors is held. That is the State of Our City Report 2021-2024, formerly known as the ‘End of Term Report’. This report was attached to the previous year’s annual report and adopted by Council on 26 November 2024. The Annual Report 2024/25 primarily details the Council’s achievements in implementing its Four-Year Delivery Program 2024-2028 and OneYear Operational Plan 2024/25 over the 2024/25 financial year. It also collates a wide range of statutory reporting requirements for the Council. 3. Copy of Council’s audited financial reports and notes and information required by the Regulation or the Guidelines – s428(4)(a) Council is working with the NSW Audit Office to certify the 2024/25 Financial Statements. In the meantime, while unlikely to change, financial information in this report should be considered ‘draft’ only. 4. Number of rates and charges written off during 2024/25 – cl 132 Rates and charges written off = $8,063.27. The reduction in write-offs is due to having fewer payment arrangements with ratepayers under Section 564 of the Local Government Act 1993. Statutory and voluntary pensioner rebates = $1,047,593.12 The Pensioner voluntary rebate was $100. Total = $1,466,580.41. 5. Details of overseas visits by Councillors, council staff or other persons representing Council (including visits sponsored by other organisations) – s 428 (4)(b), cl 217 (1) (a) There were no overseas visits by Councillors, Council staff or other persons representing Council on Council business during 2024/25.

162

6. Total cost during the year of the payment of expenses of, and the provision of facilities to, Councillors in relation to their civic functions – s 428(4)(b) Total costs during 2024/25 for the payment of expenses and provision of facilities to Councillors in relation to their civic functions are presented on page 141. 7. Statement detailing the action taken by the council in relation to any issue raised by the Anti-slavery Commissioner during the year concerning the operations of the Council and identified by the Commissioner as being a significant issue – s 428(4)(b) No issues were raised in the 2024/25 year concerning the operations of the City of Ryde. 8. Statement of steps taken to ensure that goods and services procured by and for the Council during the year were not the product of modern slavery within the meaning of the Modern Slavery Act 2018 – s 428(4)(d) All quotations and tenderers (for contracts over $100,000) are assessed against a modern slavery matrix prior to the quotation or tender being prepared to determine the risk of modern slavery. We have incorporated a modern slavery schedule into our tender and quotation documents (for contracts over $100,000), which suppliers are required to complete, and which are part of the evaluation of supplier proposals. Council’s new supplier form includes the requirement for suppliers to provide a copy of their modern slavery policy.

City of Ryde Annual Report 2024/25

9. Details of each contract awarded for amounts greater than $150,000 – cl 217(1)(a2)

Name of Contractor

Nature of Goods and Services Supplied

Total Amount Payable inc GST

Explanation

ACBS Library Services

Library Physical Collection

$1,432,200.00

Note 1

Ampol

Supply of Fuel and Associated Products

$2,169,273.96

Beamafilm Pty Ltd

Library Digital Collection

$2,541,000.00

Note 1

Bolinda Digital Pty Ltd

Library Physical Collection

$1,432,200.00

Note 1

Bolinda Publishing Pty Ltd

Library Digital Collection

$2,541,000.00

Note 1

Boylson Pty Ltd

Construction Services for Eastwood KU Stormwater

$197,076.00

Caliber Constructions Pty

Construction Services for Refurbishment Works at West Ryde Library

$691,845.00

Caval Limited

Library Physical Collection

$2,541,000.00

Civil Constructions Pty Ltd

Putney Park Seawall Upgrade Outside Swim Zone

$1,360,931.00

Dapcor Building Services

Glen Street Car Park Defect Remediation Works

$605,000.00

Digi Direct formally James Bennett Pty Ltd

Library Digital Collection

$2,541,000.00

Note 1

Digi Direct formally James Bennett Pty Ltd

Library Physical Collection

$1,432,200.00

Note 1

Enstruct Group Pty Ltd

Engineering Design Services Constitution Road

$1,124,893.00

Ezy Pave Pty Ltd

Footpath Restoration – Khartoum Road and Waterloo Road Macquarie Park

$232,839.86

Ezy Pave Pty Ltd

Traffic Calming Devices Ryde

$409,033.90

EzyPave Pty Ltd

Cycleway Connecting Macquarie Park and West Ryde

$428,962.24

Grace Records Management (Australia) Pty Ltd

Secured Physical Offsite Storage $685,300.00 and Services

Granicus Australia Pty Ltd

Web Content Management System

$941,219.24

Kairos International

Library Physical Collection

$1,432,200.00

KK Consultants Pty Ltd t/a KK Civil Engineering

Construction Work of a New Granite Paved Footpath at Wicks Road, North Ryde

$168,217.50

MDM Entertainment

Library Physical Collection

$1,432,200.00

Note 1

Midwest Tapes – Hoopla Digital

Library Digital Collection

$211,200.00

Note 1

Mils Group

Construction Services for Amenities Building Upgrade and Renewal at Ryde Park

$374,000.00

Note 1

163

Additional Statutory Reporting

Nature of Goods and Services Supplied

Total Amount Payable inc GST

Mils Group

Construction Services for Amenities Building Upgrade and Renewal at Waterloo Park, Marsfield

$569,800.00

NextGen One Pty Ltd

Fridge Collection and Disposal Service

$165,000.00

Noble Toyota

Supply of Motor Vehicles

$2,210,375.49

Northshore Mitsubishi

Supply of Motor Vehicles

$403,487.85

Overdrive Australia

Library Digital Collection

$211,200.00

Oz proud Constructions Pty Ltd t/a Sandstone Wall Solutions

Putney Park Swim Site Activation $391,205.42

Parramatta Toyota

Supply of Motor Vehicles

Name of Contractor

Explanation

Note 1

$744,405.11

Perfect Gym Solutions Pty Ltd Leisure and Facility Management $227,775.90 Software Pipe Networks Pty Ltd formally TPG Network Pty Ltd

Managed Network Links

$1,872,750.00

QBE Insurance (Aust) Ltd

CTP Insurance

$334,537.65

Resource Furniture

West Ryde Library Furniture and Shelving

$385,656.99

Rosmech Sales and Services Pty Ltd

Supply of Sweeper Truck

$543,244.90

Ryde Automotive Group

Supply of Motor Vehicles

$303,746.53

Ryde Hyundai

Supply of Motor Vehicles

$1,127,811.32

Ryde Toyota and Chatswood Toyota

Supply of Motor Vehicles

$729,008.50

Semco Pty Ltd

Supply of Ride‑on Mower

$373,381.80

Shell Energy

Gas Supply to the Ryde Aquatic and Leisure Centre

$799,486.60

SMC Marine Pty Ltd (Sydney Marina Contracting Pty Ltd)

Putney Park Swim Site Activation $245,976.70

Sound Text Media Pty Ltd

Library Physical Collection

$1,432,200.00

State Civil Pty Ltd

Construction of 17 Bus Stops within the Ryde Local Government Area

$369,251.30

State Civil Pty Ltd

Eastwood High Pedestrian Activity Area

$385,000.00

State Civil Pty Ltd

Eastwood High Pedestrian Activity Area East

$390,500.00

Storm International

Cleaning Services for Halls and Meeting Rooms

$176,000.00

Thales Cyber Services Pty Ltd Managed Security Services Contract Renewal

$814,523.60

164

Note 1

City of Ryde Annual Report 2024/25

Nature of Goods and Services Supplied

Total Amount Payable inc GST

Trivett Automotive Retail Pty Limited

Supply of Motor Vehicles

$665,038.04

Ulverscroft Australia Pty Ltd

Library Physical collection

$1,432,200.00

Name of Contractor

Veolia Environmental Services Waste, Recyclables, Organics (Australia) Pty Ltd and Bulky Waste Collection Services Agreement

Explanation

Note 1

$143,000,000.00

Note 1. This contract is for a panel; the amount shown is the total panel amount. 10. Summary of the amounts incurred by Council in relation to legal proceedings – cl 217 (1) (a3) The following table (Table 1) summarises the amounts incurred by the Council during the year in relation to legal proceedings taken by or against the Council (including amounts, costs and expenses paid or received by way of out-of-court settlements, other than those the terms of which are not to be disclosed). These reported legal proceedings do not include insurance arrangements and legal proceedings related to worker’s compensation and industrial relations matters.

The subsequent table (Table 2) contains a summary of the state of progress of each legal proceeding and (if it has been finalised) the result, to which the Council of the City of Ryde has been a party during the period beginning on 1 July 2024 and ending on 30 June 2025. Legal proceedings under insurance arrangements and legal proceedings related to worker’s compensation and industrial relations matters are not captured in Table 2.

Table 1. Summary of the amounts incurred by the Council in relation to legal proceedings

Actual (excl GST) Legal Fees – Planning and Development

459,689

Legal Fees – Other

235,829

Legal Fees – Recovered

-93,238

Grand Total

602,280

165

Additional Statutory Reporting

Table 2. Summary of the state of progress of each legal proceeding and results Status of Proceedings (and if finalised) the Result

Nature of Legal Proceedings

Description

Land and Environment Court No 165218 of 2017 – Class 4 Enforcement – 176 Princes Street, Putney

Appeal against Council’s actual refusal of a Building Certificate Application.

Ongoing

Supreme Court Appeal No 232774 of 2019 – 41 45 Belmore Street, Ryde

Proceedings relating to a construction and building encroachment dispute within a public road.

Ongoing

Land and Environment Court No 328534 of 2023 – Class 1 Appeal – 130 Pittwater Road and 57 Thompson Street, Gladesville

Appeal against actual refusal for LDA2022/0023.

Appeal upheld

Land and Environment Court No 54712 of 2024 – Class 1 Appeal – 169-171 Herring Road, Macquarie Park

Appeal against the deemed refusal for LDA2023/0320.

Appeal upheld

Land and Environment Court No 31395 of 2025 – Class 4 Enforcement – Ivanhoe Estate

Enforcement orders sought on the Concept Development Application SSD-8707 granted by the respondent.

Discontinued

Land and Environment Court No 27035 of 2025 – Class 1 Appeal – 1226 Victoria Road, Melrose Park and Wharf Road

Appeal against deemed refusal for Development Application No: LDA2024/0062.

Appeal upheld

Land and Environment Court No 15953 of 2025 – Class 1 Appeal – 2 Star Street, Eastwood

Appeal against deemed refusal for Development Application – alterations and additions No: LDA2024/0258.

Appeal upheld

Land and Environment Court No 476997 of 2024 – Class 1 Appeal – 168 Pittwater Road, Gladesville

Appeal against Compliance Order pursuant to item 11, Part 1 of Schedule 5 of the Environmental Planning and Assessment Act 1979.

Discontinued

Land and Environment Court No 78801 of 2024 – Class 1 Appeal – 691-695 Victoria Road, Ryde

Appeal against the deemed refusal of LDA 2023/0323.

Ongoing

Federal Court of Australia No NDS514 of 2024

Non Claimant Application for a determination of native title.

Ongoing

Land and Environment Court No: 450568 of 2024 – Class 1 Appeal – 62 Frances Road, Putney

Appeal against refusal of Building Information Certificate Application No BC2024/0038.

Appeal upheld

Land and Environment Court No: 476997 of 2024 – Class 1 Appeal – 168 Pittwater Road, Gladesville Land and Environment Court No: 27035 of 2025 – Class 1 Appeal – 1226 Victoria Road, Melrose Park

Appeal against refusal of Building Information Certificate No BC2024/0035. Appeal against determination of LDA2024/0062.

Appeal upheld

166

Appeal upheld

City of Ryde Annual Report 2024/25

11. Summary of resolutions made under section 67 concerning work carried out on private land – s67(3), cl 217(1)(a4 No Council work was carried out on private properties during 2024/25. 12. Total amount contributed or otherwise granted under section 356 (financially assist others) – cl 217(1)(a5) Council provides a significant grants program to support local not-for-profit organisations and community groups (and in some cases individuals) to carry out special projects. The projects, aligned with the needs of the 2028 Community Strategic plan, contribute to community wellbeing and help build a vibrant community culture. During the year Council approved a total of $400,310 in community grants funding to support 70 projects in the following categories: • Community wellbeing •

Events

•

Arts and creativity

•

Community facilities and equipment

•

Sport and recreation.

13. Statement of all external bodies that exercised functions delegated by Council. No external bodies exercised functions delegated by Council. 14. Statement of all corporations, partnerships, trusts, joint ventures, syndicates or other bodies in which council held a controlling interest. Council does not hold any controlling interest in any corporation, partnership, trust, joint venture, syndicate or other bodies. 15. Statement of all corporations, partnerships, trusts, joint ventures, syndicates or other bodies in which Council participated during the year. The City of Ryde is involved in the following partnerships, co-operatives and joint ventures: • Hsinchu Science Park MoU – in June 2024, the City of Ryde signed a Memorandum of Understanding with Taiwan’s Hsinchu Science Park. Under the terms of the MoU, the City of Ryde and Hsinchu Science Park will focus on information sharing and technology collaboration, bilateral contacts and partnership development, and the encouragement of knowledge-based industries in both regions, in particular the advancement of the semiconductor industry. •

Northern Sydney Regional Organisation of Councils (NSROC) – NSROC is a voluntary group of seven northern Sydney councils that exists to further the interests of its members and the communities they represent.

•

NSROC Supply Management Group – this joint venture comprises NSROC councils with the objective of reducing expenditure by utilising bulk purchasing power for common products.

•

NSROC Sports Officers Group – quarterly meetings between staff are held to discuss matters in relation to delivery of sport and recreation services and infrastructure.

•

NSROC Environmental Sustainability Officers Group – quarterly meetings are held to discuss sustainability matters impacting northern Sydney and collaborate on projects and solutions.

•

Service NSW for Business MoU – Council is working closely with Service NSW to support local businesses and share knowledge between agencies to better understand business needs in Ryde.

•

Southern Sydney Regional Organisation of Councils (SSROC) – this venture involves participation in group tendering and a memorandum of understanding to address increasing renewable energy share for Council energy procurement, using recycled materials for civil works to reduce landfill volumes, creating solutions for sustainable waste management, and third-party electric vehicle infrastructure and policy.

•

SSROC and Ausgrid – Ausgrid is our major Distribution Network Service Provider (DNSP) providing power and lighting across Ryde LGA. We have an agreement with Ausgrid to accelerate LED replacements across Council’s residential streets.

•

SSROC EV Working Group – this regional working group addresses electric vehicle technology, planning and implementation.

•

SSROC PEERS3 – this is a power partnership agreement and contract working group for purchasing renewable energy to meet local and Federal renewable energy targets and Net Zero emissions goals.

•

Parramatta River Catchment Group (PRCG) – this catchment partnership group of 10 councils, the EPA, DPE, TfNSW and Sydney Water oversees improvements to the health of the Parramatta River towards swimmability by 2025 under a Masterplan. Staff from the City of Ryde currently sit on the Executive and several technical advisory committees for this group, and delivered the new Putney swim site in 2025 as one of the first three new swimming sites along the Parramatta River. Other works have included a regional litter grant and a ‘Designing for Country’ grant to improve Indigenous connection to the river and land; stormwater compliance; and a bank naturalisation project.

167

Additional Statutory Reporting

•

PRCG’s Get the Site Right – this is a joint taskforce between the Parramatta River Catchment Group, Ryde Council and other member councils, and the NSW Environment Protection Authority (EPA).

•

Macquarie-Ryde Futures Partnership – this joint initiative between Macquarie University and the City of Ryde provides a structured forum to encourage collaboration between the University and Council, and to harness the research, planning, development and engagement capacities of the University to support the City of Ryde’s Community Strategic Plan.

•

Northern Sydney Waste Alliance – this joint venture between Ryde, Ku-ring-gai, Hunters Hill, Lane Cove, Willoughby and Mosman Councils aims to deliver the best value waste processing and disposal contract.

•

A non-binding Memorandum of Understanding with five local Chambers of Commerce – this signals Council’s intention to work in good faith and collaborate to support the local business community. Participants in this agreement are City of Ryde Council, Eastwood Chamber of Commerce, Gladesville Chamber of Commerce, Korean Community of Commerce in the City of Ryde Inc, Macquarie Park Ryde Business Chamber Inc., and West Ryde Chamber of Commerce Inc.

•

Eastwood Gladesville Liquor Accord – membership comprises the majority of clubs and hotels in the local area as well as a number of restaurants and bottle shops, working together to reduce alcohol-related problems, antisocial behaviour and violence in and around licensed premises. Council, NSW Police and NSW Health have non-voting representatives on the Executive Committee. Parks and Leisure NSW/ACT – staff were members of this peak industry body and attended relevant development programs and workshops through the year.

•

NSW Public Library Association (NSWPLA) – Council is a member of this peak state body for public libraries and staff attended meetings and workshops throughout the year.

•

Australian Library and Information Association (ALIA) – Council is a member of this peak national body for public libraries and staff attended meetings and workshops throughout the year.

•

Resilience Sydney – this is a 33 metropolitan council program that plans and delivers programs that address key risks, shocks and stress events from urbanisation, globalisation and climate change, improving a community’s ability to thrive and recover.

168

16. Statement of activities undertaken to implement Council’s EEO management plan. Please refer to page 152 in the Working at City of Ryde Council section of this report for details of Council’s activities to implement our EEO Management plan. 17. Statement of the total remuneration comprised in the remuneration package of the general manager and senior staff Council amended this section in August 2026, underlining its commitment to transparency, accountability and good governance. This ensures remuneration information is disclosed accurately, professionally and in a manner that enhances public trust, confidence and informed community understanding. NSW Local Government (General) Regulation 2021 s 217 (1) (b) The total remuneration comprised in the remuneration package of the general manager (CEO) in 2024/25 is below. Description

Amount

(i) the total value of the salary component of the package

$470,000.00

(ii) the total amount of any bonus $0 payments, performance payments or other payments made to them that do not form part of the salary components of their packages (iii) the total amount payable by the Council by way of the employer’s contribution or salary sacrifice to any superannuation scheme to which any of them may be a contributor

$29,932.20

(iv) the total value of any noncash $13,050.06 benefits for which any of them may elect under the package (v) the total amount payable by the Council by way of fringe benefits tax for any such non‑cash benefits

$12,758.96

NSW Local Government (General) Regulation 2021 s 217 (1) (c) The total remuneration comprised in the remuneration packages of all senior employees (other than the general manager) employed during the year 2024/25 is below. This is expressed as the total remuneration of all the senior employees concerned (not individuals) and includes totals below.

City of Ryde Annual Report 2024/25

Description

Amount

(i) the total value of the salary component of the package

$749,955.22

(ii) the total amount of any bonus $303,289.48 payments, performance payments or other payments made to them that do not form part of the salary components of their packages (iii) the total amount payable by the Council by way of the employer’s contribution or salary sacrifice to any superannuation scheme to which any of them may be a contributor

$68,787.38

(iv) the total value of any noncash $9,437.51 benefits for which any of them may elect under the package (v) the total amount payable $9,226.99 by the Council by way of fringe benefits tax for any such non‑cash benefits

Senior staff members, including the Deputy Chief Executive Officer (Deputy CEO) (formerly General Manager, City Shaping), the General Manager, Business Operations, and the General Counsel, are employed under fixed-term, performance‑based contracts.

18. Statement of the total number of persons who performed paid work on Wednesday 4 December 2024. – cl 217 (1)(d) (i), ii), iii), iv). The number of persons directly employed by the Council on 4 December 2024: 721 • on a permanent full-time basis: 452 •

on a permanent part-time basis: 61

•

on a casual basis: 171

•

under a fixed-term contract: 24

The number of persons employed by the council who are ‘senior staff’ for the purposes of the Local Government Act (NSW) 1993: 3 The number of persons engaged by the Council, under a contract or other arrangement with the person’s employer, that is wholly or principally for the labour of the person: 7 The number of persons supplied to the Council, under a contract or other arrangement with the person’s employer, as an apprentice or trainee: 3 19. The annual report of a Council in the year in which an ordinary election of Councillors is to be held must include a report as to the state of the environment in the local government area in relation to such environmental issues as may be relevant to the objectives for the environment established by the community strategic plan. A State of the Environment Report is not required for 2024/25. 20. Particulars of any environmental upgrade agreement entered into, in accordance with any requirements imposed under s406. Council has not entered into any Environmental Upgrade Agreements in 2024/25.

21. Total value of all contributions and levies received and expended during the year – Environment Planning and Assessment Regulation 2021 cl 218A(3)(a)(b).

Contributions Plan

Value of Contributions 2024/25

Value of Contributions How Contributions Used or Expended Have Been Used During 2024/25 or Expended

Combined Current and 594 Plan S7.12 Plan 2020 Fixed Development Consent

$148,200

S7.11 Administration Reserve

$344,930

S7.11 Roads and Traffic Management

$1,975,770

S7.11 Open Space and Recreative Facilities

$14,147,593

S7.11 Community and Cultural Facilities

$8,397,134

Totals for 2024/25

$25,013,627

$186,240

$2,641,120

$2,826,360

S7.12 Plan 2020 Fixed Development Consent S7.11 Plan 2020 Administration Reserve S7.11 Plan 2020 Roads and Traffic Management S7.11 Plan 2020 Open Space and Recreation Facility S7.11 Plan 2020 Community and Cultural Facilities Total value of all contributions and levies received and expended during 2024/25 169

170

80,368

346,242

547

34,253

4,297,272

184,815 4,943,497

Projects Descriptions

Parks – Plans and Strategies

Meadowbank Park Masterplan Delivery AIF

Catherine Hamlin Park

Wilga Park – Shared User Path

Gannan Park – Masterplan Delivery

Developer Contributions OPEX

Total

Project ID

730152

741406

741054

741059

741338

700378

Actual Spent ($)

2,118,006

2,048,455

4,453

65,098

Other source funding ($)

2,825,491

184,815

2,248,817

29,800

547

346,242

15,270

100 percent

87 percent

52.33 percent

S7.11 Plan 2020 Open Space and Recreation Facility S7.11 Plan 2020 Open Space and Recreation Facility S7.11 Plan 2020 Open Space and Recreation Facility

100 percent

S7.11 Plan 2020 Open Space and Recreation Facility

S7.11 Plan 2020 Plan Administration

19 percent

Percentage of the cost of the project funded by contributions or levies

S7.11 Plan 2020 Open Space and Recreation Facility

Sec.7.11 Source/ Funding ($) Contribution plan

22. Disclosure of how development contributions and development levies have been used or expended under each contributions plan – Environment Planning and Assessment Regulation 2021 cl 218A(1).

Additional Statutory Reporting

City of Ryde Annual Report 2024/25

23. Report on special variation expenditure if required to do so by the instrument made by the Minister. The Special Infrastructure Renewal Rate was approved by IPART in May 2015. This Special Levy was originally introduced to undertake asset renewal/maintenance works of Council’s existing infrastructure assets to reduce infrastructure backlog. Income received from this levy is restricted to a separate externally restricted reserve and funds various infrastructure renewal/maintenance projects during the year to ensure that our community’s assets are maintained at an appropriate standard. Any unspent funds are returned to the reserve at the end of the financial year for use in future asset renewal projects.

2024/25 Final Budget ($)

2024/25 Actuals (Unaudited) ($)

2024/25 Variance Between Final Budget and Actuals ($)

Gannan Park – Masterplan Delivery

88,545

–

88,545

Critical Infrastructure and Open Space Protection and Enhancement

200,000

206,450

-6,450

Bus Stop DDA Compliance – Expansion

601,718

91,558

510,160

Heavy Patching

448,200

472,136

-23,936

146 Bowden St Trunk Drainage

35,017

34,246

771

Asset Renewal – Buildings

510,000

–

510,000

Asset Renewal – Stormwater

1,200,000

–

1,200,000

Asset Renewal – Other Road Assets

600,000

–

600,000

Road Resurfacing Renewal

3,039,983

3,061,781

-21,798

Footpath Construction Renewal

699,200

522,964

176,236

Road Kerb Renewal

3,075,907

2,231,715

844,192

Traffic Facilities Renewal

222,900

233,164

-10,264

Bridge Upgrade/Renewal

82,052

42,565

39,487

Stormwater Asset Replacement Renewal

1,175,485

999,912

175,573

Seawalls/Retaining Walls Refurbishment Renewal

563,469

–

Sportsfield Upgrade and Renewal

317,500

272,331

45,169

RALC Asset Renewal

451,735

410,686

41,049

Community Buildings Renewal

867,548

832,067

35,481

Sports ground Amenities Upgrade and Renewal

1,783,445

1,773,461

9,984

Playground Upgrade and Renewal

814,734

609,900

204,834

Commercial Buildings Renewal

660,000

599,591

60,409

Car Park Renewal

929,780

260,584

669,196

Stormwater Improvement Works Renewal

627,860

571,780

56,080

Operational Building Renewal

315,000

60,528

254,472

Community Buildings Renewals – Libraries Improvements

913,234

499,599

413,635

Passive Park Renewal

2,528,492

401,297

2,127,195

Kerb and Gutter Renewal

236,900

233,998

2,902

Program/Projects Funded by SRV Capital

171

Additional Statutory Reporting

Program/Projects Funded by SRV

2024/25 Final Budget ($)

2024/25 Actuals (Unaudited) ($)

2024/25 Variance Between Final Budget and Actuals ($)

Heritage Buildings Renewal

70,100

66,900

3,200

Stormwater Asset Replacement Expansion

656,000

152

655,848

Total Capital

23,714,804

15,052,835

8,661,969

MAINT Cycleways Construction

43,750

–

43,750

MAINT Town Centre and Public Domain

106,520

–

MAINT Operational Buildings

106,520

–

MAINT Passive Parks and Streetscapes

106,520

–

MAINT Street Trees

215,250

–

Total Operating and Maintenance

578,560

534,810

43,750

Grand Total

24,293,364

15,587,645

8,705,719

Operating and Maintenance

24. Report on capital works projects. A summary report on the condition of Council’s infrastructure assets and related costs can be found in the Financial Statements. The City of Ryde is committed to high standards in managing capital projects, ensuring they are wellplanned, executed and evaluated in accordance with the Office of Local Government (OLG) Capital Expenditure Guidelines. Key practices Council follows from the OLG Capital Expenditure Guidelines include: 1. Project outline: Council begins each project with a clear outline, detailing objectives, scope and expected outcomes as captured in the project brief. 2. Justifying the need: Council justifies the need for each project through thorough business cases, feasibility studies and community consultation, ensuring alignment with our strategic and operational plans. 3. Assessing capacity: Council assesses its capacity to manage each project to completion and into the future. This involves evaluating our management and skill base and undertaking a risk assessment of each project. Council also considers the appointment of a steering committee (on certain projects) and ensures that our project managers have the necessary skills, expertise and delegations to effectively manage each project. 4. Setting priorities: Council determines the priority of each project in relation to existing capital commitments and future works. This involves assessing the impact of the project’s funding on existing and future capital works 172

and services, ensuring alignment with our strategic objectives, and reviewing our asset management plans and masterplans to prioritise funding appropriately. 5. Considering alternatives: Council considers a full range of project alternatives, including best value for expenditure reviews, preferred and alternative options, assessments of alternative service delivery methods, and analyses of the consequences of not proceeding with the proposal. 6. Financial implications: Council carefully assesses and documents the financial implications of all capital projects. This includes design costs, land acquisitions, development costs, maintenance, depreciation, labour costs, overhead costs and funding sources. We ensure that these costs are included in our Long-Term Financial Plan as part of our integrated planning and reporting framework. We also consider the potential impact on Council’s expenditure, asset value, revenue and ability to provide adequate services. Detailed cash flow analyses and net present value calculations are conducted to ensure financial viability and sustainability. 7. Public consultation: Council undertakes comprehensive community consultation and engagement processes, particularly when developing strategic masterplans that form a key component of future capital works projects. Regular updates are also provided to the community and the Council on the project’s progress. This is undertaken through our quarterly reporting.

City of Ryde Annual Report 2024/25

In addition to the above, Council holds monthly capital works meetings to update our internal asset owners, clients and the Executive Leadership Team on the progress of our One-Year Operational Plan. These meetings review the status of projects, including financial and program implications, and provide project managers with a platform to identify and discuss any risks or concerns. This collaborative forum supports proactive problem‑solving and ensures that potential issues are addressed promptly. Further to these practices, the City of Ryde adheres to tendering and procurement guidelines outlined by the OLG. This ensures that our procurement

processes are transparent, competitive and fair, leading to the best value for our community. By following these guidelines, we maintain integrity and accountability in all our procurement activities. A notable achievement in 2024/25 was Council achieving over 100 percent Building and Infrastructure Renewal Ratio. This milestone underscores our commitment to maintaining and renewing our infrastructure assets effectively. It highlights our adherence to the OLG guidelines, ensuring that all capital projects are justified, planned and executed with the highest standards of fiscal responsibility and community benefit.

25. Statement on activities relating to enforcing and ensuring compliance with the Companion Animals Act and Regulation – cl 217 (1) f. Companion Animal’s Guidelines Report – Animals seized by Council Rangers Animal

Total

Cats

Dogs

Owner

Rescue

Blacktown H/F 1

In 2024/25 we saw an increase in dogs returned to their owners and a decrease in dogs taken to Blacktown Animal Rehoming Centre (BARC) in comparison to the 2023/24 reporting year. One cat was seized and subsequently sold. Data from Council seizure report – Animals at Blacktown Animal Rehoming Centre (BARC).

