Delivery Program 2025-2029
Operational Plan
2026-2027
GEORGES RIVER COUNCIL
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: Hand with Clay Passport, Walk on Country
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Table of Contents 2
Acknowledgement of Traditional Owners
27
The Five Pillars and Long-Term Goals
4
Our Vision, Mission and Values
29
PILLAR 1: OUR COMMUNITY
6
Our Georges River Community
30
Delivery Program and Operational Plan
9
About the Georges River Local Government Area
37
PILLAR 2: OUR GREEN ENVIRONMENT
10
Message from the Mayor
38
Delivery Program and Operational Plan
11
Message from the General Manager
43
PILLAR 3: OUR ECONOMY
12
Our Councillors
44
Delivery Program and Operational Plan
14
Our Organisation
47
PILLAR 4: OUR BUILT ENVIRONMENT
15
Our Services
48
Delivery Program and Operational Plan
16
Strategic Risks
55
PILLAR 5: OUR GOVERNANCE
18
Integrated Planning and Reporting Framework
56
Delivery Program and Operational Plan
20
Resourcing The Plan
62
2026/27 Budget
22
Community Engagement
73
Rating and Revenue Policies
24
Organisations we work with
26
How to Read This Document
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GEORGES RIVER COUNCIL
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.
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GEORGES RIVER COUNCIL
Our Georges River Community POPULATION 163,919
an increase of 1.35% or 2,177 persons since 2024
4,274
174,158
Persons per square kilometre
DEMOGRAPHICS
Our population forecast for 2046
LANGUAGES
19%
a lower proportion of children under 17yrs, compared to 21.8% for Greater Sydney
53.2%
of people spoke a language other than English at home
23.2%
a higher proportion of persons aged 60+, compared to 20.5% for Greater Sydney
22.2%
46%
of residents spoke Mandarin (12.8%) or Cantonese (9.4%) at home, making Chinese languages the most common languages spoken at home
21,125
5.7%
of the people in our area were born overseas, compared with 38.6% in Greater Sydney
persons or 13.9% of our population were born in China
of the population spoke Nepali at home _ the third most spoken language after Mandarin and Cantonese
8,748
persons or 5.7% of our population were born in Nepal
5.2%
of the population spoke Greek at home
2.4%
were born in Hong Kong
0.7%
3.7%
of the population spoke Arabic at home
Aboriginal and Torres Strait Islander population
Source: 2021 Australian Census of Population and Housing; Population sourced from idcommunity Estimated Resident Population 2025 & Population Forecast
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ECONOMY
HOUSING 58,970
50,266
total dwellings
local jobs were sustained in the Georges River economy, with 85,562 employed residents in 2024, an increase of 3.6% from the prior year
49%
Of the 43,393 total local workers in our area,
44.5% were males
of dwellings were medium and high density
55.6% were female,
33%
17,533
of our residents were renting
local businesses, with the largest industry (by employment) being health care and social assistance
31%
of dwellings had a mortgage
15,528
local jobs were generated by the health care and social assistance sector
TRANSPORT An estimated wealth of
10.2%
$8.94 billion
of residents used public transport to get to work
in gross regional product (GRP) was generated by businesses, organisations, and individuals working in the area in the year ending June 2024
EDUCATION 0.8%
increase of GRP from the previous year and representing 1.13% of the state's gross state product (GSP)
34%
of residents had a university or higher education
Source: 2021 Australian Census of Population and Housing and idcommunity
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About the Georges River Local Government Area The Georges River Local Government Area sits on the traditional lands of the Bidjigal people of the Eora Nation, who have cared for the land and waterways for millennia. Located in southern Sydney, the Georges River area spans 38 square kilometres and includes suburbs: Allawah, Beverly Hills, Beverley Park, Blakehurst, Carlton, Carss Park, Connells Point, Hurstville, Hurstville Grove, Kingsgrove, Kogarah, Kogarah Bay, Kyle Bay, Lugarno, Mortdale, Narwee, Oatley, Peakhurst Heights, Peakhurst, Penshurst, Riverwood, Sans Souci and South Hurstville. Georges River is a diverse and vibrant community, with people from more than 100 nationalities calling the area home. Nearly half of our residents were born overseas, and over half speak a language other than English at home, reflecting the area’s rich cultural diversity. The region offers an exceptional outdoor lifestyle, with beautiful waterways, bushland, parks and open spaces. Popular destinations include Carss Bush Park and Oatley Park, along with a range of sporting facilities that support an active and connected community. Georges River also features thriving local centres, with a wide range of dining, shopping and services. Kogarah is a key health and research hub, home to St George Hospital, while Hurstville serves as the main retail and civic centre. With a range of housing options, strong community connections and a safe, welcoming environment, Georges River offers a high quality of life for people at all stages of life.
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Message from the Mayor
including collaboration with Paddle Australia and the hosting of a Mental Health Gala Dinner. These initiatives strengthen Georges River’s profile, attract investment, and reinforce our commitment to community wellbeing. Council’s Grants and Donations program continues to prioritise partnership and shared outcomes. By working alongside grassroot organisations, Council leads initiatives like the No Domestic Violence Walk that educate the community, raise awareness, and promote positive social change. Strategic planning and evidence based decision making continue to deliver practical outcomes for the community. The Playground and Playspace Strategy will guide investment and renewal over the next ten years, ensuring equitable access to high quality facilities, while strengthened engagement with the Georges River Council Sports Advisory Committee is helping shape a coordinated, community-led approach to sport and recreation planning. Council is proud to share the significant improvements in Council’s development assessment performance, with a 40 percent reduction in Development Application assessment timeframes. Earlier engagement with applicants and consistent planning policy continue to deliver more efficient, high quality outcomes for the community.
I am pleased to present Georges River Council’s Delivery Program 2025–2029, alongside the Operational Plan and Resourcing Strategy for the 2026– 2027 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 continues to support the social, cultural and economic development of the Georges River area year-round. Strong leadership, strategic planning and the collective effort of our community allows us to continue delivering practical outcomes that directly address local needs.
Environmental sustainability and access to community facilities remain key priorities for Council. With Carss Park Pool on track for community use in late 2027, and new planning controls being progressed to strengthen biodiversity and environmental outcomes, Council is delivering improved environmental protection and greater community involvement in shaping local areas. These planning controls are informed by expert Foreshore Character and Biodiversity studies, along with extensive community consultation. This ensures future development responds to both environmental values and local character. Council’s Bin Rollout Program has also delivered tangible outcomes. More than 125,000 new bins have been rolled out across the LGA, supported by smart technology that enables Council to better monitor collections, optimise routes and respond more effectively to service needs. Importantly, these efficiencies have helped Council contain costs, with Georges River Council the only council in Greater Sydney to reduce the waste collection fee. This demonstrates how investment in smarter infrastructure can deliver both environmental and financial benefits for the community. Georges River Council remains committed to delivering initiatives that create positive, lasting change. Through collaboration, innovation, and strong community partnerships, we continue to build a city that is inclusive, sustainable, and responsive to the needs of our residents now and into the future.
Our events remain a cornerstone of community connection and cultural pride. Signature events including our Lunar New Year Festival and Uncontained Arts Festival highlight our diversity and growing national reach. A strong and diverse local economy underpins a resilient community. This year, Council supported economic growth through targeted partnerships and place based initiatives,
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Elise Borg Mayor
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Message from the General Manager
perspectives are brought into the frame. This shared approach supports transparency, informed decision making and strengthens trust in how priorities are set and delivered. A significant focus of the plan is on delivering tangible, everyday benefits for residents, businesses and visitors. This is reflected in Council’s Capital Works Program, which continues to prioritise the renewal and enhancement of local infrastructure that people rely on daily. Investment in roads, buildings, open spaces and public facilities supports safer, more accessible neighbourhoods and contributes to a sense of local pride and identity. Importantly, this program also strengthens the resilience of our infrastructure in the face of a changing environment. Equity and inclusion remain key, ensuring Council services, facilities and programs are accessible to our community. At the same time, the plan supports long term growth by balancing current service delivery with future planning, enabling Council to respond to population change and evolving community expectations.
I am proud to present Georges River Council’s Delivery Program 20252029 and Operational Plan 2026/27, which sets out Council’s four year strategic direction. It includes our key service delivery, capital works and financial commitments for the year ahead. The plan provides a clear and responsible roadmap focused on stability, confidence and sustainable growth, ensuring we continue to deliver meaningful and practical outcomes while building a resilient, inclusive and connected community.
Together, the Delivery Program and Operational Plan represents more than a set of actions and budgets, it is a shared commitment to responsible stewardship, strong partnerships and meaningful outcomes for our community. It reflects a unified organisation working with Councillors, staff and the community to deliver with integrity, transparency and purpose. By maintaining financial discipline, investing in our places and people, and planning thoughtfully for the future, Georges River Council is well positioned to support a resilient, inclusive and confident Council both now and in the years ahead.
David Tuxford General Manager
Central to the Delivery Program and Operational Plan is a proposed budget that delivers a surplus of $2.0 million. Adopting a budget with a surplus is an important foundation for long term financial sustainability. It ensures we can continue to deliver essential services, maintain and renew community assets, and respond to emerging priorities without placing undue pressure on future ratepayers. This disciplined financial approach allows Council to plan with confidence and resilience. The Delivery Program has been shaped through the input of community voices, as well as Councillors and staff. It recognises that strong outcomes are achieved when different
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Our Councillors Blakehurst Ward
Councillor Oliver Dimovski odimoski@georgesriver.nsw.gov.au M: 0456 897 528
Councillor Kathryn Landsberry klandsberry@georgesriver.nsw.gov.au M: 0419 984 934
Councillor Natalie Mort nmort@georgesriver.nsw.gov.au M: 0499 522 200
Hurstville Ward
Councillor Nancy Liu nliu@georgesriver.nsw.gov.au M: 0400 681 188
Councillor Leon Pun lpun@georgesriver.nsw.gov.au M: 0490 388 752
Councillor Ben Wang bwang@georgesriver.nsw.gov.au M: 0499 366 888
Kogarah Bay Ward
Mayor, Councillor Elise Borg eborg@georgesriver.nsw.gov.au M: 0477 222 089
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Councillor Thomas Gao tgao@georgesriver.nsw.gov.au M: 0435 307 232
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Deputy Mayor, Councillor Sam Stratikopoulos sstratikopoulos@georgesriver.nsw.gov.au M: 0438 750 355
GEORGES RIVER COUNCIL
Mortdale Ward
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 Christina Jamieson cjamieson@georgesriver.nsw.gov.au M: 0431 833 609
Peakhurst Ward
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 Peter Mahoney pmahoney@georgesriver.nsw.gov.au M: 0419 374 727
BEVERLY HILLS KINGSGROVE NARWEE
RIVERWOOD
HURSTVILLE PEAKHURST
HURSTVILLE WARD
PENSHURST
MORTDALE WARD MORTDALE
KOGARAH
SA LT
EK
PEAKHURST WARD
N PA
CR
E
BLAKEHURST WARD
ALLAWAH SOUTH HURSTVILLE
BEVERLEY PARK
KOGARAH BAY WARD
HURSTVILLE GROVE
PEAKHURST HEIGHTS OATLEY WEST
KOGARAH BAY
OATLEY LUGARNO
CARLTON
CARSS PARK CONNELLS POINT GEORGES RIVER
KYLE BAY
BLAKEHURST
SANS SOUCI SANS
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Our Organisation
General Manager
Assets and Infrastructure Directorate
Business and Corporate Services Directorate
Community and Culture Directorate
Environment and Planning Directorate
Office of the General Manager
Assets and Traffic
Commercial Property
Community Impact
Development and Building
City Futures
City Presentation and Operations
Finance
Cultural Engagement and Library Services
Environment, Health and Regulatory Services
Executive Services
City Technical Services
Governance and Risk
Early Learning and Child Safety
Strategic Planning
General Counsel
Information Management Technology
Sport and Community Facilities
People and Culture
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Internal Audit
GEORGES RIVER COUNCIL
Our Services Council is committed to the continuous improvement of service delivery. The Service Review Program provides a structured framework to assess the efficiency, effectiveness and relevance of services, ensuring they meet community needs and deliver value for money. Through this process, Council evaluates service performance, identifies opportunities for improvement, and aligns resources with strategic priorities. The program supports informed decision‑making, strengthens organisational performance, and reinforces Council’s commitment to accountability and sustainable service delivery. The services being reviewed as part of the Delivery Program 2026-2029 are:
2025/26
2027/28
•
Tree Management
•
Asset Management
•
Grants and Financial Assistance
•
Waste
•
Records and Information (Data) Management
•
Cyber Security
2026/27
2028/29
•
Sports Field and Facilities Maintenance
•
Sporting Facilities Contract and Lease Management
•
Hurstville Entertainment Centre
•
Events
•
Fire Safety Compliance
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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
Pillar impacted
Custodian
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.
