“
Federation Council acknowledges the Traditional Custodians of the land in which we work and live. We pay our respects to elders past, present, and emerging and recognise their continuing connection to the land, waters, and community. We will work together for a united Council that respects this land and values the contribution to our community of the Aboriginal and Torres Strait Islander peoples, their culture, and heritage.
On behalf of Federation Council, we are pleased to present the Draft Operational Plan & Annual Budget for 2026/27. This document is our roadmap for the coming year, detailing the specific projects and services we will deliver as we work toward our long-term Future Federation 2040 vision.
As we navigate the 2026/27 financial year, our focus remains firmly on sound financial management. Following the 2023 independent review by the University of Newcastle, Council continues to prioritise the renewal of existing assets particularly our vital road and drainage networks over the creation of new ones. This ‘needs before wants’ approach ensures we manage our resources effectively while maintaining the essential services our residents value and rely on.
This year’s annual budget includes an 11.8% general rate increase, following the approval by the Independent Pricing and Regulatory Tribunal (IPART) in 2025.This increase is essential for stabilising our underlying operating deficit and contributing to the long-term financial sustainability of the Council.
Key Highlights:
• Council investment of $21.13 million in asset renewal and upgrades, including significant works on local and regional roads, and the commencement of the Howlong Reservoir construction.
• A review of our marketing strategies to ensure the Federation Local Government region remains a premier tourism destination.
• Progressing critical flood risk management studies and maintaining our commitment to the environment.
• Dedicated strategies for our youth and senior residents, along with maintaining high-quality library and recreational services.
• Undertaking service reviews across council departments and the maintenance of a robust Cyber Security Framework.
Council remains dedicated to working collaboratively with our residents, businesses, and key stakeholders to build a community that is rich in spirit and thriving with opportunity.
New South Wales local councils operate under the Integrated Planning and Reporting (IP&R) Framework:
The IP&R framework requires councils to plan holistically for the future using a set of connected plans that guide how councils operate, make decisions, and deliver services. It helps Council to:
• Understand the community's needs and aspirations.
• Set clear objectives and priorities.
• Manage resources effectively.
• Report progress to the community.
For further information on the IP&R Framework, refer to the IP&R Framework documentation available on the website . i
i Link to IP&R Framework documentation https://www.federationcouncil.nsw.gov.au/Council/Corporate-Planning/PlansStrategies
Operational Plan & Annual Budget
2026/27
FUTURE FEDERATION 2040 VISION: Federation will be home to a community rich in spirit, thriving through the opportunities of our unique history, rural landscapes and waterways.
The Future Federation 2040 Community Strategic Plan (CSP) offers a long-term vision for the Federation region, outlining clear aspirations and objectives for residents, businesses, community groups, and partners as we look towards 2040.
The Future Federation suite of plans include:
The Future Federation 2040 Community Strategic Plan is the community’s aspirations and priorities for next 15 years. The Delivery Program and Operational Plan support the achievement of the CSP objectives.
The Delivery Program includes principal activities (linked to the CSP objectives and strategies) for the council to undertake during the 4 year council term.
The Operational Plan set outs the individual projects, programs and actions that will be undertaken in the year to ultimately achieve the Delivery Program. It includes the Annual Budget and the Revenue Policy summary.
The Plans are centred around five pillars. The following details the specific CSP objective, strategies and principal activities for each pillar.
Pillar: Built CSP Objective: Our infrastructure enhances the lives of our community.
1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.
1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.
1.1.2 Work toward public transport that meets the needs of residents and industry.
1.2 Service our community with resilient and reliable utility and digital communication infrastructure.
1.2.1 Maintain and improve water supply and sewerage services and systems.
1.2.2 Maintain and improve waste management services.
1.2.3 Maintain and improve flood protection services and systems.
1.2.4 Work toward digital connectivity that meet the needs of residents and industry.
CSP Strategy
Goal
Principal Activities/4-year
Pillar: Economic CSP Objective: Our economy is strong with learning, employment and business opportunities.
2.1 Diversified industry and thriving businesses.
2.1.1 Support a collaborative regional approach to economic development.
2.1.2 Support inward investment.
2.1.3 Support the agricultural industry.
2.1.4 Enhance retail.
2.1.5 Support business development.
2.1.6 Support entrepreneurship and industrial diversification.
2.2 Support local events and promote tourism experiences that showcase the region.
2.2.1 Increase tourism.
2.2.2 Support a calendar of community and tourism events.
2.3 Support rich learning and employment opportunities.
2.3.1 Work toward achieving higher rates of population and growth in employment, especially in youth and young family segments.
2.3.2 Support workforce development.
2.3.3 Support access to quality education.
Pillar: Natural CSP Objective: We are stewards of the natural environment for future generations.
3.1 Value, protect and enhance our natural environment.
3.1.1 Conserve and utilise public lands.
3.1.2 Support responsible land management practices.
3.1.3 Conserve and utilise waterways and develop their frontages.
3.2 Respond to our changing environment.
3.2.1 Improve resilience to shocks and natural disasters.
3.2.2 Ensure appropriate emergency management.
3.3 Facilitate consistent and appropriate land use planning and development decisions.
3.3.1 Implement consistent and appropriate land use planning outcomes.
3.3.2 Ensure forward planning for Federation Council area meets the needs of residents and industry.
Pillar: Social CSP Objective: A vibrant and connected community of people leading healthy and fulfilled lives.
4.1 Acknowledge our beginnings, celebrate our diversity and culture.
4.1.1 Celebrate the area’s rich culture and heritage.
4.1.2 Provide library services and programs accessible to all residents.
4.1.3 Encourage community pride and spirit.
1.3 Provide quality and welcoming local places and spaces.
1.3.1 Ensure attractive and vibrant public spaces.
1.3.2 Provide quality recreational spaces.
1.3.3 Maintain and improve aquatic, recreational, and other community facilities.
4.2.1 Support young people.
4.2.2 Encourage an age-friendly environment.
4.3.1 Ensure community safety.
4.3.2 Work to address disadvantage.
4.3.3 Support childcare and family services.
4.3.4 Improve healthcare.
Pillar: Well-Governed CSP Objective: Civic leadership is strong, consultative and responsive to our community’s needs.
5.1 Inform and engage the community in decision making.
5.1.1 Create and participate in collaborative networks.
5.1.2 Ensure extensive communication and consultation with residents.
5.2 Council is responsible and financially sustainable with effective leadership.
5.2.1 Sustainably manage Council’s finances, assets and workforce.
5.2.2 Ensure quality customer service.
5.2.3 Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
5.2.4 Provide effective asset management.
5.2.5 Work toward the equitable service of all areas.
5.2.6 Ensure good governance and administration.
CSP Objective: Our infrastructure enhances the lives of our community.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.
Principal Activities/4-year Goal 1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.
A1.1 Prepare Asset Management Plans for roads, bridges and footpaths (include a review of road hierarchies).
Links to A1.37 & A1.38
A1.2 Implement a Capital Works renewal and improvement program for roads, bridges, footpaths, and bicycle track.
Refer to Annual Capital Works Program - Capital Expenditure
A1.3 Lobby NSW Government for improved transport routes through our townships.
Links to A1.35 & A1.36
A1.4 Update and implement the Pedestrian Access and Mobility Plan (PAMP).
Links to A1.36
A1.34 Investigate options for Howlong bypass.
Links to A1.3
A1.35 Investigate options for Urana bypass.
Links to A1.3
A1.36 Source funding to update the Pedestrian Access and Mobility Plan (PAMP).
Links to A1.4
A1.37 Prepare Asset Management Plan for bridges.
Links to A1.1
A1.38 Review road hierarchies.
Links to A1.1
A1.39 Seek funding for a replacement Athole Bridge (over Yanko Creek).
Principal Activities/4-year Goal 1.1.2 Work toward public transport that meets the needs of residents and industry.
A1.5 Advocate for improved public transport that meets the needs of residents and Industry.
CSP Objective: Our infrastructure enhances the lives of our community.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
CSP Strategy: 1.2 Service our community with resilient and reliable utility and digital communication infrastructure
Principal Activities/4-year Goal 1.2.1 Maintain and improve water supply and sewerage services and systems.
A1.6 Implement a Capital Works renewal and improvement program for water services.
Refer to Annual Capital Works Program - Capital Expenditure
A1.7 Develop water systems capacity review (Corowa, Howlong and Mulwala).
A1.8 Advocate for funding for the renewal of the Mulwala Water Treatment Plant.
A1.9 Implement a Capital Works renewal and improvement program for sewer services. Refer to Annual Capital Works Program - Capital Expenditure
A1.10 Develop sewerage systems capacity review (Corowa, Howlong and Mulwala).
A1.11 Develop Water and Sewer Strategic Plan including service review.
A1.12 Complete funding strategy and ensure long term planning includes construction of a new Corowa Sewerage Treatment plant.
A1.25 Implement $3.8M water infrastructure upgrades for Howlong.
Links to A1.40
A1.26 Develop long term funding strategy and plan for the renewal of Howlong Water Treatment Plant.
Links to A1.41
A1.27 Complete 2023/24 Balldale Water Project.
Links to A1.42
A1.40 Develop and implement water infrastructure upgrades for Howlong.
Links to A1.25
A1.41 Develop long term funding strategy and plan for the augmentation of Howlong Sewerage Treatment Plant.
Links to A1.26
A1.42 Commission Lavis Rd bore for alternate Balldale water supply.
Links to A1.27
A1.43 Seek funding to construct new Corowa Wastewater Management Facility.
Principal Activities/4-year Goal 1.2.2 Maintain and improve waste management services.
A1.13 Implement the actions of the Waste Management Strategy.
CSP Objective: Our infrastructure enhances the lives of our community.
A1.14 Report progress on the Waste Management Strategy Implementation Plan.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
Principal Activities/4-year Goal 1.2.3 Maintain and improve flood protection services and systems.
A1.15 Implement a Capital Works renewal and improvement program for stormwater services. Refer to Annual Capital Works Program - Capital Expenditure
A1.16 Develop a Stormwater Drainage Strategy for urban areas.
A1.17 Implement recommendations from the Villages Floodplain Risk Management Study and Plan for improving stormwater and flood protection systems and seek funding for implementation.
A1.18 Prepare Corowa, Howlong and Mulwala Flood Risk Management Study and Plan.
Principal Activities/4-year Goal 1.2.4 Work toward digital connectivity that meet the needs of residents and industry.
A1.19 Advocate for improved digital connectivity that meet the needs of residents and Industry.
CSP Strategy: 1.3 Provide quality and welcoming local places and spaces.
Principal Activities/4-year Goal 1.3.1 Ensure attractive and vibrant public spaces.
Principal Activity will be addressed in the 2027/28, 2028/29 Operational Plans.
Principal Activities/4-year Goal 1.3.2 Provide quality recreational spaces.
A1.20 Finalise and implement Dog Off-Leash Strategy.
Principal Activities/4-year Goal 1.3.3 Maintain and improve aquatic, recreational, and other community facilities.
A1.21 Seek funding for the implementation of Masterplans for key recreation reserves: Lowe Square Howlong, Lonsdale Reserve Mulwala, John Foord Reserve Corowa and Urana Aquatic Centre.
26/27 Amendment: Seek funding for the implementation of Masterplans for key recreation reserves.
A1.22 Implement a Capital Works renewal and improvement program for aquatic, recreational, and other community facilities.
Refer to Annual Capital Works Program - Capital Expenditure
CSP Objective: Our infrastructure enhances the lives of our community.
A1.23 Continue to maintain Council's cemeteries, skate parks, sporting grounds, parks and recreation areas across the Council area.
26/27 Amendment: Maintain Council's cemeteries, skate parks, sporting grounds, parks and recreation areas across the Council area.
26 2026/ 27 2027/ 28 2028/ 29
A1.24
Continue to maintain and operate swimming pools in Corowa, Howlong, Oaklands and Urana.
A1.44 Maintain and operate swimming pools in Corowa and Howlong.
Links to A1.24
A1.45 Maintain and operate swimming pools in Oaklands and Urana.
Links to A1.24
Pillar: Economic Federation
CSP Objective 2: Our economy is strong with learning, employment and business opportunities.
26
CSP Strategy: 2.1 Diversified industry and thriving businesses.
Principal Activities/4-year Goal 2.1.1 Support a collaborative regional approach to economic development.
A2.1 Conduct an evaluation of the Economic Development Strategy 2021 - 2025.
A2.2 Update the Economic Development Strategy for the next four year period.
A2.3 Support the delivery of the Regional Economic Development Strategy (REDS).
A2.21 Implement priority actions from the Economic Development Strategy.
Links to A2.2
A2.22 Seek funding for key community priorities across the Council area.
Linked Action:
A5.21 Undertake a Service Review of Economic Development.
Principal Activities/4-year Goal 2.1.2 Support inward investment.
A2.4 Support and encourage opportunities for increased public and private sector investment across the Council area.
Links to A2.6
Principal Activities/4-year Goal 2.1.3 Support the agricultural industry.