Animals

BARC

Cats Dogs

Council seized

Surrenders

Released to owner

Sold

Rehomed

Euthanised

Note: This financial year there were no dogs or cats euthanised.

Dog attacks There were 65 reported dog attacks during 2024/25 financial year, which is a decrease of 12 reported attacks on the previous financial year. All reported dog attacks are entered into the Companion Animal Register (CAR). Expenditure The combined expenditure budget for Companion Animal Management in 2024/25 is approximately $223,000. This includes impounding fees paid to Blacktown Animal Rehoming Centre (BARC). Around 30 per cent of income from Ranger’s duties is related to companion animals and education. Additionally, Council spends approximately $28,000 annually maintaining 19 dog offleash parks. There are also costs associated with conducting three registration programs per year, which are managed by our business administration team.

Responsible pet ownership Council continues to promote Companion Animals legislation through its website and various City of Ryde publications and through continued participation at selected community events. We have several strategies in place to promote and assist with the desexing of dogs and cats, including the promotion of National Desexing Network Week and discounted desexing through participating Animal Welfare Organisations (Mini Kitty Commune, Cat Protection Society and WLPA). Rehoming and adoption of companion animals Section 64 of the Companion Animals Act states that ‘before destroying a seized or surrendered animal as authorised by subsection (1), it is the duty of the Council concerned to consider whether there is an alternative action to that of destroying the animal and (if practicable) to adopt any such alternative.’ In addition, an amendment to the 173

Additional Statutory Reporting

Companion Animals Act 1998 (Section 64B) requires councils to give notice to at least two rehoming organisations that the animal is available for rehoming or taking steps to advertise on a webpage or through social media before taking action under Section 64 or 64A to destroy a surrendered animal. Council has strategies in place to comply with the requirement under section 64 of the Act and our contractor Blacktown Council complies with Section 64B of the Companion Animals Act 1998. Council is committed to either rehoming or rescuing any animals from the City of Ryde LGA that are in Blacktown Animal Rehoming Centre’s care. Council’s Ranger Services Team, in consultation with various community organisations, reviews and updates companion animal information through a direct link on the City of Ryde website. In addition, staff work closely with metropolitan not-for profit organisations to assist in the rehoming and rescue of animals and maintain our low-kill policy in conjunction with our preferred partners. This is evident from our reduction in companion animals being taken to Blacktown Holding Facility. BARC also works with not-for-profit organisations that provide a rehoming service for cats and dogs. Dog off-leash parks The City of Ryde maintains and promotes a comprehensive list of leash-free areas, including their addresses and hours of operation, on our website. Additionally, a dog recreation needs study was completed this year, resulting in an increase to 19 off-leash parks. Payments from the fund 16.5 Section 85 (1A). During the last financial year Council used money received from the fund for the management and control of companion animals through the following ways: purchasing new equipment for officers involved the management of animals; helping to offset increased pound fee charges; funding officers’ wages; funding the Companion Animal Administration position; and maintaining our animal holding pound. Our main focus was to adopt a plan of action to notify residents with outstanding registration through an education program. The education program focused on the following: • Informing cat owners why permits are required •

Offering material to assist them apply using the Pet Register

•

Provide a help line should the animal owner require assistance.

The program provides education material to cat owners as well as dog owners whose dogs are not registered. Council is looking at new ways of notifying companion animal owners about registration and staff are looking into social media, SMS messaging and updating our companion animal webpage to remind owners to register their pets. 174

26. Information included on government information public access activity. Government Information (Public Access) Act 2009, s 125(1), Government Information (Public Access) Regulation 2018, cl 8, Schedule 2. Review of proactive release program – Clause 8(a). Under section 7 of the GIPA Act, agencies must review their programs for the release of government information at least once every 12 months to identify the kinds of information that can be made publicly available. During the reporting period we reviewed this program by examining the information currently provided on the City of Ryde website, in public areas at Council offices, in local newspapers and provided in response to requests from the public. The website continues to be provide access to a range of information to the public, including Council meeting agendas and minutes, planning codes and controls. Information about development applications is also published on the website, with data indicating that this information is regularly accessed by the public. Public requests for older development and building information are dealt with on an informal basis wherever possible and the formal pathway is only recommended when extensive searches are required or more complex public interest considerations are involved. This older type of information is largely held in physical files and while these requests do not present any opportunities to proactively release new information, any files retrieved from storage are digitised to enable faster and more cost-effective access in the future. An assessment of information that has been released informally has revealed that there have been no new opportunities to proactively disclose information. No public requests for information were received during this reporting period in relation to information recorded in the City of Ryde Disclosure Log. 1. Number of access applications received – Clause 8(b). The total number of access applications received by the City of Ryde during the reporting year (including withdrawn applications but not including invalid applications). Total Number of Applications Received 72

City of Ryde Annual Report 2024/25

2. Number of refused applications for Schedule 1 information – Clause 8(c). The total number of access applications received by the City of Ryde during the reporting year that were refused either wholly or partly, because the

application was for the disclosure of information referred to in Schedule 1 to the Act (information for which there is conclusive presumption of overriding public interest against disclosure).

Number of Applications Refused due to Schedule 1 Wholly

Partly

3. Statistical information about access applications. Table A: Number of Applications by Type of Applicant and Outcome* Refuse to Confirm/ Deny Whether Access Access Access Information Refuse to Granted Granted Refused Information Already Deal with Information Application is Held Withdrawn in Full in Part in Full Not Held Available Application Media

Members of Parliament

Private sector business

Not for profit organisations or community groups

Members of the public (application by legal representative)

Members of the public (other)

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

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Table B: Number of Applications by Type of Application and Outcome

Access Access Access Granted Granted Refused in Full in Part in Full

Refuse to Confirm/ Deny Whether Information Refuse Information Already to Deal with Information Application is Held Withdrawn Not Held Available Application

Personal information applications*

Access applications (other than personal information applications)

Access applications that are partly personal information applications and partly other

* A personal information application is an access application for personal information (as defined in Clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual). The total number of decisions in Table B should be the same as Table A Table C: Invalid Applications Reason for Invalidity

Number of Applications

Application does not comply with formal requirements (section 41 of the Act)

Application is for excluded information of the agency (section 43 of the Act)

Application contravenes restraint order (section 110 of the Act)

Total number of invalid applications received

Invalid applications that subsequently became valid applications

176

City of Ryde Annual Report 2024/25

Table D: Conclusive Presumption of Overriding Public Interest Against Disclosure: Matters Listed in Schedule 1 of the Act Number of Times Consideration Used* Overriding secrecy laws

Cabinet information

Executive Council information

Contempt

Legal professional privilege

Excluded information

Documents affecting law enforcement and public safety

Transport safety

Adoption

Care and protection of children

Ministerial code of conduct

Aboriginal and environmental heritage

* More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E. Table E: Other Public Interest Considerations Against Disclosure: Matters Listed in Section 14 of the Act Number of Occasions When Application not Successful Responsible and effective government

Law enforcement and security

Individual rights, judicial processes and natural justice

Business interests of agencies and other persons

Environment, culture, economy and general matters

Secrecy provisions

Exempt documents under interstate Freedom of Information legislation

Table F: Timeliness Number of Applications Decided within the statutory timeframe (20 days plus any extensions)

Decided after 35 days (by agreement with applicant)

Not decided within time (deemed refusal)

Total

177

Additional Statutory Reporting

Table G: Number of Applications Reviewed Under Part 5 of the Act (By Type of Review and Outcome) Decision Varied

Decision Upheld

Total

Internal review

Review by Information Commissioner

Internal review following recommendation under section 93 of the Act

Review by NCAT

Total

Table H: Applications for Review Under Part 5 of the Act (By Type of Applicant) Number of Applications for Review Applications by access applicants

Applications by persons to whom information the subject of access application relates (see section 54 of the Act)

Table I: Applications Transferred to Other Agencies Under Division 2 of Part 4 of the Act (By Type of Transfer) Number of Applications Transferred Agency-initiated transfers

Applicant-initiated transfers

178

City of Ryde Annual Report 2024/25

27. Environmental Planning and Assessment Act 1979 Particulars of compliance with and effect of planning agreements in force during the year – s7.5(5) Planning Agreement

Party (other than Council)

Effect of Agreement

Compliance 2024/25

1-20 Railway Road Shepherds Bay and 50 Constitution Holdings Pty Ltd and Road, Meadowbank Sasco Developments Pty Limited

The Planning Agreement was entered into on 20 March 2023 and proposes the following public benefits: • Construction of road works • Dedication of road land to Council.

Ongoing. Nothing delivered in reporting period.

39 Delhi Road, North Ryde

The Trust Company Limited, and Stockland Trust Management Limited as Trustee for Advance Property Fund

The Planning Agreement was entered into on 14 April 2025 and proposes the following public benefits: • Payment of monetary contributions • Dedication of road land to Council.

Ongoing. Nothing delivered in reporting period.

388 Lane Cove Road, Macquarie Park

By the Bay Investments Pty Ltd as trustee of the Bay Investments Discretionary Trust

The Planning Agreement was entered into on 11 February 2016 and proposes the following public benefits: • Payment of monetary contributions • Road works • Dedication of road land to Council.

Road construction and land dedication occurred on 23 December 2024.

North Ryde M2 Site UrbanGrowth (Lachlan’s Line) NSW (t/a) Landcom Part of deed novated to Greenland (Sydney) Lachlan’s Line Macquarie Park Development Pty Limited

The Planning Agreement was entered into on 20 October 2016 and proposes the following public benefits: • Community facility works and land in Stratum • Central Park land and embellishment • Linear Park land and embellishment • Bushland reserve (Lot 101) • Community/civic plaza (Lot 103) • Land for open space (Lot 108) • Shared pathways • Public roads • Stormwater assets • Public art.

Nothing delivered in reporting period. All contributions already delivered. Development credits remain on Lots 114, 115, 116 and 117 which will be utilised when future development occurs on those lots.

192 Balaclava Road, Macquarie Park (Macquarie University)

The Planning Agreement was entered into on 7 February 2013 and proposes the following public benefits: • Payment of monetary contributions • Intersection upgrade works.

Ongoing. Nothing delivered in reporting period.

The Planning Agreement was entered into on 16 February 2015 and proposes the following public benefits: • Payment of monetary contributions • Restriction on use of land for future roads.

Ongoing. Nothing delivered in reporting period.

Macquarie University

7-9 Khartoum Road, Kennards Self Macquarie Park Storage Pty Ltd

179

Additional Statutory Reporting

25-27 Epping Road, Greenland (Sydney) Macquarie Park Lachlan’s Line Macquarie Park Development Pty Limited

The Planning Agreement was entered into on 29 November 2017 and proposes the following public benefits: • Payment of monetary contributions.

Ongoing. Nothing delivered in reporting period.

45-61 Waterloo Road, Macquarie Park

John Holland Macquarie Park Land Custodian Pty Ltd

The Planning Agreement was entered into on 31 August 2018 and proposes the following public benefits: • Construction of road works • Dedication of road land to Council • Construction of pedestrian link • Payment of monetary contributions.

Ongoing. Nothing delivered in reporting period.

85-97 Waterloo Road, Macquarie Park

The Trust Company Limited as custodian for Goodman Australia Industrial Trust No. 3, Goodman Funds Management Australia Limited, and Sydney North Planning Panel

Ongoing. The Planning Agreement was entered into on 27 March 2019 and proposes the Nothing delivered in following public benefits: reporting period. • Construction of road works • Dedication of road land to Council • Construction of pedestrian link works • Dedication of pedestrian link land • Payment of monetary contributions.

11-17 Khartoum Road, Macquarie Park

The Trust Company The Planning Agreement was entered Limited as custodian into on 2 December 2019 and proposes for Stockland the following public benefits: Trust Management • Construction of road works Limited as trustee for • Dedication of road land to Council Advance Property Fund ABN 86 001 900 • Construction of pedestrian link works 741, and Stockland • Registration of pedestrian Trust Management link easement Limited as Responsible Entity for • Construction of public domain works the Advance Property • Payment of monetary contributions. Fund ACN 001 900 741, and Sydney North Planning Panel

Road construction and land dedication occurred on 24 March 2025.

197-223 Herring Road, Macquarie Park (Macquarie Shopping Centre)

AMP Capital Funds Management Limited and AMP Macquarie Pty Limited

The Planning Agreement was entered into on 2 November 2018 and proposes the following public benefits: • Approximately 5,000m2 of community facility land/works (cold shell) for a library and creative hub in Macquarie Shopping Centre on a 99‑year peppercorn lease.

Ongoing. Nothing delivered in reporting period.

152-190 Rowe Street and 3-5 Rutledge Street, Eastwood

Eastwood Centre Pty Limited CAN 646 266 006 ATF Eastwood Centre Unit Trust ABN 81 904 255 704

The Planning Agreement was entered into on 16 July 2019 and proposes the following public benefits: • Construction and dedication of affordable housing dwellings, • Construction of public domain works • Payment of a monetary contribution.

Ongoing. Nothing delivered in reporting period.

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City of Ryde Annual Report 2024/25

9-13 Waterloo Road, Macquarie Park

Waterloo Projects Pty Ltd

The Planning Agreement was entered into on 12 August 2020 and proposes the following public benefits: • Payment of a monetary contribution towards the construction of footpath and public domain upgrades in Wicks Road.

Payment of a monetary contribution totalling $446,138.71 received on 13 February 2025.

45-47 Epping Road, Total Forms Pty Ltd Macquarie Park Limited and PS1875 property Holdings Pty Limited

The Planning Agreement was entered into on 19 November 2020 and proposes the following public benefits: • Payment of a monetary contribution • Dedication of road land.

Ongoing. Nothing delivered in reporting period.

63-71 Waterloo Road, Macquarie Park

UT 65 Pty Ltd

The Planning Agreement was entered into on 24 November 2020 and proposes the following public benefits: • Construction of road works • Dedication of road land to Council • Payment of monetary contributions.

Ongoing. Nothing delivered in reporting period.

1 Eden Park Drive, Macquarie Park

Kamirice Pty Limited

Ongoing. The Planning Agreement was entered Nothing into on 24 November 2020 and proposes the following public benefits: delivered in • Payment of monetary contributions reporting period. • Pedestrian works • Registration of pedestrian easement.

2-6 Chatham Road, Hurstville Apartments The Planning Agreement was entered West Ryde Pty Ltd into on 18 January 2021 and proposes the following public benefits: • Construction and dedication of affordable housing dwellings • Public domain works • Road works.

Ongoing. Nothing delivered in reporting period.

181

Additional Statutory Reporting

28. Public Interest Disclosure Act 1994 and Regulation. Council continued to maintain its framework for the reporting of any potential public interest disclosures with the Public Interest Disclosures Act 2022 incorporated within its existing framework. The Act provides more comprehensive protections for whistleblowers and witnesses as well as fewer ‘trip hazards’ for potential whistleblowers. All Council staff, including disclosure officers and managers, remain informed and aware of the new Act by undertaking mandatory e-learning training issued by the NSW Ombudsman. Council’s Public Interest Disclosure Policy was adopted on 26 March 2024, and operated throughout 2024/25. 29. Capital Expenditure Reviews. Council did not propose any capital projects requiring a Capital Expenditure Review during 2024/25. 30. Compliance with the Carers Recognition Act 2010. Council does not provide services directed at carers and/or people being cared for by carers. 31. Disability Inclusion Act 2014.

Action

Outcome

FOCUS AREA 1: Developing positive community attitudes and behaviours Objective 1. Celebrate and value people with disability in the community 1. Undertake a pilot program with Zero Barriers to introduce a recognition system for our local inclusive businesses.

Council concluded its partnership with Zero Barriers in June 2024, due to the limited outcomes achieved through the collaboration.

2. Promote the lived experience of disability in Council’s key communication materials.

Council actively promoted lived experience of disability across multiple communication channels, including the Community Magazine, The Weekly Times newspaper, the Council website, social media platforms, and e-newsletters.

3. Provide updates of successful implementation of DIAP actions (as well as other examples of positive inclusion) on Council’s public communication channels (including both Council and community achievements).

Frequent updates on DIAP actions were shared via our Community Services eNewsletter, staff updates, Council social media, the Ryde Disability Forum, and interagency networks. Successful initiatives included coverage of the Ryde Shine Ability Competition (with winner interviews and volunteering inclusion), Auslan Storytimes at the Library, and other promotional activities across Council channels.

4. Launch of new DIAP in 2022 with a focus on inclusion of people with disability.

The current DIAP, launched in 2022, is being implemented with actions delivered and outcomes evaluated annually.

5. Review and update events held for International Day of People with Disability to better reflect the diversity of experience and age of people with disability.

In 2024, the Ryde Shine Ability talent competition for people with disability attracted 20 entries, with eight finalists and three winners. Two competitions – Ryde Shine Ability and the new Ryde Inclusive Arts Competition – will be held in September 2025 as part of International Day of People with Disability celebrations.

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City of Ryde Annual Report 2024/25

Action

Outcome

FOCUS AREA 1: Developing positive community attitudes and behaviours Objective 2. Foster understanding and connections within the community 6. Deliver a targeted community education campaign on appropriate language and respectful behaviours towards people with disability (invisible disability) for schools, business and community (e.g. covering mental health, neurodivergent conditions and intellectual disability).

The annual Ryde Disability Forum celebrates achievements in the disability sector and recognises the talents and contributions of people with disability. In 2025, the forum welcomed 53 attendees.

7. Include information regarding accessibility and inclusion to the community when dealing with Council through the hire of venues and facilities or grant applications.

In 2024/25, 27 percent of community grants were awarded to projects supporting inclusion, seniors, disability or mental health initiatives. Ten disability and community groups received a total of $69,205 in community grants.

8. Engage with CALD groups and members of the community with disability through specific events to foster inclusion and connections with Council.

Council events are inclusive and open to CALD communities and people with disability, with disability-specific events consistently well attended by CALD groups. Two of the 50 listings in Council’s leisure and recreation directory are dedicated to disability-specific groups or programs.

Objective 3. Facilitate programs that improve social inclusion 9. Create and distribute a social inclusion checklist for businesses to facilitate greater inclusion of people with disability.

The Inclusive Employment Toolkit for Employers was developed and launched in December 2024 and has since been promoted through the Council’s business e-newsletter.

10. Facilitate the provision of Council’s schedule of fees and charges includes discounted disability support services and venue hire rates for eligible not-for-profit organisations and activities by community organisations community groups. through discounted venue hire fees at Council’s properties. 11. Update Council’s Event Planning Guide to encourage organisations to be inclusive as well as accessible, for example, offering flexible pricing that considers the needs of people with disability.

Through continuous training and active collaboration with other local government organisations, we have been able to consistently update Council’s planning guide, ensuring it remains current and effective.

12. Encourage grant applications that foster inclusion.

Community Grants guidelines prioritise projects aligned with Council’s DIAP, emphasising inclusion and accessibility for all community members. In 2024/25, 27 percent of awarded grants supported initiatives fostering inclusion, seniors, disability and mental health.

13. Provide a copy of DIAP to newly elected Councillors.

Councillors reviewed the Disability Action Plan during workshops.

14. Work with organisations to identify opportunities to support innovative and inclusive activities for people with disability.

Council’s Inclusion and Access Working Group meetings were hosted quarterly, while the annual Ryde Disability Forum promotes new initiatives, gathers community feedback and provides Council updates.

183

Additional Statutory Reporting

Action

Outcome

FOCUS AREA 1: Developing positive community attitudes and behaviours 15. Promote events that are accessible and inclusive for people with disability, and provide information to the community on the specific measures in place that make these events accessible.

Council promoted its commitment to inclusive workplaces through the Inclusive Employment Toolkit, volunteering opportunities, and events such as the Ryde Disability Forum, Community Expo, Empower Ryde, and the International Day of People with Disability. Additionally, inclusive principles were integrated into accessible event planning and staff training workshops.

16. Engage with performers and suppliers with a disability in Council events.

We continued to promote inclusion through our festivals and events. We actively support people with disability by offering paid performance opportunities to showcase their talents. In 2024, Council engaged three people with disability – winners of Ryde Shine Ability Talent Quest in 2023 – at the Ryde Disability Forum. They were also invited to perform at upcoming Council events in 2025, including the Easter Event and Common Threads.

17. Engage with local interagencies to create sustainable programs and ongoing participation pathways for people with disability, such as identifying opportunities for cross‑facilities/resource use.

All events, programs and activities have been communicated to interagencies across northern Sydney area.

18. Continue to facilitate provision of sport and recreation programs for people with disability, and increase awareness among community sporting groups of assistance they can obtain to make their function more inclusive.

Active in Ryde delivered two programs for people with disability – riverwalks and a silent disco – attracting over 80 participants.

19. Integrate key actions from Council’s Social Plan (2019‑2024) and other relevant plans and strategies into activities and events.

All events and activities have been linked to Social Plan (2019‑2024).

20. Promote and implement tools for disaster preparedness. (Get Prepared App, SES emergency plan, Climate Wise communities, Emergency Preparedness Kits).

Council provided emergency preparedness tools to diverse communities, including CALD and disability groups, through events like the Sustainability Festival. Initiatives included a presentation to a local Iranian community group and participation in a Resilient Sydney workshop to inform strategy updates. Internal efforts focused on developing disability‑inclusive promotional materials to improve community accessibility.

21. Continue to deliver inclusive activities as part of Active in Ryde programs being offered to the community.

Council has delivered six inclusive activities through the Active in Ryde program across the past three financial years, engaging over 300 participants. Participant feedback has been strongly positive, with a 96 percent satisfaction rate. A range of inclusive activities were delivered throughout the year, including the School Holiday Program, the Seniors Program, which offered 32 activities across four terms, Spring Garden Competition and Children’s Seed Growing Competition.

184

City of Ryde Annual Report 2024/25

Action

Outcome

FOCUS AREA 1: Developing positive community attitudes and behaviours Objective 4. Make Council events, facilities and activities welcoming and inclusive 22. Provide training on how volunteers can assist people with disabilities at Council events.

Volunteers are briefed on best practices for engaging with people with disabilities at events. Insights from event survey data are used to enhance volunteer training and awareness.

23. Create opportunities for people with a disability to volunteer at Council and community events.

Volunteers have actively supported Council events and programs throughout the year. A bi-monthly meetup was introduced to strengthen connections with Council staff and offer upskilling opportunities through guest speakers tailored to volunteer needs. Three volunteers have since secured paid employment outside Council. The Supporting Inclusive Volunteering program has been recognised by the Department of Social Services for inclusion in Australia’s Disability Strategy Implementation Report 2025.

Objective 5. Increase knowledge and understanding about disability in Council In 2024, Council delivered a range of inclusion and mental 24. Provide periodic training health training sessions for staff. This included two disability to Council staff in disability awareness sessions for 46 staff (covering inclusive employment awareness and inclusion to and general disability inclusion), an Easy Read training session meet service requirements: for 11 staff facilitated by the Council for Intellectual Disability, • Prioritise training and education and Mental Health First Aid training for 16 staff. Additionally, a to frontline staff about including mental health awareness webinar facilitated by the Black Dog people with disability Institute was attended by 38 staff. • Repeat training every four years • Include opportunities for learning experiences for Council staff in the training program.

Action

Outcome

FOCUS AREA 2. Creating liveable communities Objective 1. Make it safe and easy to get around 25. Plan to better prepare the community, especially the most vulnerable for hazards and extreme weather events, particularly urban heat.

Internal staff training was conducted to support the development of disability-inclusive materials, aimed at improving emergency preparedness and resilience. This work helped ensuring that vulnerable community members are better considered in future plans and programs.

26. Design and implement Council programs (e.g. warnings, refuges, health services, Cool Places, Cool Spaces urban heat project) with actions to support higher risk residents, including the elderly, people living with disabilities and those with chronic conditions.

The Urban Heat program, Cool Places, Cool Spaces, began collecting data on community vulnerability, with a focus on people with disability and the elderly. Two years of data have been gathered to inform targeted program delivery.

27. Review whole-of-route accessibility along key active movement corridors including to and between town centres, major transport sites and to cultural/leisure facilities

Council collaborated with Transport for NSW on the concept design for a shared path between Melrose Park and Meadowbank.

185

Additional Statutory Reporting

Action

Outcome

FOCUS AREA 2. Creating liveable communities 28. When auditing presence and condition of footpaths include presence of overhanging vegetation and potential for future impedance by vegetation.

A comprehensive footpath audit has been completed, capturing detailed asset condition data. This information guides maintenance priorities and capital planning, with a focus on risk, and proximity to town centres, transport hubs, hospitals, and aged care facilities. Works are delivered progressively within available budget constraints.

29. Develop requirements to ensure continued accessibility of footpath areas during construction work, particularly relating to footpath removal and wheeled access.

Requirements for maintaining accessible pathways during construction prioritise minimising disruption to pedestrians, particularly people with disabilities. Where access cannot be maintained, a safe alternative route is provided. Maintenance works are prioritised to address accessibility issues.

30. Prioritise footpath, road and upgrade and repair of bus routes within asset budget.

Footpath and road renewal priorities are guided by audit findings and community accessibility needs. Asset planning and upgrades are based on risk assessments, with a focus on improving access to major town centres, transport hubs and essential services. Works are staged and delivered in line with annual budget allocations.

31. Continue the implementation of PAMP items and footpath configuration to improve accessibility and connection within existing asset capital works programs.

Pedestrian infrastructure recommendations from the Pedestrian Access and Mobility Plan (PAMP), including footpaths, kerb ramps, and pedestrian crossings, continue to be integrated into capital works projects.

32. Play a more active role in Disability support services continue to access funding supporting community transport through the Council’s Community Grants Program, with 10 organisations that service the area, disability and community groups receiving a total of $69,205. such as through grants, or advertising Additionally, two of the 50 listings in the Council’s Leisure and for volunteers. Recreation directory are dedicated to disability-specific groups or programs. 33. Incorporate requirements within the DCP for accessible parking that go beyond compliance. Parking strategies to better consider the requirements for width and height of modified vehicles and vans.

A comprehensive review of the Development Control Plan (DCP) is planned, with accessible parking controls to be addressed in this review.

34. Rangers to continue enforcement Rangers continued to enforce regulations against vehicles of fines for cars parked on the parked on footpaths and the misuse of accessible parking footpath and improper use of spaces. This proactive approach supports pedestrian safety accessible parking spaces. and ensures accessible spaces remain available for people with disabilities. 35. Review and revise public domain signage to improve legibility and consistency, to assist people with disability to move around our City.

186

Council has reviewed car share parking signage and promoted accessibility opportunities during visits to small town centres. We continued to install accessible features, including tactile ground surface indicators, kerb ramps, pathways, disabled parking and signage in line with the Disability Discrimination Act and current standards. The Park Signage Strategy incorporates inclusive and universal design principles and has been endorsed as an internal reference for Council.

City of Ryde Annual Report 2024/25

Action

Outcome

FOCUS AREA 2. Creating liveable communities 36. Work with Transport NSW to make major transport infrastructure in Ryde LGA more accessible and disability friendly with ramps and lifts and improve signage at bus interchanges.

Council collaborates with Transport for NSW on major transport projects, including the Macquarie Park Bus Interchange, Parramatta Light Rail Stage 2 and the Parramatta to Sydney Foreshore Link, advocating for accessible and disabilityfriendly facilities such as bus shelters, pathways and bridges.

37. Partner with the Council continued to support vulnerable residents through the NSW Government to provide Park’nPay app, which helps users easily find available parking real‑time availability for accessible across the Ryde LGA. parking spaces across the LGA via the NSW Park’nPay App. Objective 2. Ensure Council’s events, open spaces and leisure and sporting facilities are accessible and inclusive 38. Ensure amenities and infrastructure support people with disability attending is included in planning for Council events.

Council continued to provide accessible drop-off zones, toilets, laybacks, ramps and closed captions at cinema events. Community promotional advertising encouraged contact with Council before events to arrange additional accessibility accommodations if needed.

39. Review the design of parks and playgrounds to propose that they cater to a range of age groups and allow for multi‑generational enjoyment.

The Children’s Play Implementation Plan offers a design framework that promotes accessibility and inclusivity in playgrounds. Council conducts an annual audit, and accessibility is integrated into the design process for all new playgrounds.

40. Deliver works program as per 2019/20 Playground and Amenities Building Audit, and monitor accessibility of existing parks, leisure and recreational facilities.

Council has delivered two new playgrounds and refurbished amenity buildings with additional trials and construction underway. Accessibility remains a key focus, supported by annual audits and all new playground designs are aligned with the Play Plan and universal design principles.

41. Provide spaces in Council’s main libraries for a range of accessibility needs (e.g. visual, hearing and mobility impairments, sensory sensitivities).

All library branches have undergone accessibility audits, with key information now available online. A procedure for assistance animals has been developed and implemented. Hearing loops, communication boards and quiet hours are in place at all branches. Targeted programs for children with specific needs, including Deaf or Hard of Hearing and sensory sensitivities, are offered, with Auslan interpretation provided for relevant programs and events.

42. Review the function and services provided at Ryde Aquatic Leisure Centre (RALC) to support better access and inclusion.

External family change room areas have been added to the pool concourse to ease demand on existing family and accessible change rooms. Additionally, more Learn to Swim staff have completed specialised disability awareness training.