All Pillars
Director BACS
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.
Pillar 5 - Our Governance
Director BACS
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 considers the impacts of climate change and severe weather events.
All Pillars
Director A&I
4. People and Culture: Council may be unable to sustain a financially viable, skilled, and future-ready workforce capable of meeting evolving service demands, potentially impacting service delivery, organisational resilience, and strategic outcomes.
Pillar 5 - Our Governance
Director BACS
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.
Pillar 2 - Our Green Environment
Director E&P
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.
Pillar 3 - Our Economy
Executive Manager City Futures
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.
Pillar 5 - Our Governance
Director BACS
8. Social Cohesion: Failure to identify and/or respond to the changing socioeconomic needs of our community. Social cohesion erosion and growing socioeconomic gap negatively impacting social stability, individual well-being, and economic productivity.
Pillar 2 - Our Community
Director C&C
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Pillar 5 - Our Governance
Pillar 3 - Our Economy
General Counsel
GEORGES RIVER COUNCIL
Strategic Risk Description
Pillar impacted
Custodian
9. Housing Infrastructure: Council fail to facilitate housing and development that aligns with the community’s growing needs and expectations in relation to climate change impacts and severe weather events, high quality design and amenity, and density co-located with infrastructure.
Pillar 2 - Our Green Environment
Director E&P
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
Pillar 1 - Our Community
11. Liability Claims: Failure of Council to address increase in liability claims against Council through an absence of identifying emerging risk areas and a lack of ability to address through considered mitigation strategies. This includes the failure to action advice or recommendations from Council’s insurers, which may result in reduced coverage, denial of claims, or being uninsured.
Pillar 5 - Our Governance
Director BACS
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.
All Pillars
Director BACS Director A&I
Pillar 4 - Our Built Environment Director E&P
Pillar 2 - Our Green Environment
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GEORGES RIVER COUNCIL
Integrated Planning and Reporting Framework Council’s strategic planning is governed by the NSW Office of Local Government’s (OLG) Integrated Planning and Reporting Framework. This ensures Council activities and services are planned and resourced in a coordinated and transparent way. Ongoing monitoring and reporting ensures accountability and continued alignment. The diagram below, modified from OLG, illustrates the relationship of plans, strategies and reporting.
State Plans and Strategies
Relevant Regional Plans and Priorities
JO Statement of Strategic Regional Priorities
Community Strategic Plan
Resourcing Strategy
For example: Disability Inclusion Action Plan Local Strategic Planning Statement Environmental Strategies
Our People Plan Long-Term Financial Plan Asset Management Strategy and plans Digital Strategy
Delivery Program Community Engagement Strategy May include Community Participation Plan
Operational Plan
Annual Report
ongoing monitoring and review
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ongoing monitoring and review
Other Council Strategies and Plans
GEORGES RIVER COUNCIL
Integration and Evaluation
Community Strategic Plan (The Plan) 2025–2035
10 Years
The Plan is the highest level planning document and articulates the aspirations and long term goals of the community. It is prepared by Council on behalf of the community, following extensive consultation. Progress towards The Plan is reported in the State of Our City Report, at the end of the Council term.
Delivery Program 2025–2029
4 Years
The program aligns to the term of the elected Council. It specifies the principal activities that will be delivered during the term, to realise the long term goals of The Plan. Progress is reported every 6 months, in the Half Year / Full Year Progress Report.
Operational Plan 2026/27
1 Year
The annual plan details actions that will be undertaken during the financial year, to achieve the principal activities of the Delivery Program and the long term goals of The Plan. It includes routine operations and projects, and financial information. Progress is reported every 6 months, in the Half Year / Full Year Progress Report.
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GEORGES RIVER COUNCIL
Resourcing The Plan The Resourcing Strategy integrates with the Delivery Program and articulates how the Council activities will be resourced, by way of finance, assets, people and technology. The components are:
Long-Term Financial Plan (LTFP)
Our People Plan
The LTFP of Council presents a financial projection of the longer-term outlook of its operations, that considers known and projected events over the next 10 years and compiles the best estimates of its operating results and financial position.
Our People Plan, previously the Workforce Management Plan, identifies the people requirements, including skills and employment practices, needed to implement our Delivery Program which is informed by the Community Strategic Plan.
These projections form a roadmap of the operations and give Council an opportunity to:
The 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.
•
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
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 long-term 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.
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Digital Strategy The Digital Strategy sets out the framework for planning, delivering and managing Council’s digital systems and technology over the next four years. It identifies the capabilities and systems required to support the Delivery Program and improve service delivery to the community. Recognising that technology underpins almost every Council service, the strategy outlines a coordinated approach to enhancing digital systems for both the community and staff, based on current capability and future needs. A key component is the review and potential replacement of Council’s core enterprise system, which will shape organisational capability and service delivery over the long term.
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Community Engagement Community engagement is a key part of Council’s Integrated Planning and Reporting framework. The Delivery Program 2025-29 and Operational Plan 2026/27 implement the priorities of the Community Strategic Plan 2025-2035, which was developed on behalf of the community, following extensive consultation.
What is community engagement? Community engagement is how Council talks with and listens to people about issues and decisions that affect their everyday lives, including their homes, businesses and neighbourhoods. It means sharing information and asking for feedback using online tools, printed materials and face-to-face activities like workshops and community pop-ups. Engagement helps Council learn about local ideas, concerns and opportunities so projects, services and policies work better for the community, and more people have a chance to participate.
How do we engage? Council uses its Community Engagement Policy, Community Engagement Strategy 2026–2036 and Engagement Framework to guide how and when the community is involved. The Engagement Framework, based on best practice guidelines, sets out five levels of participation: inform, consult, involve, collaborate and empower.
Who do we engage with? Council engages with people and groups who live, work, study or own property in the Georges River Local Government Area, as well as visitors and others who may be affected by Council decisions.
When do we engage? Some engagement is required under the Environmental Planning and Assessment Act 1979 and the Local Government Act 1993. Council also engages when it is developing or changing policies, services, infrastructure, facilities, long-term plans and community programs.
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Our Engagement Framework
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Organisations We Work with 2connect 3 Bridges Advance Diversity Services Asian Women at Work Australian Library Information Association Audit Office NSW Australian Signals Directorate Australian Taxation Office Cyber Security Centre
Institute of Public Works and Engineering Independent Commission Against Corruption (ICAC) Jubilee Community Services
Kingsway Community Care
St George Chinese Services Network
Kogarah Community Services
St George Collaborative: Community Action Group
Koori Interagency Kurranulla Aboriginal Corporation
Business Chamber South (Previously St George Business Chamber)
Metropolitan Land Council
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
Museums and Galleries NSW
St George Dementia Alliance St George Domestic Violence Committee St George Elder Abuse Collaborative
National Library of Australia
St George Sutherland Shire Employment
NSW Anti-Racism Working Group
Sydney Water Corporation
NSW Environment Protection Authority
Training and Action Network
NSW Food Authority
St George Youth Network
NSW Local Government Multicultural Network
State & Federal Governments
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
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St George & Sutherland Mental Health Interagency St George and Sutherland Dementia Alliance
Local Government NSW
Committee for Sydney
Spark Festival
Kingsgrove Community Aid
Bayside Council
Canterbury Bankstown Council
Organisation of Council’s (SSROC)
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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 The Benevolent Society Transport for NSW Water NSW Welcoming Cities Network Wesley Mission
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How to Read This Document PILLAR 1: OUR COMMUNITY Long-Term Goal We all enjoy a safe and healthy life connected by a diverse and vibrant cultural community with a strong sense of belonging and heritage.
Services Community and Social Policy
Library Operations
Community Capacity Building
Library Programs
Community Property
Long Day Care
Cultural Services
Preschool
Customer Experience Improvement
Public Art
Customer Experience Operations
Place Naming
Environmental Health
Regulatory Services (Rangers)
Events
Sporting Facilities Contract and Lease Management
Financial Assistance Management
Sports Fields and Open Space Management
Heritage Conservation
Venues for Hire
Long-Term Goal: Determined by the 10 year Community Strategic Plan (The Plan).
Library Customer Experience
Delivery Program and Operational Plan Strategy 1.1: Provide and support community events that connect people and reflect the diversity of our communities Code
Actions
Year
Performance Indicator
1.1A
Deliver a high-quality program of events and festivals, guided by Council’s Events and Festivals Charter, Guide and Toolkit
Responsibility
Manager Community Impact 1.1Ai
Implement the Permit, Plug, Play program, supporting community events with new equipment.
2026-2027
Usage of new equipment
Manager Community Impact
1.1Aii
Implement Events and Festival Charter Plan.
2026-2029
Events participation
Manager Community Impact
≥ 80% customer satisfaction with events
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Strategy: Determined by The Plan. High level way we will achieve 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 Actions: the 1 year actions that will be completed, to contribute to the 4 year activity.
GEORGES RIVER COUNCIL
The Five Pillars and Long-Term Goals
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.
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PILLAR 1: OUR COMMUNITY Long-Term Goal We all enjoy a safe and healthy life connected by a diverse and vibrant cultural community with a strong sense of belonging and heritage.
Services Community and Social Policy
Library Operations
Community Capacity Building
Library Programs
Community Property
Long Day Care
Cultural Services
Preschool
Customer Experience Improvement
Public Art
Customer Experience Operations
Place Naming
Environmental Health
Regulatory Services (Rangers)
Events
Sporting Facilities Contract and Lease Management
Financial Assistance Management Heritage Conservation Library Customer Experience
Sports Fields and Open Space Management Venues for Hire
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Delivery Program and Operational Plan Strategy 1.1: Provide and support community events that connect people and reflect the diversity of our communities Code
Actions
Year
Performance Indicator
Responsibility
1.1A
Deliver a high-quality program of events and festivals, guided by Council’s Events and Festivals Charter, Guide and Toolkit Manager Community Impact
1.1Ai
Implement the Permit, Plug, Play program, supporting community events with new equipment.
2026-2027
Usage of new equipment
Manager Community Impact
1.1Aii
Implement Events and Festival Charter Plan.
2026-2029
Events participation
Manager Community Impact
≥ 80% customer satisfaction with events 1.1B
Maximise Jubilee Stadium's community and economic value as a venue for major events Manager Sport and Community Facilities
1.1Bi
Prepare and submit DA to extend the event program at Jubilee Stadium to include entertainment, cultural and community events.
2026-2029
Development Consent determined
Manager Sport and Community Facilities
Strategy 1.2: Provide a range of accessible services, facilities and programs that respond to social issues and foster community wellbeing Code
Actions
Year
Performance Indicator
Responsibility
1.2A
Plan and deliver community infrastructure to meet current and future population needs, by implementing the Community Infrastructure Needs Assessment and Acquisition Area Strategy (CINAAAS) Manager Assets and Traffic
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.
2026-2029
Complete analysis
Manager Assets and Traffic
1.2Aii
Investigate feasible locations for a new asset cluster in the western part of the Georges River LGA to improve equitable distribution.
2026-2029
Investigation finalised
Manager Assets and Traffic
1.2B
Improve inclusion and access for people with disability by implementing the Disability Inclusion Action Plan Manager Community Impact
1.2Bi
30
Deliver and report on the Disability Inclusion Action Plan 2026-2030.
2026-2029
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
Initiatives supporting community participation for people with disability
Manager Community Impact
GEORGES RIVER COUNCIL
1.2C
Support community wellbeing by delivering and reporting on Council's Financial Assistance Program Manager Community Impact
1.2Ci
Implement financial assistance program (grants, sponsorships and donations) and capacity‑building initiatives to support community applicants.