A2.5 Develop a 5-year business plan for Corowa Saleyards.
Pillar: Economic Federation
CSP Objective 2: Our economy is strong with learning, employment and business opportunities.
Principal Activities/4-year Goal 2.1.4 Enhance retail.
A2.6 Support initiatives to encourage residents to shop locally.
Links to A2.4
Linked Action:
A2.4 Support and encourage opportunities for increased public and private sector investment across the Council area.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
Principal Activities/4-year Goal 2.1.5 Support business development.
A2.7 Facilitate local business support services in line with Economic Development Strategy.
Linked Action:
A5.17 Finalise the Corowa Aerodrome service review.
Principal Activities/4-year Goal 2.1.6 Support entrepreneurship and industrial diversification.
A2.8 Sell the industrial land in the Howlong Industrial Estate.
A2.9 Conduct open process to seek operators for small business activation of grant-funded concrete sites at Corowa, Mulwala and Urana (subject to review of the Urana site).
A2.20 Develop and implement Commercial Activities on Public Land Policy.
CSP Strategy: 2.2 Support local events and promote tourism experiences that showcase the region.
Principal Activities/4-year Goal 2.2.1 Increase tourism.
A2.10 Maintain membership with Murray Regional Tourism and Destination Riverina Murray and actively participate in regional initiatives.
26/27 Amendment: Review membership with Murray Regional Tourism and Destination Riverina Murray.
A2.11 Continue to develop and market the electronic newsletter as a means for communicating with tourism stakeholders.
26/27 Amendment: Develop and market the electronic newsletter as a means for communicating with tourism stakeholders
A2.12 Continue implementation of the North of the Murray 5-Year Destination Marketing Strategy 2020 - 2024.
A2.13 Actively seek opportunities for external funding to support the development of key tourism product.
26/27 Amendment: Actively seek opportunities for external funding for tourism initiatives product.
Pillar: Economic Federation
CSP Objective 2: Our economy is strong with learning, employment and business opportunities.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
A2.14 Investigate opportunities to expand Urana Caravan Park.
A2.15 Conduct a market approach for operation of Ball Park Caravan Park as a public private partnership under a long-term lease (subject to Minister approval).
A2.16 Operate Visitor Information Centre in Corowa.
A2.23 Maintain NOTM Tourism Destination Website.
A2.24 Review North of the Murray 5-Year Destination Marketing Strategy 2020-2024.
A2.25 Deliver seasonal tourism marketing campaigns.
Principal Activities/4-year Goal 2.2.2 Support a calendar of community and tourism events.
A2.26 Develop and publish electronic calendar of community and tourism events.
CSP Strategy: 2.3 Support rich learning and employment opportunities.
Principal Activities/4-year Goal 2.3.1 Work toward achieving higher rates of population and growth in employment, especially in youth and young family segments.
A2.17 Support the Growing regions of welcome project.
Principal Activities/4-year Goal 2.3.2 Support workforce development.
A2.18 Participate in RAMJO’s local skills shortage working group.
Principal Activities/4-year Goal 2.3.3 Support access to quality education.
A2.19 Advocate for the preservation of schools in rural communities.
Pillar: Natural Federation
CSP Objective 3: We are stewards of the natural environment for future generations. 2025/ 26 2026/ 27 2027/ 28 2028/ 29
CSP Strategy: 3.1 Value, protect and enhance our natural environment.
Principal Activities/4-year Goal 3.1.1 Conserve and utilise public lands
A3.1 Finalise generic Crown Land plans of management across community land.
A3.2 Partner with Corowa Landcare to work together on local environmental protection, natural resource management and sustainable agriculture initiatives.
A3.3 Assist in the development of the Riverina Murray Weeds Action Plan for 2026 - 2030. Implement once plan finalised.
A3.14 Develop site specific Crown Land Plan of Management for Ball Park Reserve. Links to A3.1
Pillar: Natural Federation
CSP Objective 3: We are stewards of the natural environment for future generations.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
Principal Activities/4-year Goal 3.1.2 Support responsible land management practices.
Principal Activity will be addressed in the 2027/28, 2028/29 Operational Plans.
Principal Activities/4-year Goal 3.1.3 Conserve and utilise waterways and develop their frontages.
A3.4 Continue to work on delivery of Corowa Foreshore Structure Plan incorporating four separate Precinct masterplans.
26/27 Amendment: Seek funding for the implementation of the Corowa Foreshore Structure Plan incorporating four separate Precinct masterplans.
CSP Strategy: 3.2 Respond to our changing environment.
Principal Activities/4-year Goal 3.2.1 Improve resilience to shocks and natural disasters.
A3.5 Develop a tree management strategy to respond to changing climate, including development of a tree register for priority recreation reserves.
Principal Activities/4-year Goal 3.2.2 Ensure appropriate emergency management.
A3.6 Coordinate the Local Emergency Management Committee.
A3.7 Provide After Hours Emergency Response.
A3.8 Undertake flood recovery activities as funded under Severe Weather Funding.
A3.9 Undertake flood damaged roads restoration work as funded under Disaster Recovery Funding.
A3.10 Undertake flood recovery activities as funded through Council’s insurance program.
CSP Strategy: 3.3 Facilitate sensible and balanced land use planning and development decisions.
Principal Activities/4-year Goal 3.3.1 Implement consistent and appropriate land use planning outcomes.
A3.12 Review and update developer contribution plans.
A3.13 Update Community Participation Plan in accordance with Environmental Planning and Assessment Act 1979.
A3.15 Process Development Applications.
A3.16 Review Local Strategic Planning Statement
Linked Actions
A5.19 Complete the Planning and Development service review.
Pillar: Natural Federation
CSP Objective 3: We are stewards of the natural environment for future generations.
A3.17 Prepare discussion paper regarding a Housing Strategy for 2027/28 to better address shortage of temporary worker accommodation and permanent housing shortages.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
Principal Activities/4-year Goal 3.3.2 Ensure forward planning for Federation Council area meets the needs of residents and industry.
A3.11 Progress the Federation Growth Management Strategy.
A3.17 Prepare discussion paper regarding a Housing Strategy for 2027/28 to better address shortage of temporary worker accommodation and permanent housing shortages.
Pillar: Social Federation
CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
CSP Strategy: 4.1 Acknowledge our beginnings, celebrate our diversity and culture.
Principal Activities/4-year Goal 4.1.1 Celebrate the area’s rich culture and heritage.
A4.1 Finalise a Reconciliation Action Plan (RAP) for the Federation Council area.
A4.2 Implement the Reconciliation Action Plan (RAP) for the Federation Council area.
A4.3 Deliver actions from the Arts and Cultural Strategy.
A4.4 Conduct an evaluation of the Arts and Culture Strategy 2021 - 2025.
A4.5 Continue to progress Council’s Friendship Agreement with Miki City.
Links to A4.5 & A4.6
A4.6 Maintain membership of a regional arts body.
A4.42 Host delegations from Miki City.
Links to A4.5
A4.43 Plan visit to Miki City.
Links to A4.5
Principal Activities/4-year Goal 4.1.2 Provide library services and programs accessible to all residents.
A4.7 Provide static library service in Corowa, Howlong and Mulwala.
A4.8 Provide mobile library service in Boree Creek, Oaklands, Rand and Urana.
A4.9 Encourage library membership by promoting the range of services available.
A4.10 Deliver school holiday programs across the Council area.
CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives. 2025/ 26 2026/ 27 2027/ 28 2028/ 29
A4.11 Provide a free delivery service to housebound library patrons.
Principal Activities/4-year Goal 4.1.3 Encourage community pride and spirit.
A4.12 Update the New Residents Kit, circulate and make available online.
A4.13 Continue to promote and encourage use of the free online community directory.
26/27 Amendment: Promote and encourage use of the free online community directory.
A4.14 Develop and implement a management framework to support the valued work of volunteers.
26/27 Amendment: Implement a management framework to support the valued work of volunteers.
A4.15 Implement a community grants program.
CSP Strategy: 4.2 Embrace and support people of all ages.
Principal Activities/4-year Goal 4.2.1 Support young people.
A4.16 Support the work of the Youth Council.
A4.17 Continue to support the development, maintenance and roll out of a directory with youth focused and mental health services listed.
26/27 Amendment: Support the development, maintenance and roll out of a directory with youth focused and mental health services listed.
A4.18 Develop a Youth Strategy, Implementation Plan and Communications Strategy as funded under the Stronger Country Communities Fund.
A4.19 Implement the Youth Strategy Implementation Plan. Links to A4.44
A4.20 Continue to provide sponsorship for Federation Annual Schools Program to provide financial support to local young people towards the cost of learning and activities whilst at school.
26/27 Amendment: Provide sponsorship for Federation Annual Schools Program to provide financial support to local young people towards the cost of learning and activities whilst at school.
A4.44 Implement priority actions from the Youth Strategy. Links to A4.19
CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
Principal Activities/4-year Goal 4.2.2 Encourage an age-friendly environment.
A4.21 Support the work of the Ageing Well Committee.
A4.22 Finalise the updated Ageing Well Strategy.
A4.23 Implement the actions within the updated Ageing Well Strategy.
26/27 Amendment: Implement the priority actions within the Ageing Well Strategy.
A4.24 Celebrate the contribution of senior residents through the delivery of a Seniors Week initiative.
CSP Strategy: 4.3 Foster a safe and healthy community.
Principal Activities/4-year Goal 4.3.1 Ensure community safety.
A4.25 Continue the delivery of the Road Safety Program.
26/27 Amendment: Deliver the Road Safety Program.
A4.26 Implement the actions in the Companions Animal Management Plan.
A4.27 Review and implement Council’s Alcohol Free and Prohibited Zones.
Principal Activities/4-year Goal 4.3.2 Work to address disadvantage.
A4.28 Continue to implement, monitor, and review the Disability Inclusion Action Plan.
26/27 Amendment: Implement the Disability Inclusion Action Plan.
A4.29 Continue mandatory Pensioner Concession Scheme.
26/27 Amendment: Provide the mandatory Pensioner Concession Scheme.
Principal Activities/4-year Goal 4.3.3 Support childcare and family services.
A4.30 Support awareness and access to the Family and Children’s Services Directory.
A4.31 Deliver the mobile preschool service.
A4.32 Provide contribution to the operation of the Corowa, Howlong and Mulwala Preschools.
26/27 Amendment: Provide financial contribution to the operation of the Corowa, Howlong and Mulwala Preschools.
CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives.
Principal Activities/4-year Goal 4.3.4 Improve healthcare.
A4.33 Host interagency meetings with service providers delivering outreach services in the Federation Council area.
A4.34 Support the work of the Primary Prevention Team.
A4.35 Continue to seek funding through the LDAT and CDAT programs to deliver actions from the Federation Primary Prevention Action Plan.
26/27 Amendment: Seek funding through the Local Drug Action Teams (LDAT) and Community Drug Action Teams (CDAT) programs to deliver actions from the Federation Primary Prevention Action Plan.
A4.36 Continue to work with Murrumbidgee Local Primary Healthcare Network (PHN) and medical service providers to support the retention and attraction of Primary Healthcare services.
26/27 Amendment: Work with Murrumbidgee Local Primary Healthcare Network (PHN) and medical service providers to support the retention and attraction of Primary Healthcare services.
A4.37 Seek grant funding for community-led sport and recreational projects where consistent with masterplans.
A4.40 Develop a design for the potential extension of the Urana Medical Centre.
A4.41 Deliver the Vibe Check Youth Mental Health Intervention Project.
A4.45 Provide support for medical centres in Howlong, Oaklands and Urana.
Pillar: Well-Governed Federation
CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
CSP Strategy: 5.1 Inform and engage the community in decision making.
Principal Activities/4-year Goal 5.1.1 Create and participate in collaborative networks.
Linked Actions:
A3.6 Coordinate the Local Emergency Management Committee.
A4.16 Support the work of the Youth Council.
A4.21 Support the work of the Ageing Well Committee.
CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs.
A4.33 Host interagency meetings with service providers delivering outreach services in the Federation Council area.
A4.34 Support the work of the Primary Prevention Team.
A5.8 Engage with the Roads Advisory Committee in relation to strategic road priorities.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
Principal Activities/4-year Goal 5.1.2 Ensure extensive communication and consultation with residents.
A5.1 Review the Delivery Program.
A5.2 Develop the Operational Plan.
A5.3 Prepare Annual Report.
A5.4 Finalise the revised Community Engagement Strategy.
A5.5 Engage with the community when setting annual fees and charges.
A5.6 Provide communication regarding Council’s Budget and Financial Statements to improve community understanding of Council’s financials.
A5.7 Provide communication regarding progress made implementing productivity improvements and cost containment strategies.
A5.8 Engage with the Roads Advisory Committee in relation to strategic road priorities.
A5.9 Undertake annual reporting of expenditure relating to the approved Special Rate Variation.
A5.50 Implement improvements from the Community Engagement Strategy.
Linked Action:
A5.18 Implement improvements from the review of the Community Engagement Strategy.
CSP Strategy: 5.2 Council is responsible and financially sustainable with effective leadership.