187

Additional Statutory Reporting

Action

Outcome

FOCUS AREA 2. Creating liveable communities Objective 3. Improve accessibility of Council’s buildings and infrastructure assets 43. Incorporate asset data collected in 2019/20, such as trip hazards on footpaths and compliance of kerb ramps for Disability Discrimination Act (DDA) standards, in future project development.

Council conducted asset condition assessments in 2024. This updated information has been used to refine and prioritise capital renewal projects and proactive maintenance, such as footpath grinding and slab replacements, to progressively enhance the footpath network, ensuring safe and accessible infrastructure for the community.

44. Develop an access protocol and checklist that provides guidance on standards of accessibility for public domain and infrastructure works that reflect Universal Design Principles and best practice, not just existing Standards (Access to Premises – Buildings).

The Park Design Guide is currently under development as part of a multi-year project.

45. Audit and deliver program of upgrades and renewals to Council’s portfolio of building assets to enhance accessibility and inclusion.

Future capital upgrade and renewal projects requiring development applications will address accessibility issues, with improvements determined as part of the approval process.

46. Review the progress of bus shelter contract renewal. Annual program of accessibility upgrades and renewal for the public domain to support implementation of adaptable lighting to deliver above compliance bus stops in accordance with the Disability Standards for Accessible Public Transport 2002.

The bus shelter renewal program is progressing, with upgrades planned and delivered in accordance with contract requirements and accessibility standards. As at June 2025, 107 shelter locations have been made compliant. In parallel, Council’s Disability Discrimination Act (DDA) Bus Stop Program is advancing, with 57 locations now compliant with the Disability Standards for Accessible Public Transport (DSAPT).

47. Establish audit program to assess An ongoing review and regular audits are conducted across signage for Council on both existing for-hire venues to ensure appropriate signage is in place. and new facilities. Fourteen of our for-hire venues are subject to regular auditing. 48. Upgrade and renew the provision Amenity upgrades are planned for new facilities delivered of public accessible toilets in key under Council’s four-year Delivery Plan. facilities and recreational spaces such as aquatic centres, main shopping centres and regional parks.

188

City of Ryde Annual Report 2024/25

Action

Outcome

FOCUS AREA 2. Creating liveable communities Objective 4. Facilitate town centres and commercial areas to be accessible 49. Continue to investigate and deliver incentives to encourage local businesses and venues to upgrade their premises to improve accessibility.

Council commenced discussions with the Uniting NDIS Local Area Coordinator Program to deliver the One Action Matters project, which supports businesses and organisations in making small, meaningful changes to become more inclusive.

50. Work with the Australian Electoral Commission to ensure that all Council venues used for local, state and federal government elections are accessible.

For the September 2024 Council election, the NSW Electoral Commission implemented a range of disability accessibility protocols. It classified venues into three levels of wheelchair accessibility: Fully accessible, Assisted access, and No wheelchair access.

51. Work with major landowners to support improved inclusion and accessibility.

Detailed design advice is not provided at the planning proposal stage. However, proponents are advised during prelodgement that proposals must include a social and community needs assessment, which may address housing diversity. Council’s masterplans consistently consider accessibility and inclusion, particularly for vulnerable users including people with disabilities. All proposed buildings and infrastructure must comply with the Disability Discrimination Act (DDA) and/or the Disability Standards for Accessible Public Transport (DSAPT), and these requirements form part of project assessments.

52. Provide guidance, resources and incentives for developers to incorporate Universal Design Principles in developments.

The current Ryde Development Control Plan (DCP) includes some guidance on Universal Design Principles, such as Part 9.2 Access for People with Disabilities. A comprehensive review of the DCP is planned, which may include expanded guidelines to further incorporate Universal Design Principles into developments.

Objective 5. Provide more adaptable and affordable housing 53. Identify opportunities to facilitate new dwellings to support independent, assisted living for people with disability. Continue to work with State Government and the building industry to deliver training, education and incentives for developers and builders to facilitate development of housing that is adaptable and affordable for people with disability.

In May 2025, Council resolved to publicly exhibit the Draft Key Workers Affordable Housing Policy. A key action under the Draft Policy is that affordable housing dedicated to Council should generally meet accessible design standards. The provision of affordable housing is an ongoing priority, and Council’s strategies and master plans continue to identify and support opportunities to deliver it.

54. Continue to implement the Council ensures the implementation of Waterloo Road Linear Waterloo Road Linear Park strategy Park strategy for improving the accessibility to open space and to improve the inclusion and greater inclusion for people with disability. accessibility to open space for people with disability. 55. Encourage new development within/near Town Centres through masterplanning to replace old building stocks with new developments that are better equipped to cater for the needs of people with disability.

The West Ryde-Meadowbank Masterplan has a specific focus on improving accessibility and inclusion for all, particularly for more vulnerable users, including people with disabilities.

189

Additional Statutory Reporting

Action

Outcome

FOCUS AREA 3. Supporting access to meaningful employment Objective 1. Ensure Council is a leader in equal employment 56. Develop education for Council employees on employing and working with people with disability.

Council conducted a training session for managers focused on inclusive employment practices for people living with disabilities, with 19 participants attending.

57. Review the Equal Employment Opportunity Policy to facilitate Council being a more inclusive employer, including recruiting, retaining and supporting employees with a disability.

Council continues to actively review and update its Equal Employment Opportunity (EEO) Policy to ensure full compliance with Commonwealth and State anti-discrimination legislation, including the Disability Discrimination Act 1992 and the NSW Anti-Discrimination Act 1977. This ongoing work reflects Council’s commitment to being an inclusive employer, dedicated to recruiting, retaining, and supporting employees with disability.

58. Promote opportunities for employment to persons with disability.

Council has created several targeted employment opportunities for people living with disability. Two permanent part-time positions were filled by individuals with physical and intellectual disabilities, and a six-month contract role was introduced specifically for a person with intellectual disability. In addition, Council successfully recruited a temporary Business Trainee through the NSW Government’s Fresh Start Grant program, a role identified for people living with disability.

59. Promote representation of people with disability in the Council workforce to the public and to external organisations.

Support was provided for a job interview involving a candidate with lived experience of disability. In addition, broader promotion continues around the benefits of Council’s inclusive approach to employment.

60. Undertake Periodic Review of Council’s recruitment and selection processes and procedures to ensure there are no artificial barriers to employment for persons with a disability, and that candidates are able to request accommodations or alternative submission methods as part of the recruitment processes.

Council’s Reasonable Adjustment Policy remains fully in effect and accessible to all staff. To support an inclusive and accessible workplace, confidentiality agreements and Council’s values have been translated into Easy Read format, and a Plain English version of the current Code of Conduct has been drafted. These initiatives help ensure supportive and inclusive working arrangements for all employees.

61. Develop and promote flexible working arrangements and in- house support to recruit and retain people with disability in the workforce.

Council’s Flexible Working Arrangements Policy remains in effect, ensuring that all staff, including individuals with disabilities, have access to flexible work options and the necessary support to perform their roles effectively.

62. Proactively work with disability employment agencies to seek suitable candidates for new jobs and work experience placements within Council.

The two permanent Project Officer positions, designed for individuals with physical and intellectual disabilities, were widely promoted through Disability Employment Services (DES) providers across NSW and NDIS Local Area Coordinators.

63. Promote work experience and traineeship opportunities for people with disability through local schools and service providers.

The business trainee position was widely promoted across local schools. Council responded to several enquiries from parents and carers regarding the role and the reasonable adjustments available throughout the recruitment and onboarding process.

190

City of Ryde Annual Report 2024/25

Action

Outcome

FOCUS AREA 3. Supporting access to meaningful employment Objective 2. Support people with disability in finding local employment 64. Host a regional employment forum with not for profit organisations, disability service providers, schools and local businesses to support transitioning people with disability into the workforce.

Empower Ryde is a peer-led support program for people with disability who live, work or study in the City of Ryde. The program runs on a bi-monthly basis and provides a platform for connection, support, and empowerment. In June 2025, the Empower Ryde program and the Inclusive Employment Toolkit for Employers were showcased at the Ryde Business Forum. Insights and feedback from Empower Ryde, along with the toolkit, will inform the development of content for future events and forums to further support inclusive employment initiatives.

65. Promote our Social Inclusion and The Inclusive Employment Toolkit for Employers was published Diversity Checklist for organisations in December 2024. Since its launch, the toolkit webpage to employ people with disability. has received 231 views from 82 active users. Additionally, information about the accompanying Inclusion Checklist was shared with 34,678 subscribers via the Council’s business e-newsletter. Objective 3. Foster skills, training and social contribution of people with disability 66. Facilitate partnerships between schools, local businesses and education institutions to promote outcome-based pathways to employment for people with disability.

Council held a meeting with Giant Steps School to establish relationships and promote its support services, programs and activities for students with disabilities. Ongoing collaboration continues with local schools and educational institutions to enhance support for students with disabilities. Additionally, Council organises two annual career expos, open to all members of the community. Council will focus on strengthening relationships with special needs teachers and support units in public schools in the next financial year.

191

Additional Statutory Reporting

Action

Outcome

FOCUS AREA 4: Improving access to services through better systems and processes Objective 1. Improve access and diversity of information services 67. Review and update Council’s Communication Plan. Communications and Engagement to support improved information for people with disability and CALD languages.

Council’s website offers accessibility for CALD community members with information available in 12 languages, displayed in their native scripts for easier navigation. Plans are underway to expand the language options to reach a broader audience, while users can also select languages via their browsers. Translated content is regularly included in event listings and e-newsletters for events presented in languages other than English. Additionally, accessibility is prioritised in all online publications, including the creation of Easy Read documents.

68. Council will engage with local disability service providers to communicate information on services and events to their stakeholders.

Local providers are encouraged to subscribe to the bi-monthly Community Services e-newsletter, which shares current events and activities. They are also invited to the annual Ryde Disability Forum and other events throughout the year. Council efforts included providing information about services to local disability providers and encouraging event attendees to offer feedback through evaluation surveys.

69. Develop, roll-out, promote and implement tools for disaster preparedness.

Council has been collaborating with disability representatives to enhance educational materials, improve accessibility and inform the development of future programs for the community.

70. Develop partnership programs Partnership programs are currently being developed to better for vulnerable groups especially prepare the community for emergency events and shocks, with elderly citizens and those with limited further initiatives planned for the next financial year. technology and digital access. 71. Review the accessibility of Council's website.

Council’s website is regularly reviewed to ensure accessibility for CALD community members, with information available in 12 languages via a drop-down menu. Enhancements display each language in its native script for improved usability. Council is exploring options to expand the range of available languages to further improve access, noting that users can also select preferred languages through their web browsers. Translated content is also featured in website event listings and e-newsletters for events delivered in languages other than English.

72. Promote availability of Auslan sign language interpreter at Council meetings, events and on an ‘at request’ basis.

Programs, meetings and events participants registering via Eventbrite are encouraged to share any accessibility requirements in advance and can contact Council staff for further support on the day of the event. Council Chambers are accessible to people with disability, and reasonable adjustments are available upon request. Library Auslan Storytime has been actively promoted through Council’s community magazine, social media channels, and website.

73. Review staff training for handling 17 Call Centre staff members have completed training on customers with special needs at effectively engaging with customers with special needs. Call Centre. Following the training, 99 percent of staff reported feeling confident and aware of how to interact appropriately with these customers. Council will continue to provide further training and support to ensure 100 percent of staff feel fully equipped in this area.

192

City of Ryde Annual Report 2024/25

Action

Outcome

FOCUS AREA 4: Improving access to services through better systems and processes 74. Ensure there are direct links on Accessibility information for language assistance and the Council’s website to identify available National Relay Service is included in the footer of Council’s services for people with disability. website, which is visible across all webpages. 75. Continue to regularly review the Community Information Directory to support comprehensive listing of services for people with disability.

A total of 46 disability service records were reviewed and updated, with one new service listing added in 2024/25 financial year.

76. Create a central contact point for people with disability, support workers and families to contact Council around issues relating to accessibility.

A central point of contact for accessibility matters has been established, with 100 percent of customer enquiries now referred to this contact. All customer service staff are informed and aware of the appropriate Council representative to engage for accessibility-related issues.

77. Ensure Council’s website promotes what is happening in the Ryde local area, including inclusive businesses, events and services available, and news from Council.

Council’s event pages, event listings and Living with Disability webpages are regularly updated to promote key initiatives such as Social Inclusion Week, International Day of People with Disability, the Ryde Shine Ability Competition, and Empower Ryde. Council will continue to promote relevant events, businesses, and services through its established communication channels.

78. Create a central contact point for people with disability, support workers and families to contact Council on issues relating to accessibility.

79. Ensure Council’s website promotes what is happening in the Ryde local area, including inclusive businesses, events and services available, and news from Council.

Objective 2. Involve people with disability in decision making 80. Develop information and training Community Engagement and Communications staff have for staff for community engagement completed Easy Read and Disability Awareness training, with to be accessible and inclusive. details of the training shared through the staff e-newsletter to raise broader awareness. 81. Providing alternative arrangements for consultation and engagement (including incorporating methods to more actively reach out/ go directly to people with disability).

Council implemented a ‘Consultation in a Box’ approach as part of community consultation for our 24/7 Library After-Hours Access project and the Community Strategic Plan. Invited service providers were supplied with tailored materials to facilitate their own engagement sessions and collect feedback directly from their communities. In-person engagement sessions take venue accessibility into account. Community feedback can also be submitted via Council’s website, which is compliant with web content accessibility guidelines. It includes Google Translate functionality to support language accessibility.

193

Additional Statutory Reporting

Action

Outcome

FOCUS AREA 4: Improving access to services through better systems and processes Objective 3. Upgrade access to Council services 82. Train council customer officers on how to assist people with disability and to know where to access information on disability services.

Regular training and updates are provided on available information resources. All Council customer service officers report being aware of how to access resources related to disability services.

83. Ensure frontline staff are trained Both formal and informal disability awareness trainings have in identifying and assisting customers been provided, with 99 percent of frontline staff reporting with physical or behavioural issues. confidence in assisting people with physical or intellectual disabilities. This includes all Community Services staff. Ongoing collaboration with NDIS partners ensures carers follow standards for appropriate supervision of special needs clients, enhancing user satisfaction and providing reassurance to families. All advertised positions request candidates to indicate if they 84. Provide a request process to allow people with disability to seek have a disability and specify any reasonable adjustments they may require. These requests are reviewed when adjustments adjustments and modifications to Council offices or buildings. are needed. Council conducts a comprehensive risk assessment for employees who use an electric wheelchair and commute via public transport to identify any potential hazards. 85. Provide a dedicated service/ space at community and Council facilities for people with disability who do not have access to, or skills in, technology.

Wheelchair-accessible computers are available at all library branches with accessible seating provided during technology classes and workshops. All technology class bookings include a prompt to identify any accommodation needs. Ryde and Eastwood library branches offer specialised keyboards for users with vision or mobility impairments, and hearing loops are available for use during technology classes and workshops.

86. Investigate the provision of a one-stop-shop for information and Council customer services in a central and accessible location.

Our Library Services maintain a dedicated Community Information Directory that outlines disability and NDIS support services. This information is also accessible on the Living with Disability webpage on Council’s website.

Objective 4. Develop a culture of inclusion in how Council operates and services the community 87. Establish a KPI as a requirement for Council managers to incorporate inclusion and accessibility in the development of projects and programs.

Following the current organisational reform in Council, an inclusion and accessibility KPI will be developed and documented for each business department.

88. Incorporate social inclusion principles within Council’s procurement processes including favouring service providers and contractors that demonstrate social inclusion in their practices and processes.

Sustainability-weighted criteria are included in the evaluation of all Requests for Quotations and Tenders managed by Council. This includes a specific question requesting information on socially sustainable practices, such as improving equity of access through positive and inclusive employment initiatives.

89. Review and promote assisted waste collection service for people with disability living independently.

Measured promotions will continue as there is limited service availability.

194

City of Ryde Annual Report 2024/25

Action

Outcome

FOCUS AREA 4: Improving access to services through better systems and processes 90. Promote support and services for young carers with caring responsibilities.

Council organises two Community Expos and one Volunteer Expo each year, providing valuable information and support for carers. Carers are encouraged to subscribe to Council’s e-newsletter to stay informed about upcoming events, activities, and local news.

91. Develop and implement digital tools and other mechanisms for participatory and collaborative governance.

We continued to improve access for people with disability, enabling greater participation in civic services, engagement and consultation processes.

32. Recovery and threat abatement plans. Fisheries Management Act 1994. No recovery and threat abatement plans are known to have beenwere completed by Council in this period. 33. Details of inspections of private swimming pools. Swimming Pools Act 1992 s 22F(2), Swimming Pools Regulation 2018 cl 23. Number of Swimming Pool Inspections that were carried out under Division 5 of Part 2 of the Swimming Pools Act 1992 that: (a) were of tourist and visitor accommodation

(b) were of premises on which there were more than two dwellings

(c) resulted in the Council issuing the following: (i) a certificate of compliance under section 22D of the Swimming Pools Act 1992

(ii) a certificate of non-compliance under clause 21 of the Swimming Pools Regulation 2018

195

Additional Statutory Reporting

196

City of Ryde Annual Report 2024/25

Global Reporting Index The Global Reporting Initiative (GRI) is a process that introduces globally applicable guidelines that enable an understanding of an organisation’s contribution to sustainable development. The guidelines are designed to ensure GRI based reports: • Provide a balanced and reasonable picture of their economic, environmental and social performance •

Facilitate comparability, benchmarking and assessment of performance address issues of concern to stakeholders The City is not fully compliant but we are working towards progressive integration of our sustainability reporting against the GRI criteria into our Four-Year Delivery Program, department planning and the Annual Report

•

The GRI indicators that have been discussed in this report (either wholly or in part) are referenced in the following table.

General Standard Disclosures

Section/Comment

Strategy and Analysis G4-1 CEO statement.

A year in review – A message from our Mayor A message from our Chief Executive Officer (CEO)

G4-2 Risk and Opportunities.

A year in review – A message from our Mayor A message from our Chief Executive Officer (CEO) A Year in Review Corporate Governance – The Council Organisation – Internal audit, risk management and business continuity planning Community Financial Report All Outcome reports

Organisational Profile G4-3 Name of the organisation.

Entity Name: Council of the City of Ryde Known as: City of Ryde

G4-4 Primary brands, products, and/or services.

Our Annual Report – Our vision, purpose and values All Outcome reports

G4-5 Location of operational headquarters.

Introduction – page 2 Contact – page 303

G4-6 Jurisdiction or areas in which the Council operates.

The City of Ryde in Profile Democratic Governance – Our Council Corporate Governance – The Council Organisation

G4-7 Legal form of the Council.

Democratic Governance – Our Council Corporate Governance – The Council Organisation

197

Additional Statutory Reporting

General Standard Disclosures

Section/Comment

Organisational Profile Continued G4-8 The main target customers of the Council’s activities.

Delivering Our Services – Our Stakeholders All Outcome reports

G4-9 Scale of the Council, number of employees, net revenues, total assets.

Corporate Governance – The Council Organisation – Working at the City of Ryde Community Financial Report General Purpose Financial Statements Special Purpose Financial Statements

G4-10 Size and compilation of the workforce.

Corporate Governance – The Council Organisation Working at the City of Ryde

G4-11 Workforce covered by collective bargaining agreements.

Corporate Governance – The Council Organisation Working at the City of Ryde

G4-12 Council’s supply chain.

Our Open and Progressive City Statutory Reporting

G4-13 Significant changes to the Council during the reporting period.

Democratic Governance – Our Council Corporate Governance – The Council Organisation

G4-15 Externally developed voluntary economic, environmental and social charters, principles or other initiatives to which the organisation subscribes or which it endorses.

Sustainability Statement Our Natural and Sustainable City Our Diverse and Inclusive City Statutory Reporting

G4-16 Association memberships and national/ international advocacy organisations in which the organisation has positions.

Statutory Reporting

Identified Material Aspects and Boundaries G4-17 Entities included in the Council’s financial statements.

General Purpose Financial Statements Special Purpose Financial Statements

G4-20 Aspect boundary and limitations within the organisation.

Introduction The City of Ryde in profile General Purpose Financial Statements

G4-21 Aspect boundary and limitations outside the organisation.

About this report Our City General Purpose Financial Statements Special Purpose Financial Statements

G4-23 Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report.

No significant changes

198

City of Ryde Annual Report 2024/25

General Standard Disclosures

Section/Comment

Stakeholder Engagement G4-24 List of stakeholder groups engaged by the organisation.

Performance Overview – Our Stakeholders All Outcome reports – Reference to stakeholder groups are included in the performance report for each outcome

G4-25 Basis for identification and selection of stakeholders with whom to engage.

Delivering our Services – Our Stakeholders

G4-26 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.

Delivering our Services – Our Stakeholders

G4-27 Issues and concerns raised through stakeholder engagement and how the organisation has responded.

All Outcome reports

Report File G4-28 Reporting period for information provided.

Introduction A Year in Review City of Ryde’s Annual Report 2024/25 was published in November 2025 and is available on www.ryde.nsw.gov.au/AnnualReport

G4-29 Date of most recent previous report.

City of Ryde’s Annual Report 2023/24 was published in November 2024 and is available at www.ryde.nsw.gov.au/AnnualReport

G4-30 Reporting cycle.

1 July 2024 to 30 June 2025

G4-31 Contact point.

Introduction Contact – page 303

G4-32 GRI Content Index for Standard disclosures.

Appendices – Global Reporting Index

G4-33 Policy and current practice with regard to seeking external assurance for the report.

Delivering Our Services Integrated Planning and Reporting Framework

199

Additional Statutory Reporting

General Standard Disclosures

Section/Comment

Governance G4-34 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks.

Democratic Governance – Our Council Corporate Governance – The Council Organisation

G4-37 The process for consultation between stakeholders and highest governance body.

Democratic Governance – Our Council

G4-38 The composition of the highest governance body and committees.

Democratic Governance – Our Council

G4-39 Indicate whether the chair of the highest governance body is also an executive officer.

Democratic Governance – Our Council

G4-40 The selection process for the highest governance body.

Democratic Governance – Our Council

G4-41 Processes in place for the highest governance body to ensure conflicts of interest are avoided.

Democratic Governance – Our Council

G4-44 Processes for evaluating the highest governance body’s own performance particularly with respect to economic, environmental and social performance.

Delivering Our Services Integrated Planning and Reporting Framework Community Financial Report Sustainability Statement Our Outcomes

G4-46 Processes for the highest governing body overseeing identification and management of economic, environmental and social impacts.

Democratic Governance – Our Council

G4-51 Remuneration policies for the highest governance body and senior executives.

Democratic Governance – Our Council Corporate Governance – The Council Organisation

G4-52 The process for determining remuneration. Corporate Governance – The Council Organisation G4-56 The values, principles and code of conduct.

Our vision, purpose and values Democratic Governance – Our Council

Economic Performance Indicators G4-EC1 Economic value generated and distributed.

All Outcome reports Community Financial Report General Purpose Financial Statements

G4-EC2 Financial Implications and other risks and opportunities for the organisation’s activities due to climate change.

Sustainability Statement Our Outcomes – Our Natural and Sustainable City

G4-EC4 Financial assistance received from government.

General Purpose Financial Statements

G4-EC7 Development and Impact of Infrastructure All Outcome reports Investments and Services supported. General Purpose Financial Statements G4-EC8 Significant Indirect Economic Impacts.

200

Our Outcomes – Our Natural and Sustainable City General Purpose Financial Statements

City of Ryde Annual Report 2024/25

General Standard Disclosures

Section/Comment

Environmental Performance Indicators G4-EN2 Percentage of materials used that are recycled input materials.

G4-EN3 Energy consumption within the organisation. G4-EN6 Reduction of Energy Consumption.

Our Outcomes – Our Natural and Sustainable City Council has a significant program of recycling construction materials. Council’s purchasing policy provides for the use of environmental factors when making procurement decisions although it doesn’t specifically refer to the use of recycled input materials. The extent to which the policy is applied is not currently measured. Our Outcomes – Our Natural and Sustainable City Our Outcomes – Our Natural and Sustainable City

G4-EN13 Habitats protected or restored.

Our Outcomes – Our Natural and Sustainable City

G4-EN16/17 Indirect greenhouse gas emissions.

Our Outcomes – Our Natural and Sustainable City

G4-EN19 Reduction of greenhouse gas emissions. Our Outcomes – Our Natural and Sustainable City G4-EN23 Total weight of waste by type and disposal method.

Our Outcomes – Our Natural and Sustainable City

Social Performance Indicators G4-LA1 Total number and rates of new employee hires and employee turnover.

Corporate Governance – The Council Organisation – Working at the City of Ryde

G4-LA5 Percentage of workforce represented in health and safety committees.

Corporate Governance – The Council Organisation – Working at the City of Ryde

G4-LA6 Rates of injury and lost days.

Corporate Governance – The Council Organisation – Working at the City of Ryde

G4-LA9 Hours of training per year.

Corporate Governance – The Council Organisation – Working at the City of Ryde Corporate Governance – The Council Organisation – Working at the City of Ryde

G4-LA11 Employees receiving regular performance and career development reviews. Society Performance Indicators G4-SO1 Business units with implemented local community engagement, impact assessments, and development programs. G4-SO3 Business units assessed for risks related to corruption.

Our Diverse and Inclusive City Our Active and Healthy City

G4-SO4 Communication and training on anti-corruption policies and procedures.

Corporate Governance – The Council Organisation – Internal Audit, risk management and business continuity planning Statutory Reporting

G4-SO5 Confirmed incidents of corruption and actions taken.

Democratic Governance – The Elected Council Statutory Reporting

Corporate Governance – The Council Organisation – Internal Audit, risk management and business continuity planning

Product Responsibility Performance Indicators G4-PR2 Incidents of non-compliance – health and safety.

Corporate Governance – The Council Organisation – Working at the City of Ryde

G4-PR5 Results of surveys measuring customer satisfaction.

Customer satisfaction survey results are collected a range of customer facing Council services. These results are used to improve service delivery. Relevant results are reported in this report.

201

Annual Financial Statements

Community Financial Report The City of Ryde has spent $178.8 million this year to provide services to the community aligned with the seven outcomes within our Community Strategic Plan. In addition, $43.3 million has been spent on capital works across the plan’s outcomes, including roads, footpaths, open space, sport and recreation, traffic and transport and stormwater improvements.

Financial Position of Council – Summary (As at 30 June 2025) To ensure the Community Strategic Plan outcomes are delivered in a financially sustainable manner, the City of Ryde needs to ensure its assets and liabilities are managed prudently. Our current financial position shows $2.4 billion of net assets predominately made up of infrastructure assets. Cash reserves are maintained at adequate levels to ensure that we can renew or upgrade our assets (through our capital works program) to ensure community expectations are met.

202

City of Ryde Annual Report 2024/25

203

Annual Financial Statements

The following table provides a summary of the financial results from the 2024/25 financial statements. Table 8. Summary of Financial Results 2024/25

Income Statement

Actual 2025 ($’000)

Actual 2024 ($’000)

Income from continuing operations

215,461

215,784

Expenses from continuing operations

178,807

156,391

Net operating result for the year

36,654

59,393

Net operating result for the year before grants and contributions for capital purposes and revaluation decrements.

(5,409)

4,702

Statement of Financial Position

Actual 2025 ($’000)

Actual 2024 ($’000)

Current assets

222,076

209,316

Non-current assets

2,280,929

2,091,064

Total assets

2,503,005

2,300,380

Current liabilities

71,766

53,338

Non-current liabilities

6,770

21,944

Total liabilities

78,536

75,282

Total equity

2,424,469

2,225,098

The operating result as at 30 June 2025 amounted to a surplus of $36.7 million, representing a decrease of $22.7 million compared to the previous year’s surplus of $59.4 million. Excluding capital grants and contributions, the net operating result shows a deficit of $5.4 million. Key financial highlights of the 2024/25 financial results include: • An unrestricted cash balance of $12.4 million, used to cover day-to-day operations and provide a buffer for unforeseen expenditure, and was improved due to the timing of year end expenditure •

Maintaining a strong cash reserves position of $348.5 million as at the 30 June 2025

•

Spending $43.3 million on capital works including $21.4 million on renewing existing assets

•

Fixed asset disposals were higher primarily due to the Ryde Central Project closure of $11.4 million and infrastructure asset disposals being $4.2 million greater than expected.

204

City of Ryde Annual Report 2024/25

Sourcing our Revenue – Where our Money Came From The City of Ryde has many sources of revenue to ensure that it is not dependent on one stream of income. The main source of income, other than rates, was from capital grants and contributions of $42.1 million or 19.5 percent. Income from rates and annual charges contributed $115.8 million or 54 percent of total revenue. Federal and State Government grants assist us to provide facilities and services in the community. User fees and charges (such as at the Ryde Aquatic Leisure Centre and regulatory/statutory fees like Development Application fees) are also an important source of income. The following graph shows the various sources of our $215.5 million in revenue during 2024/25.

2025 ($M) Income from Continuing Operations

5.1 8.7 7.3 16.6 19.8 115.9

42.1

115.9

Rates and annual charges

42.1

Grants and contributions provided for capital purposes

19.8

User charges and fees

16.6

Interest and investment revenue

7.3

Other revenues

5.1

Grants and contributions provided for operating purposes

8.7

Other income

215.5

Total Income from Continuing Operations

Identifying our Expenses – Where our Money was Spent In delivering Community Strategic Plan outcomes, the City of Ryde has spent a combined $222.1 million on both operating costs and capital works and services during the year. The two main types of operating expenses incurred during the year relate to employee costs and materials and services. The following graph shows the allocation of $178.8 million of operating expenditure.