2026-2029
Enhanced grant‑seeking capability and community reach
Manager Community Impact
1.2D
Support, celebrate and empower Aboriginal and Torres Strait Islander peoples and communities living, working and learning in the Georges River area, through the implementation of Council's Aboriginal and Torres Strait Islander Strategy Manager Community Impact
1.2Di
Implement the Aboriginal and Torres Strait Islander Action Plan, supporting continuing connection to culture.
2026-2029
Actions implemented
Manager Community Impact
1.2E
Foster social cohesion and respond to the evolving socio-economic needs of the Georges River community Manager Community Impact
1.2Ei
Review the Social Justice Charter and implement associated plans (e.g. homelessness and domestic and family violence) to advance equity and support vulnerable communities
2026-2029
Strategies implemented to support vulnerable communities
Manager Community Impact
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
Year
Performance Indicator
Responsibility
1.3A
Advance Georges River libraries as community hubs for information, culture, creativity and opportunity, serving and strengthening our diverse community, through implementation of the Libraries 2030 Strategy Manager Cultural Engagement and Library Services
1.3Ai
Provide opportunities for the community to engage with and contribute to the preservation of community heritage and history.
2026-2029
Opportunities provided
Manager Cultural Engagement and Library Services
1.3Aii
Provide opportunities for the community to access literacy, lifelong learning and social inclusion through library programs, outreach, collections and services.
2026-2029
Opportunities provided
Manager Cultural Engagement and Library Services
1.3Aiii
Update library spaces to meet State Library NSW Guidelines and community expectations.
2026-2029
1.3B
Optimise use, access and long term sustainability of Council venues and sporting facilities
≥ 80% customer satisfaction with Library Services Community satisfaction with library spaces
Manager Cultural Engagement and Library Services
Manager Sport and Community Facilities 1.3Bi
Implement the recommendations of the Venues and Facilities Service Review.
2026-2029
Recommendations implemented
Manager Sport and Community Facilities
≥ 80% customer satisfaction with Council’s venues for hire ≥ 60% utilisation of Council’s venues for hire (Tier A and B)
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1.3Bii
Implement the Optimising Community Use and Facilities Access Plan.
2026-2029
Plan implemented ≥ 70% customer satisfaction with seasonal sports allocation
Manager Sport and Community Facilities
≥ 60% utilisation of Tier 2 Synthetic Sports Fields during peak times 1.3Biii
Optimise the use of Council community properties to support diverse, accessible and responsive service provision that meets current and emerging community needs.
2026-2029
≥ 85% occupancy of Council’s community properties.
Manager Sport and Community Facilities
1.3C
Uphold our commitment as a child-safe organisation, putting children first and keeping them safe in our community Manager Early Learning and Child Safety
1.3Ci
Implement Council’s Child Safe Action Plan to progress capacity‑building and best‑practice child‑safe initiatives
2026-2029
Initiatives implemented and staff participation in capacity‑building
Manager Early Learning and Child Safety
Strategy 1.4: Provide and support programs that promote arts and culture Code
Actions
Year
Performance Indicator
Responsibility
1.4A
Develop and support the arts and culture, through implementation of the Create Georges River Cultural Strategy Manager Cultural Engagement and Library Services
1.4Ai
Provide public art that reflects the cultural identity of the community.
2026-2029
Programs provided
Manager Cultural Engagement and Library Services
1.4Aii
Provide opportunities for the community and creative workforce to develop creative skills through inclusive programs, events and spaces.
2026-2029
Opportunities provided
Manager Cultural Engagement and Library Services
1.4Aiii
Evaluate community perception, participation and satisfaction regarding the arts.
2026-2029
Community engagement and survey conducted
Manager Cultural Engagement and Library Services
1.4Aiv
Provide a diverse range of exhibitions and events at Hurstville Museum & Gallery and other Council spaces.
2026-2029
Exhibitions and events provided
Manager Cultural Engagement and Library Services
≥ 80% customer satisfaction with Museum & Gallery
Strategy 1.5: Provide programs, services and activities that address health and safety issues Code
Actions
Year
Performance Indicator
Responsibility
1.5A
Protect community safety by implementing a Fire Safety Program, that requires buildings to comply with essential fire standards Manager Environment, Health and Regulatory Services
1.5Ai
32
Implement actions to ensure compliance with NSW Government directions on external combustible cladding and Council's Fire Safety Audit program.
2026-2029
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Actions implemented
Manager Environment, Health and Regulatory Services
GEORGES RIVER COUNCIL
1.5B
Protect community safety and promote compliance through effective delivery of regulatory services Manager Environment, Health and Regulatory Services
1.5Bi
1.5C
Implement annual regulatory programs, to ensure compliance with relevant legislation and to address community safety concerns.
2026-2029
Regulatory programs implemented ≥ 75% of environmental pollution complaints responded to within two business days
Manager Environment, Health and Regulatory Services
Safeguard public health by implementing programs for food premises, skin penetration premises and regulated systems Manager Environment, Health and Regulatory Services
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.
2026-2029
Public health programs implemented 100% of food premises inspected annually
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
Enhance our Early Learning Services to meet the needs of our community, through implementation of the Early Learning Services Strategy 2021-2031 Manager Early Learning and Child Safety
1.6Ai
Deliver high quality education and care to meet the needs of children and their families.
2026-2029
≥ 90% utilisation of Council’s Early Learning Centres
Manager Early Learning and Child Safety
≥ 80% Customer satisfaction with Early Learning Centres 1.6Aii
Develop a plan to achieve a consistent operating model and naming conventions across Council's early learning centres with similar service types, including cost benefit analysis for any significant changes to hours.
2026-2027
Plan developed and naming convention implemented
Manager Early Learning and Child Safety
1.6Aiii
Implement a plan to achieve a consistent operating model and naming conventions across Council's early learning centres with similar service types.
2027-2029
Implement plan
Manager Early Learning and Child Safety
1.6Aiv
Investigate and introduce multi-modes of care across existing centres.
2026-2027
Multi-modes of care introduced
Manager Early Learning and Child Safety
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.
2027-2029
Business case developed
Manager Early Learning and Child Safety
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Strategy 1.7: Provide programs and events that promote, support and celebrate local heritage and history Code
Actions
Year
Performance Indicator
Responsibility
1.7A
Protect and enhance heritage and local character by retaining and conserving heritage items within the Georges River Local Government Area Manager Strategic Planning
1.7Ai
Review heritage controls in the Georges River Development Control Plan 2021.
2026-2027
Controls reviewed
Manager Strategic Planning
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.
2026-2029
Study undertaken
Manager Strategic Planning
1.7Aiii
Conduct yearly Heritage Building Grants Programs.
2026-2029
Program conducted yearly
Manager Strategic Planning
1.7Aiv
In conjunction with the Heritage Building Grants Program, conduct information sessions for owners of heritage listed properties.
2026-2029
Sessions conducted
Manager Strategic Planning
Strategy 1.8: Provide positive experiences across all customer interactions for our community and visitors Code
Actions
Year
Performance Indicator
Responsibility
1.8A
Deliver a consistent, high-quality customer experience across all services, by implementing the Customer Experience Strategy
Manager Community Impact 1.8Ai
Review and update Customer Experience Charter to provide customers with excellent and responsive services
2026-2027
Updated charter based on recent customer data
Manager Community Impact
≥ 80% overall Customer Experience Rating ≥ 80% customer first call resolution ≥ 80% of customer contact requests actioned within 48 hours
1.8Aii
Collaborate across units to streamline high use council services
2026-2029
Initiatives implemented to increase ease of interacting with council
Manager Community Impact
1.8Aiv
Review escalation processes to improve initial complaint outcomes
2026-2027
Complaint escalations minimised
Manager Community Impact
≥ 90% of complaints completed within agreed times 1.8Av
Deliver annual Customer Excellence Training.
2026-2029
Increase customer excellence training organisation-wide ≥ 80% customer satisfaction with faceto-face interaction at Council operated facilities ≥ 80% of correspondence responded to within 14 days
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Manager Community Impact
GEORGES RIVER COUNCIL
1.8Avi
Create the Customer Experience Strategy 2027-2032.
2026-2027
Strategy created based on recent customer data
Manager Community Impact
1.8Avii
Implement Customer Experience Strategy 2027-2032.
2027-2029
Strategy implemented
Manager Community Impact
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PILLAR 2: OUR GREEN ENVIRONMENT Long-Term Goal We conserve resources and maintain sustainable, healthy ecosystems with accessible natural spaces, supporting biodiversity and protecting waterways for future generations.
Services 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
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Delivery Program and Operational Plan Strategy 2.1: Identify and apply initiatives to reduce energy and water usage Code
Actions
Year
Performance Indicator
Responsibility
2.1A
Protect and enhance the natural environment by reducing Council’s environmental impact and empowering others to do so, through implementation of the Environmental Resilience Action Plan 2022–2040 Manager Environment, Health and Regulatory Services
2.1Ai
Implement and report on the progress of the Environmental Resilience Action Plan 2022-2040
2026-2029
Actions implemented and progress reports prepared
Manager Environment, Health and Regulatory Services
Strategy 2.2: Ensure that waste is managed as a resource with minimal negative impacts from its disposal Code
Actions
Year
Performance Indicator
Responsibility
2.2A
Achieve sustainable waste management outcomes by implementing the Waste Strategy 2021–2040 Manager Environment, Health and Regulatory Services
2.2Ai
Implement and report on the progress of the Waste Strategy 2021-2040
2026-2029
Actions implemented and progress reports prepared
Manager Environment, Health and Regulatory Services
Percentage of waste customer requests responded to within 48 hours ≥ 98% 2.2B
Increase community participation in sustainable waste and recycling practices through targeted education initiatives Manager Environment, Health and Regulatory Services
2.2Bi
Implement the annual Waste Education Program
2026-2029
Program implemented
Manager Environment, Health and Regulatory Services
Strategy 2.3: Encourage local communities to participate in environmental protection and sustainability initiatives Code
Actions
Year
Performance Indicator
Responsibility
2.3A
Reduce community environmental impact by delivering education programs focused on energy efficiency, waterway protection, waste reduction and climate action Manager Environment, Health and Regulatory Services
2.3Ai
38
Implement activities to educate the community on reducing energy consumption and protecting the environment
2026-2029
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Environmental sustainability education activities provided each year
Manager Environment, Health and Regulatory Services
GEORGES RIVER COUNCIL
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
Year
Performance Indicator
Responsibility
2.4A
Reduce the community's exposure to natural disaster risk by implementing policies and procedures that address these risks Manager Assets and Traffic
2.4Ai
Implement the Canterbury Bankstown/Georges River Bushfire Management Plan
2026-2029
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)
2026-2029
Plan implemented
Executive Manager City Presentation and Operations
2.4Aiii
Develop the floodplain risk management strategy and plans
2026-2029
Strategy and plans developed
Manager Assets and Traffic
Strategy 2.5: Implement programs and activities to ensure that local bushland and waterways are healthy and biodiverse Code
Actions
Year
Performance Indicator
Responsibility
2.5A
Advance the health and amenity of the Georges River, through active representation on Georges Riverkeeper Manager Environment, Health and Regulatory Services
2.5Ai
Support the Georges Riverkeeper on an ongoing basis to progress joint programs for the benefit of the Georges River
2026-2029
Support provided
Manager Environment, Health and Regulatory Services
2.5B
Protect the scenic character of the foreshore by developing and implementing appropriate planning controls Manager Strategic Planning
2.5Bi
Progress the planning proposal to amend the Georges River LEP to introduce biodiversity and character provisions
2026-2029
Status of inclusions into the planning proposal
Manager Strategic Planning
Strategy 2.6: Adopt and promote measures to increase the tree canopy, bushland and reinstate our biodiversity including endemic flora and fauna Code
Actions
Year
Performance Indicator
Responsibility
2.6A
Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area Executive Manager City Presentation and Operations
2.6Ai
Maintain the Significant Tree Register for the Local Government Area
2026-2029
Register maintained
Manager Environment, Health and Regulatory Services
2.6Aii
Deliver the annual tree maintenance program in line with the requirements outlined in the Tree Management Policy
2026-2029
Maintenance program delivered
Executive Manager City Presentation and Operations
2.6Aiii
Deliver annual tree planting program
2026-2029
≥160 street trees planted each year
Executive Manager City Presentation and Operations
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2.6Aiv
Ensure all approvals for the removal of public trees and the Tree Replacement Program are aligned with Council's Tree Management Policy
2026-2029
Approvals aligned
2.6Av
Implement the recommendations of the Tree Management Service Review
2026-2029
2.6B
Protect, conserve and enhance the natural environment by implementing Council’s Bush Regeneration Program
2:1 ratio of public trees planted to public trees removed 100% of recommendations implemented within agreed timeframes
Executive Manager City Presentation and Operations Executive Manager City Presentation and Operations
Manager City Technical Services 2.6Bi
Implement the annual Bush Regeneration Program
2026-2029
≥40 hectares of active bush regeneration activities
Manager City Technical Services
≥5000 native plants including trees, shrubs and ground covers planted to improve habitat, biodiversity and bushland ≥3000 volunteer hours associated with Bushcare activities 2.6Bii
40
Implement the high priority recommendations of the Biodiversity Study 2021 including preparing a Biodiversity Strategy.
