GRC Delivery Program 2025-2029 and Operational Plan 2026-2027

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.

CouncilrecognisesAboriginal andTorres Strait Islander people as integral to the Georges River community and highly values their social and cultural contributions. Georges River Councilpays respect to Elders past, present and emerging. Georges River Council is committed to showing respect forAboriginal people asAustralia’s first peoples. Council has adopted the practice of acknowledging theTraditional Custodians of Country at events, ceremonies, meetings and functions.

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

Our Georges River Community

POPULATION

163,919

An increase of 1.35% or 2,177 persons since 2024

DEMOGRAPHICS

19%

4,274

Persons per square kilometre

Alower proportion of children under 17 years, compared to 21.8% for Greater Sydney

23.2%

Ahigher proportion of persons aged 60+, compared to 20.5% for Greater Sydney

46%

Of the people in our area were born overseas, compared with 38.6% in Greater Sydney

21,125

Persons or 13.9% of our population were born in China

8,748

Persons or 5.7% of our population were born in Nepal

2.4%

Were born in Hong Kong

0.7%

Aboriginal andTorres Strait Islander population

174,158

Population forecast for 2046

LANGUAGES

53.2%

Of people spoke a language other than English at home

22.2%

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

5.7%

Of the population spoke Nepali at home — the third most spoken language after Mandarin and Cantonese

5.2%

Of the population spoke Greek at home

3.7%

Of the population spokeArabic at home

Source: 2021 Australian Census of Population and Housing; Population sourced from idcommunity Estimated Resident Population 2025 & Population Forecast

ECONOMY

50,266

local jobs were sustained in the Georges River economy, with 85,562 employed residents in 2024, an increase of 3.6 percent from the prior year... Of the 43,393 total local workers in our area, 44.5% weremales 55.6% werefemales,

58,970 total dwellings 49% of dwellings were medium and high density

17,533

local businesses, with the largest industry (by employment) being health care and social assistance.

15,528

local jobs were generated by the health care and social assistance sector.

An estimated wealth of $8.94 billion in gross regional product (GRP) was generated by businesses, organisations, and individuals working in the area in the year ending June 2024.

0.8%

increase of GRPfrom the previous year and representing 1.13 percent of the state's gross state product (GSP).

33% of our residents were renting

31% of dwellings had a mortgage

TRANSPORT

10.2% of residents used public transport to get to work

EDUCATION

34% of residents had a university or higher education

Source: 2021 Australian Census of Population and Housing and idcommunity

About the Georges River Local GovernmentArea

The Georges River Local GovernmentArea 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, Kingsgrove, Kogarah, Kogarah 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 retailand 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.

Message from the Mayor

I am pleased to present Georges River Council’s Delivery Program 2025–2029, alongside the Operational Plan and Resourcing Strategy for the 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, Councilcontinues 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 practicaloutcomes that directly address local needs. Our events remain a cornerstone of community connection and cultural pride. Signature events including our Lunar New Year Festival and UncontainedArts Festival highlight our diversity and growing nationalreach.

Astrong and diverse local economy underpins a resilient community.This year, Councilsupported economic growth through targeted partnerships and place-based initiatives, including collaboration with PaddleAustralia and the hosting of a MentalHealth 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 SportsAdvisory 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 DevelopmentApplication assessment timeframes. Earlier engagement with applicants and consistent planning policy continue to deliver more efficient, high-quality outcomes for the community.

Environmentalsustainability 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 environmentalprotection 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 environmentalvalues 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 Councilto better monitor collections, optimise routes and respond more effectively to service needs. Importantly, these efficiencies have helped Councilcontain 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.

Elise Borg Mayor

Message from the General Manager

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 meaningfuland practical outcomes while building a resilient, inclusive and connected community.

Centralto 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 Councilto 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 perspectives are brought into the frame. This shared approach supports transparency, informed decision-making and strengthens trust in how priorities are set and delivered. Asignificant 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 Councilservices, 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 Councilto respond to population change and evolving community expectations.

Together, the Delivery Program and OperationalPlan 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 Councilis well positioned to support a resilient, inclusive and confident Council both now and in the years ahead.

DavidTuxford General Manager

Our Councillors

Blakehurst Ward

Councillor Oliver Dimovski odimoski@georgesriver.nsw.gov.au M:0456897528

Councillor Kathryn Landsberry klandsberry@georgesriver.nsw.gov.au M:0419984934

Councillor Natalie Mort nmort@georgesriver.nsw.gov.au M:0499522200

Ward

Councillor Nancy Liu nliu@georgesriver.nsw.gov.au M:0400681188

Ward

Mayor, Councillor Elise Borg eborg@georgesriver.nsw.gov.au M:0477222089

Councillor Leon Pun lpun@georgesriver.nsw.gov.au M:0490388752

Councillor Thomas Gao tgao@georgesriver.nsw.gov.au M:0435307232

Councillor Ben Wang bwang@georgesriver.nsw.gov.au M:0499366888

Deputy Mayor, Councillor Sam Stratikopoulos sstratikopoulos@georgesriver.nsw.gov. au M:0438750355