2025($M) Expenses from Continuing Operations

0.4 17.9 8.2 65.2

30.1

57.0

65.2

Employee benefits and on-costs

57.0

Materials and contracts

30.1

Depreciation and amortisation

8.2

Other expenses

17.9

Net loss from disposal of assets

0.4

Borrowing costs

178.8

Total expenses from continuing operations

43.3

Total capital expenditure

222.1

Total Expenditure

205

Annual Financial Statements

Financial Ratios and Benchmarks The Key Financial Performance indicators are outlined in the Code of Accounting Practice. These indicators allow for inter-council comparisons to be made across the NSW local government sector.

Operating performance ratio: 5.80 percent

4.62

4.36

4.56

4.04

5.80

2021

2022

2023

2024

2025

This ratio measures City of Ryde’s ability to contain operating expenditure within operating revenue. It is important to distinguish that this ratio is focusing on operating performance and hence capital grants and contributions, fair value adjustments and reversal of revaluation decrements are excluded. This ratio continues to exceed the benchmark and demonstrates Council’s ability to contain operating expenditure within operating revenue. (Benchmark > 0.0 percent)

Own source operating revenue: 77.81 percent 80.76

82.98

82.06

71.51

77.81

2021

2022

2023

2024

2025

This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions. This ratio is above benchmark and Council continues to reduce its reliance on external funding sources like grants and contributions. The City of Ryde achieves this ratio, unlike some other growth Councils that rely on a substantial amount of developer contributions and sub‑divider dedications. (Benchmark > 60.0 percent)

Unrestricted current ratio: 5.36x

206

6.38

4.57

5.34

5.14

5.36

2021

2022

2023

2024

2025

This indicator measures the City of Ryde’s financial liquidity and how these assets are used to meet short-term liabilities as they fall due. Historically, the City of Ryde’s unrestricted current ratio has been above the benchmark of 1.5. This benchmark is used in the development in Council’s Long‑Term Financial Plan to ensure that the City of Ryde is financially sustainable and able to meet its ongoing short‑term financial obligations (payroll and creditors). This ratio remains high and represents Council’s ability to meet its short-term obligations as they fall due. (Benchmark > 1.50x)

City of Ryde Annual Report 2024/25

Debt Service Cover Ratio: 14.79x

12.75

12.23

12.96

12.01

14.79

2021

2022

2023

2024

2025

This ratio measures the availability of operating cash to service debt including interest, principal and lease payments. Council continues to meet this ratio which demonstrates our ability to pay for existing debt. (Benchmark > 2.0x)

Rates and annual charges outstanding percentage: 4.69 percent

4.60

4.96

3.31

3.30

4.69

This ratio is the percentage of outstanding rates as a proportion of the total amount of rates and charges levied for the financial year. It assesses the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of recovery efforts. (Benchmark < 5.0 percent)

2021

2022

2023

2024

2025

Cash expense cover ratio: 16.93 months This liquidity ratio indicates the number of months City of Ryde can continue paying for its immediate expenses without additional cash inflow. Council’s cash expense ratio has been well above benchmark indicating our ability to pay immediate expenses without additional cash flow. 16.26

11.49

11.63

13.95

16.93

2021

2022

2023

2024

2025

(Benchmark > 3 months)

207

Annual Financial Statements

How do our infrastructure spending and conditions compare against benchmark indicators? renewals than it is depreciating but still has a The City of Ryde currently has a net value of backlog of approximately $17.8 million that needs infrastructure assets totalling $1.52 billion. to be addressed. Funds have been allocated in These infrastructure assets include roads, the current Four‑Year Delivery Program to address bridges, footpaths, drains, cycleways, lighting, this backlog. seawalls, wharves, buildings, parks, playgrounds, sporting and leisure facilities and natural areas. The age of our assets, and their regular and These assets, which are used by the community, growing use, means we need to invest in deteriorate (depreciate) over time and require renewal programs to ensure our assets continue ongoing maintenance, renewal or replacement. to meet community needs and expectations. A summary of the indicators shows that Council The City of Ryde’s Infrastructure asset indicators is exceeding the benchmarks in all asset‑related are a summary of Council’s infrastructure categories. Council is spending more on its conditions for the financial year and are as follows:

Buildings and infrastructure renewal ratio: 101.14 percent This measure is used to assess the rate at which these assets are being renewed relative to the rate at which they are depreciating. The ratio has met benchmark levels. (Benchmark >= 100 percent) 124

165

102.18

101.14

2021

2022

2023

2024

2025

Infrastructure backlog ratio: 2.56 percent

1.60

1.79

1.96

1.95

2.56

This ratio shows the proportion of a backlog against the total value of a Council’s infrastructure. A benchmark of two percent has been set. This ratio has met benchmark level. Council will continue to spend money towards asset maintenance and asset renewals so that this backlog does not grow. (Benchmark < 2.0 percent)

2021

208

2022

2023

2024

2025

City of Ryde Annual Report 2024/25

Costs to bring assets to agreed service level ratio: 1.63 percent

1.23

1.13

1.20

1.17

1.63

This ratio provides a snapshot of the proportion of outstanding renewal works compared to the total value of assets under Council’s care and stewardship. This ratio continues to be met as the amount spent on outstanding renewal works ensures that the assets are kept at the agreed service levels. (Benchmark < 2.0 percent)

2021

2022

2023

2024

2025

Asset maintenance ratio: 104.52 percent

102

2021

2022

116

2023

100.41

104.52

2024

2025

This ratio compares actual versus required annual asset maintenance. A ratio above 1.0 indicates Council is investing enough funds to stop the infrastructure backlog growing. This ratio shows that Council is spending more on asset maintenance than what is required. This spending is important as it stops the infrastructure backlog from growing. (Benchmark >100.00 percent)

209

Annual Financial Statements

210

City of Ryde Annual Report 2024/25

Appendix

211

Annual Financial Statements

212

Annual Financial Statements for the year ended 30 June 2025

213

Annual Financial Statements

214

General Purpose Financial Statements for the year ended 30 June 2025

215

Annual Financial Statements

Council of the City of Ryde General Purpose Financial Statements for the year ended 30 June 2025 §MainTOC§

Contents Statement by Councillors and Management

Page 2

Primary Financial Statements: Income Statement Statement of Comprehensive Income Statement of Financial Position Statement of Changes in Equity Statement of Cash Flows

3 4 5 6 7

Notes to the Financial Statements

Independent Auditor’s Reports: On the Financial Statements (Sect 417 [2]) On the Financial Statements (Sect 417 [3])

62 65

Overview Council of the City of Ryde is constituted under the Local Government Act 1993 (NSW) and has its principal place of business at: Council of the City of Ryde Level 1, Building 0 Binary Centre 3 Richardson Place North Ryde NSW 2113 Through the use of the internet, we have ensured that our reporting is timely, complete and available at minimum cost. All press releases, financial statements and other information are publicly available on our website: www.ryde.nsw.gov.au .

Page 1 of 71

City of Ryde Annual Report 2024/25

Council of the City of Ryde General Purpose Financial Statements

for the year ended 30 June 2025

Statement by Councillors and Management made pursuant to Section 413 (2c) of the Local Government Act 1993 The attached general purpose financial statements have been prepared in accordance with: the Local Government Act 1993 and the regulations made thereunder the Australian Accounting Standards issued by the Australian Accounting Standards Board the Local Government Code of Accounting Practice and Financial Reporting. To the best of our knowledge and belief, these statements: present fairly the Council's operating result and financial position for the year accord with Council's accounting and other records. We are not aware of any matter that would render these statements false or misleading in any way. Signed in accordance with a resolution of Council made on 21 October 2025.

Cir Trenton Brown Mayor 21 October 2025

Ir Sophie Lara-Watson Deputy Mayor 21 October 2025

Chief Executive Officer 21 October 2025

KG Bascaran Responsible Accounting Officer 21 October 2025

Page 2 of 71

Annual Financial Statements

Council of the City of Ryde Income Statement

for the year ended 30 June 2025 §Statement§

Original unaudited budget 2025 115,569 18,937 7,443 6,293 14,637 9,987 5,468 638

$ '000

Notes

Income from continuing operations

Rates and annual charges User charges and fees Other revenues Grants and contributions provided for operating purposes Grants and contributions provided for capital purposes Interest and investment income Other income Net gain from the disposal of assets

Total income from continuing operations

B2-1 B2-2 B2-3 B2-4 B2-4 B2-5 B2-6 B4-1

Actual 2025

Actual 2024

115,842 19,770 7,319 5,133 42,063 16,624 8,710 –

110,190 18,144 6,866 6,596 54,691 13,625 5,672 –

215,461

215,784

60,119 57,018 521 7,192 2,220

131,963

Total expenses from continuing operations excluding depreciation, amortisation and impairment of non-financial assets

65,215 56,995 353 8,243 17,882

148,688

127,070

47,009

Operating result from continuing operations excluding depreciation, amortisation and impairment of non-financial assets

66,773

88,714

29,874

Depreciation, amortisation and impairment of non-financial assets

17,135

Operating result from continuing operations

17,135

2,498

178,972

67,122 58,203 82 6,556 –

Expenses from continuing operations Employee benefits and on-costs Materials and services Borrowing costs Other expenses Net loss from the disposal of assets

B3-1 B3-2 B3-3 B3-5 B4-1

B3-4

30,119

29,321

36,654

59,393

Net operating result for the year attributable to Council

36,654

59,393

Net operating result for the year before grants and contributions provided for capital purposes

(5,409)

4,702

The above Income Statement should be read in conjunction with the accompanying notes.

Page 3 of 71

City of Ryde Annual Report 2024/25

Council of the City of Ryde Statement of Comprehensive Income for the year ended 30 June 2025 §Note/Subtotal§ §Subnote§

$ '000

Notes

Net operating result for the year – from Income Statement

2025

2024

36,654

59,393

Other comprehensive income:

Amounts which will not be reclassified subsequent to operating result Gain (loss) on revaluation of infrastructure, property, plant and equipment

Total other comprehensive income for the year

Total comprehensive income for the year attributable to Council

C1-6

162,717

17,007

162,717

17,007

199,371

76,400

Page 4 of 71

Annual Financial Statements

Council of the City of Ryde Statement of Financial Position as at 30 June 2025 §Statement§

$ '000

Notes

2025

2024

C1-1

103,203 98,537 15,351 682 4,303

23,423 171,004 11,918 700 2,271

ASSETS Current assets

Cash and cash equivalents Investments Receivables Inventories Other

C1-2 C1-4 C1-5

Total current assets Non-current assets

Investments Receivables Infrastructure, property, plant and equipment (IPPE) Investment property Right of use assets

Total non-current assets

C1-2 C1-4 C1-6 C1-7 C2-1

Total assets LIABILITIES Current liabilities

Payables Contract liabilities Lease liabilities Borrowings Employee benefit provisions Provisions

Total current liabilities

C3-1 C3-2 C2-1 C3-3 C3-4 C3-5

Non-current liabilities

Contract liabilities Lease liabilities Employee benefit provisions

Total non-current liabilities

C3-2 C2-1 C3-4

Total liabilities

Net assets EQUITY

Accumulated surplus IPPE revaluation surplus

Total equity

222,076

209,316

146,727 1,419 1,946,468 184,375 1,940

116,100 1,372 1,787,898 181,425 4,269

2,280,929

2,091,064

2,503,005

2,300,380

38,002 15,541 2,102 – 16,121 –

28,848 7,010 2,330 47 14,857 246

71,766

53,338

5,883 – 887

19,017 2,102 825

6,770

21,944

78,536

75,282

2,424,469

2,225,098

1,409,373 1,015,096

1,372,719 852,379

2,424,469

2,225,098

The above Statement of Financial Position should be read in conjunction with the accompanying notes.

Page 5 of 71

C1-6

Notes

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Closing balance at 30 June

Total comprehensive income

Other comprehensive income The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

Total comprehensive income Other comprehensive income Closing balance at 30 June Gain on revaluation of infrastructure, property, plant and equipment

Gain on revaluation of infrastructure, property, plant and equipment Other comprehensive income Net operating result for the year

Openingcomprehensive balance at 1 July income Other

Net operating result for the year $ '000

Opening balance at 1 July

§Note/Subtotal§ §Subnote§

for'000 the year ended 30 June 2025 $

Statement of Changes in Equity

§Note/Subtotal§ §Subnote§

Council of the City of Ryde

for the year ended 30 June 2025

Statement of Changes in Equity

Council of the City of Ryde

1,409,373

36,654 1,015,096

162,717

1,015,096 162,717

1,409,373– –

162,717

162,717 162,717 –

852,379

2025 852,379 IPPE revaluation – surplus

36,654

– – 36,654

1,372,719

Accumulated 36,654 surplus

1,372,719

Accumulated surplus

2025 IPPE revaluation surplus

2,424,469

199,371

162,717

2,424,469 162,717

199,371

162,717 162,717 36,654

2,225,098

Total 36,654 equity

2,225,098

Total equity

1,372,719

59,393

–

1,372,719–

59,393

– – 59,393

1,313,326

Accumulated 59,393 surplus

1,313,326

Accumulated surplus

852,379

17,007

852,379 17,007

17,007

17,007 17,007 –

835,372

2024 835,372 IPPE revaluation – surplus

2024 IPPE revaluation surplus

Page 6 of 71

2,225,098

76,400

17,007

2,225,098 17,007

76,400

17,007 17,007 59,393

2,148,698

Total 59,393 equity

2,148,698

Total equity

City of Ryde Annual Report 2024/25

Annual Financial Statements

Council of the City of Ryde Statement of Cash Flows for the year ended 30 June 2025 §Statement§

Original unaudited budget 2025

$ '000

Notes

Actual 2025

Actual 2024

113,910 17,387 15,536 37,552 4,427 13,226

110,384 19,511 11,595 68,019 1,127 20,656

(63,889) (52,438) (353) (10,053)

(60,243) (60,464) (521) (11,664)

55,000 1,762

– 2,299

(12,797) – (207) (36,906)

(20,593) (47,000) (121) (35,620)

Cash flows from operating activities 115,391 18,898 9,958 23,178 – 14,070 (67,122) (58,246) (82) (6,452)

49,593

Receipts: Rates and annual charges User charges and fees Interest received Grants and contributions Bonds, deposits and retentions received Other Payments: Payments to employees Payments for materials and services Borrowing costs Other

Net cash flows from operating activities

F1-1

75,305

98,400

Cash flows from investing activities – 1,554 – – – (39,604)

(38,050)

Receipts: Redemption of term deposits Proceeds from sale of IPPE Payments: Purchase of investments Acquisition of term deposits Purchase of investment property Payments for IPPE

Net cash flows from investing activities

6,852

(101,035)

(47) (2,330)

(369) (2,134)

Cash flows from financing activities (52) (2,426)

Payments: Repayment of borrowings Principal component of lease payments

(2,478)

Net cash flows from financing activities

(2,377)

(2,503)

9,065

Net change in cash and cash equivalents

79,780

(5,138)

2,832

Cash and cash equivalents at beginning of year

11,897

Cash and cash equivalents at end of year

23,423

C1-1

103,203

28,561

23,423

The above Statement of Cash Flows should be read in conjunction with the accompanying notes.

Page 7 of 71

City of Ryde Annual Report 2024/25

Council of the City of Ryde Contents for the notes to the Financial Statements for the year ended 30 June 2025 §NotesTable§

A About Council and these financial statements A1-1 Basis of preparation B Financial Performance B1 Functions or activities B1-1 Functions or activities – income, expenses and assets B1-2 Components of functions or activities

10 10 12 12 12 13

B2 Sources of income B2-1 Rates and annual charges B2-2 User charges and fees B2-3 Other revenues B2-4 Grants and contributions B2-5 Interest and investment income B2-6 Other income

14 14 15 16 17 21 21

B3 Costs of providing services B3-1 Employee benefits and on-costs B3-2 Materials and services B3-3 Borrowing costs B3-4 Depreciation, amortisation and impairment of non-financial assets B3-5 Other expenses

22 22

B4 Gains or losses B4-1 Gain or loss from the disposal, replacement and de-recognition of assets

B5 Performance against budget B5-1 Material budget variations

27 27

C Financial position

22 23 24 25 26

C1 Assets we manage C1-1 Cash and cash equivalents C1-2 Financial investments C1-3 Restricted and allocated cash, cash equivalents and investments C1-4 Receivables C1-5 Inventories C1-6 Infrastructure, property, plant and equipment C1-7 Investment properties

28 28 28 29 31 33 34 37

C2 Leasing activities C2-1 Council as a lessee C2-2 Council as a lessor

38 38 40

C3 Liabilities of Council C3-1 Payables C3-2 Contract Liabilities C3-3 Borrowings C3-4 Employee benefit provisions C3-5 Provisions

41 41 41 42 44 45

D Risks and accounting uncertainties

46 Page 8 of 71

Annual Financial Statements

Council of the City of Ryde Contents for the notes to the Financial Statements for the year ended 30 June 2025 D1-1 Risks relating to financial instruments held D2-1 Fair value measurement D3-1 Contingencies E People and relationships E1 Related party disclosures E1-1 Key management personnel (KMP) E1-2 Councillor and Mayoral fees and associated expenses E2 Other relationships E2-1 Audit fees F Other matters F1-1 Statement of Cash Flows information F2-1 Commitments F3 Statement of developer contributions F3-1 Summary of developer contributions F3-2 Developer contributions by plan F3-3 S7.4 planning agreements

46 49 52 55 55 55 56 56 56 57 57 58 59 59 60 60

Page 9 of 71

City of Ryde Annual Report 2024/25

About Council and these financial statements

A1-1 Basis of preparation §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

These financial statements were authorised for issue by Council on 21 October 2025. Council has the power to amend and reissue these financial statements in cases where critical information is received from public submissions or where the Office of Local Government (OLG) directs Council to amend the financial statements. The material accounting policy information related to these financial statements are set out below. Accounting policies have been consistently applied to all the years presented, unless otherwise stated. These general purpose financial statements have been prepared in accordance with Australian Accounting Standards and Australian Accounting Interpretations, the Local Government Act 1993 (Act) and Local Government (General) Regulation 2021 (Regulation), and the Local Government Code of Accounting Practice and Financial Reporting. Council is a not for-profit entity. The financial statements are presented in Australian dollars and are rounded to the nearest thousand dollars.

Historical cost convention These financial statements have been prepared under the historical cost convention, as modified by the revaluation of certain infrastructure, property, plant and equipment and investment property.

Significant accounting estimates and judgements The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Council's accounting policies. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the Council and that are believed to be reasonable under the circumstances. Critical accounting estimates and assumptions Council makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year include: i. estimated fair values of investment property – refer Note C1-7 ii. estimated fair values of infrastructure, property, plant and equipment – refer Note C1-6 iii. employee benefit provisions – refer Note C3-4. Significant judgements in applying the Council's accounting policies i. Impairment of receivables – refer Note C1-4. ii. Determination of whether performance obligations are sufficiently specific and whether the contract is within the scope of AASB 15 Revenue from Contracts with Customers and / or AASB 1058 Income of Not-for-Profit Entities – refer to Notes B2-2 – B2-4. iii. Determination of the lease term, discount rate (when not implicit in the lease) and whether an arrangement contains a lease – refer to Note C2-1. Fiduciary Funds Held on Behalf of NSROC The Council holds funds totalling $3,683,025 as at 30 June 2025 in a fiduciary capacity on behalf of the Northern Sydney Regional Organisation of Councils (NSROC). These funds are maintained in segregated bank accounts and are used exclusively for administering payments to third-party suppliers and service providers according to NSROC’s directives. The Council acts solely as an agent in this arrangement and does not have control over these funds. It does not bear any associated risks or rewards and therefore does not recognise these amounts as assets or liabilities in its financial statements.

Monies and other assets received by Council The Consolidated Fund In accordance with the provisions of Section 409(1) of the Local Government Act 1993, all money and property received by Council is held in the Council’s Consolidated Fund unless it is required to be held in the Council’s Trust Fund. The Consolidated Fund has been included in the financial statements of the Council.

continued on next page ...

Page 10 of 71

Annual Financial Statements

A1-1 Basis of preparation (continued) Volunteer services Council offers a variety of services, events and programs that are fulfilled with the generosity of volunteers who offer their time and skills. Such services include bushcare, events, libraries and community services. The nature of such activities would not be purchased if not donated, and cannot be reliably measured. As such, Council does not recognise these services in the income statement.

New accounting standards and interpretations issued but not yet effective New accounting standards and interpretations issued but not yet effective Certain new accounting standards and interpretations have been published that are not mandatory for the 30 June 2025 reporting periods (and which have not been early adopted by Council). As at the date of authorisation of these financial statements, Council does not consider that any of these standards are likely to have a material impact on the Council's future financial statements, financial position, financial performance or cash flows. AASB 18 Presentation and Disclosure in Financial Statements This Standard replaces AASB 101 Presentation of Financial Statements and sets out the requirements for the structure of the financial statements, including the application of fundamental concepts such as materiality. AASB18 introduces: • additional subtotals into the Statement of Profit and Loss • restructuring of the Statement of Profit or Loss into Operating, Investing and Financing elements; and • management performance measures. The standard applies to annual reporting periods beginning on or after 1 January 2028, i.e. council financial statements for the year ended 30 June 2029. AASB 2024-2 Amendments to Australian Accounting Standards - Classification and Measurement of Financial Instruments (AASB 7 and AASB 9) This Standard amends AASB 7 and AASB 9 in response to feedback from the 2022 Post-implementation Review of the classification and measurement requirements in AASB 9 and related requirements in AASB 7 and the subsequent 2023 Exposuure Draft. The Standard amends requirements related to: • settling financial liabilities using an electronic payment system; and • assessing contractural cash flow characteristics of financial assets with environmental, social and corporate governance (ESG) and similiar features. This Standard also amends disclosure requirements relating to investments in equity instruments designated at fair value through other comprehensive income and adds disclosure requirements for financial instruments with contingent features that do not relate directly to basic lending risks and costs. The standard applied to annual reporting periods beginning on or after 1 January 2026, i.e. council financial statements for the year ended 30 June 2027.

New accounting standards adopted during the year The following new standard is effective for the first time at 30 June 2025: ◾

AASB 2022-10 Amendments to Australian Accounting Standards – Fair Value Measurement of Non-Financial Assets of Not-for-Profit Public Sector Entities.

AASB 2022-10 applies specifically to non-financial assets of not-for-profit sector entities that are not held primarily for their ability to generate net cash inflows. The amendments and guidance address how to estimate fair value using the hypothetical acquistion or construction cost of a replacement asset at measurement date. With consideration to the above amendment, Council has applied professional judgement and determined the impact to be immaterial.

Page 11 of 71

Functions or activities

Expenses 2024

Operating result 2025 2024

Grants and contributions 2025 2024

Total functions and activities

Catchment Waterway City Development $ '000 City Economy City Sports and Recreation Functions or activities Community Connectedness and Catchment Waterway Engagement City Development Community Inclusion and Wellbeing City Economy Community Safety and Amenity City Sports and Recreation Governance & Corporate Services Community Connectedness and Library Engagement Paths and Cycleways Community Inclusion and Wellbeing Resilience and Sustainability Community Safety and Amenity Roads Governance & Corporate Services Service Delivery Support Library Strategic Property Paths and Cycleways Traffic and Transport Resilience and Sustainability Waste and Recycling Roads Other Service Delivery Support General purpose income Strategic Property Total functions and activities Traffic and Transport Waste and Recycling Other General purpose income

§Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

594 376 678 1,820 315 7,730 7,904 6,669 965 594 3,117 678 4,046 315 27,929 7,904 – 965 96,998 3,117 215,784 4,046 27,929 – 96,998

1,001 405 6,127 975 274 8,186 5,022 10,367 1,081 1,001 3,269 6,127 4,486 274 30,513 5,022 200 1,081 101,127 3,269 215,461 4,486 30,513 200 101,127

215,784

720 376 46,137 1,820 352 7,730 9,434 6,669

1,099 405 28,094 975 1 8,186 13,234 10,367

215,461

720 46,137 2024 352 9,434

1,099 Income 28,094 2025 1 13,234

178,792

7,747 5,976 6,184 5,274 3,828 6,390 16,498 41,992 8,657 7,747 7,888 6,184 5,677 3,828 27,469 16,498 – 8,657 – 7,888 178,792 5,677 27,469 – –

8,605 5,976 5,324 5,274 464 6,390 20,819 41,992

156,391

7,407 5,586 4,108 5,196 3,799 6,188 14,309 28,198 9,626 7,407 6,647 4,108 4,985 3,799 25,423 14,309 – 9,626 – 6,647 156,391 4,985 25,423 – –

7,541 5,586 5,810 5,196 746 6,188 20,822 28,198

8,605 7,541 Expenses 5,324 5,810 2025 2024 464 746 20,819 20,822

36,669

(6,746) (5,571) (57) (4,299) (3,554) 1,796 (11,476) (31,625) (7,576) (6,746) (4,619) (57) (1,191) (3,554) 3,044 (11,476) 200 (7,576) 101,127 (4,619) 36,669 (1,191) 3,044 200 101,127

(7,506) (5,571) 22,770 (4,299) (463) 1,796 (7,585) (31,625)

59,393

(6,813) (5,210) (3,430) (3,376) (3,484) 1,542 (6,405) (21,529) (8,661) (6,813) (3,530) (3,430) (939) (3,484) 2,506 (6,405) – (8,661) 96,998 (3,530) 59,393 (939) 2,506 – 96,998

(6,821) (5,210) 40,327 (3,376) (394) 1,542 (11,388) (21,529)

(7,506) (6,821) Operating result 22,770 40,327 2025 2024 (463) (394) (7,585) (11,388)

47,196

919 15 399 220 157 – 2,791 2,516 5 919 – 399 2,317 157 161 2,791 6,003 5 3,206 – 47,196 2,317 161 6,003 3,206

1,097 15 25,460 220 – – 1,930 2,516

61,287

533 25 390 955 220 – 6,642 82 3 533 – 390 2,328 220 49 6,642 – 3 4,155 – 61,287 2,328 49 – 4,155

706 25 43,551 955 352 – 1,296 82

1,097 706 Grants and contributions 25,460 43,551 2025 2024 – 352 1,930 1,296

Functions or activities Income, expenses and assets have been directly attributed to the following functions or activities. Details of those functions or activities are provided in Note B1-2.

$ '000

2025 2024 B1-1 Functions or activities – income, expenses and2025 assets

Income

Income, expenses and assets have been directly attributed to the following functions or activities. Details of those functions or activities are provided in Note B1-2.

§Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

B1-1 Functions activities – income, expenses and assets B FinancialorPerformance

Financial Performance

2,503,005

7,991 – 91,394 27,218 – – 322,126 418,514 – 7,991 226,737 91,394 75,413 – – 322,126 5,903 – – 226,737 2,503,005 75,413 – 5,903 –

298,653 – – 27,218 – – 1,029,056 418,514

Page 12 of 71

2,300,380

7,365 – 84,123 25,048 – – 296,852 385,453 – 7,365 208,845 84,123 69,511 – – 296,852 – – – 208,845 2,300,380 69,511 – – –

275,157 – – 25,048 – – 948,026 385,453

298,653 275,157 Carrying amount of assets – – 2025 2024 – – 1,029,056 948,026

Carrying amount of assets 2025 2024

City of Ryde Annual Report 2024/25

Annual Financial Statements

B1-2 Components of functions or activities §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

Details relating to the Council’s functions or activities as reported in B1-1 are as follows:

Catchments and Waterways

Improving the health of the city’s waterways and foreshore areas and managing the city’s stormwater networks to reduce flooding and risk of inundation for private properties.

City Development

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

City Economy

Supporting an economically diverse and resilient City economy that is globally competitive.

City Sports and Recreation

Providing community sporting and recreation facilities, parks and open spaces so residents of all ages can access leisure, lifestyle and recreation opportunities that enhance and maintain their connections with the community.

Community Connectedness and Engagement

Supporting residents to become connected, engaged and informed and have opportunities to celebrate our culture, build their connections within the community, and contribute to decisions that affect the City.

Community Inclusion and Wellbeing

Working to increase social and community wellbeing and empowering people to fully participate in community life.

Community Safety and Amenity

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

Governance and Corporate Services

Providing specialist and corporate services to enable the effective governance and operation of the Council organisation.

Library

Providing high quality, contemporary library services and accessible public spaces so residents have opportunities to participate and engage with others in lifelong learning, recreation and cultural opportunities.

Paths and Cycleways

Building the City’s network of paths and cycleways to increase the walkability of our suburbs, improve conditions for cyclists, and connect residents with activity centres and public transport connections.

Resilience and Sustainability

Protecting and enhancing our natural areas and ecosystems, and improving the overall environmental performance of the City’s built environment, managing risk and building resilience as we adapt and grow through changing climate.

Roads

Maintaining the City’s extensive network of local and regional road assets to ensure that they remain safe and are in serviceable condition and meet community expectations Paths and cycleways.

