Delivery Program 2025-2029 and Operational Plan-2025-2026

Acknowledgement of Traditional Owners

Georges River Council acknowledges that the Bidjigal people of the Eora Nation are the traditional inhabitants and custodians of all land and water in which the Georges River region is situated.

Council recognises Aboriginal and Torres Strait Islander people as integral to the Georges River community and highly values their social and cultural contributions. Georges River Council pays respect to Elders past, present and emerging.

Georges River Council is committed to showing respect for Aboriginal people as Australia’s first peoples. Council has adopted the practice of acknowledging the Traditional Custodians of Country at events, ceremonies, meetings and functions.

Image: Water by

Aunty Annette Webb

Annette Webb is a proud Dunghetti woman born in Sydney. Her artwork descends from her ancestors overlooking the land, lakes and rivers to protect and honour the traditional way of life today.

Our Vision, Mission and Values

Our Vision

A connected community that prioritises diversity, sustainability and green spaces.

Our Mission

A leading, people-focused organisation delivering outstanding results for our community and city.

Our Values

United

We will work collaboratively as one team with common purpose and respect.

Professional

We will act with integrity and seek opportunities to learn and grow.

Honest

We will be open and truthful with each other and our community.

Accountable

We will own our decisions and actions as we strive for excellence.

Our Georges River Community

POPULATION

158,501 an increase of 4.12 percent or 6,269 persons since 2022

4,121

Persons per square kilometre

DEMOGRAPHICS LANGUAGES

19% a lower proportion of children under 17yrs, compared to 21.8 percent for Greater Sydney

23.2% a higher proportion of persons aged 60+, compared to 20.5 percent for Greater Sydney

46% of the people in our area were born overseas, compared with 38.6 percent in Greater Sydney

21,125

persons or 13.9 percent of our population were born in China, compared to 4.6 percent for Greater Sydney

8,748

persons or 5.7 percent of our population were born in Nepal

2.4% were born in Hong Kong

The largest changes in countries of birth were a net gain of 3,938 persons from Nepal, 540 persons from the Philippines and 275 persons from Brazil and a loss of 2,529 people born in China since the 2016 Census.

0.7% Aboriginal and Torres Strait Islander population (in the 2021 Census)

Estimates for 2023/24, based on 2021 Census

184,426

Our population forecast for 2046

53.2% of people spoke a language other than English at home in 2021

22.2% of residents spoke Mandarin (12.8%) or Cantonese (9.4%) at home, making Chinese languages the most common languages spoken at home

5.7% of the population speaks Nepali at home, making it the third most spoken language after Mandarin and Cantonese

5.2% of the population speaks Greek at home

3.7% of the population speaks Arabic at home

ECONOMY

48,502

local jobs were sustained in the Georges River economy, with 82,605 employed residents in 2023, an increase of 3.7 percent and 6.2 percent respectively.

58,430 total dwellings

44.5% are males 55.6% are female, Of the 48,502 total local workers in our area, 49% of dwellings were medium and high density

based on the 2021 Census.

16,624

local businesses, a decrease of 80 local businesses, with the largest industry (by employment) being health care and social assistance, generating 48,502 local jobs.

14,490

local jobs were generated in 2022/23 by the health care and social assistance sector, which also saw the greatest change in the number of employed people.

An estimated wealth of $8.47 billion in gross regional product (GRP) was generated by businesses, organisations, and individuals working in the area in the year ending June 2023

1.31% increase of GRP from the previous year, and which represents 1.15 percent of the state’s gross state product (GSP)

HOUSING TRANSPORT

32% of our residents were renting and the median rent was $450 30% of dwellings had a mortgage, with a median weekly mortgage repayment of $570

31% of residents using are using public transport to get to work

EDUCATION

34% of residents have a university or higher education

About the Georges River Local Government Area

The Bidjigal people of the Eora Nation are the original inhabitants and custodians of all land and water in the Georges River Local Government Area.

Located in Sydney’s south, the Georges River Local Government Area consists of 38 square kilometres, and includes the suburbs of:

Allawah, Beverly Hills, Beverley Park, Blakehurst, Carlton, Carss Park, Connells Point, Hurstville, Kingsgrove, Kogarah, Kogarah Bay, Lugarno, Mortdale, Narwee, Oatley, Peakhurst Heights, Peakhurst, Penshurst, Riverwood, Sans Souci and South Hurstville.

The Georges River area offers extraordinary lifestyle benefits, from the waterways of the Georges River to remnant bush, tidal baths and open spaces such as Carss Bush Park, Oatley Park and sporting facilities such as Jubilee Stadium, Gannons Park, Hurstville Oval and Olds Park. The St George Illawarra Dragons are the local Rugby League team and the Sydney Football Club have adopted Jubilee Oval as a major venue, so there is plenty of highlevel football action for all to enjoy. Aboriginal people cared for the land for many millennia, and the world now lives in Georges River in that people from all over the world call Georges River home. Some one hundred and nine different nationalities are represented in Georges River, and 46% of our residents were born overseas

Our diversity is highly valued in our community and 53.2% of our residents speak a language other than English at home. Our centres offer a unique array of dining and shopping experiences. You can ‘eat the world’ in Georges River, from exceptional Chinese eateries to Nepalese and Greek influenced dining experiences to the now famous Australia-wide local cinnamon scrolls. The Georges River area has homes of all sizes and types to offer unmatched quality of life and affordability. Majestic waterfront properties to convenient, centrally located apartments near transport and eat streets are all available. The area offers a unique quality of life regardless of age, family circumstances or life stage in a safe, welcoming and friendly environment.

Our major centres include Kogarah, a major medical hub with St George Hospital, a major teaching hospital and trauma centre for the southern part of NSW and substantial medical research facilities including the only Microbiome Research Centre in Australia. Hurstville is the retail and civic centre of our area, providing a wide variety of shopping and dining experiences and services including Council and NSW Government service centres.

The Australian Bureau of Statistics Estimated Resident Population (ERP) official 2024 population figure for Georges River Local Government Area was 161,593 people living in over 58,430 dwellings.

Message from the Mayor

I am pleased to present Georges River Council’s Delivery Program 2025–2029, alongside the Operational Plan and Resourcing Strategy for the 2025–2026 financial year. These documents outline our strategic direction and the actions we will take to deliver on the Community Strategic Plan. The Delivery Program sets our four-year agenda, while the Operational Plan and Resourcing Strategy detail our priorities and resource alignment for the year ahead.

As Sydney’s Connected Community, Council remains committed to delivering responsible and efficient services through strong leadership, community participation, and strategic planning. We continue to support our established city centres at Hurstville and Kogarah, enhancing their role as vibrant hubs for community life and economic growth.

Georges River is a proud community of culture and connection. Our signature events, including Australia’s largest Eurovision Live Broadcast Party and the Lunar New Year Festival, attract tens of thousands of locals and visitors. These celebrations reflect our resilience, diversity, and growing international visibility.

Our identity is further strengthened by a dynamic local economy, with leading businesses in healthcare, construction, and retail. We are focused on supporting existing industries and attracting new ones through strategic collaboration with business leaders, education institutions, and knowledge networks. Our partnership with Business Chamber South continues to drive community-led initiatives, including the annual Job and Skills Expo, Spark Festival, and International Women’s Day events.

Council’s Grants and Donations program invests in grassroots organisations, empowering socially mindful interventions and local activation. We are proud to support initiatives that foster inclusion, wellbeing, and community pride.

We have endorsed our Aboriginal and Torres Strait Islander Strategy, a milestone in our commitment to reconciliation and cultural recognition. Guided by our Advisory Committee, this strategy will strengthen relationships and promote awareness across the Georges River area.

Environmental sustainability and open space accessibility remain key priorities. We are enhancing our parks and facilities to ensure equitable use and long-term community benefit. Planning has commenced for the future of the Jubilee Stadium Precinct, ensuring responsible management of this premium facility. We have also entered a Project Agreement with the Office of Sport for the rebuild of Carss Park Pool.

Council is committed to increasing tree canopy, restoring bushland, and revitalising native ecosystems. Our biodiversity initiatives aim to reinstate endemic flora and fauna, improving both liveability and environmental health. We continue to implement education programs and partner with the community to meet our environmental targets.

Looking ahead, we remain focused on advocacy for our community. We continue to call for NSW Government housing reforms to be supported by critical infrastructure investment and protections for heritage and biodiversity. Our goal is a more community-focused and sustainable approach to urban development.

Georges River Council is dedicated to creating a more accessible, green, diverse, and innovative city. Our 2050 Vision guides us toward a brighter future for our residents, businesses, and visitors alike.

Elise Borg Mayor

Message from the General Manager

I am proud to present Georges River Council's Delivery Program 2025-2029 and Operational Plan 2025-2026, which outlines our four-year plan and our key initiatives and financial commitments for the coming year. This plan is designed to build a community that is economically strong, environmentally responsible, socially connected, and culturally vibrant.

Our community is environmentally conscious, actively engaged in recreational activities, and proactive in enhancing greening and sustainability across the Georges River area. We remain committed to reducing urban heat island effects, protecting biodiversity, and maintaining our parks and open spaces. We have achieved 100 per cent renewable energy for council facilities three years ahead of schedule, underscoring our commitment to net zero emissions for Council operations.

We are cultivating tourism growth that aligns with our community identity and environmental values. By positioning Georges River as a premier cultural destination, we continue to support and expand local festivals, events, and activations that showcase our unique cultural heritage on both local and global stages.

The 2025-2026 Budget demonstrates our continued commitment to sound financial management, achieving a budget surplus for the fourth consecutive year. This ensures we are not only meeting our legislative obligations but also maintaining our financial sustainability with a strategic longterm perspective.

By balancing our operational requirements with responsible financial practices, we are building resilience while forecasting growth to better serve our community for years to come.

Our revised 2025-2029 Capital Program will continue to deliver meaningful benefits to our community. These capital works directly align with our comprehensive Resourcing Strategy and Long-Term Financial Plan, with clearly identified funding sources for each initiative. Each project has been assessed against strategic criteria to ensure it provides maximum community benefit and represents responsible use of public funds.

The 2025-2026 Operational Plan integrates with our broader planning framework, linking to our Plans of Management,

Master Plans, and strategic documents. We have ensured alignment with Council's Environmental Resilience Action Plan 2022-2040, reinforcing our commitment to addressing climate challenges and embedding environmental sustainability across all operations.

Through these initiatives, the 2025-2029 Delivery Program and 2025-2026 Operational Plan represent pivotal steps toward securing Georges River's position as an environmentally conscious and forward-thinking city, where community well-being, cultural vibrancy, and environmental stewardship merge to create a thriving future for all residents.

David Tuxford General Manager

Our Councillors

Councillor Oliver Dimovski

odimoski@georgesriver.nsw.gov.au

M: 0456 897 528

Deputy Mayor, Councillor Nancy Liu

nliu@georgesriver.nsw.gov.au

M: 0400 681 188

Councillor Kathryn Landsberry

klandsberry@georgesriver.nsw.gov.au

M: 0419 984 934

Councillor Natalie Mort nmort@georgesriver.nsw.gov.au

M: 0499 522 200

Councillor Leon Pun

lpun@georgesriver.nsw.gov.au

M: 0490 388 752

Mayor, Councillor Elise Borg

eborg@georgesriver.nsw.gov.au

M: 0477 222 089

Councillor Thomas Gao

tgao@georgesriver.nsw.gov.au

M: 0477 222 089

Councillor Ben Wang

bwang@georgesriver.nsw.gov.au

M: 0499 366 888

Councillor Sam Stratikopoulos

sstratikopoulos@georgesriver.nsw.gov.au

M: 0438 750 355

Councillor Tom Arthur tarthur@georgesriver.nsw.gov.au

M: 0432 397 106

Councillor Gerard Hayes ghayes@georgesriver.nsw.gov.au M: 0413 710 994

Councillor Matthew Allison mallison@georgesriver.nsw.gov.au M: 0400 240 294

Councillor Elaina Anzellotti eanzellotti@georgesriver.nsw.gov.au M: 0418 308 997

Councillor Christina Jamieson cjamieson@georgesriver.nsw.gov.au

M: 0431 833 609

Councillor Peter Mahoney pmahoney@georgesriver.nsw.gov.au

M: 0419 374 727

Organisational Structure

Council Services and Service Levels

As the third tier of government, local government is responsible for ensuring local communities run as smoothly and efficiently as possible, with citizens able to access the services and programs they need to live safe and healthy lives.

Local councils have arguably the biggest impact on people’s day-to-day lives.

From the roads you use and the footpaths you walk on, to the household waste you produce and the open spaces you visit, council provides an enormous range of services, as well as managing millions of dollars’ worth of infrastructure and public assets in your community.

It would be virtually impossible for state and federal governments to provide these essential services to individual communities. That’s why local infrastructure and services are best delivered locally.

Georges River Council is committed to providing and improving quality services and service levels prioritised by the community and within financial sustainability parameters. Council is committed to a program of service reviews over the next four years. However, priorities can change and there may be alterations to the program as required.

Where community facing services are to be reviewed, the community’s and other stakeholders’ views will be explored. Georges River Council staff participate in industry events, further education and keep up to date on trends and practices affecting all areas of Council activities. This ensures that our community enjoys a high level of customer service, good practice and leading services.

Georges River Council Service Architecture

Service Review Program

The Service Review Program is included in our Delivery Program 2025-29. We are undertaking a comprehensive review of nominated Council services to ensure these services are running at an optimal capacity.

The service review process goes through many stages including engaging with the key stakeholders to develop sustainable service levels for each service. Service reviews ensure we focus our resources where they are needed most. The listed priority services were identified for the Delivery Program 2025-29 after considering a range of factors including community satisfaction levels, service utilisation, changing/emerging trends, and legislative requirements.