2026-2029
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
Recommendations implemented
Manager Environment, Health and Regulatory Services
GEORGES RIVER COUNCIL
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PILLAR 3: OUR ECONOMY Long-Term Goal We create a strong vibrant, sustainable local economy with innovative, green retail and business hubs offering clean amenities and diverse goods and services.
Services CBD and Town Centre Cleansing City Marketing Community Facilities Cleansing and Maintenance Economic Development Placemaking Strategic Planning and Policy
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Delivery Program and Operational Plan Strategy 3.1: Support local businesses to help protect jobs and create employment opportunities Code
Actions
Year
Performance Indicator
Responsibility
3.1A
Effectively advocate for Georges River local government area, to state and federal government and other agencies, through the development and implementation of an Advocacy Plan Executive Manager City Futures
3.1Ai
Develop an Advocacy Plan for Council.
2026-2027
Plan developed
3.1B
Drive local economic growth by completing and implementing a new Economic Strategy
Executive Manager City Futures
Executive Manager City Futures 3.1Bi
Complete a new Economic Strategy
2026-2027
Strategy completed
Executive Manager City Futures
3.1Bii
Implement the actions of the new Economic Strategy
2027-2029
Actions implemented
Executive Manager City Futures
3.1Bii
Engage with the Economic Leaders and stakeholders within the Georges River LGA
2026-2029
Three annual meetings scheduled and held
Executive Manager City Futures
3.1C
Grow innovation in the region by building strategic tertiary partnerships Executive Manager City Futures
3.1Ci
Build strategic partnerships with tertiary and industry stakeholders that support future investment and collaboration opportunities in the region
2026-2029
Partnerships developed
Executive Manager City Futures
Strategy 3.2: Identify and implement initiatives to grow the night-time economy across the council area Code
Actions
Year
Performance Indicator
Responsibility
3.2A
Grow a vibrant and safe night-time economy by delivering programs that activate town centres after hours
Executive Manager City Futures 3.2Ai
44
Support night-time economy growth, through inclusions in the Economic Development Strategy
2026-2027
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
Actions are included in the new Economic Development Strategy
Executive Manager City Futures
GEORGES RIVER COUNCIL
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
Year
Performance Indicator
3.3A
Ensure town centres and public spaces are functional and safe
Responsibility
Executive Manager City Presentation and Operations
3.3Ai
Undertake annual programmed and reactive cleansing of town centres and public spaces
2026-2029
Annual cleansing and maintenance work undertaken
Executive Manager City Presentation and Operations
100% of commercial centres cleaned daily ≥ 80% of reported graffiti removed within 5 days
Strategy 3.4: Encourage and support place-based events and activities to activate town centres Code
Actions
Year
Performance Indicator
Responsibility
3.4A
Create thriving places by implementing and promoting long-term place-based initiatives Manager Assets and Traffic
3.4Ai
Continue to implement place-based public domain initiatives across the Georges River Local Government Area
2026-2029
Place-based initiatives implemented
Manager Assets and Traffic
Strategy 3.5: Implement greening and planting initiatives in town centres Code
Actions
Year
Performance Indicator
Responsibility
3.5A
Improve the amenity and attractiveness of town centres by implementing greening and planting initiatives Manager Assets and Traffic
3.5Ai
Identify areas for increased greening and creation/ improvement of open space in our town centres
2026-2029
Town centres improved
Manager Assets and Traffic
Strategy 3.6: Protect employment growth and services during land rezoning processes Code
Actions
Year
Performance Indicator
Responsibility
3.6A
Revitalise and strengthen commercial centres by implementing the recommendations of the Commercial Centres Strategy Manager Strategic Planning
3.6Ai
Continue the work of the Commercial Centres Strategy for all centres within the Georges River Local Government Area (Part 2).
2026-2029
Commercial Centres Strategy work continued
Manager Strategic Planning
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PILLAR 4: OUR BUILT ENVIRONMENT Long-Term Goal We develop a high-quality, liveable and sustainable built environment with affordable housing, excellent urban design, and access to recreation facilities.
Services Asset Management Building Assessment Capital Works Program Delivery Civil Engineering Design Civil Works Maintenance
Park Maintenance including CBD Gardens Planning Agreements Planning Certificates Planning Proposal Assessment
Council Structure Maintenance
Plans of Management and Master Plans over Council’s Parks and Reserves
Development Advisory
Public Amenities Cleaning
Development Assessment
Sports Field Maintenance
Development Compliance
Sporting Facilities, Contract and Lease Management
Council Building Maintenance
Development Contributions Heavy Vehicle, Plant and Passenger Fleet Maintenance
Stormwater Management Strategic Asset Management
Local Strategic Planning Statement
Strategic Planning and Policy
Maintenance of GRDCP 2021
Strategic Property
Maintenance of GRLEP 2021
Street Sweeping
Maintenance of Major Sporting Venue Sports Turf
Traffic Advisory Committee
Open Space Public Play Equipment Safety Audits and Maintenance
Traffic and Transport
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Delivery Program and Operational Plan Strategy 4.1: Manage development assessment processes to reflect the intent of local planning instruments, state planning objectives and community priorities Code
Actions
Year
Performance Indicator
Responsibility
4.1A
Deliver timely, high-quality development application assessment that provides a positive customer experience Manager Development and Building
4.1Ai
Process and determine development applications within statutory and target timeframes while providing responsive customer service throughout the assessment process
2026-2029
≤ 95 days average gross assessment time for DAs ≤ 95 days average gross assessment time for DA Modifications and DA reviews
Manager Development and Building
≤ 15 days average time from DA lodgement to notification ≤ 7 days average time from portal lodgement to Council lodgement 4.1Aii
Implement actions identified in the Ministerial Action Plan and internal Service Review to support improvement in the DA service
2026-2029
100% of actions completed on time
4.1B
Increase community understanding of development and building approval processes
Manager Development and Building
Manager Development and Building 4.1Bi
Provide clear information and guidance to the community on development and building approval processes
2026-2029
100% of refusals offered feedback and recommendations
Manager Development and Building
4.1Bii
Provide and maintain up to date information on Council's website
2026-2029
Information reflects current legislation and processes
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
Increase affordable housing supply through the development and implementation of an Affordable Rental Housing Contributions Scheme Manager Strategic Planning
4.2Ai
Develop and implement an Affordable Rental Housing Contributions Scheme
4.2B
Support increased affordable housing options, by exploring opportunities for affordable housing in Council redevelopments
2026-2029
Scheme is developed and implemented
Manager Strategic Planning
Executive Manager City Futures 4.2Bi
Affordable housing to be considered in conjunction with the wider property strategy associated with the Civic Precinct redevelopment
2026-2029
Affordable housing considered
Executive Manager City Futures
4.2C
Encourage diversity of housing with quality design and sustainability principles, through policy development Manager Strategic Planning
4.2Ci
48
Prepare an update to the Georges River Local Strategic Planning Statement.
2027-2029
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
Statement prepared
Manager Strategic Planning
GEORGES RIVER COUNCIL
4.2Cii
Progress planning proposals in accordance with statutory timeframes
4.2D
Revitalise local centres and respond to community aspirations by completing Master Plans for key centres
2026-2029
≥ 85% of planning proposals meeting Gateway determination timeframes
Manager Strategic Planning
Manager Strategic Planning 4.2Di
Complete a Master Plan for Beverly Hills Local Centre
2026-2027
Master Plan completed
Manager Strategic Planning
4.2Dii
Implement the Mortdale Local Centre Master Plan
2026-2027
Master Plan implemented
Manager Strategic Planning
4.2Diii
Complete a Master Plan for the Riverwood Local Centre
2026-2027
Master Plan completed
Manager Strategic Planning
4.2Div
Complete a Master Plan for the Kogarah Strategic Centre
2026-2027
Master Plan completed
Manager Strategic Planning
4.2Dv
Include the recommendations of the CINAAAS for open space provision in the review of the development contributions plan
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 Code
Actions
Year
Performance Indicator
4.3A
Advocate to the State Government for improved public transport services to the LGA
Responsibility
Manager Strategic Planning 4.3Ai
Lobby Transport for NSW and the Minister for Transport for improved public transport options, to support strategic planning developments
2026-2029
Transport options improved
Manager Assets and Traffic
4.3Aii
Review the status of actions from the various transport strategies that have been prepared for Council and report on an annual basis
2026-2029
Annual reporting completed
Manager Strategic Planning
Strategy 4.4: Plan, maintain and improve safe and connected roads, footpaths and cycleways Code
Actions
Year
Performance Indicator
4.4A
Increase road and pedestrian safety across the Georges River LGA
Responsibility
Manager Assets and Traffic 4.4Ai
Plan the annual traffic and transport program and report proposals to the Local Transport Forum
2026-2029
Planning undertaken
Manager Assets and Traffic
4.4Aii
Deliver annual traffic and transport program
2026-2029
Program delivered
Manager City Technical Services
4.4Aiii
Deliver the annual road safety program.
2026-2029
Program delivered
Manager Assets and Traffic
4.4B
Ensure Council’s footpath and shared path network is functional and safe Manager Assets and Traffic
4.4Bi
Deliver the capital works program for new footpaths
2026-2029
Program delivered
Manager City Technical Services
4.4Bii
Plan the annual capital renewal and maintenance programs for footpaths and shared paths
2026-2029
Planning undertaken
Manager Assets and Traffic
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4.4Biii
Plan new footpaths and shared paths
2026-2029
Planning undertaken
Manager Assets and Traffic
4.4Biv
Deliver the annual capital works program for footpath renewals
2026-2029
Program delivered
Executive Manager City Presentation and Operations
4.4Bv
Undertake reactive maintenance works of Council’s existing footpath networks
2026-2029
≥ 90% of customer requests completed within agreed times
Executive Manager City Presentation and Operations
4.4Bvi
Commence design of active transport and micro mobility routes within the local government area
2026-2029
Design of routes commenced
Manager Assets and Traffic
4.4C
Ensure Council's road assets, including roads, kerb and gutter, retaining walls and bridges, are functional and safe Manager Assets and Traffic
4.4Ci
Plan for Council's road assets renewal and upgrade program
2026-2029
Planning undertaken
Manager Assets and Traffic
4.4Cii
Deliver the annual capital works program for road assets
2026-2029
Annual program delivered
Manager City Technical Services
4.4Ciii
Undertake reactive maintenance works of Council's road assets
2026-2029
≥ 90% of customer requests completed within agreed times
Executive Manager City Presentation and Operations
100% of pothole requests made safe and scheduled for repair within 7 days ≥ 30,000 km of roads swept 4.4Civ
Complete applications for driveway crossing and associated works
2026-2029
4.4D
Ensure Council’s stormwater assets are functional and safe
≥ 90% of applications completed within 12 weeks
Manager City Technical Services
Manager Assets and Traffic 4.4Di
Plan for Council’s stormwater assets renewal and upgrade program.