Service Delivery Support

Providing a broad range of key support Council functions that underpin delivery across all of the programs.

Strategic Property Management

Developing and managing Council’s portfolio of properties and buildings to maximise their return on investment for the community.

Traffic and Transport

Building a sustainable, safe, convenient and accessible transport system for the City by improving mobility, connectivity, and access for all types of transport.

Waste and Recycling

Providing comprehensive and convenient waste disposal and resource recovery services for residents and businesses.

Page 13 of 71

City of Ryde Annual Report 2024/25

Sources of income

B2-1 Rates and annual charges §Note/Subtotal§ §TocItem§ §Subnote§

$ '000

2025

2024

39,425 22,334 (638)

36,822 22,234 (633)

Ordinary rates

Residential Business Less: pensioner rebates (mandatory)

Rates levied to ratepayers

61,121

Pensioner rate subsidies received

Total ordinary rates

347

58,423

347

61,468

58,770

8,868 15,066 1,930

8,370 14,210 1,857

Special rates

Environmental Infrastructure special rate levy Macquarie park

Total special rates

25,864

24,437

27,611 1,169 255 81 (410) (419)

26,094 1,161 251 82 (413) (418)

Annual charges (pursuant to s496, 496A, 496B, 501 & 611) Domestic waste management services Stormwater management services Section 611 charges Non-rateable waste management charges Less: pensioner rebates (mandatory) Less: pensioner rebates (Council policy)

Annual charges levied

28,287

Pensioner annual charges subsidies received: – Domestic waste management

Total annual charges

Total rates and annual charges

223

26,757

226

28,510

26,983

115,842

110,190

Council has used 2022 year valuations provided by the NSW Valuer General in calculating its rates.

Material accounting policy information

Rates and annual charges are recognised as revenue at the beginning of the rating period to which they relate. Prepaid rates are recognised as a financial liability until the beginning of the rating period. Pensioner rebates relate to reductions in rates and certain annual charges for eligible pensioners’ place of residence in the local government council area. Pensioner rate subsidies are received from the NSW Government to provide a contribution towards the pensioner rebates and are recognised within the underlying revenue item based on their substance.

Page 14 of 71

Annual Financial Statements

B2-2 User charges and fees §Note/Subtotal§

$ '000

2025

2024

5,812 1,498 1,802 1,402 623 181

5,937 1,406 1,007 1,421 357 147

Specific user charges (per s502 - specific 'actual use' charges) Aquatic centre Commercial waste service Road restorations Hall hire Sports facility rental Gutter crossings

Total specific user charges

11,318

10,275

3,700 533 328 82 1 61 1,399 1,718 264 145 172 – 49

3,758 523 332 59 1 39 1,093 1,405 233 156 139 78 53

Other user charges and fees

Regulatory/ statutory fees Section 10.7 certificates (EP&A Act) Section 603 certificates Tree Preservation Private works – section 67 Other Road activity and hoarding Parking fees Environmental planning Stalls and vending permits Outdoor dining Home maintenance and modification Other

Total other user charges and fees

8,452

7,869

Total user charges and fees

19,770

18,144

Timing of revenue recognition for user charges and fees User charges and fees recognised at a point in time

Total user charges and fees

19,770

18,144

Material accounting policy information

Revenue arising from user charges and fees is recognised when or as the performance obligation is completed and the customer receives the benefit of the goods / services being provided. The performance obligation relates to the specific services which are provided to the customers and generally the payment terms are within 14 days of the provision of the service or in some cases the customer is required to pay on arrival or a deposit in advance. There is no material obligation for Council in relation to refunds or returns. Permits are all either short term or low value and all revenue from permits is recognised at the time that the permit is granted rather than the time of the license.

Page 15 of 71

City of Ryde Annual Report 2024/25

B2-3 Other revenues §Note/Subtotal§

$ '000

2025

2024

Fines – parking Fines – other Materials recycling Other rebates Recoveries – other Legal fees recovery – other Sundry sales Sale of abandoned vehicles JV agreement Porters Creek Events and functions Other

4,534 137 984 194 335 93 262 37 – 227 516

4,629 67 379 258 204 225 246 72 181 278 327

Total other revenue

Timing of revenue recognition for other revenue Other revenue recognised at a point in time

Total other revenue

7,319

6,866

Material accounting policy information for other revenue Where the revenue relates to a contract with customer, the revenue is recognised when or as the performance obligation is completed and the customer receives the benefit of the goods / services being provided. Where the revenue relates to a contract which is not enforceable or does not contain sufficiently specific performance obligations then revenue is recognised when an unconditional right to a receivable arises or the cash is received, whichever is earlier. Statutory fees and fines are recognised as revenue when the service has been provided, the payment is received or when the penalty has been applied, whichever occurs first.

Page 16 of 71

Annual Financial Statements

B2-4 Grants and contributions §Note/Subtotal§

$ '000

Operating 2025

Operating 2024

Capital 2025

Capital 2024

734

165

–

2,472

3,990

–

General purpose grants and non-developer contributions (untied) General purpose (untied) Current year allocation Financial assistance Payment in advance - future year allocation 1 Financial assistance

Amount recognised as income during current year

3,206

4,155

–

– – 76 503 – 161 703 484

3 389 550 49 – 208 1,241 1

– – 2,497 623 769 – 6,081 205

– – 6,493 79 690 153 1,537 399

1,927

2,441

10,175

9,351

–

378

1,237

Special purpose grants and non-developer contributions (tied) Cash contributions Economic development Street & traffic lighting Transport Other specific grants Transport (roads to recovery) Environmental programs Community and Recreation Other contributions

Total special purpose grants and non-developer contributions – cash Non-cash contributions Infrastructure dedications (excluding s7.11 and s7.4)

Total other contributions – non-cash

–

378

1,237

Total special purpose grants and non-developer contributions (tied)

1,927

2,441

10,553

10,588

Total grants and non-developer contributions

5,133

6,596

10,553

10,588

3,379 1,699 55

4,805 1,789 2

1,169 9,005 379

1,039 8,314 1,235

Comprising:

– Commonwealth funding – State funding – Other funding

5,133 (1)

6,596

10,553

10,588

$2,472k of 2025-2026 Financial Assistance Grant from Commonwealth Government was received by NSW Council in June 2025 and hence, it is reported as 2024-2025 income although it relates to 2025-2026 financial year.

continued on next page ...

Page 17 of 71

City of Ryde Annual Report 2024/25

B2-4 Grants and contributions (continued) §Note/Subtotal§

Developer contributions $ '000

Developer contributions: (s7.4 & s7.11 - EP&A Act, s64 of the LGA): Cash contributions S 7.11 – contributions towards amenities/services S 7.4 – contributions using planning agreements S 7.12 – fixed development consent levies Other developer contributions

Total developer contributions – cash Non-cash contributions Other developer contributions

Notes

Operating 2025

Operating 2024

Capital 2025

Capital 2024

– – – –

24,865 446 148 48

43,215 352 336 200

–

25,507

6,003

44,103

–

Total developer contributions non-cash

–

6,003

–

Total developer contributions

–

31,510

44,103

5,133

6,596

42,063

54,691

Total grants and contributions Timing of revenue recognition Grants and contributions recognised at a point in time

Total grants and contributions

continued on next page ...

5,133

6,596

42,063

54,691

Page 18 of 71

Annual Financial Statements

B2-4 Grants and contributions (continued) §Note/Subtotal§

Unspent grants and contributions Certain grants and contributions are obtained by Council on the condition they be spent in a specified manner or in a future period but which are not yet spent in accordance with those conditions are as follows:

$ '000

Operating 2025

Operating 2024

Capital 2025

Capital 2024

421

479

22,285

13,781

–

746

1,384

13,673

–

(180)

(112)

421

18,645

22,285

–

125,947

79,598

–

32,094

47,473

–

(15,306)

(1,124)

Unspent grants and contributions

Unspent funds at 1 July Add: Funds recognised as revenue in the reporting year but not yet spent in accordance with the conditions Add: Funds received and not recognised as revenue in the current year Less: Funds recognised as revenue in previous years that have been spent during the reporting year Less: Funds received in prior year but revenue recognised and funds spent in current year

Unspent funds at 30 June

987

(5,024)

(5,169)

Developer Contributions

Unspent funds at 1 July Add: contributions recognised as revenue in the reporting year but not yet spent in accordance with the conditions Less: contributions recognised as revenue in previous years that have been spent during the reporting year

Unspent contributions at 30 June

–

142,735

125,947

Material accounting policy information §Subnote§

Grants and contributions – enforceable agreement with sufficiently specific performance obligations Grant and contribution revenue from an agreement which is enforceable and contains sufficiently specific performance obligations is recognised as or when control of each performance obligations is transferred. The performance obligations vary according to the agreement. Payment terms vary depending on the terms of the grant, cash is received upfront for some grants and on the achievement of certain payment milestones for others. Performance obligations may be satisfied either at a point in time or over time and this is reflected in the revenue recognition pattern. Point in time recognition occurs when the beneficiary obtains control of the goods / services at a single time (e.g. completion of the project when a report / outcome is provided), whereas over time recognition is where the control of the services is ongoing throughout the project (e.g. provision of community health services through the year). Where control is transferred over time, generally the input methods being either costs or time incurred are deemed to be the most appropriate methods to reflect the transfer of benefit. Capital grants Capital grants received by Council under an enforceable contract for the acquisition or construction of infrastructure, property, plant and equipment to identified specifications which will be under Council’s control on completion are recognised as revenue as and when the obligation to construct or purchase is completed. For construction projects, this is generally as the construction progresses in accordance with costs incurred since this is deemed to be the most appropriate measure of the completeness of the construction project. For acquisitions of assets, the revenue is recognised when the asset is acquired and controlled by the Council.

continued on next page ...

Page 19 of 71

City of Ryde Annual Report 2024/25

B2-4 Grants and contributions (continued) Developer contributions Council has obligations to provide facilities from contribution revenues levied on developers under the provisions of sections 7.4, 7.11 and 7.12 of the Environmental Planning and Assessment Act 1979 (EP&A Act). While Council generally incorporates these amounts as part of a Development Consents Order, such developer contributions are only recognised as income upon receipt by Council, due to the possibility that individual development consents may not be acted upon by the applicant and, accordingly, would not be payable to Council. Developer contributions may only be expended for the purposes for which the contributions were required. Other grants and contributions Assets, including cash, received from other grants and contributions are recognised at fair value when the asset is received. Council considers whether there are any related liability or equity items associated with the asset which are recognised in accordance with the relevant accounting standard. Once the assets and liabilities have been recognised then income is recognised for any remaining asset value at the time that the asset is received.

Page 20 of 71

Annual Financial Statements

B2-5 Interest and investment income §Note/Subtotal§

$ '000 Interest on financial assets measured at amortised cost – Overdue rates and annual charges (incl. special purpose rates) – Cash and investments Amortisation of premiums and discounts – Debt securities at amortised cost

Total interest and investment income

2025

2024

327 15,934

275 12,975

363

375

16,624

13,625

Notes

2025

2024

C1-7

2,743

B2-6 Other income §Subnote§

$ '000 Fair value increment on investment properties Fair value increment on investment properties

Total fair value increment on investment properties

2,743

Rental income Investment properties Lease income (excluding variable lease payments not dependent on an index or rate)

673

679

652

Total investment properties

673

652

Other lease income Commercial buildings Affordable housing Leaseback fees - council vehicles Advertising on Structures Community facilities Communications facilities Other

1,069 770 870 986 – 132 1,467

1,068 729 810 620 286 145 683

Total other lease income

Total rental income

Total other income

C2-2

5,294

4,341

5,967

4,993

8,710

5,672

Page 21 of 71

City of Ryde Annual Report 2024/25

Costs of providing services

B3-1 Employee benefits and on-costs §Note/Subtotal§ §TocItem§ §Subnote§

$ '000 Employee leave entitlements (ELE) Fringe benefit tax (FBT) Salaries and wages Superannuation Other Workers’ compensation insurance

2025

2024

7,232 400 54,720 6,803 573 935

5,455 378 51,429 6,124 419 526

Total employee costs

70,663

64,331

Less: capitalised costs

(5,448)

(4,212)

Total employee costs expensed

65,215

60,119

Material accounting policy information Contributions to defined contribution plans are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available. Council participates in a defined benefit plan under Active Super, however, sufficient information to account for these plans as a defined benefit is not available and therefore Council accounts for its obligations to defined benefit plans on the same basis as its obligations to defined contribution plans, i.e. as an expense when it becomes payable – refer to Note D3-1 for more information. Council has one employee in the State Superannuation Scheme.

B3-2 Materials and services §Subnote§

$ '000 Raw materials and consumables Contractor Costs – Waste disposal, collection and recycling – Building cleaning and maintenance – Parks maintenance – Temporary and agency staff – Roads and footpaths maintenance – Electrical – Events – Construction recycling – Security – Repairs and maintenance – Labour hire – Parking meter – Other contractor costs Consultancy Costs – Consultants fees – town planning – Consultants fees – project development design – Consultants fees – risk management – Consultants fees – other consultancy costs Audit Fees Infringement notice contract costs (SEINS) Computer software charges Insurance Street lighting Electricity and heating Election expenses Membership fees Property lease costs continued on next page ...

Notes

E2-1

2025

2024

4,085

5,799

19,109 1,873 692 1,956 2,056 644 994 452 412 434 – 509 4,032

18,771 1,893 2,313 1,263 762 606 920 171 326 564 157 469 4,324

– – 62 1,319 172 704 4,480 1,863 1,703 1,509 825 484 671

27 2 229 876 144 732 3,984 1,861 1,739 1,648 – 537 564 Page 22 of 71

Annual Financial Statements

B3-2 Materials and services (continued) $ '000 Library books Councillor and Mayoral fees and associated expenses Property rates and levies Advertising Printing and stationery Postage Vehicle Registration Archival and Storage Costs Water rates Communications costs Valuation fees Office expenses (including computer expenses) Bank fees and charges Hire and rentals expense Other expenses Panel membership Legal expenses

Total materials and services Less: capitalised costs

Total materials and services

Notes

E1-2

2025

2024

533 570 585 316 469 340 264 309 553 200 227 440 157 70 421 109 864

485 548 435 336 538 356 268 253 489 192 219 235 147 155 1,015 115 975

57,467

(472)

57,442

(424)

56,995

57,018

168 – 184 1

291 11 216 3

B3-3 Borrowing costs §Subnote§

Interest on leases Interest on loans Interest on advances Other debts

Total borrowing costs expensed

353

521

Page 23 of 71

City of Ryde Annual Report 2024/25

B3-4 Depreciation, amortisation and impairment of non-financial assets §Note/Subtotal§

$ '000

Notes

2025

2024

C2-1

2,127 990 2,329

2,278 1,264 2,335

4,574 1,533 859 236 352 694 1,443 308 5,323 2,073 4,086 3,192

4,242 1,630 811 207 336 655 1,366 294 4,497 1,964 3,854 3,044

Depreciation and amortisation

Plant and equipment Office equipment Right of use assets Infrastructure: – Buildings – non-specialised – Buildings – specialised – Roadside structures – Foreshore Assets – Carparks – Traffic facilities and devices – Kerb and guttering – Bridges – Roads – Footpaths and cycleways – Stormwater drainage – Recreation and land improvements

C1-6

Total depreciation and amortisation costs

30,119

29,321

Total depreciation, amortisation and impairment of non-financial assets

30,119

29,321

Material accounting policy information Depreciation and amortisation

Depreciation and amortisation are calculated using the straight line method to allocate their cost, net of their residual values, over their estimated useful lives.

Impairment of non-financial assets

Council assets held at fair value that are not held primarily for their ability to generate net cash flow, and that are deemed to be specialised, are not tested for impairment since these assets are assessed on an annual basis to ensure that the carrying amount is not materially different from fair value and therefore an impairment loss would be captured during this assessment. Other non-financial assets that do not meet the criteria above are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows that are largely independent of the cash inflows from other assets or groups of assets (cash-generating units). Impairment losses for revalued assets are firstly offset against the amount in the revaluation surplus for the class of asset, with only the excess to be recognised in the Income Statement.

Page 24 of 71

Annual Financial Statements

B3-5 Other expenses §Note/Subtotal§

$ '000

Notes

2025

C1-4

161

232

316 3,153 4,090 8 515

306 3,271 2,848 16 519

Impairment of receivables Other

Total impairment of receivables Other Contributions/levies to other levels of government – Department of Planning Levy – Emergency services levy (includes FRNSW, SES, and RFS levies) – Waste levy – Other contributions/levies – Contributions & donations - community grants

Total other

Total other expenses

161

8,082

8,243

2024 232

6,960

7,192

Page 25 of 71

City of Ryde Annual Report 2024/25

Gains or losses

B4-1 Gain or loss from the disposal, replacement and de-recognition of assets §Note/Subtotal§ §TocItem§ §Subnote§

$ '000

Notes

2025

2024

– (1,115)

572 (192)

1,762 (968)

1,727 (958)

– (4,231)

– (2,413)

Gain (or loss) on disposal of property (excl. investment property) Proceeds from disposal – property Less: carrying amount of property assets sold/written off

Gain (or loss) on disposal

Gain (or loss) on disposal of plant and equipment

(1,115) C1-6

Proceeds from disposal – plant and equipment Less: carrying amount of plant and equipment assets sold/written off

Gain (or loss) on disposal

Gain (or loss) on disposal of Roads, Bridges and Footpaths

Proceeds from disposal - roads, bridges and footpaths Less: carrying amount of roads, bridges and footpaths assets sold/written off

Gain (or loss) on disposal

380

794

769

C1-6

(4,231)

(2,413)

–

Gain (or loss) on disposal of Traffic Facilities and Structures

Proceeds from disposal - traffic facilities and structures Less: carrying amount of traffic facilities and structures assets sold/written off

Gain (or loss) on disposal

(87)

(61)

(87)

(61)

–

Gain (or loss) on disposal of Recreation and Land Improvements Proceeds from disposal - recreation and land improvements Less: carrying amount of recreation and land improvements assets sold/written off

Gain (or loss) on disposal

(854)

(191)

Work in progress

Carrying amount of Work in progress written off

Gain (or loss) on disposal

(11,449)

–

(11,449)

–

– (592)

– (243)

Gain (or loss) on disposal of Drainage Assets

Proceeds from disposal - drainage assets Less: carrying amount of drainage assets sold/written off

Gain (or loss) on disposal

(592)

(243)

– (348)

– (461)

Gain (or loss) on disposal of Kerb and Gutter

Proceeds from disposal - kerb and gutter Less: carrying amount of kerb and gutter assets sold/written off

Gain (or loss) on disposal

Net gain (or loss) from disposal of assets

(348)

(461)

(17,882)

(2,220)

Page 26 of 71

Annual Financial Statements

Performance against budget

B5-1 Material budget variations §Note/Subtotal§ §TocItem§ §Subnote§

Council’s original budget was adopted by the Council on 25 June 2025 and is not required to be audited. The original projections on which the budget was based have been affected by a number of factors. These include state and federal government decisions, including new grant programs, changing economic activity, environmental factors, and by decisions made by Council. While these General Purpose Financial Statements include the original budget adopted by Council, the Act requires Council to review its financial budget on a quarterly basis, so it is able to manage the variation between actuals and budget that invariably occur during the year. Material variations of more than 10% between original budget and actual results or where the variance is considered material by nature are explained below. Variation Key: F = Favourable budget variation, U = Unfavourable budget variation.

$ '000

2025 Budget

2025 Actual

2025 -------- Variance --------

Revenues 6,293 5,133 (1,160) (18)% U Operating grants and contributions Receipt of $2.5m (50%) Financial Assistance Grant (FAG) was received in advance during FY2025, where $4m (75%) was received in advance in the prior year. 14,637 42,063 27,426 187% Capital grants and contributions Mainly due to greater than anticipated Section 7.11 contributions received as a result of increased development. These contributions are reliant on developer activity, and timing of receipts are outside of Councils control.

9,987 16,624 6,637 66% F Interest and investment revenue Higher than anticipated cash holdings, as a result of higher than anticipated developer contributions and other internal reserves resulted in the increased revenue. Interest earned on developer contributions of $6,036k is externally restricted. 638 – (638) (100)% U Net gains from disposal of assets The budget is based on Plant & Equipment sales and does not consider the disposal of infrastructure assets as a result of the capital works program. 5,468 8,710 3,242 Other income Increase is a result of a comprehensive fair valuation on Investment properties during the year.

59%

Expenses 6,556 8,243 (1,687) (26)% U Other expenses Variance is due to an increase in the Waste Levy of $1.6M, this reflects the increased costs due to the recognition of the Waste Levy disposal charges from regular waste diposal. – 17,882 (17,882) ∞ U Net losses from disposal of assets The budget is based on Plant & Equipment sales and does not consider the disposal of infrastructure assets as a result of the capital works program.

Statement of cash flows 49,593 75,305 25,712 52% Cash flows from operating activities Higher than anticipated receipt of Capital grants and contributions received during the year and higher interest income.

Page 27 of 71

City of Ryde Annual Report 2024/25

Financial position

Assets we manage

C1-1 Cash and cash equivalents §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

$ '000

2025

2024

3,184

2,520

Cash assets

Cash on hand and at bank Cash equivalent assets – Deposits at call 1

100,019

Total cash and cash equivalents (1)

103,203

20,903

23,423

Includes term deposits with a term of less than 3 months

Reconciliation of cash and cash equivalents §Subnote§

Total cash and cash equivalents per Statement of Financial Position

103,203

Balance as per the Statement of Cash Flows

103,203

§Subnote§

23,423

C1-2 Financial investments §Note§

§TocItem§ §TocItem§ §Subnote§

$ '000

2025 Current

2025 Non-current

2024 Current

2024 Non-current

67,000 26,947 4,590

12,000 97,107 37,620

134,000 8,900 28,104

– 80,024 36,076

Debt securities at amortised cost

Long term deposits 2 NCD’s, FRN’s (with maturities > 3 months) Fixed bonds

Total

98,537

146,727

171,004

116,100

Total financial investments

98,537

146,727

171,004

116,100

Total cash assets, cash equivalents and investments

201,740

146,727

194,427

116,100

(2)

Does not include term deposits with a term of less than 3 months

Material accounting policy information §Subnote§

Financial assets

All recognised financial assets are subsequently measured in their entirety at either amortised cost or fair value, depending on the classification of the financial assets.

Amortised cost

Council’s financial assets measured at amortised cost comprise trade and other receivables, term deposits and cash and cash equivalents fixed bonds, NCD's and FRN's in the Statement of Financial Position. Term deposits with an initial term of more than 3 months are classified as investments rather than cash and cash equivalents. Subsequent to initial recognition, these assets are carried at amortised cost using the effective interest rate method less provision for impairment. Interest income, impairment and gains or loss on de-recognition are recognised in profit or loss.

Impairment of financial assets

Council assesses at the end of each reporting period whether there is objective evidence that a financial asset or group of financial assets is impaired. A financial asset or a group of financial assets is impaired and impairment losses are incurred only if there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset (a ‘loss event’) and that loss event (or events) has an impact on the estimated future cash flows of the financial asset or group of financial assets that can be reliably estimated. Page 28 of 71

Annual Financial Statements

C1-3 Restricted and allocated cash, cash equivalents and investments §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

$ '000

2025

2024

Total cash, cash equivalents and investments

348,467

310,527

Less: Externally restricted cash, cash equivalents and investments

(211,318)

(195,217)

137,149

115,310

(a)

Externally restricted cash, cash equivalents and investments

§Total§

Cash, cash equivalents and investments not subject to external restrictions External restrictions External restrictions – included in liabilities §Total§

External restrictions included in cash, cash equivalents and investments above comprise: Specific purpose unexpended grants – general fund

External restrictions – included in liabilities

19,632

22,706

19,632

22,706

142,735 1,328 7,166 14,837 25,620

126,380 1,086 5,417 15,359 24,269

External restrictions – other

External restrictions included in cash, cash equivalents and investments above comprise: Developer contributions – general Stormwater management Macquarie park special rate Infrastructure special rate reserve Domestic waste management

External restrictions – other Total external restrictions

191,686 211,318

172,511 195,217

Cash, cash equivalents and investments subject to external restrictions are those which are only available for specific use by Council due to a restriction placed by legislation or third-party contractual agreement.

continued on next page ...

Page 29 of 71

City of Ryde Annual Report 2024/25

C1-3 Restricted and allocated cash, cash equivalents and investments (continued) §Note/Subtotal§

$ '000

2025

2024

Cash, cash equivalents and investments not subject to external restrictions

137,149

115,310

Less: Internally restricted cash, cash equivalents and investments

(124,795)

(106,941)

12,354

8,369

8,040 5,529 830 23,207 15,549 37,970 – 10,778 3,000 740 5,722 2,582 2,375 8,473

7,667 5,315 608 18,790 12,449 17,482 8,927 11,639 3,000 1,205 6,832 2,037 2,395 8,595

(b)

Internal allocations

§Total§

Unrestricted and unallocated cash, cash equivalents and investments Internal allocations §Total§

At 30 June, Council has internally allocated funds to the following: Plant and vehicle replacement Employees leave entitlement Incomplete/carry over works and projects Refundable deposits Asset replacement reserve Investment property reserve Ryde Central reserve Accommodation reserve Workers compensation Council election reserve Asset expansion reserve Affordable housing reserve Information Technology Reserve Other

Total internal allocations 1 (1)

124,795

106,941

Internal allocations include those assets, the use of which are only restricted by a resolution or policy of Council, these are restricted for prudent financial management purposes.

Page 30 of 71

Annual Financial Statements

C1-4 Receivables §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

$ '000

2025 Current

2025 Non-current

2024 Current

2024 Non-current

3,662 560 4,523 1,732 1,112

1,397 – – – –

1,896 517 3,510 1,544 1,066

1,350 – – – –

4,277 366 – –

– – – 22

3,595 405 108 –

– – – 22

Rates and annual charges 1 Interest and extra charges User charges and fees 2 Government grants and subsidies Net GST receivable Accrued revenues – Interest on investments Fines Asset sales Community Recycle Centre

Total

16,232

1,419

12,641

1,372

(881)

–

(723)

–

(881)

–

(723)

–

15,351

1,419

11,918

1,372

Less: provision for impairment User charges and fees

Total provision for impairment – receivables

Total net receivables (1)

Rates and annual charges are secured by underlying properties

(2)

User fees and charges are unsecured. A provision for impairment (doubtful debts) has already been provided

§Subnote§

$ '000

2025

2024

723 162 – – (4)

502 231 (5) (3) (2)

Movement in provision for impairment of receivables Balance at the beginning of the year + new provisions recognised during the year – amounts already provided for and written off this year – amounts provided for but recovered during the year – previous impairment losses reversed

Balance at the end of the year

continued on next page ...

881

723

Page 31 of 71

City of Ryde Annual Report 2024/25

C1-4 Receivables (continued) §Note/Subtotal§

Material accounting policy information Receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment. Receivables are generally due for settlement within 14 days.

Impairment Impairment of financial assets measured at amortised cost is recognised on an expected credit loss (ECL) basis. When determining whether the credit risk of a financial asset has increased significantly since initial recognition, and when estimating ECL, the Council considers reasonable and supportable information that is relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis based on Council’s historical experience and informed credit assessment, and including forward-looking information. When considering the ECL for rates and annual charges debtors, Council takes into account that unpaid rates represent a charge against the rateable property that will be recovered when the property is next sold. For non-rates debtors, Council uses the presumption that an asset which is more than 30 days past due has seen a significant increase in credit risk. Credit losses are measured as the present value of the difference between the cash flows due to the entity in accordance with the contract, and the cash flows expected to be received. This is applied using a probability weighted approach. On initial recognition of the asset, an estimate of the expected credit losses for the next 12 months is recognised. Where the asset has experienced significant increase in credit risk then the lifetime losses are estimated and recognised. Council uses the simplified approach for trade receivables where the expected lifetime credit losses are recognised on day 1. There has been no change in the estimation techniques or significant assumptions made during the current reporting period. A debt write-off is only considered after all attempts and appropriate measures of collecting the debt have failed, and where at least one of the following conditions is satisfied: the debt cannot be proven; the debt is of a size that makes the use of external debt collection agency econimically unviable; the debtor and/or their assets cannot be located; the debt is statute barred (the age of the claim is beyond legislatively time constraints); the debtor has been declared bankrupt (personal) or in liquidation (corporate) or the company is deregistered; or the debtor is deceased. None of the receivables have been written off subject to enforcement activity.

Page 32 of 71

Annual Financial Statements

C1-5 Inventories §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

$ '000

2025 Current

2025 Non-current

2024 Current

2024 Non-current

(i) Inventories at cost Stores and materials

682

–

700

–

Total inventories at cost

682

–

700

–

Total inventories

682

–

700

–

Material accounting policy information §Subnote§ §Subnote§

Raw materials and stores are stated at the lower of cost and net realisable value. Costs are assigned to individual items of inventory on the basis of weighted average costs. Costs of purchased inventory are determined after deducting rebates and discounts. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale.