Principal Activities/4-year Goal 5.2.1 Sustainably manage Council’s finances, assets and workforce.
A5.10 Update Resourcing Strategy - Long Term Financial Plan (LTFP).
A5.11 Progress priority recommendations from the University of Newcastle Independent Review.
A5.12 Implement initiatives from the Financial Improvement Plan to support the financial sustainability of Council.
CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs.
A5.13 Commence review of water and sewerage service pricing to meet sound pricing and prudent financial management principles.
A5.14 Review aerodrome and administration pricing to send better price signals.
A5.51 Review swimming pool pricing to send better price signals.
A5.52 Review hall and facilities hire pricing to send better price signals.
A5.53 Review saleyards pricing to send better price signals.
A5.54 Review caravan park pricing to send better price signals.
A5.55 Complete the review of water and sewerage service pricing to meet sound pricing and prudent financial management principles.
A5.56 Review development fee pricing to send better price signals.
A5.57 Review public order and safety fee pricing to send better price signals.
A5.58 Review health fee pricing to send better price signals.
A5.59 Review environment fee pricing to send better price signals.
A5.60 Review community services and education fee pricing to send better price signals.
A5.61 Review library fee pricing to send better price signals.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
Principal Activities/4-year Goal 5.2.2 Ensure quality customer service.
A5.15 Finalise the review of the Customer Service Charter.
A5.16 Maintain a responsive customer request system.
Principal Activities/4-year Goal 5.2.3 Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
A5.17 Finalise the Corowa Aerodrome service review.
A5.18 Implement improvements from the review of the Community Engagement Strategy.
A5.19 Complete the Planning and Development Service Review.
A5.20 Undertake a Service Review of Council Buildings.
CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs. 2025/ 26 2026/ 27 2027/ 28 2028/ 29
A5.21 Undertake a Service Review of Economic Development.
A5.22 Undertake a Service Review of Tourism.
A5.23 Undertake a Service Review of Risk & Safety.
A5.24 Implement improvements to Attraction, Recruitment and Retention practices.
A5.25 Implement improvements to Safety and Wellbeing the workplace.
A5.26 Develop leadership skills across the organisation. Links to A5.67
A5.27 Assess Council’s risk management framework against the current Australian risk management
A5.28 Develop and maintain the Strategic Risk Register.
A5.29 Develop Internal Audit Charter.
A5.30 Implement the Strategic Internal Audit Program.
A5.31 Conduct Annual Insurance renewals.
A5.32 Develop Climate Change Adaptation Plan.
A5.33 Maintain Cyber Security Framework.
A5.34 Implement enhancements to Council information and operational technology networks.
A5.35 Implement a project management framework that results in more effective solutions and better.
26/27 Amendment: Implement a project management framework and software that results in more effective solutions and better community outcomes.
A5.36 Develop Internal Communication & Engagement Strategy.
A5.62 Implement Risk Management Plan for Water & Sewer Services.
A5.63 Deliver on the Internal Communication & Strategy Implementation Action Plan.
A5.64 Deliver a comprehensive bi-annual Community Satisfaction Survey.
A5.65 Execute the Planning and Development Service Review Implementation Plan.
CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs. 2025/ 26 2026/ 27 2027/ 28 2028/ 29
A5.66 Develop an Asset Management Plan of Council Buildings and Structures.
A5.67 Implement the Workforce Management Strategy (2025/26-2028/29).
Links to A5.26
A5.68 Undertake a Service Review of Libraries.
A5.69 Undertake a Service Review of Sporting Playgrounds Presentation.
A5.70 Undertake a Service Review of Quarries.
A5.71 Undertake a Service Review of Caravan Parks.
A5.72 Undertake a Service Review of Swimming Pools (Corowa Aquatic Centre).
A5.73 Undertake a Service Review of Finance.
A5.74 Undertake a Service Review of Community Services.
A5.75 Undertake a Service Review of Electrical Services.
A5.76 Undertake a Service Review of Engineering & Design.
A5.77 Undertake a Service Review of Human Resources.
A5.78 Undertake a Service Review of Landfills.
A5.79 Undertake a Service Review of Regulation & Compliance.
A5.80 Undertake a Service Review of Customer Service.
A5.81 Undertake a Service Review of Depots.
A5.82 Undertake a Service Review of Environmental Services & Natural Resources.
A5.83 Undertake a Service Review of Roads.
A5.84 Deliver on the Community Engagement Strategy implementation action plan.
A5.85 Complete the annual Records Management Assessment Tool (RMAT) self-assessment.
CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs.
Linked Action:
A5.11 Progress priority recommendations from the University of Newcastle Independent Review.
2025/ 26 2026/ 27 2027/ 28 2028/ 29
Principal Activities/4-year Goal 5.2.4 Provide effective asset management.
A5.37 Review the Asset Management Strategy.
A5.38 Implement the Asset Management Improvement Plan.
A5.39 Update the Strategic Asset Management Plan.
Principal Activities/4-year Goal 5.2.5 Work toward the equitable service of all areas.
Principal Activity will be addressed in the 2027/28, 2028/29 Operational Plans.
Principal Activities/4-year Goal 5.2.6 Ensure good governance and administration.
A5.40 Review delegations from Council to the Mayor and General Manager.
A5.41 Review delegations from General Manager to staff.
A5.42 Review delegations from Council to Committees.
A5.43 Review the Code of Conduct.
A5.44 Review Open Access records.
A5.45 Review the Council Policy Framework.
A5.46 Review the Privacy Management Plan.
A5.47 Introduce framework for managing council's obligations under the Modern Slavery Act 2018.
A5.48 Standardise practices to meet Child Safe Standards.
A5.49 Review existing rating categories to ensure equitable collection of income.
A5.86 Review policies in accordance with agreed review cycle.
A5.87 Conduct an audit against the NSW Child Safe Standards.
A5.88 Undertake distributive equity review of rating structure and categories.
• Implement a $6.2 million capital works renewal and improvement program for roads, bridges and footpaths. Major renewal works include the Rural Culvert Replacement Program and the following roads:
o Merton Road, Collendina
o Narrow Plains Road, Narrow Plain.
o Wandong Road, Savernake
WELL-GOVERNED
o Yamma Road (Morundah-Coleambally)
• Develop and implement water infrastructure upgrades for Howlong.
• Implement recommendations from the Villages Floodplain Risk Management Study and Plan for improving stormwater and flood protection systems and seek funding for implementation.
• Prepare Corowa, Howlong and Mulwala Flood Risk Management Study and Plan.
• Update the Economic Development Strategy for the next four year period.
• Seek funding for key community priorities across the Council area.
• Sell the industrial land in the Howlong Industrial Estate.
• Review North of the Murray 5-Year Destination Marketing Strategy 2020-2024.
• Develop site specific Crown Land Plan of Management for Ball Park Reserve.
• Coordinate the Local Emergency Management Committee.
• Undertake flood damaged roads restoration work as funded under Disaster Recovery Funding.
• Undertake flood recovery activities as funded through Council’s insurance program.
• Host delegations from Miki City.
• Implement a community grants program.
• Implement priority actions from the Youth Strategy.
• Implement the priority actions within the updated Ageing Well Strategy.
• Engage with the Roads Advisory Committee in relation to strategic road priorities.
• Implement improvements from the Community Engagement Strategy.
• Implement initiatives from the Financial Improvement Plan to support the financial sustainability of Council.
• Execute the Planning and Development Service Review Implementation Plan.
• Implement the Workforce Management Strategy (2025/26-2028/29).
The objectives of the Federation Council Annual Budget are to:
• Provide resources for the delivery of services and initiatives contained in the Delivery Program and Annual Operational Plan.
• Provide direction to Council officers on the funds available to implement Council’s plans.
• Provide a basis for transparency and accountability.
Strategic Alignment
Fiscal Responsibility
Community Focus
The Principles for development of 2026/27 Operational Plan and Annual Budget ii were adopted at the Ordinary Council meeting on 16 December 2025.
Key principles for developing the 2026/27 Operational Plan and Annual Budget are:
• Strategic Alignment: Directly supporting the four-year Delivery Program.
• Fiscal Responsibility: Ensuring financial sustainability by adhering to the Long Term Financial Plan objectives.
• Community Focus: Prioritising community needs and essential services, such as a safe and healthy community and well-maintained, planned infrastructure.
In developing plans for 2025/26 to 2028/29, Council prioritised the following iii:
• Recommendations from the independent review by the University of Newcastle.
• Renewal of existing assets, particularly roads and drainage, before the creation of new assets.
• Emphasis on addressing needs before wants.
• Pricing review to establish appropriate price signals.
• Focus on asset maintenance.
• Delivery of flood recovery activities as funded through NSW Disaster Assistance Arrangements or Council’s insurance policy.
It is recommended that these focus areas be continued.
ii Principles for 2026/27 Operational Plan and Annual Budget (25/46949) & Principles for development of 202627 Operational Plan and Annual Budget - Plain English Version (25/46953) available on website –December Ordinary Council meeting Item 4 Operational Plan and Annual Budget 2026/27 (Agenda Items & Files): https://federation.resolve.red/web/Player.aspx?id=373&key=-1&mod=-1&mk=-1&nov=0 iii Long Term Financial Plan 2025-2035, page 5
The principles of sound financial management, as defined in the Local Government Act 1993, set the foundation for the development of the Annual Budget. The following details how we develop the Annual Budget to align with these principles.
Responsible and sustainable spending: Spending must be responsible and sustainable. This includes aligning general revenue with expenses and funding the cost of current services.
Budget approach:
• Maintain existing service levels, except for the service reductions as detailed in the Long Term Financial Plan (Ball Park Caravan Park, tourism and noxious weeds).
• Review key services to ensure the community receives value for money, consistent with DP schedule.
• Prioritise legislative responsibilities in budget development, then focus on the highest priority services and initiatives identified by the community and recommend service level reductions where required to meet performance and financial KPIs.
• Deliver on commitments under the IPART SRV instrument, particularly the productivity improvements and cost containment strategies
• Deliver greater financial improvement than forecast to reduce underlying operating deficit (and delay next SRV)
• Implement outcomes from pricing reviews.
Responsible and sustainable infrastructure investment:
Budget approach:
• Prioritise investments in road, water and sewerage infrastructure to meet current and future community needs.
• Deliver on commitments under the IPART SRV instrument, particularly the level of asset renewal as contained in the Strategic Asset Management Plan and funded by the additional SRV funds.
• Invest in information technology to improve service efficiency and staff productivity.
• Invest in the Growth Strategy to improve planning for future needs.
Effective financial and asset management: Councils must have sound policies and processes for areas such as performance management and reporting, asset maintenance, renewal, and enhancement and funding decisions and risk management.
Budget approach:
• Deliver on the 2025-2029 Delivery Program and Long Term Financial Plan, containing expenditures to those previously agreed and planning to meet KPIs.
• Consider divesting surplus assets like land and buildings to free up resourcing.
• Budget for grant funding where a funding agreement has been signed or where it is recurrent in nature (e.g., financial assistance grants, preschool funding, library funding)
• Meet financial covenants from borrowing agreements.
• Increase user fees and charges by minimum rate peg % or target appropriate price signals.
• Increase employee costs by any changes subscribed in the Local Government Award
• Maintain the organisation FTE at 2025/26 levels.
• Actively seek and secure available grant revenue from state and federal governments to fund projects and services.
• Include measures of service performance to ensure efficient and effective delivery of services
• Document agreed service levels.
Intergenerational equity: Decisions must be made with a long-term view, ensuring that future generations are not unfairly burdened by the financial effects of current policy choices.
Budget approach:
• Implement a general rate increase at the IPART-approved maximum of 11.8%.
• Ensure water, sewer, and waste charges cover all costs and generate a profit. Adopt the 25% access / 75% consumption charge structure (Best Practice).
• Clearly identify any new projects or programs along with whole-of-life costing and cost-benefit analysis
• Deliver greater financial improvement than forecast to reduce underlying operating deficit.
Further details on how these principles have been applied are contained in the Long Term Financial Plan.
The consolidated position of Council represents the combined total of the general, water, sewer, and waste funds.
The following financial tables reference the Original Budget 2025/26, adopted at the Extraordinary Council Meeting on 30 June 2025, alongside the Planned Budget 2026/27, which is the proposed budget for the upcoming financial year.
Operating Statement – Consolidated
Statement Projections ($'000)
Statement Projections ($'000)
Statement Projections ($'000)
Statement Projections ($'000)
Income Statement Projections ($'000) Income and Expense
Flow Statement – Consolidated Cash Flow Statement Projections ($'000)
Cash Flow Statement Projections ($'000)
Cash Flow Statement Projections ($'000)
Cash Flow Statement Projections ($'000)
Cash Flow Statement Projections ($'000)
Council is budgeting to receive $55.99 million in operating income in the financial year 2026/27. Operating income is derived from a number of sources as detailed in the following pages.