Delivery in 2024-25:

• Development Application Process

• Bushcare

• Venues and Facilities Management

Service Review Program 2025-29

2025-26

• Records and Information (Data) Management

• Grants and Financial Assistance

• Fleet

2026-27

• Legal Services

• Asset Management

• Sports Field Maintenance

2027-28

• Waste

• Cyber Security

• Events

2028-29

• Sporting Facilities Contract and Lease Management

• Early Learning – Care Options

• Fire Safety Statements

Council is committed to enhancing the customer experience through targeted initiatives. We are actively implementing a range of actions from our Customer Experience Strategy, informed by direct customer feedback, to improve responsiveness, service quality, and overall satisfaction. Our key focus areas include:

• Leveraging technology to simplify processes.

• Making our services more accessible.

• Reinforcing a customer-first approach throughout the organisation.

Initiatives include:

• Delivering enhancements to Council’s website.

• Use of data to better understand and personalise services to customers.

• Review of current software applications to ensure fit for purpose solutions.

• Provide community capacity building sessions for customers to better understand processes for frequently accessed council services such as Development Applications.

• Review the design of Council’s customer facing facilities to ensure they are welcoming, functional and accessible range of additional actions to embed a customer centric culture.

These efforts are designed to increase responsiveness, enhance service quality, and ultimately, improve customer and resident satisfaction.

Strategic Risks

Council incorporates risk management into its corporate governance and daily operations to develop strategies and systems that reduce risks and improve resilience to unexpected events or disruptions. This supports the continued delivery of services and the stability of our community’s daily life. The table below outlines Council’s endorsed strategic risks. Integrating the risk management framework into strategic decision-making enables Council to make well-informed decisions that serve both the organisation and the broader community.

Strategic Risk Description

1. Financial Sustainability: Council's failure to implement appropriate financial strategies and controls to ensure financial sustainability. This requirement may be impacted by Council’s failure to deliver the Long-Term Financial Plan (i.e., Maintain the financial health of Council) and inability to meet emerging risks and delivery of Council’s Community Strategic Plan as well as absorbing additional financial obligations without adequate resourcing.

2. Cyber Security: The risk of failing to plan for increasingly sophisticated Cyber security attacks including data breach, fraud or theft, data loss and data privacy. This risk also incorporates potential vulnerability of the organisation’s data and information management structure and data integrity in relation to people, assets, and finance.

3. Assets and Infrastructure: The risk that Council’s infrastructure may not meet the evolving needs or expectations of the community, particularly in terms of quality, capacity, and resilience. This includes failure to develop and maintain infrastructure that can withstand the impacts of climate change and severe weather events, potentially compromising the ability to provide high-quality services.

4. People and Culture: Council's inability to attract, retain and be able to continually develop and retain a capable, qualified, and appropriately skilled workforce as well as maintaining a culture that is focused on the achievement of Council's objectives and values whilst always providing a safe workplace environment.

5. Climate Change: Council's failure to prepare and plan for climate and environmental risks, including Council's failure to protect and maintain the natural and built environment, including biodiversity, liveability, and natural systems.

6. Reputation: The risk of Council's identity, brand and standing being negatively impacted, reducing Council’s ability to engage in sound decision-making and being able to take strategic action whilst maintaining essential services and support for the community.

7. Ineffective Governance: Failure of Council’s Governance and Compliance Frameworks to ensure compliance with relevant legislative, statutory, regulatory and policies and procedures and which are not being monitored across the organisation.

8. Social Cohesion: Failure to identify and/or respond to the changing socio-economic needs of our community. Social cohesion erosion and growing socio-economic gap negatively impacting social stability, individual well-being, and economic productivity.

9. Housing Infrastructure: The risk that Council may fail to facilitate housing and development that aligns with the community’s growing needs and expectations, while also ensuring planning regulations and building practices are sufficient to address climate change impacts and severe weather events. This could lead to inadequate housing supply and environmental challenges.

10. Waste Management: Failure to create sustainable practices relating to sustainable management of waste including no consideration given to environmental, financial and legal considerations, as well as failing to plan for and prevent environmental contamination.

11. Liability Claims: Failure of Council to address increase in liability claims against Council by investigating emerging risk areas and address increase in incidences through considered mitigation strategies.

12. Business Continuity: Council fails to maintain preparedness for unexpected major events that impact the ability of Council to continue normal business operations and comply with statutory obligations.

5 – Our Governance

Pillar 2 –Our Green Environment

Pillar 3 & 5 –Our Economy & Our Governance

Executive Manager City Futures

Pillar 5 – Our Governance Director BACS & General Counsel

Pillar 1 & 3 –Our Community & Our Economy Director C&C

Pillar 2 & 4 – Our Green Environment & Our Built Environment Director E&P

Pillar 1 & 2 –Our Community & Our Green Environment Director E&P

Pillar 5 – Our Governance Director BACS

Integrated Planning and Reporting Framework

The Integrated Planning and Reporting framework is best described in the following diagram from the NSW Office of Local Government.

Relevant Regional Plans and Priorities

State Plans and Strategies

JO Statement of Strategic Regional Priorities

Other Council Strategies and Plans For example:

Disability Inclusion Action Plan

Local Strategic Planning Statement Environmental Strategies Resourcing Strategy Workforce Management Strategy

and plans

How the Documents Relate

The suite of integrated planning documents represents Georges River Council’s compliance to the statutory framework for planning and reporting. The Community Strategic Plan 2025 - 2035 (The Plan 2025) is the highest level plan that Council prepares on behalf of our community.

The Integrated Planning and Reporting Framework includes a reporting process to communicate how we are progressing to the Council and the community.

Community Strategic Plan

4 Years 10 Years

1 Year

The Plan 2025 brings together the community's aspirations, informs all our strategies and plans, and is developed from information the community has shared through our engagement with them. It is broken down into Pillars, which categorise where the strategies are placed.

Delivery Program

Our Delivery Program links The Plan 2025’s long term aspirations for the next 10 years into a four year Council program of activities explaining how the strategies will be delivered and the expected timeframe.

Operational Plan

Council’s Operational Plan is an annual plan breaking the activities down into detailed actions. Here you will see more detailed information on specific projects, programs and business as usual activity. In the Operational Plan you will also see information on rates and revenue, the fees and charges schedule and other relevant budgetary information.

Council takes pride in the vision of “A connected community that prioritises diversity, sustainability and green spaces” and our reporting informs the community on how we have delivered this vision.

Monitoring and Review

Following an election, Council goes out to the community to review the ten-year Community Strategic Plan (CSP), ensuring the plan continues to reflect the aspirations of the community Council engages with the community, business, external organisations, government agencies and neighbouring councils to capture their feedback. Our achievements in meeting the strategies included in the CSP is reported after the election period in the State of Our City Report

To deliver on the strategies in the CSP a four-year Delivery Program is created, outlining how desired outcomes are to be delivered. This is then broken down to a one year Operational Plan, with actions to complete the delivery of the program - Georges River Council - Delivery Program and Operational Plan

We monitor and report on the Delivery Program and Operational plan every six months in the Half Year and End of Year Progress Reports - Georges River Council - Progress Report. The status of the actions and a description is included in these reports.

Resourcing The Plan

The Resourcing Strategy is made up of four inter-related plans:

• Our People Plan (Workforce Management Plan)

• The Digital Resource Management Plan

• The Asset Management Plan

• The Long-Term Financial Plan

The Resourcing Strategy provides the link between strategic objectives and the resources needed to implement them: timing, money, assets, technology and people.

The Resourcing Strategy makes it clear for which elements of the Community Strategic Plan Council will take responsibility, as other levels of government, nongovernment organisations, businesses and even individuals will also have a role in implementing the Community Strategic Plan.

The Resourcing Strategy feeds into the Delivery Program and Operational Plan, as well as other plans and strategies Council has developed to support the outcomes of the Community Strategic Plan.

Our People Plan (Workforce Management Plan)

Our People Plan identifies the people requirements, including skills and employment practices, needed to implement our Delivery Program, which is informed by the Community Strategic Plan. Our People Plan integrates principles of human resource management, workforce planning and capability building. It outlines how we will develop and maintain a high-calibre employee base that meets current and future organisational and community needs.

Digital Resource Management Plan

The Digital Resource Management Plan outlines Council’s commitment to utilising the best digital framework possible to enable responsive and timely services and information. It aligns with Council’s corporate planning and reporting framework. Its four-year lifespan will ensure that our commitment to digital efficiency and evolution continues throughout the life of the current Resourcing Strategy.

Asset Management Plan

The Asset Management Plan sets out the broad framework for undertaking structured and coordinated management of Council’s infrastructure assets. It outlines key principles that underpin our approach to providing the assets that are essential to our community. The Plan highlights the longterm funding challenges Council must address to meet the commitments outlined in the Community Strategic Plan and deliver the level of service desired by the community over the next 10 years.

Long-Term Financial Plan

The Finance Strategy and Long-Term Financial Plan (LTFP) are key components of Georges River Council’s Resourcing Strategy. The Resourcing Strategy details the overall plan of how Council will resource its planned activities over the next decade through the use of its money, people and assets, to meet the community’s needs and desires. The LTFP of Council presents a financial projection of the longer-term outlook of its operations. The LTFP considers known and projected events over the next 10 years and compiles the best estimates of its operating results and financial position. These projections form a roadmap of the operations and give Council an opportunity to:

• Assess different courses of corrective action and quantify the potential outcomes

• Ensure sustainability through positive net results

• Structure the operations, based on affordability and financial sustainability.

Who We Work With

2connect

3 Bridges

Allawaw Aboriginal Corporation

Asian Women at Work

Australian Library Information Association

Audit Office NSW

Australian Signals Directorate

Australian Taxation Office

Cyber Security Centre

Bayside Council

Business Chamber South (Previously St George Business Chamber)

Canterbury Bankstown Council Committee for Sydney

Cooks River Alliance

Create NSW

Cross Cultural Workers in Maternity and Child & Family Health Services Project

Cyber Security NSW

Department of Education – Schools

Department of Environment

Disability Interagency

Infrastructure NSW

Department of Planning Housing and Infrastructure

Department of Climate Change, Energy, the Environment and Water

Department of Health and Aged Care

Destination NSW

Disability Services Australia

Georges Riverkeeper (GRCCC)

Georges River Planning Panel

Headspace Hurstville

Institute of Public Works and Engineering

Independent Commission Against Corruption (ICAC)

Koori Interagency

Kurranulla Aboriginal Corporation

LGNSW

Local Government Professionals

Metropolitan Land Council

Museums and Galleries NSW

National Library of Australia

NSW Anti-Racism Working Group

NSW Environment Protection Authority

NSW Food Authority

NSW Local Government Multicultural Network

NSW Police

NSW Public Libraries Association

NSW Reconstruction Authority

NSW Rugby League

Office of Local Government (OLG)

Office of Sport

Pride Cup

Revenue NSW

Realise Business

Resilient Sydney

Safework NSW

SGS News Reference Group

SEALS Multicultural Health Forum

SESLHD Multicultural Health Forum

Southern Sydney Regional Organisation of Council’s (SSROC)

Spark Festival

St George & Sutherland Mental Health Interagency

St George and Sutherland Dementia Alliance

St George Chinese Services Network

St George Collaborative: Community Action Group

St George Dementia Alliance

St George Domestic Violence Committee

St George Elder Abuse Collaborative

St George Illawarra Dragons

St George Sutherland Shire Employment

Sydney Water Corporation

Training and Action Network

St George Youth Network

State & Federal Governments

State Library of NSW

State Cover

State Emergency Service (SES)

Student Wellbeing Network

Sutherland Shire Council

Sydney Alliance Voices for Power

Sydney Dogs and Cats Home

Sydney South Planning Panel

TAFE NSW

Transport for NSW

Water NSW

Welcoming Cities Network

How We Engage with the Community

Stakeholder Engagement

Community

• Website - georgesriver.nsw.gov.au

• Social media

• Digital screens

• Publications

• Community forums

• Community events

• Community funding

• Council offices

• Annual report

Ratepayers

Employee

Georges River business community

• Rates notices

• Annual report

• Website - georgesriver.nsw.gov.au

• Newsletters

• General Manager newsletter

• Toolbox talks

• Posters

• Intranet

• Email

• Staff events and training

• Business forums

• Publications

• Annual report

• Business Unite newsletter

• Partnership with business

• Chamber South

Property developers

Potential visitors

Government

Media

• Deliver forums 1:1 meetings

• Website - georgesriver.nsw.gov.au

• Social media

• Discover Georges River

• Formal meetings

• Correspondence

• Events

• Business forums

• Community forums

• 1:1 meetings

• Media releases

• Media statements

• Website - georgesriver.nsw.gov.au

• Interviews

Authentic and committed community engagement provides us with valuable insight to make decisions that shape the best outcomes in our community. Our Community Engagement Strategy and Policy guides us in engaging with our community on issues that may affect their lives.

Why they are important

Provide knowledge, cultural experience, resources, engagement and feedback

Provide knowledge, cultural experience, resources, engagement and feedback

Provide valuable knowledge, skills

What we do for them

Provide civic leadership, services, facilities, partnership and representation

General sustainable growth and return to the community

Provide employment, training, career development, opportunities and flexible and supportive work arrangements

Build capacity and drive the economy in the community

Provide guidance, support and opportunity

Build capacity and drive the economy in the community

Provide economic benefits, generate employment and financial growth

Provide partnerships, funding, networks, legislation and growth opportunities

Provide guidance, support and opportunity

Provide high standard facilities services and product

Provide resources, partnerships and networks

Build reputation, raise awareness of services, facilities and promotion

This allows us to:

• Improve project and service delivery

• Improve policy

Enable partnerships and advocacy

• Strengthen relationships with individuals and community groups

• Ensure Council is meeting local needs

• Create opportunities to discuss complex and emerging issues

• Allow for a diversity of voices to be heard

How to Read This Document

The Delivery Program 2025-2029 and Operational Plan 2025-2026 are developed from the goals and strategies in the ten year Community Strategic Plan 20252035, which are formed from community feedback about what is important for our Local Government Area.

The Delivery Program identifies principal activities to be conducted over the next four years, to deliver on the ten year strategy and goal.

The Operational Plan identifies specific actions to be completed in the coming year, to deliver the four year activity, and ten year strategy and goal.