Page 33 of 71

At 1 July 2024

amount

renewals

40,454 – 31,118 (19,570) Accumulated 17,863 depreciation Gross carrying (15,608) amount and (163) impairment 163

At 1 July 2024

amount and impairment

40,454 11,548 Net 2,255 carrying amount –

(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).

continued on next page ...

of disposals WIP transfers

(11,449) – –(968) – – – – – – – (1,115) – – – (42) – – – (1,115) (45) – (348) (42) – – (3,892) – (339) (45) (592) (854)(348) – (3,892) – (339) (19,644)(592) (854) – (19,644)

11,117 – –3,092 – – – 2,186 – – – 19 – – 4362,186 427 – – 19 650 – 240 436 – 430 427 – 2,217 650 895 173 240 – – 430 2,217 21,882 895 173 – 21,882

(27,790)

–

– – – (4,574) – (1,533) – (859) (236) – (352) (4,574) (694) (1,533) (1,443) (308)(859) (5,323)(236) (2,073)(352) (4,086)(694) (1,443) (3,192) (308) (5,323) – (2,073) (4,086) (27,790) (3,192)

– – (2,127) – –(990) – –

– (2,127) (990) Depreciation expense –

–

162,717

–

1,894 – (1,152) 5,684 5,457 (3,520)2,154 5,9884,664 1,7381,894 (1,152) 17,398 25,8895,457 (3,520) 6,186 5,988 –1,738 17,398 25,889 162,717 6,186

133 – – 8,337 127 – 565 280 789 5,537 133 – 1,034 127 905 1,013 565 789 –5,537 1,034 – 905 1,013

– – – –

78,496 – 5,6847,839 2,1544,002 – 4,664

78,496 7,839 4,002 –

– – 2,429 8,337 – – – 280

(21,149) – – 2,429 – – – –

– – (19,871) – (16,598) – –(163)

28,670 673,164 11,545 149,307 65,5751,265 – 3,420

28,670 11,545 Net 1,265 carrying amount –

Net carrying amount

2,560,889

110

1,946,468

110

Page 34 of 71

(614,421)

–

– 673,164 – – – 149,307 (85,944) 121,920 – 65,575 (31,263) 46,185 – (5,902) 22,5343,420 20,918 (5,738) 15,180 – (10,331) – – 21,721 11,390 207,864 (85,944) 121,920 37,309 (8,966) 28,343 77,448 (72,311) (31,263) 46,185 147,616 75,305 28,436 (5,902) 22,534 25,484 (3,300) 22,184 20,918 (137,463) (5,738) 190,217 15,180 327,680 21,721 (60,417) (10,331) 102,982 11,390 163,399 37,309 (8,966) 28,343 428,262 (141,331) 286,931 147,616 (14,823) (72,311) 75,305 105,064 90,241 25,484 (3,300) 22,184 327,680 (137,463) 190,217 110 – 110 163,399 (60,417) 102,982 428,262 (614,421) (141,331) 1,946,468 286,931 2,560,889 105,064 (14,823) 90,241

673,164 – 149,307 207,864 65,575 77,448 28,4363,420

28,670 673,164 31,416 149,307 17,863 65,575 3,420 163

– Accumulated (19,871) depreciation (16,598) and impairment (163)

At 30 June 2025

Accumulated depreciation and impairment

At 30 June 2025

28,670 31,416 17,863 Gross carrying amount 163

Gross carrying amount

– – Revaluation – Increments/ (decrements) –

Revaluation Increments/ (decrements)

(21,149) – – WIP transfers –

Asset movements during the reporting period

assets

9,697 11,117 (11,449) – 3,092 (968) – – new Carrying–value Additions Additions 1 renewals assets of disposals – – –

Plant and equipment Office equipment $ '000 Leased plant and equipment Land: Capital work 40,454 – 594,668 40,454 – Operational landin progress 594,668 – –9,697 Plant and equipment 31,118 (19,570) 11,548 – – Community land 139,039 – 139,039 – Office equipment 17,863 (15,608) – – Crown land 61,573 – 61,5732,255 – Leased and equipment – – – Land underplant roads (post 30/6/08) 1,234 163 –(163) 1,234 – Land: Infrastructure: – Operational land 594,668 – 594,668 – Buildings – – – – – Community land 139,039 – 139,039 – – Buildings – non-specialised 188,933 (78,497) 110,436 3,126 – Crown land 61,573 (28,271) – 61,573 – – Buildings – specialised 73,837 45,566 – – Land structures under roads (post 30/6/08) – – – Roadside 25,3331,234 (7,281) 18,0521,234 2 Infrastructure: – Foreshore Assets 18,940 (5,981) 12,959 – Buildings – – – – – Carparks 20,639 (7,743) 12,896 – – Buildings non-specialised 188,933 (78,497) 110,436 3,126 – Traffic facilities–and devices 30,792 (7,949) 22,843 4 – Buildings – specialised 73,837 (64,920) (28,271) 45,566 – – Kerb and guttering 144,022 79,102 709 – Roadside structures 25,333 (7,281) 18,052 2 – Bridges 22,106 (6,391) 15,715 – – Foreshore Assets 18,940 (119,483) (5,981) 187,204 12,959 – – Roads 306,687 4,520 – Carparks 20,639 (74,720) (7,743) 12,896 – – Footpaths and cycleways 158,843 84,123 621 – Traffic facilities 30,792 (7,949) 22,843 4 – Stormwater drainageand devices 414,036 (151,853) 262,183 1,737 – Kerb and 144,022 (27,847) (64,920) 79,102 – Recreation andguttering land improvements 113,785 85,938 981 709 – Bridges 22,106 (6,391) 15,715 – Other assets: – Roads 306,687 (119,483) 187,204 – Heritage collections 110 – 110 –4,520 Footpaths and cycleways 158,843 (74,720) 84,123 621 Total–infrastructure, property, plant – Stormwater drainage and equipment 414,036 (616,277) (151,853) 1,787,898 262,183 2,404,175 21,3971,737 – Recreation and land improvements 113,785 (27,847) 85,938 981 (1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets). Other assets: – Heritage collections 110 – 110 – Total infrastructure, property, plant and equipment 2,404,175 (616,277) 1,787,898 21,397

$ '000 By aggregated asset class Capital work in progress

Depreciation expense

Asset movements during the reporting period

Accumulated Net C1-6 Infrastructure,Gross property, plant and carrying equipment depreciation carrying Additions Additions new Carrying value

By aggregated asset class

C1-6 Infrastructure, property, plant and equipment

City of Ryde Annual Report 2024/25

Accumulated depreciation Gross carrying amount and impairment

At 1 July 2023 Net carrying amount

Carrying value of disposals

Depreciation expense WIP transfers

– (4,519)

– (23,611)

(4,236) – (1,630) – (811) – (207) – (336) (4,236) (655) (1,630) (1,366) (811) (294) (207) (1,666) (336) (1,964) (655) (3,854) (1,366) (3,050) (294) – (1,666) (23,611) (1,964) (3,854) (3,050) – –

5,128 148

6,267 – 91 – 13 – – – 6,267 48 91 983 13 – – 1,517 – 354 48 5,128 983 148 – – 1,517 – 354

– (14,549) – – –

– 17,007

4,717 – 2,067 (11,274) 668 (4,992) 447 – 447 4,717 785 2,067 2,689 668 546 447 6,233 447 2,846 785 8,876 2,689 2,952 546 – 6,233 17,007 2,846 8,876 2,952

– (11,274) – (4,992) – –

110 2,404,175

188,933 594,668 73,837 139,039 25,333 61,573 18,940 1,234 20,639 188,933 30,792 73,837 144,022 25,333 22,106 18,940 306,687 20,639 158,843 30,792 414,036 144,022 113,785 22,106 110 306,687 2,404,175 158,843 414,036 113,785

594,668 40,454 139,039 31,118 61,573 17,863 1,234 163

– (616,277)

(78,497) – (28,271) – (7,281) – (5,981) – (7,743) (78,497) (7,949) (28,271) (64,920) (7,281) (6,391) (5,981) (119,483) (7,743) (74,720) (7,949) (151,853) (64,920) (27,847) (6,391) – (119,483) (616,277) (74,720) (151,853) (27,847)

– – (19,570) – (15,608) – (163)

110 1,787,898

110,436 594,668 45,566 139,039 18,052 61,573 12,959 1,234 12,896 110,436 22,843 45,566 79,102 18,052 15,715 12,959 187,204 12,896 84,123 22,843 262,183 79,102 85,938 15,715 110 187,204 1,787,898 84,123 262,183 85,938

594,668 40,454 139,039 11,548 61,573 2,255 1,234 –

40,454 11,548 Net 2,255 carrying – amount

Net carrying amount

Page 35 of 71

– 13,935

– 22,922

– (192) – (55) – – (11) – (6) – (461) (55) – – (2,162) (11) (240) (6) (243) (461) (191) – – (2,162) (4,519) (240) (243) (191)

– – (2,278) – (1,264) –

40,454 – At 30 June 2024 31,118 (19,570) Accumulated 17,863 (15,608) depreciation Gross carrying 163 and impairment (163) amount

Accumulated depreciation Gross carrying amount and impairment

At 30 June 2024

continued on next page ...

– – 14 – – 26 – 201 – 202 14 – – 394 26 920 201 29 202 268 – – 394 13,935 920 29 268

1,197 – 337 – 24 – 92 – – 1,197 – 337 522 24 – 92 5,913 – 973 – 1,575 522 555 – – 5,913 22,922 973 1,575 555

(192) – – (958) – –

– – Revaluation – Increments/ – (decrements)

Revaluation Increments/ (decrements)

Page 35 of 71

– 8,202 – 3,679 – –

8,202 – – (14,549) Asset movements during the reporting period 3,679 (958) (2,278) – – – (1,264) – Additions new Carrying value Depreciation – – – – assets of disposals expense WIP transfers

– 11,734 – – –

11,734 – – Additions renewals –1

Additions new assets

Asset movements during the reporting period

continued on next page ...

(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).

Capital work in progress 35,067 – 35,067 By aggregated At 1 July 2023 asset Plant class and equipment 30,037 (18,932) 11,105 Accumulated Net Office equipment 17,863 (14,344) 3,519 depreciation Gross carrying carrying Leased 163 and impairment (163) – amount $ '000 plant and equipment amount Land: – Operational Capital work inland progress 594,860 – 594,860 35,067 35,067 – Community land Plant and equipment 150,313 – 150,313 30,037 (18,932) 11,105 – Crown land Office equipment 66,565 – 66,565 17,863 (14,344) 3,519 – Land under roads (post 30/6/08) Leased plant and equipment 1,234 – 1,234 163 (163) – Infrastructure: Land: – Buildings – non-specialised Operational land 173,157 (70,672) 102,485 594,860 – 594,860 – Buildings – specialised Community land 70,048 (25,347) 44,701 150,313 – 150,313 – Roadside structures Crown land 24,516 (6,317) 18,199 66,565 – 66,565 – Foreshore Land underAssets roads (post 30/6/08) 18,190 (5,563) 12,627 1,234 – 1,234 Infrastructure: – Carparks 19,919 (7,149) 12,770 Buildings – non-specialised – Traffic facilities and devices 173,157 (70,672) 102,485 29,489 (7,019) 22,470 Buildings specialised – Kerb and – guttering 70,048 (25,347) 44,701 138,097 (61,564) 76,533 Roadside structures – Bridges 24,516 (6,317) 18,199 21,336 (5,873) 15,463 Foreshore Assets – Roads 18,190 (5,563) 12,627 293,454 (113,104) 180,350 Carparks and cycleways – Footpaths 19,919 (7,149) 12,770 151,889 (70,655) 81,234 Traffic facilities and devices – Stormwater drainage 29,489 (7,019) 22,470 393,856 (143,184) 250,672 Kerb and guttering – Recreation and land improvements 138,097 (61,564) 76,533 109,126 (23,864) 85,262 Other assets: – Bridges 21,336 (5,873) 15,463 – Heritage Roads collections 110 – 110 293,454 (113,104) 180,350 Total infrastructure, property, plant and equipment – Footpaths and cycleways 2,339,289 (573,750) 1,765,539 151,889 (70,655) 81,234 – Stormwater drainage 393,856 (143,184) 250,672 (1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets). – Recreation and land improvements 109,126 (23,864) 85,262 Other assets: – Heritage collections 110 – 110 Total infrastructure, property, plant and equipment 2,339,289 (573,750) 1,765,539

$ '000

Additions C1-6 Infrastructure, property, plant and equipment (continued) renewals

By aggregated asset class

C1-6 Infrastructure, property, plant and equipment (continued)

Annual Financial Statements

City of Ryde Annual Report 2024/25

C1-6 Infrastructure, property, plant and equipment (continued) §Note/Subtotal§

Material accounting policy information Useful lives of IPPE Land is not depreciated. Depreciation on other assets is calculated using the straight-line method to allocate carrying amount, net of their residual values, over their remaining useful lives as follows:

Asset Category Drainage assets Land Improvements Other assets - traffic facilities, roadside structures Other structures Road assets – roads, bridges and footpaths Plant & Equipment Buildings - Specialised/Non Specialised Office Equipment

Useful Life (Years) 40 - 200 25 - 25 20 - 150 20 - 150 15 - 100 5 - 50 40-100 5-10

Depreciation Rate 0.50% - 2.50% 4.00% - 4.00% 0.67% - 5.00% 0.67% - 5.00% 1.00% - 6.67% 2.00% - 20.00% 1.00% - 2.50% 10.00% - 20.00%

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each reporting date. Revaluation model Infrastructure, property, plant and equipment are held at fair value. Comprehensive valuations are performed at least every 5 years, however the carrying amount of assets is assessed by Council at each reporting date to confirm that it is not materially different from current fair value. Increases in the carrying amounts arising on revaluation are credited to the IPPE revaluation reserve. To the extent that the increase reverses a decrease previously recognising profit or loss relating to that asset class, the increase is first recognised as profit or loss. Decreases that reverse previous increases of assets in the same class are first charged against IPPE revaluation reserve to the extent of the remaining reserve attributable to the class; all other decreases are charged to the Income Statement.

Land under roads Land under roads is land under roadways and road reserves including land under footpaths, nature strips and median strips. Council has elected not to recognise land under roads acquired before 1 July 2008 in accordance with AASB 1051 Land Under Roads.

Crown land (reserves) Crown land (reserves) under Council’s care and control are recognised as assets of the Council. While ownership of the land remains with the Crown, Council retains operational control of the land and is responsible for their maintenance and use in accordance with the specific purposes to which the lands are dedicated. Maintenance costs incurred by Council and revenues relating to the Crown lands are recognised within Council's Income Statement. Improvements on Crown lands are also recorded as assets, while maintenance costs incurred by Council relating to the lands are recognised within Council’s Income Statement.

Page 36 of 71

Annual Financial Statements

C1-7 Investment properties §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

Investment properties $ '000

2025

2024

181,425 2,743 207 –

180,625 679 – 121

At fair value

Opening balance at 1 July Net gain/(loss) from fair value adjustments Other movements Capitalised subsequent expenditure

Closing balance at 30 June

184,375

181,425

Material accounting policy information §Subnote§

Investment property, principally comprising freehold office buildings, is held for long-term rental yields and is not occupied by the Council.

Page 37 of 71

City of Ryde Annual Report 2024/25

Leasing activities

C2-1 Council as a lessee §Note/Subtotal§ §TocItem§ §Subnote§

Council has leases over a range of assets such as land and buildings. Information relating to the leases in place and associated balances and transactions is provided below.

Buildings Council holds two leases for the administrative building at Richardson Place, North Ryde (NRO). The original lease terms were to 30 April 2021 and have subsequently been renewed to 30 April 2026, including a right to terminate with a minimum term of 3 years. The building leases contain an annual pricing mechanism based on a fixed increase at each anniversary of the lease inception. Extension options At commencement date and each subsequent reporting date, Council assesses where it is reasonably certain that the early termination or extension options will be exercised.

(a) §Subnote§

Right of use assets Land & Buildings

Total

2025 Opening balance at 1 July

4,269

Depreciation charge

(2,329)

2024 Opening balance at 1 July

6,863

Depreciation charge Other movement

(2,335) (259)

4,269

$ '000

Balance at 30 June

1,940

Balance at 30 June

(b) §Subnote§

1,940

(i) Lease liability - maturity analysis

The maturity analysis of lease liabilities based on contractual undiscounted cash flows is shown in the table below:

< 1 year

1 – 5 years

> 5 years

Total

Total per Statement of Financial Position

2025 Cash flows

2,102

–

2,102

2024 Cash flows

2,330

2,102

–

4,432

$ '000

continued on next page ...

Page 38 of 71

Annual Financial Statements

C2-1 Council as a lessee (continued) §Note/Subtotal§

(c)

Income Statement

The amounts recognised in the Income Statement relating to leases where Council is a lessee are shown below: $ '000

2025

2024

Interest on lease liabilities Depreciation of right of use assets

168 2,329

291 2,335

(d) §Subnote§

2,497

2,626

(2,330)

(2,420)

Statement of Cash Flows

Total cash outflow for leases

(2,330)

(2,420)

Material accounting policy information §Subnote§

Council has elected not to separate non-lease components from lease components for any class of asset and has accounted for payments as a single component. The right-of-use asset is measured using the cost model where cost on initial recognition comprises: the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration, less any lease incentives received. The rightof-use asset is depreciated over the lease term on a straight-line basis and assessed for impairment in accordance with the impairment of asset accounting policy.

Page 39 of 71

City of Ryde Annual Report 2024/25

C2-2 Council as a lessor §Note/Subtotal§ §TocItem§ §Subnote§

Operating leases §Subnote§

The amounts recognised in the Income Statement relating to operating leases where Council is a lessor are shown below: $ '000

2025

2024

(i) Assets held as investment property Investment property operating leases principally comprise of freehold buildings, commercial spaces and residential townhouses. The amounts recognised in the Income Statement relating to operating leases where Council is a lessor are shown below Lease income (excluding variable lease payments not dependent on an index or rate) Lease income relating to variable lease payments not dependent on an index or a rate Total income relating to operating leases for investment property assets

670 3 673

649 3 652

(121) (121)

(142) (142)

3,748 773 4,521

3,102 1,239 4,341

2025

2024

310 70 72 7 74 738 1,271

270 93 70 72 73 812 1,390

Operating lease expenses Direct operating expenses that generated rental income Total expenses relating to operating leases (ii) Assets held as property, plant and equipment Council provides operating leases on Council properties and buildings for the purpose of community services which must be provided by Council as well as where buildings may be leased at market value where the asset is held for future Council or community needs. Lease income (excluding variable lease payments not dependent on an index or rate) Lease income relating to variable lease payments not dependent on an index or a rate Total income relating to operating leases for Council assets §Subnote§

§Subnote§

$ '000 (iii) Maturity analysis of contractual lease income Maturity analysis of future lease income receivable showing the undiscounted lease payments to be received after reporting date for operating leases: < 1 year 1–2 years 2–3 years 3–4 years 4–5 years > 5 years Total undiscounted lease payments to be received

Page 40 of 71

Annual Financial Statements

Liabilities of Council

C3-1 Payables §Note/Subtotal§ §TocItem§ §Subnote§

$ '000 Goods and services – operating expenditure Accrued expenses: – Other expenditure accruals Security bonds, deposits and retentions Refundable fees Government departments and agencies Prepaid rates Other

Total payables

2025 Current

2025 Non-current

2024 Current

2024 Non-current

9,291

–

4,752

–

4,285 23,296 – 12 1,070 48

– – – – – –

3,203 18,869 678 83 1,189 74

– – – – – –

38,002

–

28,848

–

2025

2024

Current payables not anticipated to be settled within the next twelve months §Subnote§

$ '000 The following liabilities, even though classified as current, are not expected to be settled in the next 12 months. Payables – security bonds, deposits and retentions

Total payables

18,637

15,095

Material accounting policy information §Subnote§

Council measures all financial liabilities initially at fair value less transaction costs, subsequently financial liabilities are measured at amortised cost using the effective interest rate method.

Payables

Payables represent liabilities for goods and services provided to Council prior to the end of financial year that are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition.

C3-2 Contract Liabilities §Note§

§TocItem§ §Subnote§

Notes

2025 Current

2025 Non-current

2024 Current

2024 Non-current

(i)

13,004

5,883

3,511

19,017

(ii)

746

–

180

–

13,750

5,883

3,691

19,017

Total user fees and charges received in advance

574 1,217

– –

459 2,860

– –

1,791

–

3,319

–

Total contract liabilities

15,541

5,883

7,010

19,017

$ '000 Grants and contributions received in advance: Unexpended capital grants (to construct Council controlled assets) Unexpended operating grants (received prior to performance obligation being satisfied)

Total grants received in advance User fees and charges received in advance: Upfront fees - Bookings Restoration works

Notes (i) Council has received funding to construct assets including sporting facilities, bridges, library and other infrastructure. The funds received are under an enforceable contract which require Council to construct an identified asset which will be under continued on next page ...

Page 41 of 71

City of Ryde Annual Report 2024/25

C3-2 Contract Liabilities (continued) Council’s control on completion. The revenue is recognised as Council constructs the asset and the contract liability reflects the funding received which cannot yet be recognised as revenue. Movement during the year to non-current was a result of a review of the project completion will not incur in the current new year. (ii) The contract liability relates to grants received prior to the revenue recognition criteria in AASB 15 being satisfied since the performance obligations are ongoing. (iii) Upfront membership fees for the leisure centre do not meet the definition of a performance obligation and therefore the funds received are recorded as a contract liability on receipt and recognised as revenue over the expected average membership life.

C3-3 Borrowings §Note§

§TocItem§ §Subnote§

2025 Current

$ '000 Loans – secured 1

–

Total borrowings (1)

2025 Non-current

2024 Current

–

2024 Non-current

–

Council received a Low Interest Rate Subsidy (LIRS) for the prior year loans which subsidised the interest payments. Loans were fully repaid in 2024/25.

(a) §Subnote§

Changes in liabilities arising from financing activities Non-cash movements

2024

$ '000

Loans – secured Lease liability (Note C2-1)

Total liabilities from financing activities

2025

Acquisition due to change in accounting Other non-cash policy movement

Opening Balance

Cash flows

Acquisition

Fair value changes

Closing balance

47 4,432

(47) (2,330)

– –

– 2,102

4,479

(2,377)

–

2,102

§Subnote§

Non-cash movements

2023

$ '000

Loans – secured Lease liability (Note C2-1)

Total liabilities from financing activities

continued on next page ...

2024

Opening Balance

Cash flows

Acquisition

Fair value changes

Acquisition due to change in accounting policy

416 6,825

(369) (2,393)

– –

47 4,432

7,241

(2,762)

–

4,479

Other non-cash movement

Closing balance

Page 42 of 71

Annual Financial Statements

C3-3 Borrowings (continued) §Note/Subtotal§

(b)

Financing arrangements

$ '000

2025

2024

118

Total facilities

Total financing facilities available to Council at the reporting date are: Credit cards/purchase cards

Total financing arrangements 1

118

Drawn facilities

Credit cards/purchase cards

Total drawn financing arrangements

118

Undrawn facilities

Undrawn financing facilities available to Council at the reporting date are: – Credit cards/purchase cards

Total undrawn financing arrangements

108

Additional financing arrangements information Breaches and defaults During the current and prior year, there were no defaults or breaches on any of the loans. (1)

Council has no bank overdraft facility

Page 43 of 71

City of Ryde Annual Report 2024/25

C3-4 Employee benefit provisions §Note/Subtotal§ §TocItem§ §Subnote§

$ '000 Annual and other accrued leave Sick leave Long service leave Other employee provisions

Total employee benefit provisions

2025 Current

2025 Non-current

2024 Current

2024 Non-current

4,789 106 9,581 1,645

– – 887 –

4,388 113 8,916 1,440

– – 825 –

16,121

887

14,857

825

Current employee benefit provisions not anticipated to be settled within the next twelve months §Subnote§

$ '000 The following provisions, even though classified as current, are not expected to be settled in the next 12 months. Provisions – employees benefits

2025

10,039

2024

9,334

Material accounting policy information §Subnote§

Other long-term employee benefit obligations The liability for long-service leave and annual leave that is not expected to be wholly settled within 12 months after the end of the period in which the employees render the related service is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the end of the reporting period using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures, and periods of service. Expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. On-costs The employee benefit provisions include the aggregate on-cost liabilities that will arise when payment of current employee benefits is made in future periods.

Page 44 of 71

Annual Financial Statements

C3-5 Provisions §Note/Subtotal§ §TocItem§ §Subnote§

2025 Current

2025 Non-Current

2024 Current

2024 Non-Current

Other provisions Contaminated soil Sub-total – other provisions

– –

246 246

– –

Total provisions

–

246

–

Total provisions relating to unrestricted assets

–

246

–

$ '000

§Subnote§

Description of and movements in provisions §Subnote§

§Total§

Other provisions

$ '000

Removal of contaminate d soil

Total

246 (246) –

246 246

2025

At beginning of year Amounts used (payments) Total other provisions at end of year

2024 Other Total other provisions at end of year

Nature and purpose of provisions §Subnote§

Contaminated soil The City of Ryde licence conditions require regular testing under the NSW EPA Regulations, this testing is performed by an independant contractor. Contamination was identified in the prior financial year 2023/24 as part of this testing. The prior year provision was for the removal of contaminated soil which was completed early in the financial year 2024/25.

Material accounting policy information

Provisions are recognised when Council has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation, and the amount has been reliably estimated. Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small. Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the present obligation at the reporting date. The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as a borrowing cost.

Page 45 of 71

City of Ryde Annual Report 2024/25

Risks and accounting uncertainties

D1-1 Risks relating to financial instruments held §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

Investment Policy Council has an approved investment policy complying with Section 625 of the Local Government Act 1993 (NSW) and Clause 212 of the Local Government (General) Regulation 2021 (NSW). Investments are placed and managed in accordance with that policy and having particular regard to authorised investments prescribed under the Ministerial Local Government Investment Order. Council maintains an investment policy that complies with the Act and ensures that it, or its representatives, exercise the care, diligence and skill that a prudent person would exercise in investing Council funds. Council’s activities expose it to a variety of financial risks including price risk, credit risk, liquidity risk and interest rate risk. The Council’s overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on the financial performance of the Council. Council does not engage in transactions expressed in foreign currencies and is therefore not subject to foreign currency risk. Financial risk management is carried out by Council’s finance section under policies approved by the Council. The fair value of Councils financial assets and financial liabilities approximates their carrying value.

(a) §Subnote§

Market risk – interest rate and price risk

$ '000 The impact on the result for the year and equity of a reasonably possible movement in the price of investments held and interest rates is shown below. The reasonably possible movements were determined based on historical movements and economic conditions in place at the reporting date. Impact of a 1% movement in interest rates – Equity / Income Statement Impact of a 10% movement in price of investments – Equity / Income Statement 1 (1)

2025

2024

3,453

3,080

–

Movements in the price of investments is not calculated, as tradable investments are purchased with the intent to hold to maturity, at which point they are redeemed at face value.

continued on next page ...

Page 46 of 71

Annual Financial Statements

D1-1 Risks relating to financial instruments held (continued) §Note/Subtotal§

(b)

Credit risk

Council’s major receivables comprise (i) rates and annual charges and (ii) user charges and fees. Council manages the credit risk associated with these receivables by monitoring outstanding debt and employing stringent debt recovery procedures. Credit risk on rates and annual charges is minimised by the ability of Council to recover these debts as a secured charge over the land – that is, the land can be sold to recover the debt. Council is also able to charge interest on overdue rates and annual charges at higher than market rates which further encourages payment. There are no significant concentrations of credit risk, whether through exposure to individual customers, specific industry sectors and/or regions. Council makes suitable provision for doubtful receivables as required and carries out credit checks on most non-rate debtors. There are no material receivables that have been subjected to a re-negotiation of repayment terms. The profile of the Council’s receivables credit risk at balance date was: Credit risk profile §Total§

Receivables – rates and annual charges

Credit risk on rates and annual charges is minimised by the ability of Council to recover these debts as a secured charge over the land; that is, the land can be sold to recover the debt. Council is also able to charge interest on overdue rates and annual charges at higher than market rates which further encourages payment. Not yet overdue rates and annual charges overdue < 5 years ≥ 5 years

$ '000

Total

2025

Gross carrying amount

–

4,824

235

5,059

–

3,030

216

3,246

2024 Gross carrying amount

Receivables - non-rates and annual charges and contract assets §Total§

Council applies the simplified approach for non-rates and annual charges debtors and contract assets to provide for expected credit losses, which permits the use of the lifetime expected loss provision at inception. To measure the expected credit losses, non-rates and annual charges debtors and contract assets have been grouped based on shared credit risk characteristics and the days past due. The loss allowance provision is determined as follows. The expected credit losses incorporate forward-looking information.

$ '000

Overdue debts 31 - 60 days 61 - 90 days

Not yet overdue

0 - 30 days

9,416

316

7,706

1,107

113

> 91 days

Total

185

1,043

11,004

247

1,594

10,767

2025

Gross carrying amount

2024 Gross carrying amount

continued on next page ...