Operating income ($million)
Rates and Annual Charges Grants and Contributions User Charges and Fees Interest & Investment Revenue Gains from Disposal of Assets Other Revenues
Rates and annual charges are collected from property owners to fund essential public infrastructure and services across the Federation Council area. While general rates are applied to all assessable land, additional annual charges are also applied for specific access to services such as water, sewerage, and kerbside waste collection.
To ensure fairness, the annual increase in total general rates is regulated by the Independent Pricing and Regulatory Tribunal (IPART) through a "rate pegging" system. This system limits how much a Council can increase its total rate income each year unless a special variation is approved. Following an approved application to IPART, general rates are set to increase by 11.8% in 2026/27.
The total ordinary rate yield is forecasted to reach $17.4 million by the 2026/27 financial year.
The rate peg or any approved increase applies to the total general income collected by the Council, rather than to each individual property owner’s rates. Decisions on how to distribute this total increase across different ratepayer categories are determined through the Council’s rating strategy. Individual rates can also be influenced by updated land valuation, with the next valuation taking effect on 1 July 2026. Latest valuation data is available at the NSW Valuation and Objection Portal. While these valuations may change how the rate burden is shared between different categories, they do not change the total amount of rate income the Council is authorised to collect.
The income generated from these fees follows a "user-pays" system. This means that those who use a specific service or facility contribute to the cost of providing it, which helps balance the financial responsibility across the community.
When setting these prices, the primary goal is to balance the cost of service delivery with the community’s ability to pay. In many cases, fees are set below the actual cost to ensure that essential services remain affordable and accessible for everyone.
To provide transparency, each fee in the official Schedule of Fees and Charges is marked with a specific code to explain how the price was determined:
F Full Cost Recovery - the fee covers the entire cost of providing the service, including the long-term maintenance and "wear and tear" of buildings or equipment used.
P Partial Cost Recovery - the price covers only a portion of the total cost to keep services affordable or where required by law.
S Statutory Requirements - set by law. The price is not determined by the local Council; it is strictly set by State or Federal government legislation.
M Market Pricing - the fee is set by comparing it to the prices charged by other comparable services in the region to ensure it remains competitive.
Z Zero Cost - no cost. The service is provided free of charge to the community, with the full cost of delivery covered by general rates.
D Deposit - security deposit. A refundable payment required to cover any potential damage to public property during use.
Council is forecasting to generate revenue of $11.03 million from user charges and fees in 2026/27 under the planned scenario.
Revenue is also generated through the careful management of available cash reserves and interest earned on outstanding rates. A conservative approach is used to forecast interest rates over the coming years, ensuring that financial planning remains realistic and stable. This revenue is directly linked to the cash balances maintained by the Council to fund ongoing operations and future projects.
For the 2026/27 financial year, a conservative 3.40% rate of return has been applied to cash investments. Combined with interest on overdue rates, this category is budgeted to produce $1.63 million in revenue. This projection is primarily supported by an estimated cash balance of $42.7 million at the end of the period.
Operating grants from Commonwealth and State Government comprise 26% of Operating Income in 2026/27 to assist in delivering services. Some of the grants are for the delivery of specific services and others are general grants or “untied” grants which means Council can use the funding based on local priorities.
Income received for specific purpose means that it is restricted in use and cannot be used for any purpose other than that identified in the funding agreement. This income is kept as a separate cash reserve until such time as the expenditure occurs. Each specific purpose grant has been considered individually for the LTFP and only those that have been ongoing in recent years have been included as recurrent future income e.g., Financial Assistance Grants and Roads to Recovery.
The Federal Government provides the Financial Assistance Grant (FAG) program to Local Government under the Local Government (Financial Assistance) Act 1995 (Commonwealth). The FAG program consists of two components:
• a general purpose component which is distributed between the states and territories according to population (i.e., on a per capita basis), and
• an identified local road component which is distributed between the states and territories according to fixed historical shares.
Both components of the grant are untied in the hands of local government, allowing councils to spend the grants according to local priorities. The NSW Local Government Grants Commission recommends the distribution of the funding under the FAG program to NSW local governing bodies in accordance with the Local Government (Financial Assistance) Act 1995 (Commonwealth) and the National Principles for allocating grants.
Council is forecasting to receive operating grants of $14.74 million in 2026/27, 63% of it is from the FAG program.
Beyond rates and user fees, there are several smaller income streams that contribute to the delivery of local services. These primarily consist of government rebates, such as fuel tax credits, as well as commissions and incentives related to workers' compensation. Additionally, income is generated through specific service charges, including the provision of property sewer diagrams and water meter readings.
Most income projections for these categories within the Long-Term Financial Plan (LTFP) are based on historical trends. To ensure financial stability, these figures are increased conservatively over the 10-year forecast period. For the 2026/27 financial year, these miscellaneous revenue sources represent only 0.5% of the total forecasted Operating Income, amounting to $0.47 million.
Council is budgeting to expend $59.19 million in operating expenditure in the financial year 2026/27.
Operating expenditure ($million)
Employee Costs Materials and Services Depreciation Other Expenses Borrowing Costs
Employee costs represent the total investment in the personnel required to deliver community services. This includes salaries, superannuation, workers' compensation, and professional training. These costs are adjusted annually to account for legally required "Award" increases. For the 2026/27 financial year, total employee spending is projected at $20.81 million to support a workforce of 190.0 full-time equivalent (FTE) staff.
Council has used long term loans to finance large capital expenditures allowing the cost of the project to be spread across the useful life of the asset in order to facilitate intergenerational equity for these assets.
External loan balances are forecast to be $11.15 million at 30 June 2026 and interest expense has been projected based on the rates applicable for each loan totalling to $0.45 million with no additional borrowings planned in 2026/27.
This group of expenses is mainly made up of materials, contractors, consumables, electricity, heating, insurance, computer software charges, legal expenses, advertising, councillors and mayoral fees. Cost within this category is forecasted to be $18.77 million, which includes $2.81 million to deliver projects under the Regional and Local Roads Repair Program.
Depreciation is a non-cash expense that accounts for the gradual wear and tear of community assets such as roads, buildings, and equipment over their useful life. This figure represents the amount that should be set aside for future renewal or upgrade works to ensure that public infrastructure remains safe and functional.
Recent revaluations of Council’s infrastructure and property have led to higher depreciation charges. Following an increase in these costs to $18.29 million in 2024/25, depreciation for the 2026/27 financial year is forecasted to be $18.51 million.
This category primarily includes mandatory contributions and levies paid to other levels of government including payment for NSW Rural Fire Services Levy. For the 2026/27 financial year, these expenses are expected to be $0.65 million.
Council will invest $21.13 million in asset renewal and upgrades in 2026/27. This program is made up of capital works in each of the following funds: $10.37 million in the General Fund, $9.00 million in the Water Fund and $1.75 million in the Sewer Fund.
The following table details the proposed capital works program for 2026/27:
This Operational Plan outlines Federation Council's plans to achieve the principal activities included in the Delivery Program. It details the activities the Council will undertake during 2026/27, the potential risks involved and how success will be measured.
This section is arranged by Federation Council’s five pillars:
Each Pillar includes the following information:
• Responsible Teams / Officers: The teams / officers that are responsible for delivering the action in the operational plan.
• Federation Council Strategy / Plan: The relevant Federation Council Strategy / Plan that relates to the action in the operational plan.
• Total 2026/27 Actions: The total number of actions for the pillar.
CSP Objective: Explains what the pillar is aiming to achieve.
Our infrastructure enhances the lives of our community.
1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.
CSP Strategy: A high-level approach to achieving the CSP.
Delivery Program Principal Activity: Specific actions Council will take during 2025 -2029 to implement the CSP Strategy.
Operational Actions
2026/27: The action number that relates to the Actions/ Projects/ Programs listed in the Operational Plan.
The Operational Plan for each pillar includes the actions that Council will undertake in 2026/27 to work towards completing the Principal Activities from the Delivery Program.
• Principal Activities: The 4-year goals.
• Actions: The specific steps we will take this year to reach them.
Council uses four specific roles to describe how we work. At the top of each pillar’s plan, we identify which role we are playing:
• Provide: Delivering services, infrastructure, and programs directly to you.
• Advocate: Representing the community’s voice to State and Federal governments.
• Monitor: Tracking regional trends to ensure our planning remains accurate.
• Collaborate: Building partnerships with the community, business and industry to achieve shared goals.
CSP Strategy: A high-level approach to achieving the CSP
Principal Activity/4 year Goal: Specific actions Council will take during 2025 -2029 to implement the CSP Strategy.
CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.
Principal Activity/4-year Goal: 1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.
Code Actions/ Projects/ Programs
A1.34 Investigate options for Howlong bypass.
Key Performance Indicator (KPI) & Target 2026/27
KPI: Options investigated for Howlong bypass.
Target: Options paper finalised. 01 Jul 2026 –30 Jun 2027
Actions/ Projects/ Programs 2026/27: A short description of what action will be taken.
Key Performance Indicator (KPI) / Target 2026/27: How Council will measure if the action has been achieved
Responsible Officer
Staffing: Engineering Team
Funding: Manager Infrastructure
Budget 2026/27: List the human and financial resources required to deliver the action.
Responsible Officer: The officer that is responsible for delivering the action.
At the end of each Pillar's section, information is provided on:
• Service Reviews: A list of Service Reviews for the specific pillar that will be undertaken in 2026/27 and the Responsible Officer for the Service Review.
• Staffing (FTE): The number of Full-Time Equivalent staff dedicated to that Pillar.
• Operating Budget Report: A breakdown of the projected income and expenses for various council activities over the 2026/27 period for the specific pillar.
• Capital Program: The planned capital expenditures on assets (e.g., plant, equipment, buildings, infrastructure). It represents Council's investment in maintaining and improving its assets.
Responsible Teams / Officers: Engineering, Grants, Flood Planning, General Manager, Sewer, Street Presentation, Swimming Pools, Waste, Water.
Federation Council Strategy / Plan: Corowa, Howlong and Mulwala Flood Study 2024, Local Strategic Planning Statement 2020 - 2024: Planning Priority 6 – Infrastructure, Resourcing Strategy Strategic Asset Management Plan 2025 – 2035, Riverina Murray Regional Plan 2041, Villages Floodplain Risk Management Study and Plan 2022, Waste Management Strategy 2024 – 2030, Water and Sewer Strategic Plan.
Total 2026/27 Actions: 20
Our infrastructure enhances the lives of our community.
CSP Strategy Delivery Program Principal Activity Operational Actions 2026/27
1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.
1.2 Service our community with resilient and reliable utility and digital communication infrastructure.
1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.
1.1.2 Work toward public transport that meets the needs of residents and industry.
– A1.39
1.3. Provide quality and welcoming local places and spaces.
1.2.1 Maintain and improve water supply and sewerage services and systems. A1.8, A1.40 – A1.42
1.2.2 Maintain and improve waste management services. A1.13 - A1.14
1.2.3 Maintain and improve flood protection services and systems. A1.17 – A1.18
1.2.4 Work toward digital connectivity that meet the needs of residents and industry. A1.19
1.3.1 Ensure attractive and vibrant public spaces. No Actions iv
1.3.2 Provide quality recreational spaces. No Actions v
1.3.3 Maintain and improve aquatic, recreational, and other community facilities. A1.21, A1.23, A1. 44 -A1.45
iv Principal Activity delivered through business as usual service delivery and may have specific actions in the 2027/28, 2028/29 Operational Plans.
v Principal Activity delivered through business as usual service delivery and addressed in the 2025/26 Operational Plan.
Pillar: Built Federation
CSP Objective 1: Our infrastructure enhances the lives of our community
CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.
Principal Activity/4-year Goal: 1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A1.34 Investigate options for Howlong bypass.
KPI: Options investigated for Howlong bypass.
Target: Options paper finalised.
A1.35 Investigate options for Urana bypass.
KPI: Options investigated for Urana bypass.
Target: Options paper finalised.
01 Jul 2026 –30 Jun 2027 Staffing:
01 Jul 2026 –30 Jun 2027 Staffing:
A1.36 Source funding to update the Pedestrian Access and Mobility Plan (PAMP).
A1.37 Prepare Asset Management Plan for bridges. vi
KPI: Secure $30k in funding to review the PAMP.
Target: Current PAMP reviewed and relevant stakeholders engaged.
KPI: Asset Management Plan for bridges completed.
Target: Review of bridge asset condition reports.
01 Jul 2026 –30 Jun 2027
01 Jul 2026 –30 Jun 2027 Staffing:
CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.
Principal Activity/4-year Goal: 1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A1.38 Review road hierarchies.
KPI: Update to road hierarchies.
Target: Complete the review of council current road hierarchies, including benchmarking of other similar councils. Engage with relevant stakeholder, including the local roads and advisory committee.
Timeline Budget 2026/27
Responsible Officer
A1.39 Seek funding for a replacement Athole Bridge (over Yanko Creek).
KPI: Funding secured.
Target: 75% of capital costs funded.
01 Jul 2026 –30 Jun 2027
Staffing: Engineering Team Manager Infrastructure
01 Jul 2026 –30 Jun 2027
Staffing: Engineering Team Manager Infrastructure
CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.