Long-Term Goal determined by the 10 year Community Strategic Plan (CSP).

Strategy determined by the CSP. The strategies are the high level way Council will meet the goal.

Delivery Program: Principal Activity – the 4 year activity that will be conducted, in order to deliver the strategy and meet the goal.

Operational Plan: Action – the 1 year action that will be undertaken, to conduct the activity, in order to deliver the strategy and meet the goal.

Long-Term Goal for Our Community

We all enjoy a safe and healthy life connected by a diverse and vibrant cultural community with a strong sense of belonging and heritage.

Strategy 1.1: Provide and support community events that connect people and reflect the diversity of our communities

Delivery Program

1.1A Implement the Georges River Council Events and Festivals Charter, Events Guide and Events Toolkit

Operational Plan 2025-2026

Actions

1.1A Implement the Georges River Council Events and Festivals Charter,

1.1Ai Implement the Permit, Plug, Play program. 2025-2027 Program developed annually by December for the following year

The Five Pillars and Long-Term Goals That Guide Our Future Work

1. Our Community

We all enjoy a safe and healthy life connected by a diverse and vibrant cultural community with a strong sense of belonging and heritage.

2. Our Green Environment

We conserve resources and maintain sustainable, healthy ecosystems with accessible natural spaces, supporting biodiversity and protecting waterways for future generations.

3. Our Economy

We create a strong, vibrant, sustainable local economy with innovative, green retail and business hubs offering clean amenities and diverse goods and services.

4. Our Built Environment

We develop a high-quality, liveable and sustainable built environment with affordable housing, excellent urban design, and access to recreation facilities.

5. Our Governance

We ensure transparent and ethical governance with accountable decisions, financial sustainability, and collaboration across government levels, engaged by the voices of our diverse community, for future generations.

PILLAR 1: OUR COMMUNITY

The Georges River LGA is a safe, connected and vibrant community that celebrates its rich heritage and diversity. With nearly half of our population born overseas and a local Aboriginal and Torres Strait Islander community, we are connected to cultures from around the world, resulting in a community of harmonious local lifestyles.

Our residents take pride in honouring and preserving our diverse heritage, creating a strong sense of belonging through the traditions we uphold, the harmony in which we live and the food we share. This cultural diversity fuels a vibrant environment of creativity and all aspects of the arts.

We are committed to social equity and ensuring that everyone has access to the services and facilities they need to live supported, fulfilling lives. Our area provides for the health and wellbeing of people of all ages, life stages and lifestyles. Accessible local facilities and spaces offer community-based activities and events, ensuring that all individuals can participate and engage.

Safety and care are at the heart of our community with a particular focus on protecting and nurturing children. Truly including people who are most vulnerable is very important and we are welcoming to individuals and families. Our community is where everyone can connect, belong, learn and grow.

Long-term Goal for Our Community

We all enjoy a safe and healthy life connected by a diverse and vibrant cultural community with a strong sense of belonging and heritage.

Council Services within Our Community

Community and Social Policy

Community Capacity Building

Community Property

Cultural Services

Customer Experience Improvement

Customer Experience Operations

Environmental Health

Events

Financial Assistance Management

Heritage Conservation

Library Customer Experience

Library Operations

Library Programs

Long Day Care

Preschool

Regulatory Services (Rangers)

Sporting Facilities Contract and Lease Management

Sports Fields and Open Space Management

Venues for Hire

Pillar 1 Delivery Program 2025-29

1.1A Implement the Georges River Council Events and Festivals Charter, Events Guide and Events Toolkit

1.1B Maximise the utility of Jubilee Stadium as a venue for Council’s major events

1.2A Implement the Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy (CINAAAS)

1.2B Implement the Disability Inclusion Action Plan

1.2C Deliver and report on Council's Financial Assistance Program

1.2D Implement the Aboriginal and Torres Strait Islander Strategy

1.2E Foster social cohesion and address the evolving socioeconomic needs of the Georges River community

1.3A Implement Libraries 2030 Strategy

1.3B Enhance venues services with focus on community needs and financial sustainability

1.3C Uphold our commitment as a child-safe organisation

1.4A Implement Create Georges River Cultural Strategy

1.5A Implement the Fire Safety Program that maintains buildings with essential fire services to safeguard the community

1.5B Liaise with the NSW Government and relevant stakeholders to keep up to date with legislative changes around regulatory functions

1.5C Implement programs relating to food premises, skin penetration premises and regulated systems

1.6A Implement the Early Learning Services Strategy 20212031

1.7A Promote the retention and conservation of heritage items within the Georges River Local Government Area.

1.8A Implement the Customer Experience Strategy

Manager Sport Community Facilities and Events

Manager Sport Community Facilities and Events

Sport Community Facilities and Events

Manager Community and Early Learning Services

Manager Community and Early Learning Services

Manager Community and Early Learning Services

Manager Community and Early Learning Services

Manager Cultural Engagement and Library Services

Manager Sport Community Facilities and Events

Manager Community and Early Learning Services

Manager Cultural Engagement and Library Services

Manager Environment, Health and Regulatory Services

Manager Environment, Health and Regulatory Services

Manager Environment, Health and Regulatory Services

Manager Community and Early Learning Services

Manager Strategic Planning

Manager Sport Community Facilities and Events

Pillar 1 Operational Plan

Strategy 1.1: Provide and support community events that connect people and reflect the diversity of our communities

1.1A Implement the Georges River Council Events and Festivals Charter, Events Guide and Events Toolkit

1.1Ai Implement the Permit, Plug, Play program.

2025-2027 Program developed annually by December for the following year Manager Sport Community Facilities and Events

1.1Aii Implement Events and Festival Charter Plan. 2025-2029 Plan implemented Manager Sport Community Facilities and Events

1.1B Maximise the utility of Jubilee Stadium as a venue for major events

1.1Bi Engage planning consultant to initiate DA to extend the event program at Jubilee Stadium to include entertainment, cultural and community events.

1.1Bii Finalise Plan of Management to enable lodging of DA to stage other major events at the venue.

2026-2029 Planning consultant engaged Manager Sport Community Facilities and Events

2025-2027 Plan finalised Manager Sport Community Facilities and Events

1.1Biii Promote and market the venue to video and film production companies. 2025-2029 Promotion finalised Manager Sport Community Facilities and Events

1.1Biv Establish branding and operation of the functions and events business at the stadium. 2025-2029 Branding and operations plans established Manager Sport Community Facilities and Events

Strategy 1.2: Provide a range of accessible services, facilities and programs that respond to social issues and foster community wellbeing Code Actions

1.2A Implement the Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy (CINAAAS)

1.2Ai Complete 'fitness for purpose' analysis of existing assets, and investigate feasibility of designed flexible spaces, colocation of new facilities and expansion of facilities where possible. 2025-2029 Complete analysis Manager Strategic Placemaking

1.2Aii Expand the centralised systems for facility access to optimise community use and access. 2025-2029 Systems expanded Manager City Technical Services

1.2Aiii Investigate feasible locations for a new asset cluster in the western part of the Georges River LGA to improve equitable distribution. 2025-2029 Investigation finalised Manager Sport Community Facilities and Events

1.2Aiv Review community hall hire agreements. 2025-2029 Agreements reviewed Manager Sport Community Facilities and Events

1.2B Implement the Disability Inclusion Action Plan

1.2Bi Deliver and report on the Disability Inclusion Action Plan 2022-2026. 2025-2029 Plan and reporting delivered Manager Community and Early Learning Services

1.2Bii Develop the Disability Inclusion Action Plan 20262030. 2025-2026 Plan developed Manager Community and Early Learning Services

1.2Biii Deliver and report on the Disability Inclusion Action Plan 2026-2030.

2026-2029 Plan and reporting delivered Manager Community and Early Learning Services

1.2C Deliver and report on Council's Financial Assistance Program

1.2Ci Deliver and report on Council's financial assistance program, including community grants, micro grants, venue hire program, heritage grants, event grants, sponsorship and donations program.

2025-2029 Plan delivered Manager Community and Early Learning Services

1.2D Implement the Aboriginal and Torres Strait Islander Strategy

1.2Di Implement the Aboriginal and Torres Strait Islander Action Plan. 2025-2029 Plan implemented Manager Community and Early Learning Services

1.2E Foster social cohesion and address the evolving socio-economic needs of the Georges River community

1.2Ei Implement social justice strategies to build the social strengths of the Georges River community.

2025-2029 Strategies implemented Manager Community and Early Learning Services

Strategy 1.3: Provide a range of services, programs and facilities that address the needs of local people of all ages, and through all stages of life.

Code Actions

1.3A Implement Libraries 2030 Strategy

1.3Ai Provide opportunities for our diverse community to engage with and contribute to the preservation of the Georges River's community history through collections, programs and place naming initiatives.

1.3Aii Ensure accessible opportunities for the community to engage through outreach and online services, and physical and online spaces.

1.3Aiii Provide contemporary library services to meet State Library NSW Guidelines and community expectations.

1.3Aiv Provide opportunities for the community to be involved in the development of library collections.

2025-2029 Opportunities provided Manager Cultural Engagement and Library Services

2025-2029 Accessible opportunities provided Manager Cultural Engagement and Library Services

2025-2029 Services provided Manager Cultural Engagement and Library Services

2025-2029 Opportunities provided Manager Cultural Engagement and Library Services

1.3B Enhance venues services with focus on community needs and financial sustainability

1.3Bi Implement the actions of the Venues and Facilities Service Review.

1.3Bii Implement the Optimising Community Use and Facilities Access Plan.

1.3C Uphold our commitment as a child-safe organisation

1.3Ci Implement Council’s Child Safe Action Plan

2025-2029 Review actions implemented Manager Sport Community Facilities and Events Executive Manager City Futures

2025-2029 Plan implemented Manager Sport Community Facilities and Events

2025-2029 Plan implemented Manager Community and Early Learning Services

Strategy 1.4: Provide and support programs that promote arts and culture

Code Actions

1.4A Implement Create Georges River Cultural Strategy

1.4Ai Provide programs and public art that reflect cultural identity and community demographics.

1.4Aii Offer cultural and creative spaces within Council facilities and other properties to create accessible opportunities for adaptable reuse.

1.4Aiii Evaluate community perception and participation in the arts.

1.4Aiv Provide a diverse program of exhibitions and events at Hurstville Museum & Gallery.

2025-2029 Programs provided Manager Cultural Engagement and Library Services

2025-2029 Spaces provided Manager Cultural Engagement and Library Services

2025-2029 Evaluation conducted Manager Cultural Engagement and Library Services

2025-2029 Program provided Manager Cultural Engagement and Library Services

Strategy 1.5: Provide programs, services and activities that address health and safety issues

Code Actions Year Performance Indicator Responsibility

1.5A Implement a Fire Safety Program that maintains buildings with essential fire services to safeguard the community

1.5Ai Implement actions to ensure compliance with the directions set by the NSW Government relating to external combustible cladding and Council's Fire Safety Audit.

2025-2029 Actions implemented Manager Environment, Health and Regulatory Services

1.5B Liaise with the NSW Government and relevant stakeholders to keep up to date with legislative changes around regulatory functions

1.5Bi Implement the annual regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns.

2025-2029 Regulatory programs implemented Manager Environment, Health and Regulatory Services

1.5C Implement programs relating to food premises, skin penetration premises and regulated systems

1.5Ci Implement an ongoing Public Health program, including skin penetration, regulated system and public swimming program to promote the community’s health and safety.

2025-2029 Public health programs implemented Manager Environment, Health and Regulatory Services

Strategy 1.6: Provide programs, services and activities that support knowledge sharing and lifelong learning

Code Actions Year Performance Indicator Responsibility

1.6A Provide programs, services and activities that support knowledge sharing and life-long learning

1.6Ai Develop a plan to achieve a consistent operating model and naming conventions across Council's early learning centres with similar service types.

2025-2026 Plan developed and naming convention implemented Manager Community and Early Learning Services

1.6Aii Conduct a cost-benefit analysis for a consistent operating model and naming conventions across Council's early learning centres with similar service types to ensure its feasibility and effectiveness.

1.6Aiii Implement a plan to achieve a consistent operating model and naming conventions across Council's early learning centres with similar service types.

1.6Aiv Introduce multi-modes of care across existing centres.

1.6Av Develop a business case for a new early learning centre which supports children with additional needs, making a more accessible, inclusive, integrated service to replace assets/services which have reached their life expectancy.

2026-2027 Analysis conducted Manager Community and Early Learning Services

2027-2029 Implement plan Manager Community and Early Learning Services

2026-2029 Multi-modes of care introduced Manager Community and Early Learning Services

2025-2029 Business case developed Manager Community and Early Learning Services

Strategy 1.7: Provide programs and events that promote, support and celebrate local heritage and history

Code Actions

1.7A Promote the retention and conservation of heritage items within the Georges River Local Government Area

1.7Ai Review heritage controls in the Georges River Development Control Plan 2021.

1.7Aii Undertake a heritage study to review the heritage items in the Georges River Local Environmental Plan 2021 and identify any potential new items across the whole Georges River LGA. (Subject to Funding)

1.7Aiii Conduct yearly Heritage Building Grants Programs. (Subject to Funding)

1.7Aiv Conduct heritage information sessions for owners of heritage listed properties. (Subject to Funding of the Heritage Building Grants Program)

2026-2027 Controls reviewed Manager Strategic Planning

2026-2029 Study undertaken Manager Strategic Planning

2025-2029 Program conducted yearly Manager Strategic Planning

2025-2029 Sessions conducted Manager Strategic Planning

Strategy 1.8: Provide positive experiences across all customer interactions for our community and visitors

Code Actions

1.8A Implement the Customer Experience Strategy

1.8Ai Review and update Customer Experience Charter.

1.8Aii Undertake customer journey mapping of high use Council services.

1.8Aiii Review Customer Feedback and Complaints Management Policy.