Page 47 of 71

City of Ryde Annual Report 2024/25

D1-1 Risks relating to financial instruments held (continued) §Note/Subtotal§

(c)

Liquidity risk

Payables, lease liabilities and borrowings are both subject to liquidity risk – the risk that insufficient funds may be on hand to meet payment obligations as and when they fall due. Council manages this risk by monitoring its cash flow requirements and liquidity levels and maintaining an adequate cash buffer. Payment terms can (in extenuating circumstances) also be extended and overdraft facilities utilised as required. The contractual undiscounted cash flows of Council’s Payables and Borrowings are set out in the maturity table below. The timing of cash flows presented in the table below to settle financial liabilities reflects the earliest contractual settlement dates. The timing of expected outflows is not expected to be materially different from contracted cashflows. The amounts disclosed in the table are the undiscounted contracted cash flows for non-lease liabilities and therefore the balances in the table may not equal the balances in the Statement of Financial Position due to the effect of discounting.

$ '000 2025 Payables

Total financial liabilities 2024 Payables Borrowings

Total financial liabilities

Weighted average interest rate 4.47%

4.17% 3.50%

Subject to no maturity 23,296

payable in: 1-5 ≤ 1 Year > 5 Years Years –

–

Total cash outflows 23,296

Actual carrying values 38,002

23,296

–

23,296

38,002

18,869 –

– –

18,869 –

28,848 47

18,869

–

18,869

28,895

Page 48 of 71

Annual Financial Statements

D2-1 Fair value measurement §Note/Subtotal§ §TocItem§ §Subnote§

The Council measures the following asset and liability classes at fair value on a recurring basis: – Infrastructure, property, plant and equipment – Investment property Fair value hierarchy All assets and liabilities measured at fair value are assigned to a level in the fair value hierarchy as follows: Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date Level 2: Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly or indirectly Level 3: Unobservable inputs for the asset or liability The table below shows the assigned level for each asset and liability held at fair value by Council: §Subnote§

Fair value measurement hierarchy

$ '000

Notes

Level 2 Significant observable inputs 2025 2024

Level 3 Significant unobservable inputs 2025 2024

Total 2025

2024

Recurring fair value measurements Investment property C1-7 Investment properties

Total investment property

Infrastructure, property, plant and equipment - Operational land - Community and Crown land - Land under roads - Buildings (Specialised and non-specialised) - Roads, Bridges, Footpaths - Stormwater drainage - Plant & Equipment - Office Equipment - Roadside Structures - Foreshore Assets - Carparks - Recreational Land Improvements - Heritage Collections

Total infrastructure, property, plant and equipment

184,375

181,425

–

184,375

181,425

184,375

181,425

–

184,375

181,425

673,164

594,668

–

673,164

594,668

– –

214,882 3,420

200,612 1,234

214,882 3,420

200,612 1,234

– – – – – – – –

168,104 419,030 286,931 11,545 1,265 22,534 15,180 11,390

156,002 388,987 262,183 11,548 2,255 18,052 12,959 12,896

168,104 419,030 286,931 11,545 1,265 22,534 15,180 11,390

156,002 388,987 262,183 11,548 2,255 18,052 12,959 12,896

– –

90,241 110

85,938 110

90,241 110

85,938 110

673,164

594,668

1,244,632

1,152,776

1,917,796

1,747,444

C1-6

Non-recurring fair value measurements

Valuation techniques §Subnote§

Council’s non-current assets are continually revalued (over a 5 year period) in accordance with the fair valuation policy as mandated by the Office of Local Government. Further details of the revaluations policy is provided under Note C1-6

continued on next page ...

Page 49 of 71

City of Ryde Annual Report 2024/25

D2-1 Fair value measurement (continued) Investment property On an annual basis, Council engages external, independent and qualified valuers to determine the fair value of its investment properties. As at 30 June 2025, the fair values of the properties have been determined by Southern Alliance Valuation Services Pty Ltd. The value of investment property has been determined using the market comparable approach that reflects recent transaction process for similar properties in the area.

Infrastructure, property, plant and equipment (IPPE) Land (Operational) The fair value of Operational land has been determined by referencing it to current prices in an active market for similar properties. Where such information is not available, current prices in an active market for properties of different nature or recent prices of similar properties in less active markets, adjusted to reflect those differences are considered. Appropriate adjustments are also made for the inherent features of the property such as fire-prone, flood zonings and usability of the land. Operational Land was last revalued as at 30 June 2020 as determined by Scott Fullarton Valuations Pty Lt and was due for comprehensive valuation in accordance with Council's five year accounting policy. However, the Council agreed to perform desktop fair value assessment in 2024-25 and comprehensively revalue in 2025-26

Buildings The Council engages external, independent and qualified valuers to determine the fair value of the Council’s buildings. Buildings were revalued in the 30 June 2023 financial year and the fair values were determined by Scott Fullarton Valuations Pty Ltd. This value was indexed by the Construction Building Price in 2025. The Gross Value of each building is obtained by applying a unit rate to a structure or a square metre rate to a building, based on its current replacement cost, which is the lowest cost of replacing the economic benefits of the existing asset using modern technology. The key unobservable input being the rate square metre has been benchmarked to construction costs of similar properties across the industry. Level 3 measurements

Land (Community and Land under road) Community Land has been valued by the Valuer General as at 1 July 2023. Council has resolved to not recognise Land Under Roads (LUR) acquired before 1 July 2008. The key unobservable input to the valuation is a discount rate of 90% (englobo method) on the council/municipal average value.

Infrastructure assets Valuations for infrastructure assets are performed internally by Council’s engineering team. The gross value of the infrastructure assets are determined by unit rate to total volume which is normally square metres, lineal metres or individual items. The unit rate, which is a key unobservable input, is determined using an assessment of average historical internal costs, and rates from contracts with third party suppliers. Assets were comprehensively revalued by external valuer for FY2025. The information presented in the Fair Value Measure Hierarchy table on unobservable input has been limited to significant components of the infrastructure assets as it is impracticable to provide information for all components.

continued on next page ...

Page 50 of 71

Annual Financial Statements

D2-1 Fair value measurement (continued) §Note/Subtotal§

Fair value measurements using significant unobservable inputs (level 3) A reconciliation of the movements in recurring fair value measurements allocated to Level 3 of the hierarchy by class of assets is provided below: §Total§

$ '000 Opening balance Total gains or losses for the period Recognised in other comprehensive income – revaluation surplus Other movements Purchases (Gross Book Value) Disposals (Written Down Value) Depreciation and impairment Closing balance

Level 3 2025

2024

1,152,776

1,135,612

84,220

17,007

43,621 (8,195) (27,790) 1,244,632

31,470 (4,327) (26,986) 1,152,776

Information relating to the transfers into and out of the level 3 fair valuation hierarchy includes: §Total§

There were no transfers of assets and liabilities between the hierarchies.

Highest and best use §Subnote§

Current use of the assets noted above reflects the highest and best use as Operational Assets, and in accordance with current planning restrictions, the exceptions being the Investment Properties, which are to be developed, and may require planning changes to allow the development

Page 51 of 71

City of Ryde Annual Report 2024/25

D3-1 Contingencies §Note/Subtotal§ §TocItem§ §Subnote§

The following assets and liabilities do not qualify for recognition in the Statement of Financial Position, but their knowledge and disclosure is considered relevant to the users of Council’s financial report. LIABILITIES NOT RECOGNISED 1. Guarantees (i) Defined benefit superannuation contribution plans Council is party to an Industry Defined Benefit Plan under the Local Government Superannuation Scheme, named Active Super Code – Pool B (the Scheme) which is a defined benefit plan that has been deemed to be a ‘multi-employer fund’ for purposes of AASB119 Employee Benefits for the following reasons: – Assets are not segregated within the sub-group according to the employees of each sponsoring employer. – The contribution rates have been the same for all sponsoring employers. That is, contribution rates have not varied for each sponsoring employer according to the experience relating to the employees of that sponsoring employer. – Benefits for employees of all sponsoring employers are determined according to the same formulae and without regard to the sponsoring employer. – The same actuarial assumptions are currently used in respect of the employees of each sponsoring employer. Given the factors above, each sponsoring employer is exposed to the actuarial risks associated with current and former employees of other sponsoring employers, and hence shares in the associated gains and losses (to the extent that they are not borne by members). Description of the funding arrangements. Pooled Employers are required to pay future service employer contributions and past service employer contributions to the Fund. The future service employer contributions were determined using the new entrant rate method under which a contribution rate sufficient to fund the total benefits over the working life-time of a typical new entrant is calculated. The current future service employer contribution rates are:: Division B

1.9 times member contributions for non-180 Point Members; Nil for 180 Point Members*

Division C

2.5% salaries

Division D

1.64 times member contributions

* For 180 Point Members, Employers are required to contribute 9.5% from 1 July 2025 of salaries to these members’ accumulation accounts in line with current level of SG contributions, which are paid in addition to members’ defined benefits The past service contribution for each Pooled Employer is a share of the total past service contributions of $20.0 million per annum for 1 January 2022 to 31 December 2024, apportioned according to each employer’s share of the accrued liabilities as at 30 June 2023. These past service contributions are used to maintain the adequacy of the funding position for the accrued liability. Given the funding position of the Fund as at 30 June 2024, it was recommended to cease these past service contributions effective 1 January 2025. The adequacy of contributions is assessed at each actuarial investigation which will be conducted annually, the next of which is due effective 30 June 2025. Description of the extent to which Council can be liable to the plan for other Council’s obligations under the terms and conditions of the multi-employer plan As stated above, each sponsoring employer (Council) is exposed to the actuarial risks associated with current and former employees of other sponsoring employers and hence shares in the associated gains and losses. However, there is no relief under the Fund's trust deed for employers to walk away from their defined benefit obligations. Under limited circumstances, an employer may withdraw from the plan when there are no active members, on full payment of outstanding additional contributions. There is no provision for allocation of any surplus which may be present at the date of withdrawal of the Council.

continued on next page ...

Page 52 of 71

Annual Financial Statements

D3-1 Contingencies (continued) There are no specific provisions under the Fund's trust deed dealing with deficits or surplus on wind-up. There is no provision for allocation of any surplus which may be present at the date of withdrawal of an employer. The amount of Council employer contributions to the defined benefit section of the Local Government Superannuation Scheme and recognised as an expense for the year ending 30 June 2025 was $373,422.00. The last valuation of the Scheme was performed by fund actuary, Richard Boyfield, FIAA as at 30 June 2024. Council’s expected contribution to the plan for the next annual reporting period is $ 87.196.53 The estimated employer reserves financial position for the Pooled Employers at 30 June 2025 is: Employer reserves only * Assets Past Service Liabilities Vested Benefits

$millions 2,197.6 2,092.0 2,130.4

Asset Coverage 105% 103.2%

* excluding other accumulated accounts and reserves in both assets and liabilities. The share of any funding surplus or deficit that can be attributed to Council is 1.3%. Council’s share of that deficiency cannot be accurately calculated as the Scheme is a mutual arrangement where assets and liabilities are pooled together for all member councils. For this reason, no liability for the deficiency has been recognised in Council’s accounts. Council has a possible obligation that may arise should the Scheme require immediate payment to correct the deficiency. The key economic long term assumptions used to calculate the present value of accrued benefits are: Investment return Salary inflation Increase in CPI

6.0% per annum 3.5% per annum 2.5% p.a. thereafter

The contribution requirements may vary from the current rates if the overall sub-group experience is not in line with the actuarial assumptions in determining the funding program; however, any adjustment to the funding program would be the same for all sponsoring employers in the Pooled Employers group. Please note that the estimated employer reserves financial position above is a preliminary calculation, and once all the relevant information has been received by me as the Fund’s Actuary, the final end of year review will be completed by December 2025. Council is also a member of the State Superannuation Scheme (SSS). At least a final component of the final benefit is derived from a multiple of member salary and years of membership. Members recieive lunp sum or pension benefits on retirement, death, disablement and withdrawal. This defined benefit scheme is closed to members. An actuarial investigation in the pooled fund is performed every three years and was last performed as at 30 June 2024. The amount of Council employer contributions to the SSS defined benefit scheme and recognised as an expense during the year ended 30 June 2025 was $12,500. Councils expected contribution to the plan for the next annual reporting period is $12,500. (ii) Statewide Limited Council is a member of Statewide Mutual, a mutual pool scheme providing liability insurance to local government. Membership includes the potential to share in either the net assets or liabilities of the fund depending on its past performance. Council’s share of the net assets or liabilities reflects Council’s contributions to the pool and the result of insurance claims within each of the fund years. The future realisation and finalisation of claims incurred but not reported to 30 June this year may result in future liabilities or benefits as a result of past events that Council will be required to fund or share in respectively. (iii) StateCover Limited Council is a member of StateCover Mutual Limited and holds a partly paid share in the entity. StateCover is a company providing workers compensation insurance cover to the NSW local government industry and specifically Council. continued on next page ...

Page 53 of 71

City of Ryde Annual Report 2024/25

D3-1 Contingencies (continued) Council has a contingent liability to contribute further equity in the event of the erosion of the company’s capital base as a result of the company’s past performance and/or claims experience or as a result of any increased prudential requirements from APRA. These future equity contributions would be required to maintain the company’s minimum level of net assets in accordance with its licence requirements. (iv) Other guarantees Council has provided no other guarantees other than those listed above. 2. Other liabilities (i) Third party claims The Council is involved from time to time in various claims incidental to the ordinary course of business including claims for damages relating to its services. Council believes that it is appropriately covered for all claims through its insurance coverage and does not expect any material liabilities to eventuate. (iv) Potential land acquisitions due to planning restrictions imposed by Council Council has classified a number of privately owned land parcels as reserved for the purpose specified in section 3.14 of the Environmental Planning and Assessment Act (1979). As a result, where notified in writing by the various owners, Council will be required to purchase these land parcels. At reporting date, reliable estimates as to the potential liabilities (and subsequent land asset) from such potential acquisitions has not been possible. 3. Remediation works (i) Old landfill sites The Council has a number of old landfill sites that were used for the purpose of disposal of domestic and other waste, which have since been converted to playing fields. No known liability arises from any potential toxicity or subterranean leakage, but there will be ongoing remediation works that may be required from time to time to reinstate the playing surfaces, due to subsidence following further settling of the waste within the landfill. Council has not, as yet, been able to reliably determine the quantum of liability for this future works. ASSETS NOT RECOGNISED (i) Infringement notices/fines Fines and penalty income, the result of Council issuing infringement notices is followed up and collected by the Revenue NSW. Council’s revenue recognition policy for such income is to account for it as revenue on receipt. Accordingly, at year end, there is a potential asset due to Council representing issued but unpaid infringement notices. Due to the limited information available on the status, value and duration of outstanding notices, Council is unable to determine the value of outstanding income.

Page 54 of 71

Related party disclosures

2025

1,836 176 2025 40 304

1,415 125 2024 27 13

2024

(1)

2,356

1,580

The current year includes accrued leave payments and termination payments as a result of the organisational reform, approved at the Council December 2024 ordinary meeting.

Total 1

2,356 1,580 1,836 1,415 Post-employment benefits 176 125 (1) The current year includes accrued leave payments and termination payments as a result of the Other long-term benefits 40 27 organisational reform, approved at the Council December 2024 ordinary meeting. Termination benefits 304 13

Total 1 benefits Short-term

Short-term benefits Post-employment benefits $ '000 Other long-term benefits Termination benefits Compensation:

Compensation: The aggregate amount of KMP compensation included in the Income Statement is:

$ '000

Page 55 of 71

Key management personnel (KMP) of the council are those personsStatement having theis:authority and responsibility for planning, directing and controlling the activities of the council, directly or The aggregate amount of KMP compensation included in the Income indirectly. City of Ryde KMP's are identified as the Councillors, Chief Executive Officer, and General Managers.

§Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

E1-1 Key management personnel (KMP)

indirectly. City of Ryde KMP's are identified as the Councillors, Chief Executive Officer, and General Managers.

§Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

E1 Related party disclosures Key management personnel (KMP) of the council are those persons having the authority and responsibility for planning, directing and controlling the activities of the council, directly or

E People and relationships E1-1 Key management personnel (KMP)

People and relationships

E Annual Financial Statements

City of Ryde Annual Report 2024/25

E1-2 Councillor and Mayoral fees and associated expenses §Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

$ '000

2025

2024

135 408 27

105 422 21

The aggregate amount of Councillor and Mayoral fees and associated expenses included in materials and services expenses in the Income Statement are: Mayoral fee Councillors’ fees Other Councillors’ expenses (including Mayor)

Total

570

548

2025

2024

§Note§

Other relationships

E2-1 Audit fees §TocItem§ §Subnote§

$ '000 During the year, the following fees were incurred for services provided by the auditor of Council, related practices and non-related audit firms

Auditors of the Council - NSW Auditor-General: (i) Audit and other assurance services Audit and review of financial statements

172

144

Total Auditor-General remuneration

172

144

Total audit fees

172

144

Page 56 of 71

Annual Financial Statements

Other matters

F1-1

Statement of Cash Flows information

§Note/Subtotal§ §TocItem§ §TocItem§ §Subnote§

Reconciliation of Operating Result $ '000

Net operating result from Income Statement

Add / (less) non-cash items: Depreciation and amortisation (Gain) / loss on disposal of assets Non-cash capital grants and contributions Losses/(gains) recognised on fair value re-measurements through the P&L: – Investment property Amortisation of premiums, discounts and prior period fair valuations – ‘Held to maturity’ financial assets Movements in operating assets and liabilities and other cash items: (Increase) / decrease of receivables Increase/(decrease) in provision for doubtful debts (Increase) / decrease of inventories Decrease/(increase) in other assets Increase / (decrease) in payables Increase / (decrease) in other accrued expenses payable Increase / (decrease) in other liabilities Increase / (decrease) in contract liabilities Increase/(decrease) in employee leave entitlements Increase / (decrease) in other provisions

Net cash flows from operating activities

2025

2024

36,654

59,393

30,119 17,882 (6,381)

29,321 2,220 (1,237)

(2,743)

(679)

(363)

(375)

(3,638) 158 18 (2,032) 4,539 1,082 3,533 (4,603) 1,326 (246)

(942) 221 75 (453) 1,911 (451) 913 8,172 65 246

75,305

98,400

Page 57 of 71

City of Ryde Annual Report 2024/25

F2-1

Commitments

§Note/Subtotal§ §TocItem§ §Subnote§

Capital commitments (exclusive of GST) $ '000

2025

2024

– – 371 1,913

25 84 – 5,266

Capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:

Property, plant and equipment Land Buildings Other Structures Infrastructure

Total commitments

2,284

5,375

Details of capital commitments

Major commitments include the park upgrade at Gannon Park, Dunbar Park amenities upgrade and lighting upgrades across street lighting, parks and bus shelters.

Page 58 of 71

Cash

– 2,186

24,866610

107,418 15,281

2,186 –

– –

1,976 25,015

5,851 111,099

25,625 149

– – – – –

345 24,866 8,397 14,148 149

1,164 107,418 33,320 67,083 3,681

126,380 3,681

–

Non-cash Land

1,976

Cash

345 – 8,397 – Contributions received during the year 14,148 –

5,851

1 July 2024

1,164 33,320 Opening 67,083 balance at

Non-cash Land

–

3,817 –

– 3,817

– –

– – – – –

Other

– – Non-cash –

Non-cash Other

6,036 185

5,851 –

338 6,036

61 5,851 1,854 3,598 185

338

income earned

61 1,854 Interest and 3,598 investment

Interest and investment income earned

–

(15,306) –

(2,826) (12,480)

– (2,826)

(185) (2,826) – (2,641) –

expended

(185) – (2,641) Amounts

Amounts expended

–

– –

– – – – –

Reserve Funding

– – Reimbursement –

Reimbursement Reserve Funding

142,735 4,015

135,309 3,411

8,165 139,324

1,385 135,309 43,571 82,188 4,015

8,165

asset at 30 June 2025

1,385 43,571 Held as 82,188 restricted

Held as restricted asset at 30 June 2025

– –

– – – – –

–

Cumulative – balance of internal borrowings – (to)/from

–

Cumulative balance of internal borrowings (to)/from

§Subnote§

Page 59 of 71

Under the Environmental Planning and Assessment Act 1979, local infrastructure contributions, also known as developer contributions, are charged by councils when new development occurs. They help fund infrastructure like parks, community facilities, local roads, footpaths, stormwater drainage and traffic management. It is possible that the funds contributed may be less than the cost of this infrastructure, requiring Council to borrow or use general revenue to fund the difference.

§Subnote§

111,099 – – 6,036 – 139,324 – Under the Environmental Planning and Assessment Act25,015 1979, local infrastructure contributions, also known as developer(2,826) contributions, are charged by councils when new development occurs. help fund infrastructure 15,281 like parks, community610 facilities, local2,186 roads, footpaths, stormwater drainage management. It is possible that the 3,411 funds contributed may– be S7.4 planningThey agreements 3,817 – and traffic (12,480) – lesscontributions than the cost of this infrastructure, requiring Council to borrow or use general revenue to fund the difference. Total 126,380 25,625 2,186 3,817 6,036 (15,306) – 142,735 –

Total S7.11 and S7.12 revenue under plans

Total contributions S7.12 levies – under a plan

§Note/Subtotal§ §TocItem§ §Subnote§

balance at 1 July 2024

Summary of developer contributions

Administration Community & Culture Open Space and Public Domain Roads, Traffic, Carparks and $ '000 Cycleways S7.11 contributions – under a Administration plan Community & Culture Open Space and Public Domain S7.12 levies – under a plan Roads, Carparks TotalTraffic, S7.11 and S7.12and revenue Cycleways under plans S7.11 contributions – under a plan S7.4 planning agreements

$ '000

F3-1

Statement of developer Contributions received during the year Opening contributions

Summary of developer contributions

F3-1

§Note/Subtotal§ §TocItem§ §Subnote§

Statement of developer contributions

Annual Financial Statements

F3-2

Developer contributions by plan

Opening balance at 1 July 2024

Developer contributions by plan

Opening

Total

VPA Other

§Subnote§

F3-3

Total

VPA Other

§Subnote§

F3-3

– –

1,976 345 – – –

14,148 1,976 345

5,851 1,164

7 142

– 3,681

–

15,281

S7.4 planning agreements

15,281

3,681

610

149

7 142

149

24,866

107,418

2,186

–

– –

–

– –

–

––

24,866 8,397

3,681 S7.4 planning agreements

CONTRIBUTION PLAN 2 Macquarie Corridor Other

§Subnote§

Non-cash Land

Cash

8,397 14,148

67,083

Total S7.12 Levies – under a plan 3,681

CONTRIBUTION PLAN 2 Macquarie Corridor Other

§Subnote§

Non-cash Land

Contributions received during the year

Cash

Contributions received during the year

107,418 33,320

Administration S7.12 Levies – under a plan

Open Space and Public Domain Roads, Traffic, Carparks and Cycleways

Total Community & Culture

CONTRIBUTION PLAN 2 balance at Community & Culture $ '000 1 July 2024 33,320 Open Space and Public Domain 67,083 Roads, Traffic, Carparks and – under a plan S7.11 contributions Cycleways 5,851 Administration 1,164 CONTRIBUTION PLAN 2

§Note/Subtotal§

S7.11 contributions – under a plan

$ '000

§Note/Subtotal§

F3-2

3,817

–

– –

–

– –

–

– –

–

––

–

185

– 185

185

– 185

5,851

338 61

3,598

5,851 1,854

– 338 61

3,598

Non-cash Other –

– –

Interest and investment income 1,854 earned

Non-cash Other

Interest and investment income earned

(12,480)

–

– –

–

– –

(2,826)

– (185)

(2,641)

(2,826)–

– (185)

(2,641)

Amounts expended –

Amounts expended

–

– –

–

– –

–

– –

–

––

– –

–

Reimbursement Reserve Funding –

Reimbursement Reserve Funding

3,411

4,015

7 4,008

4,015

7 4,008

135,309

8,165 1,385

82,188

135,309 43,571

8,165 1,385

82,188

Held as restricted asset at 30 June 2025 43,571

Held as restricted asset at 30 June 2025

Page 60 of 71

–

– –

–

– –

–

– –

–

––

– –

–

Cumulative balance of internal borrowings (to)/from –

Cumulative balance of internal borrowings (to)/from

City of Ryde Annual Report 2024/25

Annual Financial Statements §Note/Subtotal§ §TocItem§

End of audited financial statements

Page 61 of 71

City of Ryde Annual Report 2024/25

INDEPENDENT AUDITOR’S REPORT Report on the general purpose financial statements Council of the City of Ryde

To the Councillors of Council of the City of Ryde

Opinion I have audited the accompanying financial statements of Council of the City of Ryde (the Council), which comprise the Statement by Councillors and Management, the Income Statement and the Statement of Comprehensive Income for the year ended 30 June 2025, the Statement of Financial Position as at 30 June 2025, the Statement of Changes in Equity and the Statement of Cash Flows for the year then ended, and notes to the financial statements, including material accounting policy information and other explanatory information. In my opinion: •

the Council’s accounting records have been kept in accordance with the requirements of the Local Government Act 1993, Chapter 13, Part 3, Division 2 (the Division)

•

the financial statements: -

have been prepared, in all material respects, in accordance with the requirements of the Division

are, in all material respects, consistent with the Council’s accounting records

present fairly, in all material respects, the financial position of the Council as at 30 June 2025, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards

•

all information relevant to the conduct of the audit has been obtained

•

no material deficiencies in the accounting records or financial statements have come to light during the audit.

My opinion should be read in conjunction with the rest of this report.

Basis for Opinion I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ section of my report. I am independent of the Council in accordance with the requirements of the: •

Australian Auditing Standards

•

Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants (including Independence Standards)’ (APES 110).

Page 62 of 71

Annual Financial Statements

Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by: •

providing that only Parliament, and not the executive government, can remove an Auditor-General

•

mandating the Auditor-General as auditor of councils

•

precluding the Auditor-General from providing non-audit services.

I have fulfilled my other ethical responsibilities in accordance with APES 110. I believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Other Information The Council’s annual report for the year ended 30 June 2025 includes other information in addition to the financial statements and my Independent Auditor’s Report thereon. The Councillors are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprise the Special Schedules (the Schedules). My opinion on the financial statements does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information. However, as required by the Local Government Act 1993, I have separately expressed an opinion on the Special Schedule - Permissible income for general rates. In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude there is a material misstatement of the other information, I must report that fact. I have nothing to report in this regard.

The Councillors’ Responsibilities for the Financial Statements The Councillors are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the Local Government Act 1993, and for such internal control as the Councillors determine is necessary to enable the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Councillors are responsible for assessing the Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting.

Auditor’s Responsibilities for the Audit of the Financial Statements My objectives are to: •

obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error

•

issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the financial statements. A description of my responsibilities for the audit of the financial statements is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar4.pdf. The description forms part of my auditor’s report.

Page 63 of 71

City of Ryde Annual Report 2024/25

The scope of my audit does not include, nor provide assurance: •

that the Council carried out its activities effectively, efficiently and economically

•

on the Original Budget information included in the Income Statement, Statement of Cash Flows, and Note B5-1 'Material budget variations'

•

on the Special Schedules. A separate opinion has been provided on Special Schedule - Permissible income for general rates

•

about the security and controls over the electronic publication of the audited financial statements on any website where they may be presented

•

about any other information which may have been hyperlinked to/from the financial statements.

Weini Liao Delegate of the Auditor-General for New South Wales 22 October 2025 SYDNEY

Page 64 of 71

Annual Financial Statements

Clr Trenton Brown Mayor Council of the City of Ryde 3 Richardson Pl NORTH RYDE NSW 2113

Contact:

Weini Liao

Phone no:

02 9275 7432

Our ref:

R008-1981756498-6008

22 October 2025

Dear Mayor

Report on the Conduct of the Audit for the year ended 30 June 2025 Council of the City of Ryde I have audited the general purpose financial statements (GPFS) of the Council of the City of Ryde (the Council) for the year ended 30 June 2025 as required by section 415 of the Local Government Act 1993 (the Act). I expressed an unmodified opinion on the Council’s GPFS. My audit procedures did not identify any instances of material non-compliance with the financial reporting requirements in Chapter 13, Part 3, Division 2 of the LG Act and the associated regulation or a material deficiency in the Council’s accounting records or financial statements. The Council’s: •

accounting records were maintained in a manner and form to allow the GPFS to be prepared and effectively audited

•

staff provided all accounting records and information relevant to the audit.

This Report on the Conduct of the Audit (the Report) for the Council for the year ended 30 June 2025 is issued in accordance with section 417 of the Act. The Report: •

must address the specific matters outlined in the Local Government Code of Accounting Practice and Financial Reporting 2024-25

•

may include statements, comments and recommendations that I consider to be appropriate based on the conduct of the audit of the GPFS.

This Report should be read in conjunction with my audit opinion on the GPFS issued under section 417(2) of the Act.

Page 65 of 71

City of Ryde Annual Report 2024/25

INCOME STATEMENT Financial performance 2025

2024

Variance

Rates and annual charges revenue

115.8

110.2

5.1

Grants and contributions provided for operating purposes revenue

5.1

6.6

22.2

Grants and contributions provided for capital purposes revenue

42.1

54.7

23.1

Operating result from continuing operations

36.7

59.4

38.3

Net Operating result for the year before grants and contributions provided for capital purposes

(5.4)

4.7

215

Operating result from continuing operations This graph shows the operating result from continuing operations for the current and prior two financial years.

In 2024-25: •

•

The net loss from the disposal of assets expense was $17.9 million, an increase of $15.7 million (705.5 per cent) compared to 2023-24. This increase was primarily due to the Council’s decision in December 2024 to terminate the Ryde Central Project, resulting in the write-off of $11.4 million in capitalised work-inprogress associated with the project.