Principal Activity/4-year Goal: 1.1.2. Work toward public transport that meets the needs of residents and industry.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27
A1.5 Advocate for improved public transport that meets the needs of residents and Industry.
KPI: Advocacy undertaken.
Target: As required.
01 Jul 2025 –30 Jun 2029
Staffing: General Manager General Manager
CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.
Principal Activity/4-year Goal: 1.2.1. Maintain and improve water supply and sewerage services and systems.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27
A1.8 Advocate for funding for the renewal of the Mulwala Water Treatment Plant. vii
A1.40 Develop and implement water infrastructure upgrades for Howlong. viii
A1.41 Develop long term funding strategy and plan for the augmentation of Howlong Sewerage Treatment Plant.
KPI: Advocacy undertaken.
Target: As required.
KPI: Construction of new water reservoir.
Target: Works commenced.
KPI: Finalisation of funding strategy.
Target: Funding strategy adopted by Council.
01 Jul 2025 –30 Jun 2029
01 Jul 2026 –30 Jun 2028
Staffing: General Manager General Manager
01 Jul 2026 –30 Jun 2029
Staffing: Water Team Funding: $7,752,000 Manager Utilities
Staffing: Sewer Team Funding: $250,000 Manager Utilities
CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.
Principal Activity/4-year Goal: 1.2.1. Maintain and improve water supply and sewerage services and systems.
Code Actions/ Projects/ Programs Key
(KPI) & Target 2026/27
A1.42 Commission Lavis Rd bore for alternate Balldale water supply.
KPI: Lavis Rd bore in operation.
Target: Water quality better than current aquifer.
01 Jul 2026 –30 Jun 2028
Staffing: Water Team
Funding: $200,000 Manager Utilities
CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.
Principal Activity/4-year Goal: 1.2.2 Maintain and improve waste management services.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A1.13 Implement the actions of the Waste Management Strategy. ix
KPI: Regular Reporting to Council.
Target: 1. Tender awarded for construction of Corowa Waste Transfer Station.
2. EPA approval received for Corowa Landfill closure.
01 Jul 2025 –30 Jun 2029
Staffing: Waste Team Manager Operations
CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.
Principal Activity/4-year Goal: 1.2.2 Maintain and improve waste management services.
Actions/ Projects/ Programs
A1.14 Report progress on the Waste Management Strategy Implementation Plan. ix
(KPI) & Target 2026/27
KPI: Ensuring that the Waste Management Strategy Implementation Plan is progressed.
Target: Annual Report to Council.
01 Jul 2025 –30 Jun 2029
Staffing: Waste Team Manager Operations
CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.
Principal Activity/4-year Goal: 1.2.3 Maintain and improve flood protection services and systems. Code Actions/ Projects/ Programs
A1.17 Implement recommendation s from the Villages Floodplain Risk Management Study and Plan for improving stormwater and flood protection systems and seek funding for implementation. x
KPI: Seek funding for priority works.
Target: Implement one priority action following receipt of funding.
01 Jul 2025 –30 Jun 2027
Staffing: Flood Planning Officer Project Officer Flood Study
CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.
Principal Activity/4-year Goal: 1.2.3 Maintain and improve flood protection services and systems.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A1.18 Prepare Corowa, Howlong and Mulwala Flood Risk Management Study and Plan. xi
KPI: First Draft provided to committee for review.
Target: First draft of Flood Risk Management Study and Plan developed.
01 Jul 2025 –30 Jun 2028
Staffing: Flood Planning Officer Director Planning, Place & Sustainability
CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.
Principal Activity/4-year Goal: 1.2.4 Work toward digital connectivity that meet the needs of residents and industry.
(KPI)
A1.19 Advocate for improved digital connectivity that meet the needs of residents and Industry. xii
KPI: Advocacy undertaken.
Target: As required.
01 Jul 2025 –30 Jun 2029
Staffing: General Manager General Manager
CSP Strategy: 1.3. Provide quality and welcoming local places and spaces.
Principal Activity/4-year Goal: 1.3.3 Maintain and improve aquatic, recreational, and other community facilities.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A1.21 Seek funding for the implementation of Masterplans for key recreation reserves.
KPI: Seek funding for priority actions in Masterplan.
Target: Funding application submitted to appropriate funding streams.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2025 –30 Jun 2029
A1.23 Maintain Council's cemeteries, skate parks, sporting grounds, parks and recreation areas across the Council area.
A1.44 Maintain and operate swimming pools in Corowa and Howlong.
KPI: Services delivered.
Target: Service maintained to current service standards.
KPI: All pools remain open to the public as per agreed opening hours and public health standards.
Target: Maintain and operate pools in accordance with Practice Note 15 from OLG: - 30 degrees Corowa - Outdoor Pools 30 April 2027.
01 Jul 2025 –30 Jun 2029
Staffing: Grants Officer Manager of Recreation Manager Recreation
Staffing: Presentation Team Manager Recreation
01 Jul 2026 –30 Jun 2029
Staffing: Swimming Pools Team Manager Environment, Facilities & Regulations
CSP Strategy: 1.3. Provide quality and welcoming local places and spaces.
Principal Activity/4-year Goal: 1.3.3 Maintain and improve aquatic, recreational, and other community facilities.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A1.45 Maintain and operate swimming pools in Oaklands and Urana.
KPI: All pools remain open to the public as per agreed opening hours and public health standards.
Target: Maintain and operate pools in accordance with Practice Note 15 from OLG: - Outdoor Pools 30 April 2027.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2026 –30 Jun 2029
Staffing: Swimming Pools Team Manager Facilities & Environment
vi Relevant Federation Council Strategy: Resourcing Strategy Strategic Asset Management Plan 2025 - 2035
vii Relevant Federation Council Strategy: Local Strategic Planning Statement 2020 - 2024: Planning Priority 6 - Infrastructure
viii Relevant Federation Council Strategy: Water and Sewer Strategic Plan
ix Relevant Federation Council Strategy: Waste Management Strategy 2024 - 2030
x Relevant Federation Council Strategy: Villages Floodplain Risk Management Study and Plan 2022
xi Relevant Federation Council Strategy: Corowa, Howlong and Mulwala Flood Study 2024
xii Relevant Federation Council Strategy: Riverina Murray Regional Plan 2041
Service Reviews 2026/27
Built Services Responsible Officer
Sporting Playgrounds Presentation Manager Recreation
Quarries Manager Operations
Operating Budget Report 2026/27
Income and Expense - Built Federation
Budget Report 2026/27 Income and Expense - Built Federation
Operating Budget Report 2026/27
Income and Expense - Built Federation
Operating Budget Report 2026/27
Income and Expense - Built Federation
Operating Budget Report 2026/27 Income and Expense - Built Federation
Operating Budget Report 2026/27
Income and Expense - Built Federation
Operating Budget Report 2026/27
Income and Expense - Built Federation
Capital Program Summary 2026/ 27
Capital Program Summary 2026/27
IPP&E - Built Federation
Original Budget 2025/26 Planned Budget 2026/27
Responsible Teams / Officers: Communications, Economic Development, General Manager, Tourism, Whole of Organisation.
Federation Council Strategy / Plan: Economic Development Strategy 2021 – 2025, Local Strategic Planning Statement 2020 - 2024: Planning Priority 4 - A Strong Economy, Murray Region Destination Management Plan 2023 – 2027.
Total 2026/27 Actions: 17
Supporting the CSP Objective:
Our economy is strong with learning, employment and business opportunities.
CSP Strategy Delivery Program Principal Activity Operational Actions 2025/26
2.1 Diversified industry and thriving businesses.
2.1.1 Support a collaborative regional approach to economic development. A2.1 – A2.3 A2.22, A5.21 2.1.2 Support inward investment. A2.4
2.1.3 Support the agricultural industry. No Actions xiii
2.1.4 Enhance retail. A2.4
2.1.5 Support business development.
2.1.6 Support entrepreneurship and industrial diversification.
2.2 Support local events and promote tourism experiences that showcase the region. 2.2.1 Increase tourism. A2.10 – A2.13, A2.16 A2.23 – A2.25
2.3 Support rich learning and employment opportunities.
2.2.2 Support a calendar of community and tourism events. A2.26
2.3.1 Work toward achieving higher rates of population and growth in employment, especially in youth and young family segments. A2.17
2.3.2 Support workforce development. No Actions xiii
2.3.3 Support access to quality education. A2.19
xiii Principal Activity delivered through business as usual service delivery and addressed in the 2025/26 Operational Plan.
Pillar: Economic Federation
CSP Objective 2: Our economy is strong with learning, employment and business opportunities.
CSP Strategy: 2.1. Diversified industry and thriving businesses.
Principal Activity/4-year Goal: 2.1.1. Support a collaborative regional approach to economic development.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A2.1 Conduct an evaluation of the Economic Development Strategy 20212025. xiv
A2.2 Update the Economic Development Strategy for the next four year period. xv
KPI: Analysis undertaken to evaluative strategy implementation.
Target: Evaluation presented to Council 30 June 2027.
KPI: Strategy and Implementation Plan progressed.
Target: Strategy adopted by Council 30 June 2027.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2025 – 30 Jun 2027
01 Jul 2025 – 30 Jun 2027 Staffing:
A2.3 Support the delivery of the Regional Economic Development Strategy (REDS). xiv
KPI: Number of initiatives supported.
01 Jul 2025 – 30 Jun 2029
CSP Strategy: 2.1. Diversified industry and thriving businesses.
Principal Activity/4-year Goal: 2.1.1. Support a collaborative regional approach to economic development.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A2.22 Seek funding for key community priorities across the Council area.
KPI: 1. Proportion of eligible priority projects submitted for external grant funding.
2. Success rate of competitive grant applications submitted to State and Federal bodies Target:1. Complete and submit compliant grant applications for 100% of projects identified as strategic priorities that meet external funding eligibility criteria.
2. Achieve a successful outcome rate of 40% or higher for all competitive grant applications submitted to State and Federal funding bodies.
01 Jul 2026 – 30 Jun 2029
2026/27
Staffing: Economic Development Team Manager Community & Economic Development
CSP Strategy: 2.1. Diversified industry and thriving businesses.
Principal Activity/4-year Goal: 2.1.2. Support inward investment.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A2.4 Support and encourage opportunities for increased public and private sector investment across the Council area. xiv
KPI: Opportunity supported.
Target: Increased public sector and private sector investment.
01 Jul 2025 – 30 Jun 2029
2026/27
Staffing: Whole of Organisation Manager Community & Economic Development
CSP Strategy: 2.1. Diversified industry and thriving businesses.
Principal Activity/4-year Goal: 2.1.5. Support business development.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A2.7 Facilitate local business support services in line with Economic Development Strategy. xiv
KPI: Active participation in Chamber and Progress Association Initiatives.
Target: As opportunities become available.
01 Jul 2025 – 30 Jun 2029
Staffing: Economic Development Team Manager Community & Economic Development
CSP Strategy: 2.1. Diversified industry and thriving businesses.
Principal Activity/4-year Goal: 2.1.6. Support entrepreneurship and industrial diversification.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A2.8 Sell the industrial land in the Howlong Industrial Estate.
KPI: Industrial Lots sold.
Target: Two (2) industrial lots sold.
01 Jul 2025 – 30 Jun 2029
2026/27
CSP Strategy: 2.2. Promote tourism and vibrant events to become a top destination.
Principal Activity/4-year Goal: 2.2.1. Increase tourism.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A2.10 Review membership with Murray Regional Tourism and Destination Riverina Murray.
A2.11 Develop and market the electronic newsletter as a means for communicating with tourism stakeholders.
KPI: Review & present to Council for consideration.
Target: Membership renewed.
KPI: Electronic newsletter developed and distributed.
Target: Eleven (11) industry newsletters distributed.
01 Jul 2025 – 30 Jun 2027
2026/27
01 Jul 2025 – 30 Jun 2027
$59,217 (Tourism Initiatives)
CSP Strategy: 2.2. Promote tourism and vibrant events to become a top destination.
Principal Activity/4-year Goal: 2.2.1. Increase tourism.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline
A2.13 Actively seek opportunities for external funding for tourism initiatives.
A2.16 Operate Visitor Information Centre in Corowa.
KPI: Opportunities progressed.
Target: External funding sought.
KPI: Operate Visitor Information Centre in Corowa.
Target: Visitor Information Centre in Corowa operational as per NSW Accredited Visitor Information Centre (AVIC) guidelines.
01 Jul 2025 – 30 Jun 2027
2026/27
A2.23 Maintain NOTM Tourism Destination Website. xvi
KPI: NOTM Tourism Destination Website maintained.
Target: Website content updated seasonally.
01 Jul 2025 – 30 Jun 2029
01 Jul 2026 – 30 Jun 2029
CSP Strategy: 2.2. Promote tourism and vibrant events to become a top destination.
Principal Activity/4-year Goal: 2.2.1. Increase tourism.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27
A2.24 Review North of the Murray 5Year Destination Marketing Strategy 20202024. xvi
KPI: North of the Murray 5Year Destination Marketing Strategy 20202024 reviewed.