2026-2027 Review and update completed Manager Sport Community Facilities and Events

2025-2029 Journey mapping undertaken Manager Sport Community Facilities and Events

2025-2026 Review completed Manager Sport Community Facilities and Events

1.8Aiv Develop criteria and processes for the Internal Review Process. 2025-2027 Criteria developed Manager Sport Community Facilities and Events

1.8Av Deliver annual Customer Excellence Training. 2025-2029 Training delivered Manager Sport Community Facilities and Events

1.8Avi Create the Customer Experience Strategy 2027-2032. 2026-2027 Strategy Created Manager Sport Community Facilities and Events

1.8Avii Implement Customer Experience Strategy 2027-2032. 2027-2029 Strategy Implemented Manager Sport Community Facilities and Events

Pillar 1 Key Performance Indicators

Utilisation of Council’s Early Learning Centres

Customer satisfaction with Early Learning Centres

Customer satisfaction with Council’s venues for hire

Customer satisfaction with Museum & Gallery

Customer satisfaction with Library Services

Customer satisfaction with Events

Community and Early Learning Centres

Sport Community Facilities and Events

Engagement and Library Services

Engagement and Library Services

and Events Customer satisfaction with face-to-face interaction at Council operated facilities

Percentage of correspondence responded to within 14 days

Percentage of complaints completed within agreed times

Percentage of customer requests completed with agreed times

Percentage of customer contact requests actioned within 48 hours

Facilities and Events

Facilities and Events

Community Facilities and Events

and Events

Facilities and Events

PILLAR 2: OUR GREEN ENVIRONMENT

Our local environment is essential for the wellbeing of both our planet and our community. However, the impacts of climate disruption are already being felt, with extreme weather events becoming the ‘new normal.’ To adapt to this reality, we must prioritise preparedness, resilience, and collective action to reduce emissions and mitigate further harm.

Sustainable waste management is a critical part of this effort. By embracing the six R’s—rethink, refuse, reduce, reuse, repair, and recycle—we can significantly reduce the environmental burden of waste and reduce the use of forever chemicals (PFAS: per-and polyfluoroalkyl substances).

Cleaner waterways not only benefit our ecosystems but also enhance enjoyment and accessibility for everyone.

Our community aspires to a greener, healthier urban environment. This requires a commitment to planting new trees and shrubs while preserving mature trees, which are invaluable due to their decades-long growth and irreplaceable ecological benefits. Equally, safeguarding our biodiversity by protecting endemic flora and fauna is crucial for maintaining the balance of our ecosystems.

Priorities include energy and water efficiency in all sectors of our community: government, not for profits, business and private homes.

The time to act is now. Sustainable practices, decisive action, and a shared commitment to change are essential for creating a healthier, more accessible environment that supports biodiversity and protects our precious waterways for future generations. Maintaining the status quo is no longer an option—we must work together to secure a sustainable future.

Long-term Goal for Our Green Environment

We conserve resources and maintain sustainable, healthy ecosystems with accessible natural spaces, supporting biodiversity and protecting waterways for future generations.

Council Services within Our Environment

Bushcare and Bush Regeneration

Environment and Sustainability

Local Emergency Management

Major Environmental Initiatives

Street and Parks Tree Maintenance

Tree Preservation – Private Tree Permits

Waste Management

Pillar 2 Delivery Program 2025-29

2.1A Implement the Environmental Resilience Action Plan 2022-2040 for Council services.

2.2A Implement the Waste Strategy 2021-2040.

2.2B Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.

2.3A Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects.

2.4A Implement policies and procedures addressing risks from natural disasters

2.5A Represent Council's ambitions for the Georges River through the Georges Riverkeeper.

2.5B Develop and implement planning controls to protect the scenic character of the foreshore.

2.5C Maintain Council's marine and foreshore assets to be functional and safe.

2.6A Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area.

2.6B Implement Council’s Bush Regeneration Program to protect, conserve and enhance the natural environment.

Pillar 2 Operational Plan

Manager Environment, Health and Regulatory Services

Manager Environment, Health and Regulatory Services

Manager Environment, Health and Regulatory Services

Manager Environment, Health and Regulatory Services

Manager City Technical Services

Manager Environment, Health and Regulatory Services

Manager Strategic Placemaking

Manager Environment, Health and Regulatory Services

Manager City Operational Services Manager Strategic Placemaking

Manager Environment, Health and Regulatory Services

Manager Strategic Placemaking

Manager City Operational Services

Manager Environment, Health and Regulatory Services

Manager City Technical Services

Manager Environment, Health and Regulatory Services

Strategy 2.1: Identify and apply initiatives to reduce energy and water usage

Code Actions

2.1A Implement the Environmental Resilience Action Plan 2022- 2040 for Council services

2.1Ai Report on the implementation progress of the Environmental Resilience Action Plan 2022-2040 (implementation is subject to ongoing budget bids).

Strategy 2.2: Ensure that waste is managed as a resource with minimal negative impacts from its disposal Code Actions

2.2A Implement the Waste Strategy 2021-2040

2.2Ai Report on the implementation progress of the Waste Strategy 2021-2040 (implementation is subject to ongoing budget bids).

2025-2029 Progress reports prepared Manager Environment, Health and Regulatory Services

2.2B Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices

2.2Bi Implement the annual Waste Education Program. 2025-2029 Program implemented Manager Environment, Health and Regulatory Services

Strategy 2.3: Encourage local communities to participate in environmental protection and sustainability initiatives

2.3A Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects

2.3Ai Implement activities to educate the community on reducing energy consumption and protecting the environment.

2025-2029 Environmental sustainability education activities provided each year Manager Environment, Health and Regulatory Services

Strategy 2.4: Develop and implement policies and procedures that embed resilience principles to address risks arising from natural disasters such as bushfires, flooding and extreme weather events Code Actions

2.4A Implement policies and procedures addressing risks from natural disasters

2.4Ai Implement the Canterbury Bankstown/Georges River Bushfire Management Plan. 2025-2029 Plan implemented Manager City Technical Services

2.4Aii Maintain and implement the Georges River Local Emergency Management Plan in collaboration with the Local Emergency Management Committee (LEMC). 2025-2029 Plan implemented Manager City Operational Services

2.4Aiii Implement the Environmental Resilience Action Plan. 2025-2029 Plan implemented Manager Environment, Health and Regulatory Services

2.4Aiv Develop the floodplain risk management strategy and plans. 2025-2029 Strategy and plan developed Manager Strategic Placemaking

Strategy 2.5: Implement programs and activities to ensure that local bushland and waterways are healthy and biodiverse

2.5A Represent Council’s ambitions for the Georges River through the Georges Riverkeeper

2.5Ai Support the Georges Riverkeeper on an ongoing basis to progress joint programs for the benefit of the Georges River. (Support for the GRCCC is subject to ongoing budget bids).

2025-2029 Support provided Manager Environment, Health and Regulatory Services

2.5B Develop and implement planning controls to protect the scenic character of the foreshore

2.5Bi Progress the planning proposal to amend the Georges River LEP to introduce biodiversity and character provisions.

2025-2029 Status of inclusions into the planning proposal Manager Environment, Health and Regulatory Services

2.5C Maintain Council’s marine and foreshore assets to be functional and safe

2.5Ci Plan for and scope the annual marine infrastructure program.

2025-2029 Progression of program Manager Strategic Placemaking

Strategy 2.6: Adopt and promote measures to increase the tree canopy, bushland and reinstate our biodiversity including endemic flora and fauna

2.6A Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area

2.6Ai Maintain the Significant Tree Register for the Local Government Area.

2.6Aii Deliver the annual tree maintenance program in line with the requirements outlined in the Tree Management Policy.

2.6Aiii Ensure all approvals for the removal of public trees and the Tree Replacement Program are aligned with Council's Tree Management Policy.

2025-2029 Register maintained Manager Environment Health and Regulatory Services

2025-2029 Maintenance program delivered Manager City Operational Services

2025-2029 Approvals aligned Manager City Operational Services

2.6B Implement Council’s Bush Regeneration Program to protect, conserve and enhance the natural environment

2.6Bi Implement the annual Bush Regeneration Program. 2025-2029 Program implemented Manager City Technical Services

2.6Bii Implement the high priority recommendations of the Biodiversity Study 2021 including preparing a Biodiversity Strategy (recommendations are subject to ongoing budget bids).

2025-2029 Recommendations implemented Manager Environment Health and Regulatory Services

Pillar 2 Key Performance Indicators

Metric to be Measured

Number of hectares of active bush regeneration activities

20 Manager City Technical Services

Number of native plants including trees, shrubs and ground covers planted to improve habitat, biodiversity and bushland structure (or other community tree planting) activities ≥ 2,000 Manager City Technical Services

Number of volunteer hours associated with Bushcare activities

Ratio of public trees planted to public trees removed

Number of street trees planted each year

Percentage of waste customer requests responded to within 48 hours

3,000 Manager City Technical Services

Manager City Operational Services

160 Manager City Operational Services

98% Manager Environment, Health and Regulatory Services

Percentage of environmental pollution complaints responded to within two business days >75%

Manager Environment, Health and Regulatory Services

Percentage of food premises inspected annually = 100% Manager Environment, Health and Regulatory Services

Projected

PILLAR 3: OUR ECONOMY

Our local economy is strong and our community supports local businesses, develops and enhances existing jobs, and creates new employment opportunities. There is a desire to grow the night-time economy by providing diverse opportunities for residents and visitors. A focus on the economic outcomes of key sectors and locations will maximise our potential.

The community values clean, attractive, and safe public spaces, town centres and well-maintained amenities. We will activate spaces with place-based events and activities, creating lively, engaging environments. The vibrancy and aesthetic appeal will be enhanced through greening and planting initiatives contributing to a cleaner greener more sustainable urban landscape.

Georges River local government area aspires to be a place where residents can easily access jobs, services, and amenities within a short commute. This approach prioritises smart urban planning, improved public transport, and walkable, connected neighbourhoods, reducing travel times and enhancing the overall quality of life.

Through local job creation, innovative urban design, and sustainable practices, we are building a future that harmonises economic development, environmental stewardship, and community wellbeing.

Long Term Goal for Our Economy

We create a strong vibrant, sustainable local economy with innovative, green retail and business hubs offering clean amenities and diverse goods and services.

Council Services within Our Economy

CBD and Town Centre Cleansing

City Marketing

Civil Engineering Design

Community Facilities Cleansing and Maintenance

Economic Development

Maintenance of GRLEP

Placemaking

Strategic Planning and Policy

Street and Parks Tree Maintenance

Street Sweeping

Pillar 3 Delivery Program 2025–2029

3.1A Implement initiatives in key economic sectors in response to the Economic Development Strategy.

3.1B Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

3.1C Prepare and implement an action plan to market the Georges River Local Government Area's investment opportunities.

3.1D Building tertiary partnerships that will support the growth of innovation in the region.

3.2A Deliver programs to activate and increase the nighttime economy in town centres.

3.3A Maintain Council's open space and town centres to be functional and safe.

3.4A Work with other directorates and teams to implement, promote and market long-term place-based initiatives.

3.5A Implement greening and planting initiatives in town centres.

3.6A Implement the recommendations of the Commercial Centres Strategy.

Pillar 3 Operational Plan

Executive Manager City Futures

Executive Manager City Futures

Manager City Futures

Executive Manager City Futures

Executive Manager City Futures

City Operational Services

Executive Manager City Futures

Manager City Operational Services

Executive Manager City Futures, Manager Strategic Planning

Strategy 3.1: Support local businesses to help protect jobs and create employment opportunities Code

3.1A Implement initiatives in key economic sectors in response to the Economic Development Strategy

3.1.Ai Implement the Advocacy Impact Plan through targeted and strategic advocacy initiatives, including the Maintenance of the Advocacy Register for the organisation.

3.1Aii Provide a suite of resources, information and events to support local businesses to be innovative and grow.

2025-2029 Plan implemented Executive Manager City Futures

2025-2029 Suite provided Executive Manager City Futures

3.1B Provide a suite of resources, information and events to support local businesses to be innovative and grow.

3.1Bi Facilitate three meetings annually of the Georges River Economic Leadership Group that enables genuine and authentic engagement for the preparation of the next Georges River Economic Development Strategy.

2025-2029 Three annual meetings scheduled and held Executive Manager City Futures

3.1C Prepare and implement an action plan to market the Georges River Local Government Area’s investment opportunities

3.1Ci Deliver a comprehensive and integrated campaign, “Sydney’s Connected Community” to an audience across the Sydney Metropolitan Region.

2025-2029 Campaign delivered Executive Manager City Futures

3.1D Building tertiary partnerships that will support the growth of innovation in the region

3.1Di Build strategic partnerships with tertiary and industry stakeholders that support future investment and collaboration opportunities in the region.

2025-2029 Partnerships provided Executive Manager City Futures

Strategy 3.2: Identify and implement initiatives to grow the night-time economy across the council area

Code Actions

3.2A Deliver programs to activate and increase the nighttime economy in town centres

3.2Ai Implement the Places We Love and Open Street NSW Government Grants to increase street activation and drive new nighttime economy opportunities in the Georges River LGA.

2025-2029 Grants implemented Executive Manager City Futures

Strategy 3.3: Maintain local town centres and public spaces to ensure they are clean, attractive and safe for local communities and visitors

Code Actions

Performance Indicator

3.3A Maintain Council's green open space and town centres to be functional and safe.

3.3Ai Undertake annual programmed and reactive cleansing, of Council's green open spaces and town centres.

2025-2029 Annual cleansing and maintenance work undertaken Manager City Operational Services

Strategy 3.4: Encourage and support place-based events and activities to activate town centres Code Actions

3.4A Work with other directorates and teams to implement, promote and market long-term place-based initiatives

3.4Ai Continue to implement place-based public domain initiatives across the Georges River Local Government Area.

2025-2029 Place based initiatives implemented Executive Manager City Futures

Strategy 3.5: Implement greening and planting initiatives in town centres

Code Actions

3.5A Assist and promote the greening and creation of open space in our town centres

3.5Ai Continue to drive increased greening and creation/ improvement of open space in our town centres.