2026-2029
Planning undertaken
Manager Assets and Traffic
4.4Dii
Deliver the annual capital works program for stormwater assets
2026-2029
Annual program delivered
Manager City Technical Services
4.4Diii
Undertake reactive maintenance works of Council’s stormwater assets
2026-2029
≥ 90% of customer requests completed within agreed times
Executive Manager City Presentation and Operations
Strategy 4.5: Plan, maintain and manage public parks, facilities and open spaces to provide diverse active and passive recreation options Code
Actions
Year
Performance Indicator
Responsibility
4.5A
Improve the management of parks and reserves by ensuring updated Plans of Management and Master Plans are in place Manager Strategic Planning
4.5Ai
Continue Plans of Management for Crown Lands in accordance with the Crown Land Management Act
2026-2029
Plans of management continued
Manager Strategic Planning
4.5Aii
Complete the Plan of Management and Master Plan for Carss Bush Park and Todd Park
2026-2027
Plan of Management and Master Plan completed
Manager Strategic Planning
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4.5Aiii
Complete the Plan of Management and Master Plan for the Jubilee Stadium Precinct
2026-2027
Plan of Management and Master Plan completed
Manager Strategic Planning
4.5Aiv
Complete the Plan of Management for Beverley Park Golf Course
2026-2027
Plan of Management completed
Manager Strategic Planning
4.5B
Optimise the use and availability of Council's sports fields Manager Assets and Traffic
4.5Bi
Plan for Council’s sports fields renewal and upgrade program
2026-2029
Planning undertaken
Manager Assets and Traffic
4.5Bii
Deliver the annual capital works program for sports field assets
2026-2029
Program delivered
Manager City Technical Services
4.5Biii
Undertake planned and reactive maintenance works of Council’s sports fields
2026-2029
≥ 90% of customer requests completed within agreed times
Executive Manager City Presentation and Operations
4.5Biv
Review of the two year trial of Council management of synthetic sports fields as part of the CINAAAS
2026-2027
Trial and review completed
Manager Sport and Community Facilities
4.5Bv
Complete a quality audit of open space as part of the CINAAAS
2026-2027
Audit completed
Manager Assets and Traffic
4.5Bvi
Explore options for 'informal' recreation through management of open space as part the CINAAAS
2026-2029
Options explored
Manager Assets and Traffic
4.5C
Manager Strategic Planning
Optimise the operation and management of Council’s aquatic facilities Manager Sport and Community Facilities
4.5Ci
Develop site specific asset management plans for Council’s existing aquatic facilities
2026-2027
Asset Management Plans developed
Manager Assets and Traffic
4.5Cii
Implement the asset management plan for Council’s aquatic facilities
2026-2029
Plan implemented
Manager Assets and Traffic Executive Manager City Presentation and Operations
4.5Ciii
Develop a feasibility study for aquatic centre management options
2026-2027
4.5D
Ensure Council's playgrounds are functional and safe
Feasibility study completed by 31 October
Manager Sport and Community Facilities
Manager Assets and Traffic 4.5Di
Develop the playground strategy to include new, upgrade, renewal and decommissioned playgrounds
2026-2029
Strategy developed
Manager Assets and Traffic
4.5Dii
Deliver the annual capital works program for playgrounds
2026-2029
Program delivered
Manager City Technical Services
4.5Diii
Conduct quarterly playground inspections aligned with the current requirements and deliver the annual maintenance program
2026-2029
Quarterly inspections conducted
Executive Manager City Presentation and Operations
4.5Div
Deliver Peakhurst Park Adventure Playspace Project
2026-2028
Project completed and open to the public
Manager City Technical Services
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4.5E
Ensure Council's buildings are functional and safe Manager Assets and Traffic
4.5Ei
Undertake annual programmed and reactive maintenance works and cleansing of Council’s buildings
2026-2029
Planned maintenance undertaken ≥ 90% of customer requests completed within agreed times
Executive Manager City Presentation and Operations
100% of public amenities cleansed daily 4.5Eii
Develop the annual capital renewal program for Council buildings
2026-2029
Program developed
Manager Assets and Traffic
4.5Eiii
Deliver Olds Park Premium Sporting Facility Project
2026-2027
Project completed and open to the public
Manager City Technical Services
Strategy 4.6: Plan for and manage collaboratively with the three spheres of government to improve community assets and facilities Code
Actions
Year
Performance Indicator
4.6A
Progress the construction of a new aquatic facility in the Georges River LGA
Responsibility
Director Assets and Infrastructure 4.6Ai
Partner with the NSW Government to construct a new aquatic facility at Carss Park
2026-2028
Construction completed
Director Assets and Infrastructure Executive Manager City Futures
4.6Aii
Prioritise Council’s financial contribution to the Carss Park aquatic facility
2026-2028
Council’s financial contribution delivered in accordance with the agreed funding schedule
Director Business and Corporate Services
Strategy 4.7: Manage and maintain community access to local waterways and bushland Code
Actions
Year
Performance Indicator
Responsibility
4.7A
Improve community access to waterways and bushlands through planning and implementation of access improvements and ensuring Council’s marine and foreshore assets are functional and safe Manager Assets and Traffic
4.7Ai
Implement actions from the adopted Foreshore Access and Improvement Plan
2026-2029
Actions implemented
Manager Assets and Traffic
4.7Aii
Plan for the implementation of adopted master plans
2026-2029
Master plans implemented
Manager Assets and Traffic
4.7Aiii
Plan for the annual marine infrastructure program
2026-2029
Planning undertaken
Manager Assets and Traffic
4.7Aiv
Deliver the marine infrastructure renewal program
2026-2027
Infrastructure delivered
Manager City Technical Services
4.7Av
Deliver Tom Ugly’s Point Reserve Seawall Reconstruction project
2026-2027
Project delivered
Manager City Technical Services
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Strategy 4.8: Prioritise investment in infrastructure Code
Actions
Year
Performance Indicator
Responsibility
4.8A
Secure land identified in the comprehensive LEP for future public infrastructure and community benefit, through implementation of a purchasing program for property requiring compulsory acquisition Head of Strategic Property
4.8Ai
Acquire land for open space purposes as identified in the Local Environmental Plan
2026-2029
Land acquired
Head of Strategic Property
4.8B
Deliver a planned asset renewal program that prioritises the timely replacement and upgrade of infrastructure Manager Assets and Traffic
4.8Bi
Ensure the annual capital works program renews priority assets in accordance with the Asset Management Plans and industry benchmark
2026-2029
Asset Renewal Ratio ≥100%
Manager Assets and Traffic
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PILLAR 5: OUR GOVERNANCE Long-Term Goal 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.
Services Access to Information and Privacy
Integrated Planning and Reporting
Business Insights
Internal Audit
City Marketing
Legal Advice
Commercial Property Management
Payroll
Communications and Engagement
Employee Relations & Talent
Corporate Governance
People Experience
Court Attendance
Procurement
Digital Services – Information Management
Records and Information Management
Executive Services Financial Management Financial Planning and Analysis Geographical Information Systems IMT Improvement and Support Insurance
Revenue Management Risk Statutory Land/Property Management Strategic Property Matters Technology Work Health and Safety
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Delivery Program and 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 Code
Actions
Year
Performance Indicator
Responsibility
5.1A
Improve service outcomes through regional collaboration for shared facilities and services Manager Sport and Community Facilities
5.1Ai
Continue with shared and joint use program with Department of Education
2026-2029
Program continued
Manager Sport and Community Facilities
5.1B
Achieve consistent and meaningful community engagement by embedding Council's Engagement Strategy Executive Manager City Futures
5.1Bi
Maintain on Your Say a community facing dashboard on engagement activity
2026-2029
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
2026-2029
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
2026-2026
Baseline established
Executive Manager City Futures
5.1Biv
Deliver an innovative approach utilising a broad range of tools to enable authentic community engagement
2026-2029
Innovative approach delivered
Executive Manager City Futures
5.1Bv
Develop a comprehensive community engagement report for Council's annual report
2026-2029
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
Year
Performance Indicator
Responsibility
5.2A
Strengthen governance and accountability by facilitating the Audit, Risk and Improvement Committee (ARIC) to fulfil its responsibilities under the Local Government Act and the ARIC Charter Chief Audit Executive
5.2Ai
Facilitate ARIC reports to Council on activities and functions, including an Annual Report from the ARIC Chair
2026-2029
Report delivered to and adopted by Council
Chief Audit Executive
5.2Aii
Prepare an annual ARIC Responsibility Calendar reflecting Local Government and ARIC Terms of Reference requirements to be completed throughout the year
2026-2029
Calendar prepared, approved by the ARIC Chair and adopted by Council
Chief Audit Executive
5.2B
Promote an ethical, efficient and well-governed organisation by embedding strong internal controls and good governance practices Chief Audit Executive
5.2Bi
Complete the 2026/27 Internal Audit Program, as part of the adopted 4-year Strategic Work Plan
2026-2027
≥ 90% of the program completed by 30 June
Chief Audit Executive
5.2Bii
Consider other agencies reports (e.g. ICAC, Audit Office NSW, OLG) relating to internal controls, governance and investigations, and implement actions relevant to Council
2026-2029
Reports considered and implemented where required
Chief Audit Executive
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5.2Biii
Promote and provide governance-focused education, enhancing organisational frameworks, and implementing safeguards to ensure Council enforces high ethical standards
2026-2029
Education promoted and provided
Chief Governance and Risk Officer
5.2C
Reduce organisational risk exposure by maturing Council's Enterprise Risk Management Framework and focussing on education, awareness and mitigation Chief Governance and Risk Officer
5.2Ci
Annually review Council's strategic and operational risks
2026-2029
Risks reviewed
5.2Cii
Review and report on the Governance and Risk Frameworks status to the Audit, Risk and Improvement Committee and the Executive Team
2026-2029
5.2D
Uphold transparency obligations by maintaining online public registers and Designated Persons disclosure returns, in accordance with Government Information (Public Access) Act 2009 and Council's Code of Conduct
≥ 80% of risks within risk appetite and tolerance levels Risks reviewed and reported
Chief Governance and Risk Officer Chief Governance and Risk Officer
Chief Governance and Risk Officer 5.2Di
Continue to maintain online public registers as required including gifts and benefits and Councillor disclosures of interest returns
2026-2029
Registers maintained
Chief Governance and Risk Officer
5.2Dii
Process and respond to Government Information (Public Access) Act applications, in accordance with statutory requirements and Council's obligations under the Act
2026-2029
≥ 80% of GIPAs completed within legislated timeframe
Chief Governance and Risk Officer
5.2E
Meet statutory reporting obligations by reporting to the Office of Local Government and NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters Chief Governance and Risk Officer
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 Public Interest Disclosures Reporting Policy
2026-2029
100% compliance with statutory and legislative reporting requirements (Office of Local Government Compliance Calendar)
Chief Governance and Risk Officer
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 Code
Actions
Year
Performance Indicator
Responsibility
5.3A
Ensure financial decisions address the key financial sustainability risks to secure Council's immediate and long-term future Chief Financial Officer
5.3Ai
Align the annual budget strategy to incorporate proposed new projects and programs, while maintaining long-term financial sustainability
2026-2029
Budget aligned ≤±5% variance between actual year-to-date income and the approved budget
Chief Financial Officer
≤±5% variance between actual year-to-date expenditure and the approved budget ≤1.5% over the approved budget for actual year-to-date employee costs Investment portfolio returns for the past 12 months exceed industry benchmark as disclosed by Councils investment advisor
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5.3Aii
Ensure the annual Long-Term Financial Plan adequately highlights emerging risks and outlined actions to remediate.