Target: Revised strategy adopted.
01 Jul 2026 – 31 Mar 2027
Staffing: Tourism Team
Funding: $59,217 (Tourism Initiatives) Manager Communications & Engagement
A2.25 Deliver seasonal tourism marketing campaigns. xvi
KPI: Seasonal tourism marketing campaigns delivered.
Target: Four (4) seasonal campaigns delivered per year.
01 Jul 2026 – 30 Jun 2029
Staffing: Tourism Team
Funding: $59,217 (Tourism Initiatives) Manager Communications & Engagement
CSP Strategy: 2.2. Promote tourism and vibrant events to become a top destination.
Principal Activity/4-year Goal: 2.2.2 Support a calendar of community and tourism events.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27
A2.26 Develop and publish electronic calendar of community and tourism events.
KPI: Calendar published.
Target: Monthly calendar published.
01 Jul 2026 – 30 Jun 2029
Staffing: Communications Team Manager Communications & Engagement
CSP Strategy: 2.3. Support rich learning and employment opportunities.
Principal Activity/4-year Goal: 2.3.1. Work toward achieving higher rates of population and growth in employment, especially in youth and young family segments.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A2.17 Support the Growing regions of welcome project.
KPI: Support provided when required.
01 Jul 2025 – 30 Jun 2029
Budget 2026/27
Staffing: Economic Development Team Manager Community & Economic Development
CSP Strategy: 2.3. Support rich learning and employment opportunities.
Principal Activity/4-year Goal: 2.3.3. Support access to quality education.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A2.19 Advocate for the preservation of schools in rural communities.
KPI: Advocacy undertaken.
Target: As required.
Budget 2026/27 Responsible Officer
01 Jul 2025 – 30 Jun 2029
Staffing: General Manager General Manager
xiv Relevant Federation Council Strategy: Economic Development Strategy 2021 - 2025
xv Relevant Federation Council Strategy: Local Strategic Planning Statement 2020 - 2024: Planning Priority 4 - A Strong Economy
xvi Relevant Federation Council Strategy: Murray Region Destination Management Plan 2023 - 2027
Economic Services
Caravan Parks
Economic Development
Responsible Officer
General Manager
Manager Facilities & Environment (North)
Manager Community & Economic Development Full-Time Equivalent (FTE) Employees
Operating Budget Report 2026/27
Income and Expense - Economic Federation
Operating Budget Report 2026/27
Income and Expense - Economic Federation
There is no Capital Program planned for this pillar.
Responsible Teams / Officers: Building Operations & Maintenance, Economic Development, Engineering, Noxious Weeds, Recreation, Town Planning & Building Control , Whole of Organisation.
Federation Council Strategy / Plan: Local Strategic Planning Statement 2020 - 2024: Planning Priority 5 - A Healthy Environment, Murray Regional Strategic Weed Management Plan 2023-2027.
Total 2026/27 Actions: 9
We are stewards of the natural environment for future generations. CSP Strategy
3.1 Value, protect and enhance our natural environment.
3.2 Respond to our changing environment.
3.3 Facilitate consistent and appropriate land use planning and development decisions.
3.1.1 Conserve and utilise public lands. A3.2 – A3.3, A3.14
3.1.2 Support responsible land management practices. No Actions xvii
3.1.3 Conserve and utilise waterways and develop their frontages. A3.4
3.2.1 Improve resilience to shocks and natural disasters.
3.2.2 Ensure appropriate emergency management.
3.3.1 Implement consistent and appropriate land use planning outcomes. A3.15
3.3.2 Ensure forward planning for Federation Council area meets the needs of residents and industry. No Actions xviii
xvii Principal Activity delivered through business as usual service delivery and may have specific actions in the 2027/28, 2028/29 Operational Plans.
xviii Principal Activity delivered through business as usual service delivery and addressed in the 2025/26 Operational Plan.
Pillar: Natural Federation
CSP Objective 3: We are stewards of the natural environment for future generations.
CSP Strategy: 3.1. Value, protect and enhance our natural environment.
Principal Activity/4-year Goal: 3.1.1. Conserve and utilise public lands.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A3.2 Partner with Corowa Landcare to work together on local environmental protection, natural resource management and sustainable agriculture initiatives. xix
A3.3 Assist in the development of the Riverina Murray Weeds Action Plan for 2026 - 2030. Implement once plan finalised. xx
KPI: Partner with Corowa Landcare.
Target: Three (3) events per year.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2025 – 30 Jun 2029
Staffing: Recreation Team Manager Recreation
A3.14 Develop site specific Crown Land Plan of Management for Ball Park Reserve. xix
KPI: Implement the 2026/27 actions from the 2025 to 2029 Weeds Action Plan.
Target: Deliver 100% of actions in the Weeds Action Plan for 2026/27.
KPI: Draft Plan of Management developed.
Target: Draft Plan of Management lodged with the Minister.
01 Jul 2025 – 30 Jun 2029
Staffing: Noxious Weeds Team
Funding: $302,000 with $75,000 grant funded Manager Facilities & Environment
01 Jul 2026 –30 Jun 2027
Staffing: Economic Development Team
Funding: Project funded via grant Manager Community & Economic Development
CSP Strategy: 3.1. Value, protect and enhance our natural environment.
Principal Activity/4-year Goal: 3.1.3. Conserve and utilise waterways and develop their frontages.
Indicator (KPI) & Target 2026/27
A3.4 Seek funding for the implementation of the Corowa Foreshore Structure Plan incorporating four separate Precinct masterplans. xix
KPI: Seek funding for master plan priorities.
Target: Funding application submitted to appropriate funding streams.
01 Jul 2026 –30 Jun 2029
Staffing: Engineering Team Manager Recreation
CSP Strategy: 3.2. Respond to our changing environment.
Principal Activity/4-year Goal: 3.2.2. Ensure appropriate emergency management.
A3.6 Coordinate the Local Emergency Management Committee.
KPI: Coordinate and host quarterly Local Emergency Management Committee meetings, in conjunction with Berrigan Council.
Target: ThreeFour (3-4) meetings per year.
01 Jul 2025 – 30 Jun 2029
Staffing: Engineering Team Manager Infrastructure
CSP Strategy: 3.2. Respond to our changing environment.
Principal Activity/4-year Goal: 3.2.2. Ensure appropriate emergency management.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A3.7 Provide After Hours Emergency Response.
A3.9 Undertake flood damaged roads restoration work as funded under Disaster Recovery Funding.
A3.10 Undertake flood recovery activities as funded through Council’s insurance program.
KPI: Activation of items within the Emergency Management Plan when required and instructed.
Target: 100% of requests attended to.
KPI: Works completed.
Target: Local and unsealed roads flood repairs 100% completed.
KPI: Approved works undertaken.
Target: 30 Jun 2027
Timeline Budget 2026/27 Responsible Officer
01 Jul 2025 – 30 Jun 2029
Staffing: Whole of Organisation Manager Infrastructure
01 Jul 2025 – 30 Jun 2027
01 Jul 2025 – 30 Jun 2027
Staffing: Engineering Team Funding: Carry forward from 2024/25 Manager Infrastructure
Staffing: Building Operations & Maintenance Team Manager Environment, Facilities & Regulations
CSP Strategy: 3.3. Facilitate sensible and balanced land use planning and development decisions.
Principal Activity/4-year Goal: 3.3.1 Implement consistent and appropriate land use planning outcomes.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A3.15 Process Development Applications.
KPI: 80% of application approved within timeframe.
Target: 90% of application approved within timeframe.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2026 – 30 Jun 2029
Staffing: Town Planning & Building Control Team Manager Planning & Development
xix Relevant Federation Council Strategy: Local Strategic Planning Statement 2020 - 2024: Planning Priority 5 - A Healthy Environment
xx Relevant Federation Council Strategy: Murray Regional Strategic Weed Management Plan 2023-2027
Service Review 2026/27
There are no Service Reviews planned for the Natural Federation Pillar in 2026/27.
Operating Budget Report 2026/27
Operating Budget Report 2026/27
Income and Expense - Natural Federation
Operating Budget Report 2026/27
Income and Expense - Natural Federation
Operating Budget Report 2026/27
Income and Expense - Natural Federation
Operating Budget Report 2026/27
Income and Expense - Natural Federation
Capital Program Summary 2026/ 27
There is no Capital Program planned for this pillar.
Responsible Teams / Officers: Community, Economic Development, Finance, General Manager’s Office, Grants, Library, Preschool, Ranger, Road Safety, Whole of Organisation.
Federation Council Strategy / Plan: Ageing Well Strategy, Federation Council’s Disability Access and Inclusion Plan 2022-2026, Federation Arts and Culture Strategy 2021-2025.
Total 2026/27 Actions: 34
Supporting the CSP Objective
A vibrant and connected community of people leading healthy and fulfilled lives.
4.1 Acknowledge our beginnings, celebrate our diversity and culture. 4.1.1 Celebrate the area’s rich culture and heritage.
4.2 Embrace and support people of all ages.
4.3 Foster a safe and healthy community.
Pillar: Social Federation
CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives.
CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture. Principal Activity/4-year Goal: 4.1.1. Celebrate the area’s rich culture and heritage.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.2 Implement the Reconciliation Action Plan (RAP) for the Federation Council area.
A4.3 Deliver actions from the Arts and Cultural Strategy. xxi
KPI: RAP Actions implemented.
Target: As detailed in the RAP.
KPI: Strategy actions delivered.
Target: As detailed in the Arts and Cultural Strategy.
01 Jul 2025 – 30 Jun 2029
2026/27
Staffing: Community Team Manager Community & Economic Development
01 Jul 2025 – 30 Jun 2029 Staffing: Community Team
A4.6 Maintain membership of a regional arts body.
KPI: Being a member of a regional arts body.
Target: Membership maintained.
A4.42 Host delegations from Miki City.
KPI: Visit hosted in 2026.
Target: In accordance with Miki Friendship Agreement.
01 Jul 2025 – 30 Jun 2029
Staffing: Community Team Funding: $15,000 Team Leader Community Development
01 Jun 2026–30 Jun 2027
Staffing: Community Team Team Leader Community Development
CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.
Principal Activity/4-year Goal: 4.1.1. Celebrate the area’s rich culture and heritage.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27
A4.43 Plan visit to Miki City.
KPI: Visit planned for 2027.
Target: In accordance with Miki Friendship Agreement.
01 Jun 2026– 30 Jun 2028
Staffing: Community Team Team Leader Community Development
CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.
Principal Activity/4-year Goal: 4.1.2. Provide library services and programs accessible to all residents.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27
A4.7 Provide static library service in Corowa, Howlong and Mulwala.
A4.8 Provide mobile library service in Boree Creek, Oaklands, Rand and Urana.
KPI: Service provided.
Target: 3,600 hours per annum.
KPI: Service provided.
Target: 200 hours per annum.
01 Jul 2025 – 30 Jun 2029
01 Jul 2025 – 30 Jun 2029
Staffing: Library Team
Funding: $744,000 Team Leader Library
Staffing: Library Team
Funding: $66,000 Team Leader Library
CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.
Principal Activity/4-year Goal: 4.1.2. Provide library services and programs accessible to all residents.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.9 Encourage library membership by promoting the range of services available.
KPI: Promotions undertaken in accordance with Library Membership Campaign.
Target: Promotions undertaken.
A4.10 Deliver school holiday programs across the Council area.
01 Jul 2025 – 30 Jun 2029
2026/27 Responsible Officer
A4.11 Provide a free delivery service to housebound library patrons.
KPI: School Holiday programs delivered four (4).
Target: Four (4) programs delivered.
KPI: Service provided as required.
Target: As required.
01 Jul 2025 – 30 Jun 2029 Staffing: Library Team
Funding: $10,000 Team Leader Library
01 Jul 2025 – 30 Jun 2029
Staffing: Library Team Team Leader Library
CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.
Principal Activity/4-year Goal: 4.1.3. Encourage community pride and spirit.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.12 Update the New Residents Kit, circulate and make available online.
A4.13 Promote and encourage use of the free online community directory.
KPI: New Resident Kits reviewed.
Target: New Resident Kits updated and published on website.
KPI: Promotions undertaken in accordance with Community Directory Campaign.
Target: Promotions undertaken.
Timeline Budget 2026/27 Responsible Officer
01 Jul 2025 – 30 Jun 2029 Staffing: Community Team Team Leader Community Development
01 Jul 2025 – 30 Jun 2029
Staffing: Community Team Team Leader Community Development
CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.
Principal Activity/4-year Goal: 4.1.3. Encourage community pride and spirit.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.14
Implement a management framework to support the valued work of volunteers.
KPI: 1. Implementation of the Volunteer Management Policy.
2. Percentage of staff who supervise volunteers who have completed relevant training.
3. Percentage of active volunteers who have completed a formal WHS induction under the new framework.
4. Establish benchmark for volunteer satisfaction with Council's support and safety processes.
Target: 1. 100% completion of all supporting templates for the policy.