2025-2029 Town centres improved Manager City Operational Services

Strategy 3.6: Protect employment growth and services during land rezoning processes

3.6A Implement the Recommendations of the Commercial Centres Strategy

3.6Ai Continue the work of the Commercial Centres Strategy for all centres within the Georges River Local Government Area (Part 2).

Pillar 3 Key Performance Indicators

The percentage of reported graffiti removed within 5 days. > 80%

Kilometres of roads swept > 30,000

Percentage of engineering operations service requests actioned against works scheduled. ≥ 85%

24 commercial centres cleaned daily.

Budget 2025/26

Centres Strategy work continued

Operational Services

Projected income

Projected expenditure

PILLAR 4: OUR BUILT ENVIRONMENT

While our built environment is well established, our community wants a high-quality, affordable, and sustainable built environment that supports a growing population, providing diverse housing options, recreation spaces, and accessible amenities.

The NSW Government sets targets to increase the number of homes in our area to accommodate the growing Sydney population and our community wants development processes that align with local planning goals, state planning objectives, and community priorities, ensuring affordable, sustainable, and high-quality growth. There is a strong desire for policies and initiatives that increase housing diversity and choice, making the area more livable for all.

The community values quality design and sustainability in development, with a focus on ensuring these principles are consistently applied. Connectivity and accessibility are priorities, with a demand for improved public transport options, including trains and buses, as well as safe, connected footpaths and cycleways.

Maintaining high standards for public parks, facilities, and open spaces is important to the community, with a focus on providing diverse recreational options that meet both active and passive needs, promote health and wellbeing, and foster a strong sense of community.

Long Term Goal for Our Built Environment

We develop a high-quality, liveable and sustainable built environment with affordable housing, excellent urban design, and access to recreation facilities.

Council Services within Our Built Environment

Asset Management

Building Assessment

Capital Works Program Delivery

Civil Engineering Design

Civil Works Maintenance

Council Building Maintenance

Council Structure Maintenance

Development Advisory

Development Assessment

Development Compliance

Development Contributions

Heavy Vehicle, Plant and Passenger

Fleet Maintenance

Heritage Conservation

Local Strategic Planning Statement

Maintenance of GRDCP 2021

Maintenance of GRLEP 2021

Maintenance of Major Sporting Venue Sports Turf

Major Environmental Initiatives

Management, Development and Marketing of Council’s Major Sporting Venues

Open Space Public Play Equipment

Safety Audits and Maintenance

Park Maintenance including CBD Gardens

Penshurst Sporting Hub

Management

Placemaking

Planning Agreements

Planning Certificates

Planning Proposal Assessment

Plans of Management and Master Plans over Council’s Parks and Reserves

Public Amenities Cleaning

Sports Field Maintenance

Sporting Facilities, Contract and Lease Management

Stormwater Management

Strategic Asset Management

Strategic Planning and Policy

Strategic Property

Traffic Advisory Committee

Traffic and Transport

Pillar 4 Delivery Program 2025–2029

4.1A Monitor and standardise DA assessment reports and templates.

4.1B Provide ongoing education to the community about controls to the development and building approval processes.

4.2A Develop and implement an Affordable Rental Housing Contributions Scheme.

4.2B Explore opportunities for affordable housing in Council redevelopments.

4.2C Develop policies to encourage diversity of housing that ensures quality design and sustainability principles

4.2D Complete Master Plans for local centres that will revitalise and respond to the community’s ideas and aspirations for the future

4.3A Pursue State Government priority for improved public transport services to the LGA.

4.4A Increase community and road safety in Georges River Local Government Area.

4.4B Maintain Council’s footpath and shared path network to be functional and safe.

4.4C Maintain Council’s playgrounds to be functional and safe.

4.4D Maintain Council’s road assets (roads, kerb and gutter, retaining walls and bridges to be functional and safe).

4.4E Maintain Council’s stormwater assets to be functional and safe.

4.5A Ensure our parks and reserves have updated Plans of Management and Master Plans.

4.5B Maintain Council’s sports fields to optimise use and availability.

Manager Development and Building

Manager Development and Building

Manager Strategic Planning

Manager Strategic Planning, Head of Strategic Property

Manager Strategic Planning

Manager Strategic Planning

Executive Manager City Futures

Manager Strategic Placemaking

Manager City Technical Services

Manager Strategic Placemaking

Manager City Operational Services

Manager City Technical Services

Manager Strategic Placemaking

Manager City Operational Services

Manager City Technical Services

Manager Strategic Placemaking

Manager City Operational Services

Manager City Technical Services

Manager Strategic Placemaking

Manager City Operational Services

Manager Strategic Planning

Manager City Technical Services

Manager Strategic Placemaking

Manager City Operational Services

4.5C Maintain Council’s aquatic facilities to achieve community service delivery outcomes.

4.5D Maintain Council’s buildings to be functional and safe

4.6A Progress the construction of a new aquatic facility in the LGA.

4.7A Plan for and implement improved access to waterways and bushlands

4.8A Plan for and implement a purchasing program for property requiring compulsory acquisition identified in the comprehensive LEP.

Pillar 4 Operational Plan

Manager Strategic Placemaking Manager City Operational Services

Manager Strategic Placemaking Manager City Operational Services

Director Assets and Infrastructure

Manager City Technical Services

Manager Strategic Placemaking

Head of Strategic Property

Strategy 4.1: Manage development assessment processes to reflect the intent of local planning instruments, state planning objectives and community priorities

Code Actions

4.1A Monitor and standardise DA assessment reports and templates

4.1Ai Ensure DA assessment report templates continue to reflect current planning controls and peer review processes.

4.1Aii Ensure DA assessment templates are up to date and reflect any legislative changes and maintain peer review processes.

2025-2029 Report templates are updated as required

Manager Development and Building

2025-2029 Assessment templates are updated as required Manager Development and Building

4.1B Provide ongoing education to the community about controls to the development and building approval processes

4.1Bi Hold community information session on planning development and building sessions and ensure website is up to date. 2025-2029 Information sessions conducted / Website updated

Manager Development and Building

4.1Bii Provide and maintain up to date self-help information on Council's website. 2025-2029 Information provided and maintained Manager Development and Building

Strategy 4.2: Create local policies and initiatives to encourage a greater supply of housing diversity, quality design and sustainability principles

Code Actions Year Performance Indicator Responsibility

4.2A Develop and implement an Affordable Rental Housing Contributions Scheme.

4.2Ai Develop and implement an Affordable Rental Housing Contributions Scheme. 2025-2029 Scheme is developed and implemented

Manager Strategic Planning

4.2B Explore opportunities for affordable housing in Council redevelopments.

4.2Bi Affordable housing to be considered in conjunction with the wider property strategy associated with the Civic Precinct redevelopment.

2025-2029 Affordable housing considered Executive Manager City Futures

4.2C Develop policies to encourage diversity of housing that ensures quality design and sustainability principles

4.2Ci Commence the preparation of an update to the Georges River Local Strategic Planning Statement.

4.2Cii Prepare a Planning Proposal to amend the Georges River LEP to introduce biodiversity and character provisions.

2026-2027 Statement prepared Manager Strategic Planning

2026-2027 LEP prepared Manager Strategic Planning

4.2D Complete Master Plans for local centres that will revitalise and respond to the community’s ideas and aspirations for the future

4.2Di Complete a Master Plan for Beverly Hills Local Centre.

4.2Dii Implement the Mortdale Local Centre Master Plan.

4.2Diii Commence the preparation of a Master Plan for the Riverwood Local Centre.

4.2Div Commence the preparation of a Master Plan for the Kogarah Strategic Centre.

4.2Dv Include the recommendations of the CINAAAS for open space provision in the review of the development contributions plan.

2025-2026 Master Plan completed Manager Strategic Planning

2025-2026 Master Plan implemented Manager Strategic Planning

2025-2027 Master Plan prepared Manager Strategic Planning

2025-2027 Master Plan prepared Manager Strategic Planning

2025-2029 Open space included Manager Strategic Planning

Strategy 4.3: Plan and provide a range of appropriate public transport services such as train and bus services

4.3A Pursue State Government priority for improved public transport services to the LGA

4.3Ai Continue to lobby Transport for NSW and the Minister for Transport for improved public transport options.

4.3Aii Conduct economic modelling to explore the viability of reinstating train services to Kogarah in peak periods.

4.3Aiii Review the status of the actions from the various transport strategies that have been prepared for Council and report to Council on a yearly basis.

2025-2029 Transport options improved Executive Manager City Futures

2025-2029 Modelling conducted Executive Manager City Futures

2025-2029 Yearly reporting completed Manager Strategic Placemaking

Strategy 4.4: Plan, maintain and improve safe and connected roads, footpaths and cycleways

4.4A Increase community and road safety in Georges River Local Government Area

4.4Ai Plan for the annual traffic and transport program. 2025-2029 Planning undertaken Manager Strategic Placemaking

4.4Aii Deliver the annual traffic and transport program. 2025-2029 Program delivered Manager Strategic Placemaking

4.4Aiii Deliver the annual road safety program. 2025-2029 Program delivered Manager Strategic Placemaking

4.4B Maintain Council’s footpath and shared path network to be functional and safe

4.4Bi Deliver the capital works program for new footpaths. 2025-2029 Program delivered Manager City Technical Services

4.4Bii Plan Council’s annual capital renewal and maintenance programs for footpaths and shared paths. 2025-2029 Planning undertaken Manager Strategic Placemaking

4.4Biii Plan for Council’s new footpaths and shared paths. 2025-2029 Planning undertaken Manager Strategic Placemaking

4.4Biv Deliver the annual capital works program for footpath renewals. 2025-2029 Program delivered Manager City Technical Services

4.4Bv Undertake reactive maintenance works of Council’s existing footpath networks. 2025-2029 Reactive maintenance undertaken Manager City Operational Services

4.4Bvi Commence design of active transport and micro mobility routes within the local government area. 2025-2029 Design of routes commenced Manager Strategic Placemaking

4.4C Maintain Council’s playgrounds to be functional and safe

4.4Ci Develop the playground strategy to include new, upgrade, renewal and decommissioned playgrounds. 2025-2029 Strategy developed Manager Strategic Placemaking

4.4Cii Deliver the annual capital works program for playgrounds. 2025-2029 Program delivered Manager City Technical Services

4.4Ciii Conduct quarterly playground inspections aligned with the current requirements and deliver the annual maintenance program.

Quarterly inspected conducted Manager City Operational Services

4.4D Maintain Council’s road assets (roads, kerb and gutter, retaining walls and bridges) to be functional and safe

4.4Di Plan for Council's road assets renewal and upgrade program. 2025-2029 Planning undertaken Manager Strategic Placemaking

4.4Dii Deliver the annual capital works program for new and renewal of road assets. 2025-2029 Program delivered Manager City Technical Services

4.4Diii Undertake reactive maintenance works of Council's road assets. 2025-2029 Works undertaken Manager City Operational Services

4.4E Maintain Council’s stormwater assets to be functional and safe

4.4Ei Plan for Council’s stormwater assets renewal and upgrade program. 2025-2029 Planning undertaken Manager Strategic Placemaking

4.4Eii Deliver the annual capital works program for new and renewal of stormwater assets. 2025-2029 Program delivered Manager City Technical Services

4.4Eiii Undertake reactive maintenance works of Council’s stormwater assets. 2025-2029 Works undertaken Manager City Operational Services

Strategy 4.5: Plan, maintain and manage public parks, facilities and open spaces to provide diverse active and passive recreation options Code Actions

4.5A Ensure our parks and reserves have updated Plans of Management and Master Plans

4.5Ai Continue Plans of Management for Crown Lands in accordance with the Crown Land Management Act.

4.5Aii Prepare the Plan of Management and Master Plan for Carss Bush Park and Todd Park

4.5Aiii Commence the Plan of Management and Master Plan for the Jubilee Stadium Precinct.

4.5Aiv Commence the Plan of Management for Beverley Park Golf Course.

2025-2029 Plans of management continued Manager Strategic Planning

2025-2027 Plan of Management and Master Plan prepared Manager Strategic Planning

2025-2026 Plan of Management and Master Plan commenced Manager Strategic Planning

2025-2026 Plan of Management commenced Manager Strategic Planning

4.5B Maintain Council’s sport fields to optimise use and availability

4.5Bi Plan for Council’s sports fields renewal and upgrade program.

4.5Bii Deliver the annual capital works program for new and renewal of Council’s sports fields.

4.5Biii Undertake reactive maintenance works of Council’s sports fields.

4.5Biv Implement the two year trial of Council managed synthetic sports fields as part of the CINAAAS.

4.5Bv Complete a quality audit of open space as part of the CINAAAS.

2025-2029 Planning undertaken Manager Strategic Placemaking

2025-2029 Program delivered Manager City Technical Services

2025-2029 Works undertaken Manager City Operational Services

2025-2027 Trial implemented Manager Sport Community Facilities and Events

2025-2026 Audit completed Manager Sport Community Facilities and Events Manager Strategic Placemaking

4.5Bvi Explore options for 'informal' recreation through management of open space as part the CINAAAS.

2025-2029 Options explored Manager Strategic Placemaking

Manager Sport Community Facilities and Events

Manager Strategic Planning

4.5C Maintain Council’s aquatic facilities to achieve community service delivery outcomes

4.5Ci Develop site specific asset management plans for Council’s existing aquatic facilities.