70 59.4

60 $ million

Council’s operating result from continuing operations for the year was $22.7 million lower than the 2023–24 result. Total income was consistent with 2023-24, however there was an increase in total expenses of $22.4 million (14.3 per cent) which is explained below.

Operating result from continuing operations

50 36.7

40 30

26.5

20 10 0 2023

2024

2025

Year ended 30 June Operating result from continuing operations

Employee benefits and on-costs expenses totalled $65.2 million, representing an increase of $5.1 million (8.5 per cent) compared to

Page 66 of 71

Annual Financial Statements

2023-24. This increase comprised a $3.3 million rise in salaries and wages and a $1.8 million increase in employee leave entitlement expenses. The higher salaries and wages reflect an average pay rate increase of 3.5 per cent, as well as an additional $0.9 million in payments made to employees whose employment with the Council concluded during the year. The net operating result for the year before grants and contributions provided for capital purposes was negative $5.4 million. Refer to ‘Grants and contributions revenue’ below for details.

Income Council revenue

Council’s total revenue was reasonably consistent with the previous year decreasing by $0.3 million (0.1 per cent) in 2024–25. In 2024-25 •

•

rates and annual charges revenue ($115.8 million) which increased by $5.7 million (5.1 per cent) due to rate peg increase of 5.1 per cent other income ($8.7 million) which increased by $3.0 million (53.6 per cent) primarily due to the movement in fair value of investment properties interest and investment income ($16.6 million) which increased by $3.0 million (22.0 per cent) due to the increase in cash and cash equivalents and investments held from $310.5 million in 2023-24 to $348.5 million in 2024-25

Composition of Council Revenue 100

Total revenue (%)

This graph shows the composition of Council’s revenue recognised for the current and prior two financial years.

70 60

10 8

40 30

2024

2025

10 0 2023

Year ended 30 June Rates and annual charges

User charges and fees

Grants and contributions

Other revenue

grants and contributions revenue ($47.2 million) which decreased by $14.1 million (23.0 per cent) – see additional details below.

Rates and annual charges constituted the primary source of Council funding in 2024–25, accounting for 54 per cent of total revenue. Grants and contributions were the next largest source, comprising 22 per cent of total revenue.

Page 67 of 71

City of Ryde Annual Report 2024/25

Grants and contributions revenue This graph shows the amount of grants and contributions revenue recognised for the current and prior two financial years.

•

decrease of $12.6 million of developer contributions recognised during the year

60 50 $ million

Grants and contributions revenue ($47.2 million) decreased by $14.1 million (23.0 per cent) in 2024–25 due to:

Grants and contributions revenue 70

40 55

decrease of $1.5 million in other grants and non-developer contributions recognised during the year

2023

2024

2025

Year ended 30 June Grants and contributions - capital

receiving 50 per cent of the financial assistance grants for 2025-26 in advance (85 per cent for 2024-25).

Grants and contributions - operating

CASH FLOWS Statement of cash flows The Statement of Cash Flows details the Council’s inflows and outflows of cash over a specific period. It helps in assessing the Council's ability to generate cash to fund its operations, pay off debts, and support future projects. It also aids in identifying any pressures or issues in the Council operating in a financially sustainable manner. This graph shows the net cash flows for the current and prior two financial years.

In 2024-25 the net cashflows: •

•

from operating activities decreased by $23.1 million, mainly due to $30.5 million decrease in grants and contributions offset by $8.0 million decrease in payments from materials and services from investing activities was $6.9 million in 2024–25, an increase of $107.9 million from 2023–24. The improvement mainly reflects $55.0 million in proceeds from maturing term deposits during 2024–25, compared to $47.0 million used to acquire term deposits in the prior year.

90 70

$ million

The net cash flows for the year were positive $79.8 million (negative $5.1 million in 2023-24).

Net cash flows for the year 110

10 (10)

-2.4

-2.5

-2.6

(30) (50) (70) (90)

-58

(110)

-101

(130) 2023

2024

2025

Year ended 30 June Operating activities Financing activities

Investing activities Net cash flows

Page 68 of 71

Annual Financial Statements

FINANCIAL POSITION Cash, cash equivalents and investments This section of the Report provides details of the amount of cash, cash equivalents and investments recorded by the Council at 30 June 2025. Externally restricted funds are the cash, cash equivalents and investments that can only be used for specific purposes due to legal or contractual restrictions. Cash, cash equivalents, and investments without external restrictions can be allocated internally by the elected Council's resolution or policy. These allocations are matters of Council policy and can be changed or removed by a Council resolution. Cash, cash equivalents and investments

Total cash, cash equivalents and investments

2025

2024

Percentage of total cash and investments 2025

348.5

310.5

Externally restricted balances are those which are only available for specific use due to a restriction placed by legislation or third-party contract. A breakdown of the sources of externally restricted balances is included in the graph below.

Restricted and allocated cash, cash equivalents and investments: •

External restrictions

211.3

195.2

60.6

•

Internal allocations

124.8

106.9

35.8

This graph shows the sources of externally restricted cash, cash equivalents and investments.

developer contributions of $142.7 million which increased by $16.4 million

•

domestic waste management charges of $25.6 million which increased by $0.9 million during the year

•

special rates charges of $22.0 which increased by $1.2 million during the year.

Internal allocations are determined by council policies or decisions, which are subject to change.

Source of externally restricted cash, cash equivalents and investments

In 2024-25 the Council’s main sources of externally restricted cash, cash equivalents and investments include: •

Commentary

Other 10% Special rates 10% Domestic waste management 12% Developer contributions 68%

Other externally restricted cash, cash equivalents comprise of unspent specific purpose grants and stormwater management funds totalling $21.0 million . The balance has decreased $2.8 million during the year.

Page 69 of 71

City of Ryde Annual Report 2024/25

Council liquidity Unrestricted current ratio

This graph shows the Council’s unrestricted current ratio for the current and prior two financial years.

7 6 Ratio (x)

The unrestricted current ratio is specific to local government and represents council’s ability to meet its short-term obligations as they fall due. The ratio measures the ratio of unrestricted current assets to current liabilities less specific purpose liabilities.

5.3

5.1

2023

2024

5 4 3 2 1

In 2023-24, the average unrestricted current ratio was an average of 3.7x for metropolitan councils.

As at 30 June 2025, Council’s available cash, cash equivalents and investments were sufficient to cover 11.1 months of expenses, a slight increase from 10.9 months in 2023–24. This remains above the 2023–24 metropolitan council average of 8 months, indicating that Council maintains an adequate buffer to meet future expenditure requirements.

Unrestricted current ratio Linear (Unrestricted current ratio)

Available cash to cover expenses 14 12

11.8

10.9

11.1

10 Months

In 2023–24, the available cash to cover expenses was an average of 8 months for metropolitan councils.

2025

As at 30 June

The Council’s unrestricted current ratio for 2024–25 was 5.4x, compared to 5.1x in 2023–24, indicating a slight improvement in liquidity. The ratio continues to exceed the 2023–24 metropolitan council average of 3.7x, suggesting the Council maintained a sufficient liquidity position with adequate resources to meet its shortterm financial obligations as they fell due.

This graph shows the number of months of general fund expenses (excluding depreciation and borrowing costs), Council can fund from its available cash, cash equivalents and investments (not subject to external restrictions).

5.4

8 6 4 2 0 2023

2024 2025 Year ended 30 June Months of expenses met by available cash, cash equivalents and investments Linear (Months of expenses met by available cash, cash equivalents and investments)

Page 70 of 71

Annual Financial Statements

Infrastructure, property, plant and equipment This graph shows how much the Council spent on renewing and purchasing assets in 2024-25.

20.8

20 $ million

Council reported total additions and renewals of $43.3 million of infrastructure, property, plant and equipment during the 2024-25 financial year. This was mainly spent on roads, buildings and stormwater drainage.

Capital expenditure by asset class 25

15 8.2

10 5.3

5 0

Capital work in progress

Land and buildings

5.8

3.1

Roads, Plant, bridges, equipment footpaths furniture and and other fittings road assets

Other

Asset class Capital expenditure in 2024-25

Weini Liao Director, Financial Audit Services Delegate of the Auditor-General

Page 71 of 71

Special Schedules for the year ended 30 June 2025

Annual Financial Statements

Council of the City of Ryde Special Schedules

for the year ended 30 June 2025 §MainTOC§

Contents

Page

Special Schedules: Permissible income for general rates

Report on infrastructure assets as at 30 June 2025

Page 1 of 7

City of Ryde Annual Report 2024/25 Council of the City of Ryde | Permissible income for general rates | for the year ended 30 June 2025

INDEPENDENT AUDITOR’S REPORT Special Schedule – Permissible income for general rates Council of the City of Ryde

To the Councillors of Council of the City of Ryde

Opinion I have audited the accompanying Special Schedule – Permissible income for general rates (the Schedule) of Council of the City of Ryde (the Council) for the year ending 30 June 2026. In my opinion, the Schedule is prepared, in all material respects in accordance with the requirements of the Local Government Code of Accounting Practice and Financial Reporting 2024–25 (LG Code) and is in accordance with the books and records of the Council. My opinion should be read in conjunction with the rest of this report.

Basis for Opinion I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Schedule’ section of my report. I am independent of the Council in accordance with the requirements of the: •

Australian Auditing Standards

•

Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants (including Independence Standards)’ (APES 110).

Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by: •

providing that only Parliament, and not the executive government, can remove an Auditor-General

•

mandating the Auditor-General as auditor of councils

•

precluding the Auditor-General from providing non-audit services.

I have fulfilled my other ethical responsibilities in accordance with APES 110. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Emphasis of Matter - Basis of Accounting Without modifying my opinion, I draw attention to the special purpose framework used to prepare the Schedule. The Schedule has been prepared for the purpose of fulfilling the Council’s reporting obligations under the LG Code. As a result, the Schedule may not be suitable for another purpose.

Page 2 of 7

Annual Financial Statements Council of the City of Ryde | Permissible income for general rates | for the year ended 30 June 2025

Other Information The Council’s annual report for the year ended 30 June 2025 includes other information in addition to the Schedule and my Independent Auditor’s Report thereon. The Councillors are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprise the general purpose financial statements and Special Schedule ‘Report on infrastructure assets as at 30 June 2025. My opinion on the Schedule does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information. However, as required by the Local Government Act 1993, I have separately expressed an opinion on the general purpose financial statements. In connection with my audit of the Schedule, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the Schedule or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude there is a material misstatement of the other information, I must report that fact. I have nothing to report in this regard.

The Councillors’ Responsibilities for the Schedule The Councillors are responsible for the preparation of the Schedule in accordance with the LG Code. The Councillors’ responsibility also includes such internal control as the Councillors determine is necessary to enable the preparation of the Schedule that is free from material misstatement, whether due to fraud or error. In preparing the Schedule, the Councillors are responsible for assessing the Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting.

Auditor’s Responsibilities for the Audit of the Schedule My objectives are to: •

obtain reasonable assurance whether the Schedule as a whole is free from material misstatement, whether due to fraud or error

•

issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the Schedule. A description of my responsibilities for the audit of the Schedule is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar8.pdf. The description forms part of my auditor’s report.

Page 3 of 7

City of Ryde Annual Report 2024/25 Council of the City of Ryde | Permissible income for general rates | for the year ended 30 June 2025

The scope of my audit does not include, nor provide assurance: •

that the Council carried out its activities effectively, efficiently and economically

•

about the security and controls over the electronic publication of the audited Schedule on any website where it may be presented

•

about any other information which may have been hyperlinked to/from the Schedule.

Weini Liao Delegate of the Auditor-General for New South Wales 22 October 2025 SYDNEY

Page 4 of 7

Roads Footpaths and cycleways Kerb and Gutter Other Other road assets Bridges Sub-total

Stormwater drainage Other Sub-total

Swimming pools Other Sub-total

Foreshore Assets Carparks Sub-total

Roads

Stormwater drainage

Open space / recreational assets

Other infrastructure assets 25,973

– – –

– 1,044 1,044

21,773 – 21,773

25,973

– – –

– 1,044 1,044

21,773 – 21,773

1,327 495 – – 362 972 3,156

– – –

– – – 1,327 495 – – 362 972 3,156

–

22,244

28 95 123

– 6,409 6,409

305 – 305

388 4,003 2,376 – 2,006 41 8,814

1,642 – 6,593

4,951

2024/25 Actual maintenance $ '000

1,013,412

15,180 11,390 26,570

– 90,241 90,241

286,931 – 286,931

190,217 102,982 75,305 – 50,877 22,184 441,565

46,184 1 168,105

121,920

Net carrying amount $ '000

1,591,200

20,918 21,721 42,639

– 105,064 105,064

428,262 – 428,262

327,680 163,399 147,616 – 65,745 25,484 729,924

77,447 – 285,311

207,864

Gross replacement cost (GRC) $ '000

23.4%

30.3% 9.9% 19.9%

0.0% 50.8% 50.8%

20.4% 0.0% 20.4%

9.4% 17.6% 0.9% 0.0% 32.4% 37.6% 12.6%

52.9% 0.0% 46.1%

43.6%

35.8%

38.4% 0.5% 19.1%

0.0% 42.7% 42.7%

43.3% 0.0% 43.3%

57.6% 21.6% 22.6% 0.0% 53.3% 37.3% 41.4%

12.2% 0.0% 10.0%

9.2%

33.1%

21.2% 77.0% 49.6%

0.0% 5.3% 5.3%

25.1% 0.0% 25.1%

24.4% 53.7% 76.2% 0.0% 12.7% 12.5% 40.0%

34.9% 0.0% 35.2%

35.3%

5.4%

10.1% 12.6% 11.4%

0.0% 0.2% 0.2%

6.1% 0.0% 6.1%

8.1% 6.9% 0.3% 0.0% 1.0% 8.6% 5.6%

0.0% 0.0% 4.7%

6.5%

2.3%

0.0% 0.0% 0.0%

0.0% 1.0% 1.0%

5.1% 0.0% 5.1%

0.5% 0.2% 0.0% 0.0% 0.6% 4.0% 0.4%

0.0% 0.0% 4.0%

5.4%

Assets in condition as a percentage of gross replacement cost

continued on next page ...

Page 5 of 7

Satisfactory condition refers to an asset that is not due for renewal, where a condiiton rating scale from 1 (very good) to 5 (asset unservicable) is utilised (Source: International Infrastructure Management Manual 2006). It does not include any planned 'enhancements' to the asset. Condition 5 assets are taken as being overdue for renewal, as the end of condition 4 is the intervention point, useful life of the asset, at which time it should be renewed or disposed of.

21,282

70 131 201

– 6,524 6,524

330 – 330

730 2,021 2,112 – 2,289 18 7,170

1,792 – 7,057

5,265

Estimated cost Estimated cost to bring to the to bring assets agreed level of 2024/25 to satisfactory service set by Required Council maintenance a standard $ '000 $ '000 $ '000

Required maintenance is the amount identified in Council’s asset management plans.

Infrastructure asset condition assessment ‘key’

(a)

Buildings – non-specialised Buildings – Ryde Aquatic Leisure Centre Other Sub-total

Buildings

Total – all assets

Asset Category

Asset Class

§Note/Subtotal§ §Subnote§

Report on infrastructure assets as at 30 June 2025

Council of the City of Ryde

Council of the City of Ryde | Report on infrastructure assets as at 30 June 2025

Annual Financial Statements

Council of the City of Ryde | Report on infrastructure assets as at 30 June 2025

Page 6 of 7

For condition 5 assets that remain in service, there is a low residual life 5%, but indefinate RUL (remaining useful life). The backlog refers to asset renewals that have been deferred due to insufficient funds. Any asset in condition 5 is considered to have been deferred and overdue for renewal and therefore part of the backlog.

Condition rating/ description Report on infrastructure assets as at 30 June 2025 (continued) 1 New or equivalent 2 Good condition without visible blemishes or deterioration 3 Usable & safe condition, with visible signs of wear or deterioration, e.g. cracks in footpaths 4 usable condition with defects that interfere with use or reduce asset life, e.g. extensive road cracking. At the end of condition 4, the asset will be due for renewal or disposal. Condition rating/ description 5 Requires major repairsor is not suitable to remain in use due toa significant safety hazard, i.e. it is overdue for renewal. 1 New or equivalent 2 condition without visible blemishes deterioration For Good condition 5 assets that remain in service, or there is a low residual life 5%, but indefinate RUL (remaining useful life). 3 safe condition, with visible wear or deterioration, e.g. cracks in footpaths TheUsable backlog&refers to asset renewals thatsigns have of been deferred due to insufficient funds. Any asset in condition 5 is considered to have been deferred and overdue for renewal and therefore 4 usable condition with defects that interfere with use or reduce asset life, e.g. extensive road cracking. At the end of condition 4, the asset will be due for renewal or disposal. part of the backlog. 5 Requires major repairsor is not suitable to remain in use due toa significant safety hazard, i.e. it is overdue for renewal.

Council of the City of Ryde

Report on infrastructure assets as at 30 June 2025 (continued)

Council of the City of Ryde

Council of the City of Ryde | Report on infrastructure assets as at 30 June 2025

City of Ryde Annual Report 2024/25

Annual Financial Statements

Council of the City of Ryde | Report on infrastructure assets as at 30 June 2025

Council of the City of Ryde Report on infrastructure assets as at 30 June 2025 §Note/Subtotal§

Infrastructure asset performance indicators (consolidated) * $ '000 Buildings and infrastructure renewals ratio

Asset renewals 1 Depreciation, amortisation and impairment

Amounts 2025

Indicator 2025

24,955 21,089

118.33%

119.36%

69.00%

> 100.00%

2.56%

1.95%

1.96%

< 2.00%

104.52%

100.41%

115.94%

> 100.00%

1.63%

1.17%

1.20%

Indicators 2024 2023

Benchmark

Infrastructure backlog ratio

Estimated cost to bring assets to a satisfactory standard Net carrying amount of infrastructure assets Asset maintenance ratio

Actual asset maintenance Required asset maintenance

25,973 1,013,412

22,244 21,282

Cost to bring assets to agreed service level

Estimated cost to bring assets to an agreed service level set by Council Gross replacement cost

25,973 1,590,852

(*)

All asset performance indicators are calculated using classes identified in the previous table.

(1)

Asset renewals represent the replacement and/or refurbishment of existing assets to an equivalent capacity/performance as opposed to the acquisition of new assets (or the refurbishment of old assets) that increases capacity/performance.

Page 7 of 7

City of Ryde Annual Report 2024/25

City of Ryde

Glossary ABS Australian Bureau of Statistics. ADVOCACY The act of speaking or arguing in favour of something, such as a cause, idea, or policy. BENCHMARKING A process of comparing performance with standards achieved in a comparable environment with the aim of improving performance. BIODIVERSITY The variety of all living things including plants, animals and microorganisms, their genes and the ecosystems of which they are a part. BUSINESS CONTINUITY PLAN A clearly defined and documented plan that provides the guidelines that establish the ground rules for the critical operations of the City of Ryde. It contains guidelines for the business to continue to operate within a defined timeframe using a set of predefined resources and workarounds. COMMUNITY LAND Land classified as community land must be kept for use by the general community. All community land must be regulated by a Plan of Management, which may apply to one or more areas of land. CONNECT MPID Connect Macquarie Park Innovation District is a stakeholder-led not-for-profit association that works with leading employers, landowners, government agencies and institutions to grow and evolve Macquarie Park, while nurturing its innovation ecosystem. COR City of Ryde. COVID-19 Coronavirus disease (COVID-19) is an infectious disease caused by a coronavirus discovered in 2019. CROWN LAND Crown Land is land that is owned and by State Government but managed on its behalf by Council. DA Development application. DELIVERY PLAN A strategic document with a minimum four-year outlook, which outlines the key strategies the organisation will undertake to achieve its desired outcomes. Note: this is a legislative requirement. DCP Development Control Plan. DIAP Disability Inclusion and Action Plan.

296

EDS The Economic Development Strategy 2024-2028 helps businesses grow by leveraging and building on Ryde’s existing strengths and assets, exploring new opportunities and responding to challenges. EEO Equal Employment Opportunity. ELT The leadership team is led by the Chief Executive Officer and includes two General Managers, the Chief Financial Officer and the General Counsel. EV Electric vehicle. FINANCIAL YEAR The financial year we are reporting on in this annual report is the period from 1 July 2024 to 30 June 2025. FTE Full-time equivalent. In relation to staff numbers this refers to a figure that is based on the wages for fulltime staff. GIPA The Government Information (Public Access) Act 2009. HMMS Home Modification and Maintenance Service. HPAA High Pedestrian Activity Area. HR Human Resources. ICAC Independent Commission Against Corruption. INTEGRATED PLANNING AND REPORTING Integrated Planning and Reporting (IP&R) is a framework that allows NSW councils to draw their various plans together, understand how they interact and get the maximum leverage from their reports by planning holistically and sustainably for the future. IPART Independent Pricing and Regulatory Tribunal. ITS The City of Ryde’s Integrated Transport Strategy establishes the vision, policy, direction and strategy to achieve safe, convenient, accessible and sustainable public transport. LEP Local Environment Plan. LGA Local Government Area. MOU Memorandum of Understanding.

City of Ryde Annual Report 2024/25

MUD Multi-unit dwelling. NAIDOC National Aborigines Day Observance Committee. NSROC Northern Sydney Regional Organisation of Councils. OPERATIONAL PLAN A document with a one-year outlook that outlines the key activities to be undertaken to achieve the desired outcomes set out in the Community Strategic Plan. Note: this is a legislative requirement. PAMP Pedestrian Accessibility and Mobility Plan. PANDEMIC A pandemic is the worldwide spread of a new disease, such as a new influenza virus or COVID-19. PARTNERING A structured approach to working together with other parties to achieve a mutually beneficial outcome. PERFORMANCE The results of activities and progress in achieving desired outcomes over a given period of time. PERFORMANCE INDICATOR Objective evidence on the extent of, or progress towards, achievement of a desired outcome. POM Plan of Management. A document that regulates the use and management of community land. RALC Ryde Aquatic Leisure Centre. PRCG Parramatta River Catchment Group, a group of Councils and other bodies leading efforts to improve the health and condition of the Parramatta River and its tributaries by improving their environmental management. RATE PEGGING The percentage limit by which a council may increase the total income it receives from rates. The percentage is set each year by the NSW Minister for Local Government. RISK MANAGEMENT A discipline for developing appropriate procedures to reduce the possibility of adverse effects from future events. RLEP Ryde Local Environment Plan 2014.

RYDE 2035 COMMUNITY STRATEGIC PLAN This is part of the planning and reporting framework for local government set by the NSW Office of Local Government. This integrated Community Strategic Plan (CSP) provides clear strategic direction for the long term, and identifies the main priorities, aspirations and future vision of the community. RYT Ryde Youth Theatre. SEPP State Environmental Planning Policy. SRV Special Rating Variation. SSROC Southern Sydney Regional Organisation of Councils. SUP Shared User Pathway. SUSTAINABLE DEVELOPMENT Development that meets the needs of the present generation without compromising the capacity of future generations to meet their needs. TARGET A goal to be reached by a specific date which may be higher than the forecast performance. It aims to continually improve performance. TCORP NSW Treasury Corporation. TFNSW Transport for NSW. TOD TOD is a land use planning approach that encourages sustainable and mixed-use development around transport and aims to create vibrant and walkable communities. URBAN ACTIVATION PRECINCT A NSW State Government program, Urban Activation Precincts aim to deliver more homes in places with access to infrastructure, transport, services and jobs by concentrating development around public transport hubs. VISION A statement that embraces the desired future for the community that the organisation is working towards. VPA Voluntary Planning Agreement. WSUD Water Sensitive Urban Design.

297

City of Ryde

Index A Acknowledgement of Country 2 Active and Healthy City 42 Active in Ryde Program 50 Active Transport Links 93 Advocacy 32, 37, 93 Affordable Housing 33 Amenities Upgrades 47, 47 Asset Management 127 Audit 149 Awards and Achievements 111

B Biodiversity 68 Building Certification and Safety 37 Business Capacity Building 81 Bus Stops, DDA Compliance 94 Bush Regeneration 70 Business Continuity 149

C Catchments, Caring for 70 Catherine Hamlin Park 48 CEO’s Message 11 Coastal Protection 72 Community Development 104 Financial Report 210 Grants and Programs 167 Safety 36, 39, 94, 96 Strategic Plan 21 Companion Animal Management 173 Connected and Accessible City 88 Construction Waste Recycling 75 Contracts 163 Corporate Governance 147 Council 14, 134 Cultural Diversity 111 Cycling 97

D Demographic Profile Development Assessment Services Disability Inclusion Action Plan Diverse and Inclusive City Dog Parks

298

44 34 182 100 49, 174

City of Ryde Annual Report 2024/25

E Economic Growth 82 EEO 152 Electric Vehicles 123 Emissions 66 Empower Ryde 83, 106 Engagement 21, 26, 54, 112, 113 Events 110

F Facilities, Community Feral Animal Management Financial Results, Overview Foreshores and Seawalls

47, 50, 108 68 16 72

G Garden Competition GIPA Reporting Global Reporting Index Governance Grants, Community Guiding Principles

68 174 196 126, 132 107, 167 3

H History Hub Hsinchu Science Park, MoU Housing, Affordable 33

55 83

I Incident Reporting Industrial Relations IT Management Infrastructure Strategy, Local Innovation Blueprint Integrated Planning and Reporting (IP&R) Framework Integrated Transport Strategy Internal Audit Investment Attraction

158 156 128 83 82 20 92 148 81

K Key Workers and Housing Affordability

L Leadership 147 Legal Proceedings 165 Libraries 54 Live Music 106

299

City of Ryde

Index (continued) M Macquarie Park 84, Masterplans 48 Mayor’s Message 11 Mission 3 Modern Slavery 162

N Natural and Sustainable City Natural Areas Net Zero Night-time Economy Notifiable Incidents

60 70 64 82 158

O Open and Progressive City Open Space Organisation Structure Our Story

116 15 133 8

P Parking, Eastwood 84 Parks and Open Spaces 46 Partnerships and Collaboration 82, 167 Paths and Cycleways 96 Performance Snapshot 12 Planning Agreements 179 Plans and Strategies 22 Plant and Fleet 123 Playgrounds 47 Precinct Renewal 84 Profile 6 Procurement 122 Property Management 120 Putney Park (Beach) 46, 72

R Ranger Services Resilience Restructure, Organisational Risk Management Roads Role, Council Ryde Aquatic Leisure Centre Ryde Central

300

39, 173 64, 67 129, 154 149 94, 95 129 134 52 33

City of Ryde Annual Report 2024/25

S Semiconductor Agreement 81 Seniors Festival 111 Service Delivery 20, 122, 124 Small and Family Businesses 81 Smart and Innovative City 78 Social and Creativity Strategies 104 Social Inclusion and Accessibility 105, 106 Special Variation Expenditure 171 Sports Grounds 33, 50 Stakeholders 24 Statutory Reporting 160 Storms 67 Stormwater Management 71 Strategic Planning 14, 21, 125 Students, Support for 82, 151 Sustainability Statement 18 Sustainable Transport 67, 93 SWAP Competition 74 Swimming Pools 37, 195

T Town and Neighbourhood Centres 84 Training, Staff 156 Transport Planning 92 Infrastructure 96 Connections 92 Trees 68

U Urban Forest Strategy

V Values 3, 151 Verges 68 Vibrant and Liveable City 28 Vision 3 Volunteers 111, 156

W Waste Management and Recycling 73 Waterways Protection 71 Water Quality Monitoring 70 Weeds 68 Workforce Demographics 154 Work Health and Safety 126, 157 Working at the City of Ryde 150

Y Year in Review Young People

10 104 301

City of Ryde

Translation Information

302

City of Ryde Annual Report 2024/25

Contact Many of the City’s services and projects are listed in this Annual Report but if you need further assistance or information on a service or facility not listed, simply contact us via one of the following easy ways.

Website www.ryde.nsw.gov.au Telephone Call (+61 2) 9952 8222 between 8.00am and 5.30pm, Monday to Friday Post Write to us at: City of Ryde Locked Bag 2069 North Ryde NSW 1670 Email Send us an email at cityofryde@ryde.nsw.gov.au Mayor and Councillors Contact details for the Mayor and Councillors are available on www.ryde.nsw.gov.au or contact the Customer Service Centre on (+61 2) 9952 8222. In Person You can visit our Customer Service Centre located at 1 Pope Street, Ryde, NSW 2112 or any of our five libraries. Acknowledgements The City of Ryde would like to acknowledge all staff who contributed to the completion of this Annual Report, including those whose hard work throughout the year provided the material for the preparation of the report. Project Management Khanh Tran Coordinator Integrated Planning and Reporting Editing Rachel Sullivan Editor Liz Bennett Manager Communications and Engagement Renee Mitchell Senior Coordinator Communications Brett Thomas Media and Communications Officer Design and Art Direction Martine Jones Graphic Designer Financials KG Bascaran Acting Chief Financial Officer Photography Renee Nowytarger Photography Fluential Studio Staff and community photographers Copyright© City of Ryde 2025

303

Customer Service Centre 1 Pope Street, Ryde NSW 2112 (+61 2) 9952 8222 www.ryde.nsw.gov.au