2. 100% of identified supervisors complete relevant training by the end of 2026/27.
3. 50% of all active S355 and Council volunteers complete the new WHS induction by the end of the 2026/27 financial year.
4. Benchmark established.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2025 – 30 Jun 2029
Staffing: Whole of Organisation Manager People & Culture
CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.
Principal Activity/4-year Goal: 4.1.3. Encourage community pride and spirit.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.15 Implement a community grants program.
KPI: Community Grants awarded.
Target: Fullfunding awarded.
01 Jul 2025 – 30 Jun 2029
CSP Strategy: 4.2. Embrace and support people of all ages.
Principal Activity/4-year Goal: 4.2.1. Support young people.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.16 Support the work of the Youth Council.
KPI: Youth Council meetings conducted.
Target: Six (6) meetings per year.
01 Jul 2025 – 30 Jun 2029
A4.17 Support the development, maintenance and roll out of a directory with youth focused and mental health services listed.
KPI: Directory maintained and updated.
Target: Directory published on website.
01 Jul 2025 – 30 Jun 2029
CSP Strategy: 4.2. Embrace and support people of all ages.
Principal Activity/4-year Goal: 4.2.1. Support young people.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.20 Provide sponsorship for Federation Annual Schools Program to provide financial support to local young people towards the cost of learning and activities whilst at school.
A4.44 Implement priority actions from the Youth Strategy.
KPI: Sponsorship provided.
Target: Ten (10) students supported.
01 Jul 2025 – 30 Jun 2027
2026/27
Staffing: General Manager’s Office Funding: $1,000 Executive Assistant
KPI: Actions implemented.
Target: Per implementation plan.
01 Jul 2026 – 30 Jun 2029 Staffing: Community Team Team Leader Community Development
CSP Strategy: 4.2. Embrace and support people of all ages.
Principal Activity/4-year Goal: 4.2.2. Encourage an age-friendly environment.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.21 Support the work of the Ageing Well Committee.
A4.23 Implement priority actions within the Ageing Well Strategy. xxii
KPI: Meetings conducted.
Target: Ten (10) meetings per year.
KPI: Actions implemented.
Target: As per strategy.
01 Jul 2026 – 30 Jun 2029 Staffing: Community Team Team Leader Community Development
01 Jul 2026 – 30 Jun 2029
CSP Strategy: 4.2. Embrace and support people of all ages.
Principal Activity/4-year Goal: 4.2.2. Encourage an age-friendly environment.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.24 Celebrate the contribution of senior residents through the delivery of a Seniors Week initiative.
KPI: Activity conducted.
Target: At least one (1) event conducted.
01 Jul 2025 – 30 Jun 2029
Budget 2026/27
Staffing: Community Team Funding: $5,000 Team Leader Community Development
CSP Strategy: 4.3. Foster a safe and healthy community.
Principal Activity/4-year Goal: 4.3.1. Ensure community safety.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.25 Deliver the Road Safety Program.
A4.27 Review and implement Council’s Alcohol Free and Prohibited Zones.
KPI: Annual program implemented. Target: 100% completed.
KPI: Determination as to continue with Alcohol Free and Prohibited Zones. Target: 46568
01 Jul 2025 – 30 Jun 2029
Budget 2026/27
01 Jul 2025 – 30 Jun 2027
Staffing: Road Safety Officer
$50,000 Manager Infrastructure
Staffing: Ranger Team Manager Environment, Facilities & Regulations
CSP Strategy: 4.3. Foster a safe and healthy community.
Principal Activity/4-year Goal: 4.3.2. Work to address disadvantage.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.28 Implement the Disability Inclusion Action Plan. xxiii
2026/27
A4.29 Provide the mandatory Pensioner Concession Scheme.
KPI: Actions implemented.
Target: Per the Disability Inclusion Action Plan.
KPI: Pensioner concessions assessed and granted.
Target: In accordance with State Government Pensioner Concession Scheme requirements.
01 Jul 2025 – 30 Jun 2029
Staffing: Community Team Team Leader Community Development
01 Jul 2025 – 30 Jun 2029
Staffing: Finance Team Funding: $635,000 Manager Finance
CSP Strategy: 4.3. Foster a safe and healthy community.
Principal Activity/4-year Goal: 4.3.3. Support childcare and family services. Code Actions/ Projects/ Programs
A4.30 Support awareness and access to the Family and Children’s Services Directory.
KPI: Awareness activities conducted.
Target: Two (2) activities per year.
01 Jul 2025 – 30 Jun 2029
Staffing: Community Team
CSP Strategy: 4.3. Foster a safe and healthy community.
Principal Activity/4-year Goal: 4.3.3. Support childcare and family services.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.31 Deliver the mobile preschool service.
A4.32 Provide financial contribution to the operation of the Corowa, Howlong and Mulwala Preschools.
KPI: Service provided.
Target: Four (4) days per week during school term.
KPI: Financial contribution provided.
Target: Financial contribution provided to the Howlong, Mulwala and Corowa Preschools.
01 Jul 2025 – 30 Jun 2029
2026/27
01 Jul 2025 – 30 Jun 2029
Preschool Team
CSP Strategy: 4.3. Foster a safe and healthy community.
Principal Activity/4-year Goal: 4.3.4. Improve healthcare.
(KPI) &
A4.33 Host interagency meetings with service providers delivering outreach services in the Federation Council area.
KPI: Meetings hosted.
Target: Four (4) meetings per year.
01 Jul 2025 – 30 Jun 2029
CSP Strategy: 4.3. Foster a safe and healthy community.
Principal Activity/4-year Goal: 4.3.4. Improve healthcare.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27
A4.34 Support the work of the Primary Prevention Team.
A4.35 Seek funding through Local Drug Action Teams (LDAT) and Community Drug Action Teams (CDAT) programs to deliver actions from the Federation Primary Prevention Action Plan
A4.36 Work with Murrumbidgee Local Primary Healthcare Network (PHN) and medical service providers to support the retention and attraction of Primary Healthcare services.
KPI: Activities implemented.
Target: As funded.
KPI: Applications submitted.
Target: Funding secured.
01 Jul 2025 – 30 Jun 2029 Staffing: Community Team Team
01 Jul 2025 – 30 Jun 2029 Staffing: Community Team Team Leader Community Development
KPI: PHN Liaison.
Target: As required.
01 Jul 2025 – 30 Jun 2029
Staffing: Community Team Manager Community & Economic Development
CSP Strategy: 4.3. Foster a safe and healthy community.
Principal Activity/4-year Goal: 4.3.4. Improve healthcare.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A4.37 Seek grant funding for community-led sport and recreational projects where consistent with masterplans.
KPI: Seek funding for priority actions in Masterplan.
Target: Funding application submitted to appropriate funding streams.
Timeline Budget 2026/27 Responsible Officer
A4.45 Provide support for medical centres in Howlong, Oaklands and Urana.
KPI: Support provided.
Target: In accordance with lease agreements.
01 Jul 2025 – 30 Jun 2029 Staffing:
01 Jul 2026 – 30 Jun 2029 Staffing: Community Team
Development Team Manager Community & Economic Development
xxi Relevant Federation Council Strategy: Federation Arts and Culture Strategy 2021-2025 xxii Relevant Federation Council Strategy: Ageing Well Strategy xxiii Relevant Federation Council Strategy: Federation Council’s Disability Access and Inclusion Plan 2022-2026
Service Reviews 2026/27
Social Services Responsible Officer
Swimming Pools (Corowa Aquatic Centre) Manager Environment, Facilities & Regulations
Operating Budget Report 2026/27
Income and Expense - Social Federation
Operating Budget Report 2026/27
Income and Expense - Social Federation
Capital Program Summary 2026/ 27
There is no Capital Program planned for this pillar.
Responsible Teams / Officers: Audit Risk Improvement Committee, Communications Engineering, Finance, Human Resources & WHS, IT Services & Records, Manager Facilities & Environment , Project Managers of Built Federation, Recreation, Risk & Safety, Sewer, Swimming Pools, Town Planning & Building Control, Water, Whole of Organisation.
Federation Council Strategy / Plan: Community Engagement Strategy, Future Federation 2040 Community Strategic Plan, Resourcing Strategy (Long Term Financial Plan 2026 - 2036), Resourcing Strategy (Strategic Asset Management Plan 2025 -2035), Resourcing Strategy (Workforce Management Strategy 2025 -2029).
Total 2026/27 Actions: 45
Civic leadership is strong, consultative and responsive to our community’s needs.
CSP Strategy Delivery Program Principal Activity Operational Actions 2025/26
5.1 Inform and engage the community in decision making.
5.2 Council is responsible and financially sustainable with effective leadership.
5.1.1 Create and participate in collaborative networks. A3.6
A4.21, A4.33A4.34, A5.8
5.1.2 Ensure extensive communication and consultation with residents.
– A5.3 A5.5 – A5.9 A5.50
5.2.1 Sustainably manage Council’s finances, assets and workforce. A5.10 - A5.12 A5.51 – A5.55
5.2.2 Ensure quality customer service. A5.16
5.2.3 Provide operational efficiency and effectiveness to ensure resilient and responsive organisation. A5.21, A5.24 – A5.25 A5.28, A5.30 – A5.31 A5.33, A5.35 A5.62 – A5.65, A5.67 A5.69 -73, A5.84 –A5.85
5.2.4 Provide effective asset management. A5.37 - A5.39
5.2.5 Work toward the equitable service of all areas. No Actions xxiv
5.2.6 Ensure good governance and administration.
A5.44, A5.46 A5.86 –A5.87
xxiv Principal Activity delivered through business as usual service delivery and may have specific actions in the 2027/28, 2028/29 Operational Plans.
Pillar: Well-Governed Federation
CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs.
CSP Strategy: 5.1. Inform and engage the community in decision making.
Principal Activity/4-year Goal: 5.1.2. Ensure extensive communication and consultation with residents.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.1 Review the Delivery Program.
KPI: Review of Delivery Program conducted.
Target: The Delivery Program reviewed by Council in accordance with the Integrated Planning & Reporting (IP&R) Framework.
Timeline Budget 2026/27
01 Jul 2025 – 30 Jun 2029
Staffing: Whole of Organisation Governance Officer
A5.2 Develop the Operational Plan.
KPI: Adoption of the annual Operational Plan and Budget.
Target: The Operational Plan and Budget are adopted by Council before the start of each new financial year (by 30 June), in accordance with the Integrated Planning & Reporting (IP&R) Framework.
01 Jul 2025 – 30 Jun 2029
Staffing: Whole of Organisation Governance Officer
CSP Strategy: 5.1. Inform and engage the community in decision making.
Principal Activity/4-year Goal: 5.1.2. Ensure extensive communication and consultation with residents.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27 Responsible Officer
A5.3 Prepare Annual Report.
A5.5 Engage with the community when setting annual fees and charges.
KPI: Submission of the Annual Report to the Office of Local Government (OLG).
Target: Annual Report submitted to the OLG by the statutory deadline of 30 November each year.
KPI: Implemented Engagement Plan.
Target: Engagement with the community when setting annual fees and charges complete.
01 Jul 2025 – 30 Jun 2029
Staffing: Whole of Organisation Governance Officer
A5.6 Provide communication regarding Council’s Budget and Financial Statements to improve community understanding of Council’s financials.
KPI: Communications provided.
Target: Communications provided in accordance with the Communication Plan.
01 Jul 2025 – 30 Jun 2029
01 Jul 2025 – 30 Jun 2029
Staffing: Communications Team Finance Team Manager Communications & Engagement
Staffing: Communications Team Finance Team Deputy General Manager & Chief Financial Officer
CSP Strategy: 5.1. Inform and engage the community in decision making.
Principal Activity/4-year Goal: 5.1.2. Ensure extensive communication and consultation with residents.
Code Actions/ Projects/ Programs Key
Indicator (KPI) & Target 2026/27
A5.7 Provide communication regarding progress made implementing productivity improvements and cost containment strategies.
A5.8 Engage with the Roads Advisory Committee in relation to strategic road priorities.
A5.9 Undertake annual reporting of expenditure relating to the approved Special Rate Variation.
KPI: Communications provided.
Target: Communications provided in accordance with the Communication Plan.
KPI: Meetings conducted.
Target: Four (4) meetings per year.
KPI: Report included in Annual Report.
Target: Annual reporting completed in accordance with IPART Instrument.
01 Jul 2025 – 30 Jun 2029
2026/27
01 Jul 2025 – 30 Jun 2029
01 Jul 2025 – 30 Jun 2029
CSP Strategy: 5.1. Inform and engage the community in decision making.
Principal Activity/4-year Goal: 5.1.2. Ensure extensive communication and consultation with residents.
A5.50 Implement improvements from the Community Engagement Strategy. xxv
KPI: Improvements from the Community Engagement Strategy delivered.
Target: Improvements implemented in accordance with Implementation Plan.