4.5Cii Implement the asset management plan for Council’s aquatic facilities

2025-2026 Asset Management Plans developed Manager Strategic Placemaking

2026-2029 Plan implemented Manager City Operational Services

4.5D Maintain Council's buildings to be functional and safe

4.5Di Undertake annual programmed and reactive maintenance works of Council’s buildings. 2025-2029 Reactive maintenance undertaken Manager City Operational Services

4.5Dii Plan for annual capital renewal program for Council buildings. 2025-2029 Planning undertaken Manager Strategic Placemaking

Strategy 4.6: Plan for and manage collaboratively with the three spheres of government to improve community assets and facilities Code Actions

4.6A Progress the construction of a new aquatic facility in the Georges River LGA

4.6Ai Assist the NSW Government to construct a new Aquatic Facility at Carss Park. 2025-29 Construction commenced Director Business and Corporate Services Director Assets and Infrastructure

Strategy 4.7: Manage and maintain community access to local waterways and bushland

Code Actions Year Performance Indicator

4.7A Plan for and implement improved access to waterways and bushlands

4.7Ai Plan foreshore access and improvement plan actions. 2025-2029 Plans implemented Manager Strategic Placemaking

4.7Aii Plan for the implementation of associated master plans. 2025-2029 Master plans implemented Manager Strategic Placemaking

4.7Aiii Deliver the Donnelly Park Seawall. 2025-2026 Seawall delivered Manager of City Technical Services

4.7Aiv Deliver the upgraded Tom Ugly’s Fishing Platform. 2026-2027 Platform delivered Manager of City Technical Services

Strategy 4.8: Prioritise investment in infrastructure

Code Actions Year Performance Indicator Responsibility

4.8A Plan for and implement a purchasing program for property requiring compulsory acquisition identified in the comprehensive LEP

4.8Ai Acquire land for open space purposes as identified in the Local Environmental Plan. 2025-2029 Land acquired Head of Strategic Property

Pillar 4 Key Performance Indicators

Metric to be Measured

Percentage of pothole requests made safe and scheduled for repair within 48 hours.

Civil design for private works completed within timeframe > 90%

Maintain the Asset Renewal Ratio above industry benchmarks. > 100%

Percentage of occupancy across Council-owned commercial properties. > 90%

Mean gross assessment times (in days) on DAs, modifications, DA reviews. < 90

Percentage of planning proposals meeting Gateway determination timeframes. > 85%

Average gross assessment times (in days) on DAs. < 105 days

Average gross assessment times (in days) on DA Modifications, DA reviews. < 105 days

Average time (in Days) from DA lodgement to notification < 15 days

Average time from Portal lodgement to Council lodgement 7 days

Hectares of sports fields

Manager City Operational Services

Manager City Technical Services

Manager Strategic Placemaking

Head of Strategic Property

Manager Development and Building

Manager Development and Building

Manager Development and Building

Manager Development and Building

Manager Development and Building

Manager Development and Building

Projected income

Projected expenditure

PILLAR 5: OUR GOVERNANCE

Our community deserves the highest standards of ethical behaviour and accountability in all aspects of governance. Our elected officials and public servants are committed to making decisions that are not only responsible but also sustainable, ensuring financial stability and long-term wellbeing for the community.

Our community wants a governance model that prioritises ethical, accountable decision-making and values the voice of our diverse, engaged residents and visitors. We ensure that residents are consulted and actively engaged in decisions that impact their lives.

This includes collaboration with all levels of government, the private sector, and non-government organisations on projects, initiatives, and issues that affect our community.

It is essential that all levels of government make decisions that are based on evidence, with careful consideration of financial sustainability, environmental impacts, and long-term consequences for future generations. Transparency in decision-making is crucial, and the rationale behind decisions must be clear and accessible to the community.

We are committed to fostering a diverse and engaged workforce that reflects the communities we serve. Through ethical leadership, inclusivity, and collaboration, we aim to serve the aspirations of our community, protect the environment, and build a prosperous future for all.

Long-term Goal for Our Governance

We ensure transparent and ethical governance with accountable decisions, financial sustainability, and collaboration across government levels, engaged by the voices of our diverse community, for future generations.

Council Services Supporting Our Governance

Access to Information and Privacy

Business Insights

City Marketing

Commercial Property Management

Communications and Engagement

Corporate Governance

Court Attendance

Digital Services – Information Management

Economic Development

Executive Services

Financial Management

Financial Planning and Analysis

Geographical Information Systems

IMT Improvement and Support

Insurance

Integrated Planning and Reporting

Internal Audit

Legal Advice

Payroll

People and Performance

People Experience

Procurement

Records and Information Management

Revenue Management

Risk

Statutory Land/Property Management

Strategic Property Matters

Technology

Work Health and Safety

Pillar 5 Delivery Program 2025–2029

5.1A Develop an engagement program for services and facilities where regional collaboration would assist in their delivery, including those identified in the GRC Open Space, Recreation and Community Facilities Strategy.

5.1B Embed Council’s Engagement Strategy as an overarching process for all Council engagement activity.

5.2A Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfill its responsibilities under the Local Government Act and ARIC Charter.

5.2B Promote and create an ethical organisational environment with emphasis on internal controls, efficiency, effectiveness and good governance.

5.2C Maintain the focus on education, awareness and mitigation with respect to risk management and increase Council maturity in regard to Council's Enterprise Risk Management Framework.

5.2D Maintain online public registers as required under the Government Information (Public Access) Act 2009 and Designated Persons disclosure returns in accordance with Council's Code of Conduct.

5.2E Report to oversight bodies, including the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters in accordance with statutory reporting requirements.

5.3A Ensure financial decisions address the key financial sustainability risks to secure Council's immediate and long-term future.

5.4A Implement the Digital Resourcing Management Plan.

5.5A Implement a Workplace Health and Safety System to support a safe workplace.

5.5B Implement Our People Plan (Workforce Management Plan).

5.6A Implement and deliver a Councillor induction and professional development program as required by the Local Government Act 1993 to ensure Councillors are able to effectively fulfill their roles.

5.6B Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

5.6C Ensure the community are kept informed of decisions made by the elected body.

5.6D Conduct reviews of Council services in line with Council’s Service Review Program.

Executive Manager City Futures

Executive Manager City Futures

Chief Audit Executive

Chief Audit Executive

Chief Governance and Risk Officer

Chief Governance and Risk Officer

Chief Governance and Risk Officer

Chief Financial Officer

Chief Information Officer

Chief People Officer

Chief People Officer

Manager Office of the General Manager

Manager Office of the General Manager

Manager Office of the General Manager

Manager Office of the General Manager

Pillar 5 Operational Plan

Strategy 5.1: Ensure all levels of government consult and engage the community on projects, initiatives and issues which have an impact on their lives

5.1A Develop an engagement program for services and facilities where regional collaboration would assist in their delivery, including those identified in the GRC Open Space, Recreation and Community Facilities Strategy

5.1Ai Continue with shared and joint use program with Department of Education. 2025-2029 Program continued Executive Manager City Futures

5.1B Embed Council's Engagement Strategy as an overarching process for all Council engagement activity

5.1Bi Maintain on Your Say a community facing dashboard on engagement activity. 2025-2029 Community facing dashboard continued Executive Manager City Futures

5.1Bii Expand the suite of resources and training programs for Council staff to create more opportunities for community engagement. 2025-2029 Suite expanded Executive Manager City Futures

5.1Biii Establish a new baseline for Georges River website engagement and accessibility utilising new and existing analytics tools. 2025-2026 Baseline established Executive Manager City Futures

5.1Biv Deliver an innovative approach utilising a broad range of tools to enable authentic community engagement. 2025-2029 Innovative approach delivered Executive Manager City Futures

5.1Bv Develop a comprehensive community engagement report for Council's annual report. 2025-2029 Report delivered Executive Manager City Futures

Strategy 5.2: Implement a governance framework that covers ethical behaviour, financial management including procurement, risk management and access to information Code Actions

5.2A Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfill its responsibilities under the Local Government Act and ARIC Charter

5.2Ai Facilitate ARIC reports to Council on activities and functions, including an Annual Report from the ARIC Chair.

5.2Aii Facilitate renewal or replacement of ARIC independent member when required. 2025-2029 ARIC member renewed or replaced Chief Audit Executive

5.2Aiii Prepare an annual ARIC Responsibility Calendar reflecting Local Government and ARIC Charter requirements to be completed throughout the year.

prepared

5.2B Promote and create an ethical organisational environment with emphasis on internal controls, efficiency, effectiveness and good governance

5.2Bi Complete the adopted Audit Program annually.

5.2Bii Implement any mandatory internal audit guidelines issued by the OLG.

5.2Biii Consider other agencies reports (e.g. ICAC, Audit Office NSW, OLG) relating to internal controls, governance and investigations, and implement actions relevant to Council.

completed

Guidelines implemented Chief Audit Executive

Reports considered and implemented where required

5.2Biv Promote and provide governance-focused education, enhancing organisational frameworks, and implementing safeguards to ensure the Council enforces high ethical standards.

2025-2029 Education promoted and provided

Governance and Risk Officer

5.2C Maintain the focus on education, awareness and mitigation with respect to risk management and increase Council maturity in regard to Council's Enterprise Risk Management Framework.

5.2Ci Annually review Council's strategic and operational risks.

5.2Cii Review and report on the Governance and Risk Frameworks status to the Audit, Risk and Improvement Committee and the Executive Team.

2025-2029 Risks reviewed

2025-2029 Risks reviewed and reported

Governance and Risk Officer

Governance and Risk Officer

5.2D Maintain online public registers as required under the Government Information (Public Access) Act 2009 and Designated Persons Disclosure Returns in accordance with Council's Code of Conduct.

5.2Di Continue to maintain online public registers as required including gifts and benefits and Councillor disclosures of interest returns.

2025-2029 Registers maintained

Governance and Risk Officer

5.2E Report to oversight bodies, including the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters in accordance with statutory reporting requirements.

5.2Ei Continue reporting statistics to the Office of Local Government, the ICAC, NSW Ombudsman and the Information Privacy Commission in accordance with statutory reporting requirements and Council's Procedures for the Administration of the Code of Conduct and Public Interest Disclosures Reporting Policy.

2025-2029 Reporting continued

and

Strategy 5.3: Maintain a sustainable financial position balanced with demand for services and new projects by evaluating the long-term financial impacts of decisions and ensuring the current generation adequately funds the services it consumes

5.3A Ensure financial decisions address the key financial sustainability risks to secure Council's immediate and long-term future

5.3Ai Align the annual budget strategy to incorporate proposed new projects and programs, while maintaining long-term financial sustainability.

5.3Aii Ensure the annual Long Term Financial Plan adequately highlights emerging risks and outlined actions to remediate.

5.3.1 Provide reports on Council's financial assistance program, including community grants, microgrants, venue hire program, heritage grants, event grants, event sponsorship and donations program.

2025-2029 Budget aligned

2025-2029 Plan is adequate

2025-2029 Reports provided Manager Community and Early Learning Services

Strategy 5.4: Undertake effective management of digital frameworks to enable responsive and timely services and information and protect privacy

Code Actions

5.4A Implement the Digital Resourcing Management Plan

5.4Ai Implement digital transformation initiatives that improve community access to council online services. 2025-2029 Initiatives implemented

5.4Aii Enhance trust by implementing an independent information security audit program to strengthen business resilience and protect Council's data from breaches. 2025-2029 Program implemented

5.4Aiii Review Council’s Enterprise architecture to future proof and enable secure, scalable information services.

Enterprise architecture reviewed

Strategy 5.5: Implement leading people practices to create a high performing, capable and resilient workforce

Code Actions

Performance Indicator

5.5A Implement a Workplace Health and Safety System to support a workplace where our staff feel safe, supported and valued

5.5Ai Evaluate Work, Health and Safety (WHS) procedures and implement effective controls to manage WHS risks. 2025-2029 Procedures evaluated/ controls implemented

5.5B Implement the 2022-2026 Our People Plan

5.5Bi Enhance and refine Council’s Performance Excellence Program to achieve leading practices in reviewing, managing and recognising performance, fostering an environment where employees are motivated to excel in their roles. 2025-2029 Program enhanced

5.5Bii Design and implement Council's Inclusion Strategy to ensure a diverse and inclusive workplace, where everyone feels welcomed, valued and empowered to fully participate in how we achieve our mission. 2025-2029 Strategy designed and implemented

5.5Biii Refine and strengthen Council’s BENE-FIT 360 Program to drive a healthier, happier and more productive and engaged workforce, and promote Council as an employer of choice within the local government sector. 2025-2029 Program refined and strengthened

5.5Biv Implement Council's Talent Acquisition and Retention Strategy to enhance diversity and ensure the right people are placed in the right roles with the necessary skills and capabilities.

5.5Bv Redesign and implement a modern and future led flexible working scheme that embraces flexibility for success by establishing arrangements that genuinely promote flexibility across our diverse workforce.

Strategy implemented

2025-2029 Scheme implemented

5.6: Ensure decision making is evidence based

Code Actions

5.6A Implement and deliver a Councillor induction and professional development program as required by the Local Government Act 1993 to ensure Councillors are able to effectively fulfill their roles.

5.6Ai Provide ample training and development opportunities (offered both externally and internally) to ensure diversity of choice and availability.

2025-2029 Opportunities provided Manager Office of the General Manager

5.6B Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan

5.6Bi Communicate Council’s progress against the Community Strategic Plan, Delivery Program and Operational Plan.

5.6Bii Prepare an annual report on Council’s progress of implementing its Delivery Program and Operational Plan.

2025-2029 Progress reports communicated Manager Office of the General Manager

2025-2029 Annual report produced Manager Office of the General Manager

5.6C Ensure the community are informed of decisions made by the elected body

5.6Ci Recordings of all Council and Committee meetings to be available on Council's website for a period of four years (from 2021 onwards).

5.6Cii Ensure the unconfirmed minutes of each meeting of Council are published on Council's website within five business days.

2025-2029 Recordings available Manager Office of the General Manager

2025-2029 Meeting minutes published Manager Office of the General Manager

5.6D Conduct Reviews of Council’s services in line with the service review program

5.6Di Conduct a review of Council’s Fleet service.

5.6Dii Conduct a review of Council’s Grants and Financial Assistance service.

5.6.Diii Conduct a review of Council’s Records and Information (Data) Management service.

5.6Div Conduct a review of Council’s Legal service.

5.6Dv Conduct a review of Council’s Asset Management service.

5.6Dvi Conduct a review of Council’s Sports field Maintenance service.

5.6Dvii Conduct a review of Council’s Waste service.

5.6Dviii Conduct a review of Council’s Cyber Security service.

5.6Dix Conduct a review of Council’s Events service.