2026-2029
100% of material emerging financial risks identified through Council’s risk assessment processes are documented in the adopted Long‑Term Financial Plan, with corresponding mitigation actions
Chief Financial Officer
5.3B
Manage Council’s commercial property portfolio to optimise financial returns, directing profits to fund community assets and services Head of Strategic Property
5.3Bi
Actively manage Council’s commercial property portfolio, including leasing, carpark operations and property transactions, to optimise financial returns, for community benefit
2026-2029
≥ 90% occupancy across Councilowned commercial properties
Head of Strategic Property
5.3Bii
Deliver key studies to inform the strategic optimisation of Council’s property portfolio, prioritising outcomes that enable the delivery of the Hurstville Precinct development
2026-2029
100% of completed studies lead to Council endorsement of the proposed redevelopment
Executive Manager City Futures
Strategy 5.4: Undertake effective management of digital frameworks to enable responsive and timely services and information and protect privacy Code
Actions
Year
Performance Indicator
5.4A
Improve digital capability and service delivery by implementing the Digital Strategy
Responsibility
Chief Information Officer 5.4Ai
Implement digital transformation initiatives that improve community access to council online services
2026-2029
Initiatives implemented
Chief Information Officer
5.4Aii
Implement an independent information security audit program, to strengthen business resilience and protect Council's data from breaches and enhance trust
2026-2029
Program implemented
Chief Information Officer
≥ 90% of cyber threats blocked ≥ 90% cyber threat preparedness ≥ 95% of important devices on the Council’s network that are fully updated
5.4Aiii
58
Review Council’s Enterprise architecture to future proof and enable secure, scalable information services
2026-2029
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
Enterprise architecture reviewed
Chief Information Officer
GEORGES RIVER COUNCIL
Strategy 5.5: Implement leading people practices to create a high performing, capable and resilient workforce Code
Actions
Year
Performance Indicator
Responsibility
5.5A
Provide a safe workplace, where staff feel supported and valued, by implementing a Workplace Health and Safety System Chief People Officer
5.5Ai
5.5B
Implement initiatives to strengthen workplace health and safety practices and reduce workplace risk, including psychosocial hazard risk management
2026-2029
Procedures evaluated/ controls implemented
Chief People Officer
≥ 80% WHS Incident Management Corrective Actions finalised within agreed times
Build workforce capacity and capability, through implementation of Our People Plan Chief People Officer
5.5Bi
Continue to enhance and embed Council’s Performance Excellence Framework to strengthen role clarity, accountability and purposeful direction for individuals, teams and the organisation
2026-2029
Program enhanced
Chief People Officer
5.5Bii
Implement Council’s Inclusion Strategy to foster a diverse and inclusive workplace where employees feel welcomed, valued and empowered to contribute to Council’s mission
2026-2029
Strategy implemented
Chief People Officer
5.5Biii
Strengthen Council’s approach to employee wellbeing and psychosocial hazard risk management through proactive initiatives that support a safe, healthy and resilient workplace
2026-2029
Initiatives implemented
Chief People Officer
5.5Biv
Implement Year Two actions of Council’s Talent Acquisition Strategy to strengthen workforce planning, improve recruitment outcomes and attract diverse talent to Council
2026-2027
Actions Implemented
Chief People Officer
5.5Bv
Implement initiatives under the Future Workplace Strategy to design and embed a modern flexible working model that supports productivity, employee wellbeing and service delivery
2026-2029
Strategy implemented
Chief People Officer
5.5Bvi
Deliver leadership capability initiatives aligned with Council’s Leadership Practices to increase the visibility, influence and impact of leaders across the organisation
2026-2029
Program enhanced
Chief People Officer
5.5Bvii
Develop an Employee Listening Framework to capture employee insights and trends that support workforce planning, forecasting and informed decision making
2026-2029
Actions Implemented
Chief People Officer
Strategy 5.6: Ensure decision making is evidence based Code
Actions
Year
Performance Indicator
Responsibility
5.6A
Strengthen councillor capability and effectiveness by delivering a councillor induction and professional development program in accordance with the Local Government Act 1993 Manager Office of the General Manager
5.6Ai
Provide ample training and development opportunities (offered both externally and internally) to ensure diversity of choice and availability.
2026-2029
Opportunities provided
Manager Office of the General Manager
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5.6B
Provide strategic accountability and transparency to the community through compliance with Integrated Planning and Reporting legislation Manager Office of the General Manager
5.6Bi
Prepare six monthly progress reports to Council on Council’s progress in implementing the principal activities detailed in the Delivery Program
2026-2029
6 monthly reports produced
Manager Office of the General Manager
5.6C
Provide transparency to the community, by communicating decisions made by the elected body Manager Office of the General Manager
5.6Ci
Ensure recordings of all Council and Committee meetings are made available on Council's website for a period of four years (from 2021 onwards)
2026-2029
Recordings available
Manager Office of the General Manager
5.6Cii
Ensure Council and Committee meeting business papers and minutes are published within required timeframes, minimise closed session decisions, and facilitate community participation through Public Forums
2026-2029
100% of Council meeting minutes (unconfirmed) published within five business days
Manager Office of the General Manager
100% of Council meeting business papers made publicly available on Council’s website at least three days prior to each meeting 100% of Committee meeting business papers made publicly available on Council’s website at least three days prior to each meeting ≤ 10% Council decisions made at meetings closed to the public ≥ 20 registered speakers at Public Forums
5.6D
Improve service efficiency and effectiveness by conducting reviews of Council services, in line with the Service Review Program Manager Office of the General Manager
5.6Di
Conduct a review of Sports Field and Facilities Maintenance
2026-2027
Service review completed by 30 June
Manager Office of the General Manager
5.6Dii
Conduct a review of Hurstville Entertainment Centre
2026-2027
Service review completed by 30 June
Manager Office of the General Manager
5.6Diii
Conduct a review of Fire Safety Compliance
2026-2027
Service review completed by 30 June
Manager Office of the General Manager
5.6Div
Conduct a review of Council’s Asset Management
2027-2028
Service review completed by 30 June
Manager Office of the General Manager
5.6Dv
Conduct a review of Council’s Waste service
2027-2028
Service review completed by 30 June
Manager Office of the General Manager
5.6Dvi
Conduct a review of Council’s Cyber Security
2027-2028
Service review completed by 30 June
Manager Office of the General Manager
5.6Dviii
Conduct a review of Council’s Events
2028-2029
Service review completed by 30 June
Manager Office of the General Manager
5.6Dix
Conduct a review of Council’s Sporting Facilities Contract and Lease Management
2028-2029
Service review completed by 30 June
Manager Office of the General Manager
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5.6E
Ensure Council operates lawfully and in the public interest through effective legal representation and sound legal advice General Counsel
5.6Ei
Protect Council and the broader community interest by ensuring Council decisions and actions comply with legislation and are effectively represented in legal proceedings
2026-2029
≥ 75% 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
General Counsel
≥ 25 Land and Environment Court Class 1 appeals managed by in-house legal counsel
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2026/27 Budget About the Budget Topic
Financial Strategy and Budget Goals
Economic Conditions and Financial Pressures
Employee Costs and Strategies
Income and Subsidies
Other Considerations
62
Budget Strategy Details •
The budget aims to achieve an operating surplus of $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.
•
Budget bids of $2.2 million have been included, with over $4.0 million either reduced or deferred.
•
A 4-year Capital Program Budget of $202.0 million has been proposed and is expected to occur between the years 2026/27 to 2029/30. Any capital works budgeted to occur in 2025/26, that do not get completed, will be added to the program as part of the carryover process in 2026/27.
•
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 4.8% Rate Variation, and a continuation of strong investment returns due to healthy cash balances.
•
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 has been assumed at 4.0%.
•
The employee cost reduction strategy has been maintained to reflect the current financial circumstances. A mandated 5% vacancy rate has been applied which can be achieved through 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.
•
Application of the IPART Rate Peg of 4.8%.
•
Eligible Fees and Charges have been set at a 3% increase to ensure cost recovery of the material cost increases.
•
Domestic waste management charges have been set to achieve full cost recovery, with no net impact on Council’s general revenue.
•
The mandatory (legislated) pensioner rebate has been maintained at $1 million.
•
Community and sporting group rental subsidies remain unchanged (approximately $1.4 million).
•
Subsidies around the Venue Hire program have increased by $40,000 due to one additional community property being included in the program (now $120,000).
•
Childcare fees have been set to comply with the Childcare Policy of cost-neutral operating budget.
•
Council remains debt-free, with no proposed or current loans.
•
Income projections are based on business as usual.
•
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.
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Budgeted Income Statement 2026/27 BUDGET
2027/28 Estimate
2028/29 Estimate
2029/30 Estimate
$'000
$'000
$'000
$'000
Rates and annual charges
139,088
144,255
149,619
155,183
User charges and fees
21,890
22,546
23,222
23,919
Other revenues
15,940
16,418
16,911
17,419
Grants and contributions - operating
8,458
8,711
8,972
9,241
Grants and contributions - capital
13,850
14,266
14,694
15,135
Interest and investment revenue
13,495
12,654
11,958
11,567
Total income from continuing operations
212,721
218,850
225,376
232,464
Employee benefits and on-costs
79,074
82,192
85,433
88,804
Materials and services
79,112
82,085
86,232
87,684
Borrowing costs
-
-
-
-
Other expenses
4,589
4,727
4,869
5,015
Depreciation
33,664
35,016
35,920
36,667
450
450
450
450
Total expenses from continuing operations
196,889
204,470
212,904
218,620
Operating result from continuing operations
15,832
14,380
12,472
13,844
Net Operating result excluding capital grants and contributions – Surplus/(Deficit)
1,982
114
(2,222)
(1,291)
Income from continuing operations
Expenses from continuing operations
Net loss from the disposal of assets
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Budgeted Income Statement by Pillar Our Community
Our Built Environment
Our Economy
Our Green Environment
Our Governance
Total 2026/27 Budget $'000
Income from continuing operations Rates and annual charges
-
1,250
-
38,548
99,290
139,088
User charges and fees
10,390
9,689
908
561
341
21,889
Other revenues
6,146
1,003
7,295
519
977
15,940
Grants and contributions - operating
1,759
2,304
25
-
4,371
8,459
Grants and contributions - capital
-
-
9,850
-
4,000
13,850
Interest and investment revenue
-
4
5,355
900
7,236
13,495
18,295
14,250
23,433
40,528
116,214
212,721
Employee benefits and on-costs
21,956
16,401
7,639
13,904
19,174
79,074
Materials and services
8,743
13,641
2,012
37,204
17,512
79,112
Borrowing costs
-
-
-
-
-
-
Other expenses
800
-
415
100
3,274
4,589
2,381
3,193
-
-
28,090
33,664
(50)
(400)
-
-
900
450
Total expenses from continuing operations
33,829
32,835
10,065
51,208
68,951
196,889
Operating result from continuing operations
(15,534)
(18,584)
13,368
(10,679)
47,263
15,832
Net Operating result excluding capital grants
(15,534)
(18,584)
3,518
(10,679)
43,263
1,982
Total income from continuing operations Expenses from continuing operations
Depreciation Net loss from the disposal of assets
64
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Budgeted Statement of Financial Position 2026/27 BUDGET
2027/28 Estimate
2028/29 Estimate
2029/30 Estimate
$'000
$'000
$'000
$'000
Cash and cash equivalents
14,571
14,599
14,098
13,718
Investments
262,274
262,783
253,765
246,931
Receivables
13,014
13,174
13,372
13,636
Inventories
194
199
205
212
Other - prepayments
1,979
1,979
1,979
1,979
Total Current Assets
292,031
292,734
283,419
276,476
14,571
14,599
14,098
13,718
1,777,189
1,859,018
1,878,584
1,900,175
29,107
29,107
29,107
29,107
Total Non-Current Assets
1,820,867
1,902,724
1,921,789
1,943,000
Total Assets
2,112,898
2,195,458
2,205,208
2,219,477
Payables
29,844
33,253
29,731
29,327
Contract liabilities
7,200
7,200
7,200
7,200
-
-
-
-
Accruals & Provisions
18,523
19,254
20,013
20,802
Total Current Liabilities
55,567
59,707
56,944
57,329
800
800
800
800
-
-
-
-
975
1,013
1,053
1,095
Total Non-Current Liabilities
1,775
1,813
1,853
1,895
Total Liabilities
57,342
61,520
58,797
59,224
2,055,556
2,133,938
2,146,411
2,160,253
Retained Earnings
1,565,349
1,643,729
1,656,201
1,670,045
Revaluation Reserve
490,207
490,209
490,210
490,208
2,055,556
2,133,938
2,146,411
2,160,253
ASSETS Current Assets
Non-Current Assets Investments Infrastructure, property, plant and equipment Investment Property
LIABILITIES Current Liabilities
Borrowings
Non-Current Liabilities Contract Liabilities Borrowings Accruals & Provisions
Net Assets EQUITY
Total Equity
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
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GEORGES RIVER COUNCIL
Budgeted Statement of Cash Flows 2026/27 BUDGET
2027/28 Estimate
2028/29 Estimate
2029/30 Estimate
$'000
$'000
$'000
$'000
Rates and annual charges
138,906
144,100
149,457
155,015
User charges and fees
21,795
22,457
23,129
23,823
Interest received
13,537
12,804
12,081
11,637
Grants and contributions
22,341
22,949
23,638
24,346
Other
15,744
16,326
16,817
17,321
Payments to employees
(78,008)
(81,423)
(84,634)
(87,973)
Payments for materials and services
(78,767)
(82,766)
(86,852)
(88,713)
-
-
-
-
Other
(4,027)
(4,238)
(4,365)
(4,497)
Net Cash from Operating Activities
51,521
50,209
49,271
50,959
Sale of investments
58,000
58,000
58,000
56,000
Proceeds from sale of IPPE
1,516
1,614
1,717
1,825
Purchase of investments
(58,000)
(58,000)
(58,000)
(56,000)
Payments for IPPE
(51,542)
(51,257)
(61,008)
(60,377)
Net Cash from Investing Activities
(50,026)
(49,643)
(59,291)
(58,552)
-
-
-
-
-
-
-
-
1,495
566
(10,020)
(7,593)
Cash and Cash Equivalents - Beginning of the Year
289,920
291,415
291,981
281,961
Cash and Cash Equivalents - End of the year
291,415
291,981
281,961
274,368
Cash Flows from Operating Activities Receipts
Payments
Borrowing costs
Cash Flows from Investing Activities Receipts
Payments
Cash Flows from Financing Activities Receipts New Borrowings Payments Repayment of Borrowings Net Cash from Financing Activities Net Increase / (Decrease) in Cash and Cash Equivalents
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Key Performance Indicators Benchmark
2026/27 BUDGET
2027/28 Estimate
2028/29 Estimate
2029/30 Estimate
0%
1.2%
0.3%
-0.8%
-0.4%
Own source operating revenue ratio (Measures Council's dependence on Grants and Contributions income)
> 60%
89.5%
89.5%
89.5%
89.5%
Unrestricted Current Ratio (Measures Council's liquidity)
> 1.5x
2.6
2.4
2.5
2.4
Debt Service Cover Ratio (Measures Council's capacity to service debt)
> 2.0x
No Debt
No Debt
No Debt
No Debt
Rates and annual charges outstanding percentage (expressed as a percentage of total rates and charges available for collection in the financial year)
< 5%
3%
3%
3%
3%
> 3 Mths
9.9
9.5
8.8
8.3
Operating Performance Ratio (Measures the extent of Council's Revenue (net of Capital Grants) coverage of Expenditure)
Cash Expense Cover Ratio (Measures Council's Cash coverage of Expenditure)
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GEORGES RIVER COUNCIL
Capital Program Budget All projects included in the 2026/27 – 2029/30 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 2026/27 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.