01 Jul 2026 – 31 Dec 2026
Staffing: Communications Team Manager Communications & Engagement
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.1. Sustainably manage Council’s finances, assets and workforce. Code Actions/ Projects/ Programs
A5.10 Update Resourcing Strategy - Long Term Financial Plan (LTFP).
KPI: LTFP adopted by Council.
Target: The LTFP updated in accordance with the Integrated Planning & Reporting (IP&R) Framework.
01 Jul 2025 – 30 Jun 2029
Staffing: Finance Team Manager Finance
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.1. Sustainably manage Council’s finances, assets and workforce.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.11 Progress priority recommendation s from the University of Newcastle Independent Review.
A5.12 Implement initiatives from the Financial Improvement Plan to support the financial sustainability of Council. xxvi
KPI: Priority recommendations implemented.
Target: Five (5) recommendations implemented.
KPI: 1. Initiatives implemented.
2. Key financial ratios.
Target: 1. As contained in the Financial Improvement Plan.
2. Targets as contained in the LTFP.
Timeline Budget 2026/27
01 Jul 2026 – 30 Jun 2029
01 Jul 2025 – 30 Jun 2029
A5.51 Review swimming pool pricing to send better price signals.
A5.52 Review hall and facilities hire pricing to send better price signals.
A5.53 Review saleyards pricing to send better price signals.
KPI: Revised pricing adopted.
Target: Review completed. 01 Jul 2026 – 30 Jun 2027
KPI: Revised pricing adopted.
Target: Review completed. 01 Jul 2026 – 30 Jun 2027
KPI: Revised pricing adopted.
Target: Review completed. 01 Jul 2026 – 30 Jun 2027
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.1. Sustainably manage Council’s finances, assets and workforce. Code Actions/ Projects/ Programs
& Target 2026/27
A5.54 Review caravan park pricing to send better price signals.
A5.55 Complete the review of water and sewerage service pricing to meet sound pricing and prudent financial management principles.
KPI: Revised pricing adopted.
Target: Review completed.
KPI: Review progressing as planned.
Target: Review complete.
01 Jul 2026 – 30 Jun 2027
01 Jul 2026 – 30 Jun 2027
Team
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.2. Ensure quality customer service.
A5.16 Maintain a responsive customer request system.
KPI: % of Customer Requests responded within 10 days.
Target: 90% actioned.
01 Jul 2025 – 30 Jun 2029
Staffing: Whole of Organisation
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.21 Undertake a Service Review of Economic Development.
KPI: Service Review presented to Council and exhibited.
Target: Service review to be conducted.
Timeline Budget 2026/27
01 Jul 2025 – 30 Jun 2027
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.24 Implement improvements to Attraction, Recruitment and Retention practices. xxvii
KPI: 1. Time to Fill (Average number of calendar days from advertisement to formal offer).
2. First-Year Staff Turnover Rate.
Target: 1. Develop and implement processes which will reduce Time to Fill to below 45 calendar days by the end of the 2027/28 financial year.
2. Gather data in order to establish internal benchmarks around staff turnover rate by the end of 2027/28 financial year(tracking turnover in months 1-3, 412, 12+).
Timeline Budget 2026/27
Responsible Officer
01 Jul 2025 – 30 Jun 2029
Staffing: Human Resources & WHS Team
Manager People & Culture
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.25 Implement improvements to Safety and Wellbeing in the workplace. xxvii
KPI: 1. Lost Time Injury rates.
2. Percentage of WHS incidents and near misses investigated within the required timeframe.
3. Volunteer WHS Induction Rate.
Target: 1. Achieve a 10% reduction in the loss time injuries compared to the 2025/26 results.
2. 100% of all reported incidents and near misses are investigated within four weeks.
3. 50% of all new and existing volunteers, including S355 committee members, have completed a formal WHS induction by the end of the 2026/27 financial year.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2025 – 30 Jun 2029
Staffing: Human Resources & WHS Team
Manager People & Culture
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.28 Develop and maintain the Strategic Risk Register.
Timeline Budget 2026/27
Responsible Officer
A5.30 Implement Strategic Internal Audit Program.
KPI: Frequency of Strategic Risk Register review by the Leadership Team.
Target: The Strategic Risk Register is formally reviewed by the Leadership Group on a 6monthly basis to ensure risks are actively managed.
KPI: Internal audits conducted.
Target: In accordance with approved strategic internal audit plan.
01 Jul 2025 – 30 Jun 2029
Staffing: Human Resources & WHS Team
Manager People & Culture
01 Jul 2025 – 30 Jun 2029
Staffing: Audit Risk Improvement Committee
Human Resources & WHS Team
Funding: $30,000
Deputy General Manager & Chief Financial Officer
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.31 Conduct Annual Insurance renewals.
Timeline Budget 2026/27
Responsible Officer
A5.33 Maintain Cyber Security Framework.
KPI: On-time completion of the annual insurance renewal process.
Target: 100% of Council's required insurance policies are successfully renewed, with all documentation submitted in line with relevant renewal timelines provided by stakeholders.
KPI: Framework Operational.
Target: Satisfactory performance in testing.
01 Jul 2025 – 30 Jun 2029
Staffing: Risk & Safety Officer Risk & Safety Officer
01 Jul 2025 – 30 Jun 2029
Staffing: IT Services & Records Team Manager Information & Customer Service
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.35 Implement a project management framework and software that results in more effective solutions and better community outcomes.
KPI: Framework and software adopted by Project Managers to manage the delivery of capital and renewal projects.
Target: 80% of active projects managed within the new software / framework.
Timeline Budget 2026/27 Responsible Officer
A5.62 Implement Risk Management Plan for Water & Sewer Services.
A5.63 Deliver on the Internal Communication & Strategy Implementation Action Plan. xxv
KPI: Risk Management Plan for Water & Sewer Services implemented.
Target: Actions within plan implemented.
KPI: Internal Communication & Engagement Strategy Implementation Action Plan implemented.
Target: Implementation Action Plan developed.
01 Jul 2025 – 30 Jun 2028
Staffing: Engineering Team Recreation Team Sewer Team Street Presentation Team Water Team Director Engineering Services
01 Jul 2026 – 30 Jun 2029 Manager Utilities
01 Jul 2026 – 31 Mar 2029
Staffing: Communications Team Manager Communications & Engagement
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.64 Deliver a comprehensive bi-annual Community Satisfaction Survey. xxviii
A5.65 Execute the Planning and Development Service Review Implementation Plan.
KPI: Survey results presented to Council.
Target: Community Satisfaction Survey delivered.
KPI: Recommendation consistent with implemented adopted Service Review Implementation Plan.
Target: Priority actions implemented within twelve (12) months.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2026 – 30 Jun 2029
01 Jul 2026 – 30 Jun 2027
Staffing: Communications Team Funding: $40,000 Manager Communications & Engagement
Staffing: Town Planning & Building Control Team General Manager
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.67 Implement the Workforce Management Strategy (2025/262028/29). xxvii
KPI: 1. Percentage of strategic actions from the WMS commenced on schedule.
2. Staff engagement score in the biannual staff engagement survey.
Target: 1. 100% of all actions targeted for commencement in 2026-27 are commenced, and completed if appropriate.
2. Consistent, incremental improvement of Staff Satisfaction Survey data (above 2024 results) across targeted areas of improvement: Recruitment; Acknowledgement and, Leadership.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2026 – 30 Jun 2029
Staffing: Human Resources & WHS Team
Manager People & Culture
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.69 Undertake a Service Review of Sporting Playgrounds Presentation
KPI: Service Review presented to Council and exhibited.
Target: Service review to be conducted.
Timeline Budget 2026/27 Responsible Officer
01 Jul 2026 – 30 Jun 2027
A5.70 Undertake a Service Review of Quarries.
A5.71 Undertake a Service Review of Caravan Parks.
KPI: Service Review presented to Council and exhibited.
Target: Service review to be conducted.
KPI: Service Review presented to Council and exhibited.
Target: Service review to be conducted.
01 Jul 2026 – 30 Jun 2027
Staffing: Recreation Team Manager Recreation
A5.72 Undertake a Service Review of Swimming Pools (Corowa Aquatic Centre).
KPI: Service Review presented to Council and exhibited.
Target: Service review to be conducted.
01 Jul 2026 – 30 Jun 2027
Staffing: Engineering Team Manager Operations
01 Jul 2026 – 30 Jun 2027
Staffing: Manager Facilities & Environment Manager Facilities & Environment
Staffing: Swimming Pools Team Manager Environment, Facilities & Regulations
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.73 Undertake a Service Review of Finance.
Timeline Budget 2026/27
A5.84 Deliver on the Community Engagement Strategy implementation action plan. xxv
KPI: Service Review presented to Council and exhibited.
Target: Service review to be conducted.
KPI: Communication Engagement Strategy Implementation Action Plan implemented.
Target: Implementation Action Plan developed.
01 Jul 2026 – 30 Jun 2027 Staffing: Finance Team
A5.85 Complete the annual Records Management Assessment Tool (RMAT) selfassessment.
KPI: Annual assessment undertaken.
Target: Completed and signed off by due date.
01 Jul 2026 – 30 Jun 2027
Staffing: Communications Team Manager Communications & Engagement
01 Jul 2026 – 30 Jun 2029
Staffing: IT Services & Records Team Manager Information & Customer Service
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.4. Provide effective asset management.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.37 Review the Asset Management Strategy. xxix
A5.38 Implement the Asset Management Improvement Plan. xxix
KPI: Complete review and present updated strategy to Council for adoption.
Target: Asset management plans reviewed; all internal stakeholders engaged in review process.
KPI: Complete Asset Management Improvement Plan.
Target: Initiatives implemented from improvement plan and in accordance with strategies.
Timeline Budget 2026/27
01 Jul 2025 – 30 Jun 2029 Staffing:
01 Jul 2025 – 30 Jun 2029 Staffing: Engineering Team Manager Infrastructure
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.4. Provide effective asset management.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.39 Update the Strategic Asset Management Plan.
KPI: Asset management plans reviewed, updated and adopted by Council.
Target: 1. Improved Asset management practices and condition.
2. Conduct regular and annual asset inspection
Timeline Budget 2026/27
Responsible Officer
01 Jul 2025 – 30 Jun 2029
Staffing: Engineering Team Manager Infrastructure
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.6. Ensure good governance and administration.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.44 Review Open Access records.
A5.46 Review the Privacy Management Plan.
KPI: 1. Completion of the annual review of Council's register of open access information.
2. Agency Information Guide updated.
Target: 1. The updated register is published on Council's website by 30 September each year, in accordance with the Government Information (Public Access) Act 2009.
KPI: Completion of the formal review of the Privacy Management Plan.
Target: An updated Privacy Management Plan is adopted by Council in accordance with the Privacy and Personal Information Protection Act 1998.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2025 – 30 Jun 2029
Staffing: Corporate Team Governance Officer
01 Jul 2025 – 30 Jun 2029
Staffing: Corporate Team Governance Officer
CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.
Principal Activity/4-year Goal: 5.2.6. Ensure good governance and administration.
Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27
A5.86 Review policies in accordance with agreed review cycle.
A5.87 Conduct an audit against the NSW Child Safe Standards.
KPI: Percentage of Council policies reviewed and updated within their scheduled review cycle.
Target: 1. 80% of over-due policies are reviewed and adopted by Council by end of financial year.
2. 50% of impending policy reviews commenced.
KPI: Completion of an audit against the NSW Child Safe Standards.
Target: 100% completion of the audit, with an action plan to address any identified gaps adopted by 30 June 2027.
Timeline Budget 2026/27
Responsible Officer
01 Jul 2026 – 30 Jun 2029
Staffing: Corporate Team Governance Officer
01 Jul 2026 – 30 Jun 2027
Staffing: Human Resources & WHS Team Manager People & Culture
xxv Relevant Federation Council Strategy: Community Engagement Strategy
xxvi Relevant Federation Council Strategy: Resourcing Strategy (Long Term Financial Plan 2026 - 2036)
xxvii Relevant Federation Council Strategy: Resourcing Strategy (Workforce Management Strategy 2025 -2029)
xxviii Relevant Federation Council Strategy: Future Federation 2040 Community Strategic Plan
xxix Relevant Federation Council Strategy: Resourcing Strategy (Strategic Asset Management Plan 2025 -2035)
Operating Budget Report 2026/27
Operating Budget Report 2026/27
Income and Expense - Well Governed Federation
Income and Expense - Well Governed Federation
Budget Report 2026/27
Income and Expense - Well Governed Federation
Operating Budget Report 2026/27
Income and Expense - Well Governed Federation
Operating Budget Report 2026/27
Income and Expense - Well Governed Federation
$'000
Customer Services Transfer of Overheads to
Finance & Rates
Governance
Management
Capital Program Summary 2026/ 27
Capital Program Summary 2026/27
IPP&E – Well-Governed Federation
Please contact Federation Council with any enquiries regarding the Operational Plan 2026/27 or Annual Budget.
Phone: (02) 6033 8999
Email: council@federationcouncil.nsw.gov.au
V1.0 17 March 2026 Draft for Council endorsement for public exhibition. 72/2026FC 17-Mar-2026