Councillor Tom Arthur tarthur@georgesriver.nsw.gov.au M:0432397106

Councillor Matthew Allison mallison@georgesriver.nsw.gov.au M:0400240294

Councillor Gerard Hayes ghayes@georgesriver.nsw.gov.au M:0413710994

Councillor Elaina Anzellotti eanzellotti@georgesriver.nsw.gov.au M:0418308997

Councillor Christina Jamieson cjamieson@georgesriver.nsw.gov.au M:0431833609

Councillor Peter Mahoney pmahoney@georgesriver.nsw.gov.au M:0419374727

Our Organisation

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, Councilevaluates 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

Tree Management

Grants and FinancialAssistance

Records and Information (Data) Management

2026/27

Sports Field and Facilities Maintenance

Hurstville Entertainment Centre Fire Safety Compliance

2027/28

Asset Management

Waste

Cyber Security

2028/29

Sporting Facilities Contract and Lease Management

Events

Strategic Risks

Councilincorporatesriskmanagementintoitscorporategovernanceanddailyoperationstodevelopstrategiesandsystemsthat reducerisksandimproveresiliencetounexpectedeventsordisruptions.Thissupportsthecontinueddeliveryofservicesandthe stabilityofourcommunity’sdailylife.ThetablebelowoutlinesCouncil’sendorsedstrategicrisks.Integratingtheriskmanagement frameworkintostrategicdecision-makingenablesCounciltomakewell-informeddecisionsthatserveboththeorganisationandthe broadercommunity.

Strategic Risk Description

1: FinancialSustainability: Council'sfailuretoimplementappropriatefinancialstrategiesand controlstoensurefinancialsustainability.ThisrequirementmaybeimpactedbyCouncil’s failuretodelivertheLong-TermFinancialPlan(i.e.,MaintainthefinancialhealthofCouncil) andinabilitytomeetemergingrisksanddeliveryofCouncil’sCommunityStrategicPlanaswell asabsorbingadditionalfinancialobligationswithoutadequateresourcing.

2: Cyber Security: TheriskoffailingtoplanforincreasinglysophisticatedCybersecurity attacksincludingdatabreach,fraudortheft,datalossanddataprivacy.Thisriskalso incorporatespotentialvulnerabilityoftheorganisation’sdataandinformationmanagement structureanddataintegrityinrelationtopeople,assets,andfinance.

3: Assets and Infrastructure:TheriskthatCouncil’sinfrastructuremaynotmeettheevolving needsorexpectationsofthecommunity,particularlyintermsofquality,capacity,and resilience.Thisincludesfailuretodevelopandmaintaininfrastructurethatconsiders theimpactsofclimatechangeandsevereweatherevents.

4: People and Culture: Councilmaybeunabletosustainafinanciallyviable,skilled,and future-readyworkforcecapableofmeetingevolvingservicedemands,potentiallyimpacting servicedelivery,organisationalresilience,andstrategicoutcomes. Pillar5-Our Governance

5: Climate Change: Council'sfailuretoprepareandplanforclimateandenvironmentalrisks, includingCouncil'sfailuretoprotectandmaintainthenaturalandbuiltenvironment,including biodiversity,liveability,andnaturalsystems.

6: Reputation: TheriskofCouncil'sidentity,brandandstandingbeingnegativelyimpacted, reducingCouncil’sabilitytoengageinsounddecision-makingandbeingabletotakestrategic actionwhilstmaintainingessentialservicesandsupportforthecommunity.

7: Ineffective governance: FailureofCouncil’sGovernanceandComplianceFrameworksto ensurecompliancewithrelevantlegislative,statutory,regulatoryandpoliciesandprocedures andwhicharenotbeingmonitoredacrosstheorganisation.

8: Social Cohesion Failuretoidentifyand/orrespondtothechangingsocio-economicneeds ofourcommunity.Socialcohesionerosionandgrowingsocio-economicgapnegatively impactingsocialstability,individualwell-being,andeconomicproductivity.

9: Housing Infrastructure: Councilfailtofacilitatehousinganddevelopmentthatalignswith thecommunity’sgrowingneedsandexpectationsinrelationtoclimatechangeimpactsand severeweatherevents,highqualitydesignandamenity,anddensityco-locatedwith infrastructure.

10: Waste Management: Failuretocreatesustainablepracticesrelatingtosustainable managementofwasteincludingnoconsiderationgiventoenvironmental,financialandlegal considerations,aswellasfailingtoplanforandpreventenvironmentalcontamination

11: LiabilityClaims: FailureofCounciltoaddressincreaseinliabilityclaimsagainstCouncil throughanabsenceofidentifyingemergingriskareasandalackofabilitytoaddressthrough consideredmitigationstrategies.Thisincludesthefailuretoactionadviceorrecommendations fromCouncil’sinsurers,whichmayresultinreducedcoverage,denialofclaims,orbeing uninsured.