Capital Program
2026/27 Budget $'000
2027/28 Budget $'000
2028/29 Budget $'000
2029/30 Budget $'000
2026/27-2029/30 Capital Program $'000
Building General Infrastructure
5,916
8,715
5,430
2,076
22,137
Building Renewals
7,737
7,257
9,253
4,983
29,230
IMT & Library Resources Renewal
2,055
906
934
962
4,857
30
70
30
0
130
Open Space Renewals
10,612
12,879
11,463
10,763
45,717
Open Space General Infrastructure
5,782
4,580
5,841
5,889
22,092
Plant & Vehicle
1,800
1,854
1,910
1,967
7,530
Master Plan & LEP Program
Stormwater General Infrastructure Stormwater Renewals Transport General Infrastructure
260
0
0
0
260
3,000
3,560
2,122
2,185
10,867
890
1,324
2,849
3,874
8,937
Transport Renewal Program
10,455
10,994
11,297
11,608
44,354
Sub-Total
48,537
52,139
51,128
44,308
196,112
Capitalised Project Salaries
2,010
2,010
1,650
1,650
7,320
50,547
54,149
52,779
45,957
203,432
Total
4 Year Capital Works Program Funding Source Capital Program
Developer Contributions
Grants
Domestic Waste Reserve
Storm Water Reserve
Internal Restricted / Other Reserve
Building General Infrastructure
15,700
4,430
0
0
2,006
Building Renewals
13,120
839
750
0
14,521
IMT & Library Resources Renewal
450
0
0
0
4,407
Master Plan & LEP Program
30
0
0
100
130
Open Space Renewals
18,893
840
0
0
25,984
Open Space General Infrastructure
17,038
3,138
0
0
1,916
0
0
0
0
7,530
Stormwater General Infrastructure
0
0
0
260
0
Stormwater Renewals
0
0
0
10,867
0
5,500
418
0
0
3,019
Plant & Vehicle
Transport General Infrastructure Transport Renewal Program Sub-Total Capitalised Project Salaries Total
68
600
4,900
0
0
38,854
71,331
14,565
750
11,127
98,338
0
0
0
0
7,320
71,331
14,565
750
11,127
105,657
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
GEORGES RIVER COUNCIL
2026/27 Budget Bids (non-business as usual) Inclusions and Deferrals Project Title
Directorate
Operating Budget – Budget Bid Inclusions Acknowledgement of Country Plaques in Council’s Libraries and Customer Service Centres
Community and Culture
Additional Resourcing to Support Increase in Community Engagement
Office of the General Manager
Asbestos Register Reinspection of 241 council buildings within the Georges River LGA
Assets and Infrastructure
Biennial Independent Customer Experience Benchmarking and Assessment Program
Community and Culture
Business Chamber South - Service Level Agreement
Office of the General Manager
Companion Animal Identification and Desexing program
Environment and Planning
Council Meeting Management Solution
Office of the General Manager
Data Governance & System Consistency Review
Business and Corporate Services
Development of Asset Maintenance Schedule - Sans Souci Leisure Centre
Community and Culture
Electric Vehicle Charging Strategy
Environment and Planning
Electronic Document Management System Content Manager Upgrade 25.4
Business and Corporate Services
Enterprise System Review - Scoping Specialist Support
Business and Corporate Services
Expand NSW Planning Portal Transaction Range
Business and Corporate Services
External Service Review
Office of the General Manager
Flood Study 3 year program
Assets and Infrastructure
Hurstville Civic Precinct Planning Proposal Review
Business and Corporate Services
Hurstville Golf Course - Development Application - Function Room Expanded Use
Community and Culture
HV Evatt Trail Upgrades
Assets and Infrastructure
Illegal Dumping Surveillance Camera Program
Environment and Planning
Implement CXOne call centre platform to Council sports, parks and entertainment bookings team.
Community and Culture
Implement Keyless Access System for New Community Centres
Community and Culture
Jubilee Stadium - Development Application Preparation
Community and Culture
Jubilee Stadium – Replacement of end-of-life function furniture
Community and Culture
Local Heritage Building Grants 26/27
Environment and Planning
Market Valuations of Council's Twenty-Nine (29) Sporting Amenities Facilities
Community and Culture
NBN Connection to Hurstville Plaza Screen
Business and Corporate Services
Online Reference Check Tool
Business and Corporate Services
Operation G.O.A.T. (Grazing On Adverse Terrain Weed Management Trial)
Assets and Infrastructure
Outsourced Management of WeChat and Red Note Social Media Channels
Office of the General Manager
Payable - Self-Service Flexible Rates and Receivables Payment Solution
Business and Corporate Services
Pedestrian Lighting Upgrade (existing lights) based on Updated Australian Standard Safety Issue
Assets and Infrastructure
Playground Repair Budget Increase (Total budget of $220,000)
Assets and Infrastructure
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Project Title
Directorate
Point of Sale Modernisation and Integration Project
Business and Corporate Services
Risk mitigation Ahead of Grant Funding Approval for Lunar New Year Festival
Community and Culture
Road and Kerb Condition Assessment Including Pavement Markings
Assets and Infrastructure
Stormwater Investigations
Assets and Infrastructure
Time and Attendance and Workforce Scheduling System
Business and Corporate Services
Tool to Manage Essential 8 Compliance - Endpoint Central
Business and Corporate Services
Translation of Key Council Documents Into Community Languages and Easy Read English
Community and Culture
Tree Management
Assets and Infrastructure
Tree Planting Strategy to Achieve Council's Tree Canopy Coverage Target of 40% by 2038
Environment and Planning
Tree Planting to meet Council's Tree Canopy Cover Target of 40% by 2038
Environment and Planning
Water Ride Software (automation of flood certificate generation)
Assets and Infrastructure
Penshurst Public Domain Renewal Program - Traffic Study
Assets and Infrastructure
Capital Budget – Budget Bid Inclusions Additional Hardware Variation ($50,000 added to existing Capital Program)
Business and Corporate Services
Drainage Works to manage safety risk - 5 Bibby Street
Assets and Infrastructure
Electrification of Gas Boilers in Aquatic Facilities
Assets and Infrastructure
GRC Wi-Fi Replacement
Business and Corporate Services
Hurstville Entertainment Centre - Marana Auditorium Audio Visual Equipment Replacement
Community and Culture
Hurstville Museum & Gallery building conservation works
Assets and Infrastructure
Jubilee Stadium - LED Sports lighting upgrade
Community and Culture
Jubilee Stadium - Video Screen
Community and Culture
Mortdale Streetscape Enhancements - Planter Boxes and Street Trees
Assets and Infrastructure
Merriman street, Kyle Bay - Noise Suppression Air Con and Refrigeration Plant brought forward for completion in 2025/26
Business and Corporate Services
New Drainage to manage flooding in minor rainfall events - 27 Delves St Mortdale
Assets and Infrastructure
New Theodolite for Council Surveying Equipment
Assets and Infrastructure
Oatley Park Baths Precinct Improvement Design
Assets and Infrastructure
Oatley Park Baths Precinct Improvement Construction
Assets and Infrastructure
Outdoor LED Lighting Upgrade – Hurstville Plaza and Georges River Council Civic Centre
Assets and Infrastructure
Pay and Display Parking Meter Upgrades
Business and Corporate Services
Penshurst Long Day Care Centre - Fence Replacement
Community and Culture
Penshurst Amenities Improvement Works (including toilet fit out)
Assets and Infrastructure
Penshurst Community Space (TAHE Land) - preliminary works with Transport for NSW brought forward for completion in 2025/26
Assets and Infrastructure
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DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
GEORGES RIVER COUNCIL
Project Title
Directorate
Replacement of ageing CCTV infrastructure
Business and Corporate Services
Replacement Of End-Of-Life Library Public Access Computers (Library Public Access Computers Replacement)
Business and Corporate Services
Stuart Park Fitness Station Renewal
Assets and Infrastructure
Swap access and video central system (Access and video central system replacement)
Business and Corporate Services
Synthetic Sports field resurfacing program
Assets and Infrastructure
Traffic Safety Improvements Various locations
Assets and Infrastructure
Hurstville Oval Drainage
Community and Culture
2026/27 Deferred Projects Project Title
Directorate
Operating Budget – Budget Bid Deferrals Aboriginal Heritage Study and Management Strategy
Environment and Planning
Additional Budget for Christmas Decorations in Town Centres to Balance Actuals vs Budgeted Cost.