5.6Dx Conduct a review of Council’s Sporting Facilities Contract and Lease Management service.

5.6Dxi Conduct a review of Council’s Early Learning service (Care Options)

5.6Dxii Conduct a review of Council’s Fire Safety Statements service.

2025-2026 Conduct service review Manager Office of the General Manager

2025-2026 Conduct service review Manager Office of the General Manager

2025-2026 Conduct service review Manager Office of the General Manager

2026-2027 Conduct service review Manager Office of the General Manager

2026-2027 Conduct service review Manager Office of the General Manager

2026-2027 Conduct service review Manager Office of the General Manager

2027-2028 Conduct service review Manager Office of the General Manager

2027-2028 Conduct service review Manager Office of the General Manager

2027-2028 Conduct service review Manager Office of the General Manager

2028-2029 Conduct service review Manager Office of the General Manager

2028-2029 Conduct service review Manager Office of the General Manager

2028-2029 Conduct service review Manager Office of the General Manager

Pillar 5 Key Performance Indicators

Metric to be Measured

Actual year-to date income is no more than +/- 5% from the year-to-date approved budget

Actual year-to-date expenditure is no more than +/- 5% from the year-todate approved budget

under budget

under budget

Actual year-to-date Employee Costs are no more than 1.5% over the year-to-date approved budget < 1.5% over budget

Investment portfolio returns for the past 12 months exceed industry benchmark as disclosed by Councils investment advisor Benchmark Exceeded

Rates and annual charges outstanding

Percentage compliance with statutory and legislative reporting requirements (Office of Local Government Compliance Calendar)

Percentage of WHS < 105 days

Incident Management Corrective Actions finalised within agreed times

Percentage of Cyber Threats blocked

Cyber Threat Preparedness

Percentage of important devices on the Council's network that are fully updated 95%

Percentage of legal cases determined in accordance with Council’s corporate and strategic objectives including successful prosecutions (convictions) and/or fines for major environment offences, including tree breaches

Attempted resolution of Class 1 merit appeals by way of alternative dispute resolution such as s34 conciliation wherever possible and appropriate

Council decisions made at meetings closed to the public

Percentage of GIPPA's completed within legislated timeframe

Percentage of risks within risk appetite and tolerance levels

Council Meeting business papers to be publicly available on Council’s website at least three days prior to each meeting

Percentage of Committee Meeting business papers publicly available on Council’s website at least three days prior to each meeting

Number of registered speakers at Council Meetings

Number of registered speakers at Committee Meetings

3

Governance and Risk Officer

Development and Building

People Officer

Information Officer

Information Officer

Manager Office of the General Manager

Chief Governance and Risk Officer

Chief Governance and Risk Officer

Manager Officer of the General Manager

Manager Officer of the General Manager

5 Manager Officer of the General Manager

0 Manager Officer of the General Manager

Projected income

Projected expenditure

Evaluation

The Community Strategic Plan (CSP) is where the Delivery Program (DP) emanates from. A successful program will show clear links from the CSP and then flow down into the Operational Plan (OP) where actions are created to deliver the outcomes from the DP.

Community Strategic Plan

The community's vision for the Georges River Council area for 20252035. It also includes high level goals and strategies.

Delivery Program

Links to the CSP, delivery outcomes (principal activities) are specified for 2025-2029, to deliver the strategies and goals identified in the CSP

Operational Plan

Links to the Delivery Program, actions for the coming year are specified, which will achieve the outcomes specified in the Delivery Program

Measuring success

It is important that we track our progress against our plans and evaluate our success, as well as what we could do differently, to achieve our goals.

The community needs to be informed of Council’s progress:

• Our CSP contains 27 target items, with progress reported every 4 years in the State of Our City Report.

• The Delivery Program and Operational Plan are reported on half-yearly in the Progress Report and annually in the Annual Report.

Council monitors its performance of actions and key performance indicators in the Operational Plan through:

• Quarterly and annual financial reports to Council.

• Internal quarterly reporting to all Directors and the General Manager.

These reports can be found on Council’s website:

Progress Reports

Annual Reports

State of Our City Report

2025/26 Budget

About the Budget

The annual budget adopted by Council forms our Long-Term Financial Plan (LTFP) which is an essential tool for securing sustainability. The LTFP is guided by the principles of sound financial management set out in Section 8B of the Local Government Act 1993. These include:

1. Ensuring Council spending is responsible and sustainable, with alignment between general revenue and expenditure.

2. Investing in infrastructure that delivers long-term community benefit and is financially viable.

3. Implementing effective financial and asset management practices, including:

• performance reporting

• proactive asset maintenance

• sound funding decisions

• comprehensive risk management

4. Considering inter-generational equity by:

• evaluating the long-term financial impacts of policy decisions

• ensuring the current generation funds the services it consumes.

The 2025/26 Budget reflects Council’s commitment to long-term financial sustainability, forecasting an operating surplus of $2.3 million (excluding capital grants). This will mark the fourth consecutive year Council is projected to achieve a surplus. Rates and Annual Charges remain the primary source of income, with the Special Rate Variation (SRV) of 5.8% concluding in 2025/26. The SRV has been crucial in maintaining operating surpluses and ensuring sustainable cash levels for asset renewal and funding new assets.

While Council's financial position remains stable, projections show operating deficits over the next few years, mainly due to the conclusion of the SRV and rising cost pressures. Current results are influenced by interest income from cash investments, with 60% coming from restricted funds that cannot support general operations. The acquisition of the Carss Park Aquatic Facility introduces ongoing costs of $2 million annually. Prioritising valued services, projects, and programs will be essential to achieve financial sustainability and compliance with Council’s legislative obligations.

In order to achieve the $2.3 million surplus target, the budget has been prepared on the following strategy:

Topic Budget Strategy Details

• The budget aims to achieve an operating surplus of between $2-3 million to generate sufficient cash for Council's contribution to the Carss Park Aquatic Facility (CCL086-24).

• Service levels have been capped to align with constrained resources and achieve the operating surplus.

Financial Strategy and Budget Goals

Economic Conditions and Financial Pressures

• Budget bids of $1.5 million have been included, with over $4.5 million either reduced or deferred.

• A 4-year Capital Program Budget has now been proposed, which has expanded from the 3-year Capital Budget adopted as part of the 2024/25 Budget Strategy. The program has increased from the recently revised budget of $120.7 million, which covers 2024/25 to 2026/27, to a $150.9 million budget to occur from 2025/26 to 2028/29. Any capital works budgeted to occur in 2024/25, that do not get completed, will be added to the $150.9 million program as part of the carryover process in 2025/26.

• There has been a material shift in economic conditions, especially rising costs, which, combined with capped income and no changes to the service portfolio, result in greater financial pressures.

• A standard CPI increase of 3.0% has been applied across income, materials, services, and expenses, though some areas are experiencing higher increases than the CPI index.

• Material income changes include a 5.8% Special Rate Variation, decreased waste-related income due to lower expenses, and a slight increase in investment returns due to healthy cash balances.

• Investment interest income is projected to be lower than current levels as projected cash rates within the economy are expected to be less favourable.

• Depreciation is forecast to increase due to construction of new assets, immaterial disposal of assets, asset condition deterioration, and the rising cost of replacement.

• Insurance premiums have been set to increase based on natural disaster, cost of replacement, new assets, and a heightened risk environment.

• Award increase is 3.0% ($1.6 million), plus Superannuation increase 0.5% to 12.0% ($300,000 annually) and Award Bonus Scheme of $1,000 ($500,000).

Employee Costs and Strategies

Income and Subsidies

• The employee cost reduction strategy has been adjusted to reflect the current financial circumstances. The previous approach of assuming a natural vacancy rate of 6.5% will now be replaced with a more structured approach, which may include managing vacancy rates (5%), holding off on some recruitment, and adjusting department budgets accordingly. This approach aims to help balance our financial goals while ensuring we continue to meet service expectations.

• Two-week Christmas shutdown that includes the provision of three grant days.

• Award increase is 3.0% ($1.6 million), plus Superannuation increase 0.5% to 12.0% ($300,000 annually) and Award Bonus Scheme of $1,000 ($500,000).

• The employee cost reduction strategy has been adjusted to reflect the current financial circumstances. The previous approach of assuming a natural vacancy rate of 6.5% will now be replaced with a more structured approach, which may include managing vacancy rates (5%), holding off on some recruitment, and adjusting department budgets accordingly. This approach aims to help balance our financial goals while ensuring we continue to meet service expectations.

• Two-week Christmas shutdown that includes the provision of three grant days.

• Council remains debt-free, with no proposed or current loans.

• Income projections are based on business as usual.

Other Considerations

• Council’s rates default level has been assumed to stay within benchmark parameters of less than 5%.

• Strategic land acquisitions for open space have not been included in the budget due to uncertainty around when these will occur. If there is an opportunity for acquisitions, these will seek the relevant budget approval in a separate report to Council.

Budgeted Income Statement

Budgeted Statement of Financial Position

Budgeted Statement of Cash Flows

Projected Restricted Cash Reserves Balances

Key Performance Indicators

(net

Capital Program Budget

The four-year program has been developed in accordance with established clear priorities. All projects included in the 2025/26 – 2028/29 Capital Program:

• Prioritise Infrastructure Renewal Programs, such as: transport, stormwater, open space, building and others

• Align to the Resourcing Strategy and Long-Term Financial Plan

• Have an identified eligible funding source(s)

• Adhere to strategic asset management principles and practices

• Link to a Plan of Management (POM), Master Plan, Council Strategy/Plan and/or Stakeholder Plan

• Support Council’s Environmental Resilience Action Plan 2022-2040.

Funding for the 2025/26 program is based on a mix of grant funding, developer contributions and external reserves, with use of internal reserves and general revenue focused on renewal programs. The following list highlights some of the projects that are being proposed for 2025/26:

• Kerb and Gutter Rehabilitation Program

• Road Rehabilitation Program

• Transport Facilities Program

• Footpath Rehabilitation and Construction Program

• Stormwater Relining Program

The following projects will continue into 2025/26:

• Olds Park Premium Sporting Facility

• Playground and Playspace Renewal Program

• Childcare Centre Building Renewals

• Hurstville Entertainment Centre Renewal

• Riverwood Turf Field Upgrade

• Donnelly Park Foreshore Protection & Environmental Enhancement

• Hedley Street Community Facility

• Tom Ugly’s Point Reserve Marine Asset Renewal

Note: Several amendments to the draft budget were adopted at the Council Meeting held on Monday, 23 June 2025. Council officers will review these changes for project costs, capacity, and scope, with recommendations for rephasing to be workshopped with the Councillors during the first quarter of the 2025/26 financial year. The budget impact of the changes will be reported back to Council at the Quarter 1 Budget Review. The information in the table below does not include these amendments.

2025/26 Budget Bids (non-business as usual) Inclusions and Deferrals

Project Title

Asset Management Plans - Major Sporting Venues - HALC; SSLC; Jubilee Stadium

Peakhurst Traffic Study (already included)

Traffic Management Study Penshurst (already included)

Traffic Study Park Road, Carlton [NM096-24]

Lack of Street Lighting along Railway Parade [NM007-25]

Sports Field Lighting planned and reactive maintenance

Douglas Cross Gardens, Oatley - repurposing of fountain area

Restoration and Conservation of Hurstville War Memorial

Public Spaces Decorative lighting – Options report

Development of a strategic and detailed business case for a multi-sport stadium in the local government area (Basketball NSW) [NM088-24].

Crown Reserves Improvement Grant (including offsetting Grant Income)

Illegal Dumping Surveillance Cameras EPA Grant (including offsetting Grant Income)

Sans Souci Park Playspace equipment replacement (Fully Grant Funded)

Websites redevelopment and Content Management System (CMS) upgrade

NSW Planning Portal Expansion

Duress Alarms

Employee Assistance Program (EAP) Onsite Wellness Consultants (expanded offering)

Training Facility Upgrade (Mortdale Depot)

Project Governance System Development

Casual Paralegal – Formal GIPA Application requests

Online/app Rostering Platform

and Infrastructure

Project

Accessible (Mobility) Parking in Georges River

Traffic Study Hurstville CBD (Resource constrained, cost would double with additional consultant)

Public Domain Plan Narwee Town Centre (Resource constrained, cost would double with additional consultant)

Beverley Park Golf Course Water Harvesting Feasibility Study

Mortdale Parking Occupancy Study (Resource constrained, cost would double with additional consultant)

Point of Sale Refresh

Technology One Development Test environment

Plotter API development

Property - Building Management System Upgrades

Project

Accessibility Widget for Website

Establishment of a "Parkcare" Program - Community Support for Pocket Forests [NM003-25]

Aboriginal Heritage Study and Management Strategy

Fleet Transition - Conventional to EV Fleet Procurements

Energy Saving Kits

Planning Agreement Assessments - Economic and Legal review

Planning Proposals Assessment

Preparation of Flora and Fauna Assessment

Fleet Transition Plan for Emissions Reduction

Heritage Asset Action Plan for 247 Princes Highway CarltonOld Kogarah Inn

Heritage Study to review heritage items in the GRLEP 2021 and identify any potential new items across the whole LGA

LSPS Review - Community Engagement Consultants

Combined Plan of Management (PoM) for Tom Ugly’s Point Reserve, Dover Park East, Shipwrights Bay Reserve.

Asset Action Plan for Carss Bush Park

Plan of Management (PoM) for Claydon Reserve.