Community and Culture
Additional Playground Operational Budget
Assets and Infrastructure
Traffic Study
Assets and Infrastructure
Change of Address Processing
Business and Corporate Services
Corporate Reporting Platform
Office of the General Manager
Enhanced Network Security and Performance via Aruba Central
Business and Corporate Services
Feasibility for Ibis Management
Environment and Planning
Flora and Fauna Condition Assessment: Half Decade Update
Environment and Planning
Full Risk Module in Pulse
Business and Corporate Services
GRC Public Toilet Strategy - Council resolution
Assets and Infrastructure
Gutter Replacement Program
Assets and Infrastructure
Hurstville Museum & Gallery Collection Insurance Valuation
Community and Culture
Inspire Your World - Image and Video Refresh
Community and Culture
Integrated Learning Library
Business and Corporate Services
Library IT Hardware & Maintenance & Repair Budget Increase
Community and Culture
Map Builder to use with Intramaps
Business and Corporate Services
Microsoft Licensing Uplift (25% Increase for 2026–2029 Renewal)
Business and Corporate Services
Open Space Data Collection and Condition Assessment
Assets and Infrastructure
P&C Chatbot and Digital Employee Assistant
Business and Corporate Services
Preservation Needs & Significance Assessments for Council’s Community Heritage Collections
Community and Culture
Public Art Maintenance and Conservation Survey
Community and Culture
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
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GEORGES RIVER COUNCIL
Project Title
Directorate
Replacement of Legacy Microsoft RDP Environment with AVD (Nerdio-Managed)
Business and Corporate Services
SharePoint - Content Manager 25.4 integration
Business and Corporate Services
Tree Replacement Inspection Program
Environment and Planning
WHS – Casual Resourcing
Business and Corporate Services
Capital Budget – Budget Bid Deferrals Belgrave St Kogarah - Warm Shell Fit out
Business and Corporate Services
Carss Park Lifesaving Hall - Accessibility Upgrades
Community and Culture
Creative Lighting in Town Centres
Assets and Infrastructure
Connelly St Carpark - Concept Design
Business and Corporate Services
Electronic signboard at Hurstville Oval
Community and Culture
Hurstville Golf Course Clubhouse Function Room - Chairs and Tables
Community and Culture
Hurstville Plaza Digital Screen Replacement
Business and Corporate Services
Hurstville House - Bathroom Renovation
Business and Corporate Services
Ken Rosewall Tennis Centre
Community and Culture
Merriman street, Kyle Bay - Noise Suppression Air Con and Refrigeration Plant
Business and Corporate Services
Microsoft Teams Rooms
Business and Corporate Services
Parkside Drive - Tennis Shelters
Community and Culture
Timothy Reserve Fitness Station and Lighting Upgrade
Assets and Infrastructure
72
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
GEORGES RIVER COUNCIL
Rating and Revenue Policies Rating Structure
Non-rateability
Council’s rates revenue is controlled by the NSW Government under a system called rate pegging. This system places a limit on how much Council can increase its total rates income from one year to the next.
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.
For 2026/27, the Independent Pricing and Regulatory Tribunal (IPART) has set Council’s allowable increase, or rate peg, at 4.8%.
Land Values The NSW Valuer General is an independent authority that issues updated land values to councils at least every three years. These land values are used to help calculate and fairly distribute Council’s annual rates. Council can only calculate and issue rates once the Valuer General provides the official land values under the Valuation of Land Act 1916. For the 2026/27 rating year, Council will use the new land values set as at 1 July 2025 for the first time. Changes in land value affect how rates are shared among households and businesses. A higher or lower land value does not automatically mean a matching increase or decrease in rates. The final amount depends on: •
how your land value has changed compared with others in the same rating category, and
•
the overall increase to Council’s rates revenue allowed by IPART.
The Valuer General sends each landowner a notice of valuation so they can review their land value before Council sets its rates. For strata properties, one overall land value is determined for the entire site. The notice is sent to the nominated representative, and each unit’s rating value is calculated as a share of the total, based on unit entitlement.
Categorisation of land Residential and business categories Council assigns rating categories in line with Sections 514–529 of the LG Act and the Local Government (General) Regulation 2021. Under the LG Act, rateable land must fall into one of four categories: residential, business, farmland or mining. In this Local Government Area, all rateable land is classified as either residential or business. According to Section 518 of the LG Act, if land does not meet the criteria for residential, farmland or mining, it is classified as business. The business category includes land used for commercial or industrial purposes, and can also apply to car spaces and storage lots. The rating category is stated on the Annual and Supplementary Rate Notice. It is determined using information such as approved development applications, building approvals, occupation certificates, zoning or any other relevant evidence about how the land is used. Business sub‑categories apply to all properties classified as Business in our area. These sub‑categories are based on whether a property is located within a defined activity centre. Maps showing the boundaries for each business sub‑category can be viewed on Council’s website at: georgesriver.nsw.gov.au/Land-valuations-rating-categories
Ratepayers can view their land value at valuergeneral.nsw. gov.au or by contacting Valuation NSW.
Mixed development properties
If someone believes their land value is incorrect, they can lodge an objection under the Valuation of Land Act 1916. Valuation NSW provides a guide titled “Your Guide to the Valuer General’s Review Process”, available at: valuergeneral.nsw.gov.au/publications/fact_sheets_and_ brochures
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.
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GEORGES RIVER COUNCIL
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 Council can review a property’s rating category at any time if we believe the current category is incorrect, the use of the property has changed, or if a property owner asks for a review. 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 and want it changed to a mixed‑use rating, should also submit the approved application form.
Rating new parcels of land When a new strata plan, deposited plan or consolidation is registered with the Office of the Registrar General and Council receives the related supplementary land valuations from the Valuer General, Council can calculate and apply rates and charges on a pro‑rata basis.
Postponement of rates If a property is used as a single home but its land value is higher because of its zoning or approved potential use (rather than how it is actually used), Council can postpone part of the rates under Section 591 of the LG Act. These postponed rates, including any interest that builds up, will be written off after five years unless the property's use changes during that time. If the use changes, the postponed rates then become payable.
Aggregation of land parcels (lots) for the purposes of ordinary rates – rating of car spaces and storage lots When a strata unit and its car space and/or storage lot share the same lot number, they are treated as one property. The Valuer General issues one valuation, and Council charges a single rate based on the total value. If the car space or storage lot has a separate title from the strata unit, each one is valued on its own by the Valuer General. Council then usually issues separate rates for each. In these cases, Council may allow the unit entitlements to be combined so that only one rate is charged on the total 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)
Pro-rata rates and charges will commence from the first day of the next financial quarter following registration of the plan.
•
The ownership of each lot is exactly the same on the certificate of title
At the same time, Council will adjust the rates and charges on the original parcel of land to only apply up until the commencement date of the new rates and charges for the newly created land.
•
The lots are within the same strata plan.
•
A maximum of 2 car spaces or storage facilities can be aggregated.
Any remaining credit or debit balances on the original land will be evenly shared across the new parcels in the registered plan.
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.
The application of pro-rata rates and charges is aligned with quarterly instalment billing under Section 562 of the LG Act. Council will issue an Annual or Supplementary Rates Notice for the new parcels for the current rating year.
74
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
GEORGES RIVER COUNCIL
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 2026/27 rates structure. The base date for land values is 1 July 2025. No. of Accounts
Rate in $ or Minimum Amount
Rateable Land Value $
Estimated Yield $
Residential Ordinary Ad-valorem
27,479
0.0013483
36,807,198,933
49,627,158
Residential Ordinary Minimum
28,761
1,157.00
9,197,334,178
33,276,778
46,004,533,111
82,903,936
2026/27 Rate Structure
Residential
Subtotal Residential
56,240
Business Business General - Ordinary Ad-valorem
295
0.0031219
554,261,712
1,730,350
Business General - Ordinary Minimum
149
1,318.00
24,878,891
196,685
Business Industrial - Ordinary Ad-valorem
578
0.0028504
1,253,476,206
3,572,909
Business Industrial - Ordinary Minimum
489
1,318.00
140,348,694
644,502
Business Local - Ordinary Ad-valorem
618
0.0044565
708,291,805
3,156,503
Business Local - Ordinary Minimum
158
1,318.00
23,650,921
208,244
Business Major Shopping Complex - Ordinary Ad-valorem
8
0.0117441
75,659,000
888,547
Business Major Shopping Complex - Ordinary Minimum
0
1,797.00
0
0
Business Strategic Centres - Ordinary Ad-valorem
481
0.0046329
1,213,509,665
5,622,069
Business Strategic Centres - Ordinary Minimum
906
1,797.00
135,594,140
1,628,082
Subtotal Business
3,682
4,129,671,034
17,647,891
TOTAL
60,081
50,146,503,145
100,551,827
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
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GEORGES RIVER COUNCIL
Waste management charges Council provides waste management services on a full cost recovery basis. This means the fees charged cover the actual cost of running the service, including contractor fees, council operating costs and overheads. Council will continue to charge for residential waste services to recover these real costs. A domestic waste charge applies to every residential property where the service is available, even if the service is not used. This follows Section 496 of the LG Act. The charge mainly applies to land classified as residential, but it can also apply to some business properties or non‑rateable land if they include a residential component or request a domestic waste service. Under Section 518A of the LG Act, each dwelling in a strata or company‑titled building is treated as a separate property and must pay its own domestic waste management charge. For commercial waste services, charges apply to non‑residential properties that request the service, in line with Section 501 of the LG Act. If a service begins part way through the year, the charge will be adjusted on a pro‑rata basis. All waste management charges are listed below:
Waste Services Charges Description
No. of Charges
2026/27 charge per annum $
Estimated Yield $
Domestic Waste Standard Service (1 x 120L general waste bin, 1 x 240L recycling bin + 1 x 240L garden organics bin)
55,873
600.00
33,523,800
Domestic Waste Additional Volume Service 240L (1 x 240L general waste bin, 1 x 240L recycling bin + 1 x 240L garden organics bin)
1,940
779.00
1,511,260
Domestic Extra General Waste Bin Service (120L)
926
191.00
176,866
Domestic Extra General Waste Bin (240L)
271
382.00
103,522
Change of Service (bins) Administration Fee
-
23.50
-
619
135.00
83,565
Domestic Extra Garden Organics Bin (240L)
1,000
180.00
180,000
Waste Availability Charge (private contractor)
1,228
82.00
100,696
66
82.00
5,412
Domestic Waste Management Services
Domestic Extra Recycling Bin (240L)
Waste Availability Charge (cancelled bin service) Subtotal Residential
61,923
35,685,121
Commercial Waste Services (other than domestic) Commercial general waste bin service (240L) - once weekly
3,005
722.00
2,169,610
Commercial general waste bin service (240L) - twice weekly
44
1,444.00
63,536
Commercial general waste bin service (1,100L) - once weekly
27
3,004.00
81,108
Commercial general waste bin service (1,100L) - twice weekly
5
6,009.00
30,045
Commercial recycling waste bin service (240L) - once weekly
758
364.00
275,912
Commercial recycling waste bin service (240L) - twice weekly
14
728.00
10,192
Commercial Recycling Bin Service 1100L once weekly
1
1,550.00
1,550
Commercial Recycling Bin Service 1100L twice weekly
0
3,100.00
0
Subtotal Commercial
3,854
2,631,953
Total
65,777
38,317.074
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DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
GEORGES RIVER COUNCIL
Stormwater management service charge Council is responsible for managing stormwater in the local area. To support this role, the NSW Government updated the Local Government Act 1993 and the Local Government (General) Regulation 2021 to allow councils to introduce a stormwater management service charge. This charge helps councils pay for new or improved stormwater systems on eligible land, work that cannot be fully covered through normal council funding. As our cities grow, more hard surfaces (like roads, driveways and roofs) are built. These surfaces create more stormwater runoff, which increases the amount of water and pollutants entering local waterways and drainage systems. This growth has raised the cost of managing stormwater for councils. The Stormwater management service charge 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:
Stormwater Services Charges Description
2026/27 Charge per annum
Residential Stormwater Residential Non-Strata - per rateable property
$25.00
Stormwater Residential Strata/Company titled Strata/Company title – per rateable property
$12.50
Business Stormwater Business Non-Strata - per rateable property
$25.00 per 350m2 or part thereof to a maximum of $1,500
Stormwater Business Strata Strata Lot - per rateable property
Pro-rata of above but a minimum of $5.00
This year the Stormwater Management Service Charge will raise an estimated yield of $1.23 million.
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 2026/27 financial year.
Loan borrowing Council does not currently plan to borrow additional funds during the 2026/27 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.
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
77
GEORGES RIVER COUNCIL
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
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.
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 each 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
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.
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DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
GEORGES RIVER COUNCIL
DELIVERY PROGRAM 2025 – 2029 // OPERATIONAL PLAN 2026/2027
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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
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