Plan of Management for Oatley Point Reserve

Project Title

Innovation Programming

Accessways - Gnarbo Lane

Accessways - Oatley Bay Memorial Boardwalk

Accessways Design & Upgrade Program

Accessways Terry St

HALC Gym Equipment Replacement and Minor Works

HALC Spa Filter Replacement and Minor Works

Hurstville Aquatic Leisure Centre-Mechanical and electrical renewal works

Bus Stop Upgrade Program

Jack High Child Care Centre - Outdoor & Building Improvement

Oatley West Childcare - Rectification Works

Oatley West Childcare - Replacement of Passenger Lift

Penshurst Long Day Care- Refurbishment of Kitchen, Bathrooms, Nappy Change Area

Repair of subflooring at South Hurstville Kindergarten

Hurstville House Aircon Upgrade

Kogarah Civic Centre - Boiler and Services Upgrade

Mortdale Depot & Waste Management Facility

Donnelly Park Foreshore Protection & Environmental Enhancement

Footpath Renewals

Oatley Community Hall – Lower Level Meeting Rooms at 61 Oatley Avenue, Oatley

Transform Oatley Bowling Club site Masterplan works - Grant

Passenger Vehicle purchases

Project Title

Gifford Park - Permanent Sporting, Amenities & Storage

Hurstville Civic Centre - Mechanical Renewal Works

Hurstville Entertainment Centre - Replacement of goods lift

Hurstville Entertainment Centre Renewal

Hurstville Museum & Gallery - Demolish and replace Storage Shed and Shelter

Hurstville Museum & Gallery-Building - external restoration

Hurstville Senior Citizens Sewer Replacement

Jubilee Stadium - Eastern Toilet Block Replacement

Jubilee Stadium Flooring Replacement and Minor Works Project

Carss Bush Park Playspace Upgrade stage 2

Peakhurst Park Adventure Playspace

Playground replacement program - same as rejuvenation program

Playspace Rejuvenation Program - Bridgeview Reserve

Playspace Rejuvenation Program - Croot

Playspace Rejuvenation Program - Ruby wing

Playspace Rejuvenation Program - HV Evatt Design and construct

Kerb and Gutter Program

and refurbishment of safety barriers along roadways

Rose St - Forest Road Traffic Works

Program

Traffic Program - Carrington & Warwick

Beverley Park Water Sensitive Urban Design Implementation

Stormwater Improvement Works Program

Lime Kiln Bay WSUD

Park Rd Kogarah Bay Drainage Works

Fence Replacement

Marine Infrastructure Northcote

Marine Infrastructure Sans Souci Fishing

Oatley Park Security Measures (name and scope change from Oatley Park Fence)

Street Bridge (Road Asset)

Project Title

Large Print - Library Asset Account

Local History - Library asset Account

Non Fiction standing Orders - Library - Asset Account

Reference - Library Asset account

Special Collections

Toys and Equipment - Library Asset Account

Hurstville Entertainment Centre New Chairs

Fire Safety and building defect upgrades for Hurstville Library

Kogarah Strategic Centre Master Plan

Riverwood Master Plan Stage 1

Sports Fields Lighting Upgrade Program

Ken Rosewall Tennis Centre Courts Resurfacing Program

Streetscape Program - Penshurst Public Domain Embellishments

Industrial Property Purchase

Residential Investment - Apartment Complex Purchase for Affordable Housing Purposes

Hurstville Plaza and Georges River Civic Centre lighting upgrades

Jack High Long Day Care - additional refurbishment works to indoor and outdoor environment to support best practice inclusion services

Culture

Culture

Rating and Revenue Policies

Rating Structure

Council’s rates revenue is regulated by the NSW Government and this arrangement is known as rate pegging. Rate pegging limits the amount that Council can increase its total annual rates revenue from one year to the next. Any increases above the rate peg, require approval by the Independent Pricing and Regulatory Tribunal (IPART) and are known as a Special Rate Variation.

Following extensive consultation with the community over a number of years, Council received formal approval from IPART on its New Rates application in May 2021. The New Rates application included:

• Retaining the expiring former Hurstville City Council’s Special Rate Variation

• Increasing Council’s total rate income from 1 July 2021 to 30 June 2026 to maintain service standards (Special Rate Variation of 5.8% per year for five years)

• A single, fair, equitable and consistent rating system for the entire Georges River Area

• Identifying $12 million in ongoing savings over the three-year period from 2022/23 to 2024/25 ($4 million per year).

Alternatives to the New Rates application were explored with the community and Council. There was no support for a larger increase, a reduction in services and/or reduction of staff levels. The rate increase was the only feasible option to maintain existing levels of service. Without the rate increase, Council’s financial position was significantly challenged.

Any new/expanded services, a larger capital works program or additional staffing level would require an additional Special Rate Variation, or corresponding reduction to the current service portfolio/levels to offset.

This year (2025/26) is the last rating year that Council will be applying the Special Rate Variation of 5.8% to increase its total annual rates revenue from the previous year.

Land Values

The NSW Valuer General is an independent statutory officer that issues new land values to councils at least every 3 years to use in calculating and distributing Council’s annual rates revenue fairly across ratepayers.

Rates can only be calculated and applied after the Valuer General provides Council with a land valuation under the Valuation of Land Act 1916.

This year (2025/26) will be the third rating year Council is applying the land values undertaken on 1 July 2022.

Changes to land valuations will impact on the distribution of rates payable by individual households or businesses. Though increases/decreases in land values do not necessarily lead to similar increases/decreases in rates. The change in rates depend on how a land value changed relative to other properties in the same rating category and the increase to Council’s overall rates revenue permitted by IPART.

Non-rateability

Council deems land to be non-rateable strictly in accordance with Sections 555 and 556 of the Local Government Act 1993 (LG Act) and Section 123 of the Local Government (General) Regulation 2021.

Categorisation of landResidential and business categories

Council determines rating categories for rating purposes in accordance with Sections 514-529 of the LG Act and the Local Government (General) Regulation 2021.

The LG Act allows for rateable land to be categorised in one of four categories – residential, business, farmland and mining. All rateable land within this LGA is categorised as either residential or business.

As noted within Section 518 of the LG Act, land that does not satisfy the criteria to be deemed residential, farmland or mining will be categorised and rated as business. The business category applies to land that is used for industrial and commercial operations and can also include car spaces and storage lots.

The rating category is stated on Annual and Supplementary Rate notices. It is determined by plans approved under a development application, building application, occupation certificate or other more relevant information.

Business sub-categories are applicable to all rateable properties categorised as Business in our LGA and are determined based on whether the land is located within a defined centre of activity.

The boundary of the business sub-category are shown on the maps located within this document and are also available on Council’s website at www.georgesriver.nsw.gov.au/Landvaluations-rating-categories.

Mixed development properties

There are instances where a property is used for both residential and business purposes. Section 518B of the LG Act allows Council to calculate and apply both residential and business rates for one property (mixed use apportionment) in accordance with the determination provided by the Valuer General under Section 14BBA of the Valuation of Land Act 1916.

If applications for a mixed-use apportionment are submitted to and approved by the Valuer General NSW, Council will be advised of the residential/business portions to enable a mixed-use rating to be calculated and applied.

Change of category for rating purpose

Land categories may be reviewed by Council at any time, if we believe the current categorisation may be incorrect or the property use has changed, or when requested by a property owner.

Council may request further information and/or access to inspect the property to assist with making this determination.

Applications for a change in categorisation of land for rating purposes must be made on the approved form that can be found on Council’s website. The ratepayer will be formally advised in writing of the outcome and where applicable, will receive an updated annual or supplementary rate notice.

Ratepayers with a property that is used for both a business and residential purpose should also make an application for a change in categorisation of land for rating purposes on the approved form if they wish to change from one category to mixed use rating.

Rating new parcels of land

Upon registration of a new strata plan, deposited plan or consolidation with the Office of the Registrar General and following receipt of supplementary valuations from the Valuer General, Council can calculate and apply rates and charges on a pro-rata basis from the first day of the financial quarter after the subdivision or consolidation was registered.

Conversely, an adjustment of rates and charges applied will occur in respect of the land that existed prior to the registration of the new plan to reflect that rates and charges are only payable on that land up until the date new charges were charged on the new land.

Any remaining credit or debit balances will be apportioned evenly across the new parcel/s of land in the registered plan.

The application of pro-rata rates and charges is consistent with quarterly instalment billing as per Section 562 of the LG Act. Council will issue a notice for the new parcel/s for the current rating year.

Postponement of rates

Where a property is used as a single dwelling but, due to zoning or permitted use has a land value that reflects the potential use rather than the actual use, we will provide a postponement of rates in accordance with Section 591 of the LG Act. These postponed rates, together with the accrued interest, are written off after five years unless the use of the property changes and rates become payable at that point.

Aggregation of land parcels (lots) for the purposes of ordinary rates – rating of car spaces and storage lots

Where a lot for a strata unit includes part lots for car and/or storage lots, only one rateable valuation exists and therefore only one rate is calculated on the total value of the unit, car and storage lots.

Where car and/or storage lots are separately titled, they attract their own unit entitlement and rateable value separate from the strata unit. In this circumstance, Council may allow the unit entitlements to aggregated and a single rate to be levied on the combined rateable value in accordance with Section 548A of the LG Act, subject to the limitations below.

• All lots are used in conjunction by the occupier of the unit (the Lots are not leased out separately)

• The ownership of each lot is exactly the same on the certificate of title

• The lots are within the same strata plan.

• A maximum of 2 car spaces or storage facilities can be aggregated.

The recalculation of rates and charges on the combined rateable value will commence from the first day of the next financial quarter after Council receives the application and payment of the applicable fee.

Refund of overpayments

Refunds may be made on request for overpayments. Requests for refunds on payments made in advance for instalments may be subject to a refund fee.

Rate Structure Summary

The following table provides a summary of the 2025/26 rates structure. This includes the Special Rate Variation of 5.8% as approved by IPART.

For the 2025/26 financial year, the base date for land values is 1 July 2022.

Debt Management and Hardship policy

The LG Act and related regulations require Council to assist in effective and efficient collection of the rates and annual charges, while being responsive and supportive to those ratepayers who are suffering genuine financial hardship.

Recovery of overdue rates and charges

Rates and charges will be deemed overdue when the due date for instalment has passed, and payment has not been received. Where an instalment is overdue, Council may commence recovery action, either directly or via its debt recovery agent.

Council may commence legal recovery action to recover the overdue rates and charges in accordance with Section 695 of the LG Act, and any costs incurred in this regard will be recoverable from the ratepayer.

Pensioner rebate policy

Council provides a reduction to rates and charges for eligible pensioners under Section 575 and 582 of the LG Act. Eligible pensioners are entitled to a rebate of up to 50% of their combined rates and domestic waste management charges, up to a maximum $250 of which 55% is State Government funded and 45% Council funded.

The Statutory Pensioner Rebate can only be granted to eligible pensioners for the current financial year and will only backdate up to 12 months before the date of application. Eligibility is reviewed regularly with Services Australia.

Interest on Overdue Rates

Interest is charged on all overdue rates and annual charges in accordance with section 566(3) of the LG Act. Council will adopt the maximum interest rate permitted by the Minister for Local Government for the 2025/26 financial year.

Hardship Assistance

Council has a Debt Management and Hardship Policy to support residents and businesses within our community experiencing genuine financial hardship.

The following assistance options can be sought through an application to Council:

• Extension of due date and interest free periods

• Development of a payment plan, instalment plans or deferral plans

• Waiving or reducing accrued interest

Businesses renting the property and seeking rates relief will require their landlord to apply to Council for hardship assistance.

Rating Classification Maps

The below maps are also available on Council’s website at georgesriver.nsw.gov.au/Land-valuations-rating-categories

Business Sub-Category – Strategic Centres

Business Sub-Category – Major Shopping Complex

Business Sub-Category – Industrial

Business Sub-Category – Industrial

Business Sub-Category – Industrial

Business Sub-Category – Local

Business Sub-Category – Local

Business Sub-Category – Local

Waste management charges

Waste management services are provided on a full cost recovery basis. Costs are determined by contractor charges, Council costs and overheads necessary to manage the service. During 2025/26, Council will continue to levy a charge for residential waste management services, to recover the actual cost of the services.

Domestic waste charges will be levied on each residential rateable property for which the service is available, even if the service is not used, in accordance with Section 496 of the LG Act.

Commercial waste services are levied on non-residential properties where the service is requested, in accordance with Section 501 of the LG Act. Services acquired part way through the year will have their waste charges levied on a pro-rata basis. All waste management charges are listed below:

Stormwater management service charge

The Stormwater management service charge for 2025/26 is levied under Section 496A of the LG Act (as amended). The annual charges have been set in accordance with the Local Government Amendment (Stormwater) Act 2005 and are as follows:

The Stormwater Management Service Charge will raise an estimated yield of $1.2 million in 2025/26.

Section 611 Local Government Act – Annual Charges

Section 611 of the Local Government Act, 1993 permits Council to charge persons who benefit from having private facilities on, above or under public land. Council has a number of commercial arrangements captured under this provision and will continue to charge these in 2025/26 financial year.

Loan borrowing

Council does not currently plan to borrow additional funds during the 2025/26 financial year

Schedule of business or commercial activity

Council undertakes activities of a commercial nature for which we receive a return, including leasing agreements for golf clubs and rental properties. However, these activities have not been identified as either Category One or Category Two businesses under competitive neutrality guidelines.

Pricing goods and services

Each fee that we charge is in accordance with the following principles and revised each year by the Executive and the elected Council.

The pricing principles currently applied include:

Cost Recovery

Includes the recovery of employee and material costs directly related to the provision of the service

External Cost Price is determined by an external party carrying out the service or works

Subsidised (Partial Cost)

Pricing Council elects to recover only a portion of the costs of providing the service

Rate of Return Pricing

Prices are set to recover a surplus that can be directed into capital improvements or other services

Market Pricing Prices are set at a similar amount to like services within the community

Legislated Pricing Prices are set to comply with legislation

Council’s Schedule of Fees and Charges is available as a separate document.

Georges River Council acknowledges the Bidjigal people of the Eora Nation, who are the Traditional Custodians of all lands, waters and sky in the Georges River area. We pay our respect to their Elders past and present and extend that respect to all Aboriginal and Torres Strait Islander peoples who live, work and meet on these lands.

For more information on this document, please visit georgesriver.nsw.gov.au

Georges River Civic Centre

Corner MacMahon and Dora Streets, Hurstville

Phone

9330 6400

Email mail@georgesriver.nsw.gov.au

Postal address PO Box 205, Hurstville NSW 1481

georgesriver.nsw.gov.au