12: Business Continuity: Councilfailstomaintainpreparednessforunexpectedmajorevents that impact the ability of Council to continue normal business operations and comply with statutoryobligations.

Pillar2-OurGreen Environment DirectorE&P

Pillar3-Our Economy Pillar5-Our Governance Executive ManagerCity Futures

Pillar5-Our Governance Director BACS General Counsel

Pillar2-Our Community Pillar3-Our Economy DirectorC&C

Pillar2-OurGreen Environment Pillar4-OurBuilt Environment DirectorE&P

Pillar1-Our Community Pillar2-OurGreen Environment DirectorE&P

Pillar5-Our Governance Director BACS

Director BACS DirectorA&I

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.

Integration and Evaluation

•CommunityStrategicPlan(ThePlan)2025-2035

10years

4years

1year

ThePlanisthehighestlevelplanningdocumentandarticulatestheaspirationsandlongtermgoalsofthecommunity.Itis preparedbyCouncilonbehalfofthecommunity,followingextensiveconsultation. ProgresstowardsThePlanisreportedintheStateofOurCityReport,attheendoftheCouncilterm.

•DeliveryProgram2025-2029

TheprogramalignstothetermoftheelectedCouncil.Itspecifiestheprincipalactivitiesthatwillbedeliveredduringtheterm,to realisethelongtermgoalsofThePlan. Progressisreportedevery6months,intheHalfYear/FullYearProgressReport.

•OperationalPlan2026/27

Theannualplandetailsactionsthatwillbeundertakenduringthefinancialyear,toachievetheprincipalactivitiesoftheDelivery ProgramandthelongtermgoalsofThePlan.Itincludesroutineoperationsandprojects,andfinancialinformation. Progressisreportedevery6months,intheHalfYear/FullYearProgressReport.

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

The LTFPof Councilpresents 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. These projections form a roadmap of the operations and give Council an opportunity to:

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

 Ensure sustainability through positive net results

 Structure the operations, based on affordability and financial sustainability

Asset Management Plan

TheAsset 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.

Our People Plan (Workforce Management Plan)

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.

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.

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 organisationalcapability and service delivery over the long term.

CommunityEngagement

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 Counciltalks 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?

Counciluses 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?

Councilengages 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 andAssessmentAct 1979 and the Local Government Act 1993.

Councilalso engages when it is developing or changing policies, services, infrastructure, facilities, long-term plans and community programs.

Organisations we work with

2connect

3Bridges

AdvanceDiversityServices

AsianWomenatWork

AustralianLibraryInformationAssociation

AuditOfficeNSW

AustralianSignalsDirectorate

AustralianTaxationOfficeCyberSecurity Centre

BaysideCouncil

BusinessChamberSouth(PreviouslySt GeorgeBusinessChamber)

CanterburyBankstownCouncil

CommitteeforSydney

CooksRiverAlliance

CreateNSW

CrossCulturalWorkersinMaternityand Child&FamilyHealthServicesProject CyberSecurityNSW

DepartmentofEducation–Schools

DepartmentofEnvironment

DisabilityInteragency

InfrastructureNSW

DepartmentofPlanningHousingand Infrastructure

DepartmentofClimateChange,Energy,the EnvironmentandWater

DepartmentofHealthandAgedCare

DestinationNSW

DisabilityServicesAustralia

GeorgesRiverkeeper(GRCCC)Georges RiverPlanningPanel

HeadspaceHurstville

InstituteofPublicWorksandEngineering

IndependentCommissionAgainst Corruption(ICAC)

JubileeCommunityServices

KingsgroveCommunityAid

KingswayCommunityCare

KogarahCommunityServices

KooriInteragency

KurranullaAboriginalCorporation

LGNSW

LocalGovernmentProfessionals

MetropolitanLandCouncil

MuseumsandGalleriesNSW

NationalLibraryofAustralia

NSWAnti-RacismWorkingGroup

NSWEnvironmentProtectionAuthority

NSWFoodAuthority

NSWLocalGovernmentMulticultural Network

NSWPolice

NSWPublicLibrariesAssociation

NSWReconstructionAuthority

NSWRugbyLeague

OfficeofLocalGovernment(OLG)

OfficeofSport

PrideCup

RevenueNSW

RealiseBusiness

ResilientSydney

SafeworkNSW

SGSNewsReferenceGroup

SEALSMulticulturalHealthForum

SESLHDMulticulturalHealthForum

SouthernSydneyRegionalOrganisationof Council’s(SSROC)

SparkFestival

StGeorge&SutherlandMentalHealth Interagency

StGeorgeandSutherlandDementia

Alliance

StGeorgeChineseServicesNetwork

StGeorgeCollaborative:CommunityAction Group

StGeorgeDementiaAlliance

StGeorgeDomesticViolenceCommittee

StGeorgeElderAbuseCollaborative

StGeorgeSutherlandShireEmployment

SydneyWaterCorporation

TrainingandActionNetwork

StGeorgeYouthNetwork

State&FederalGovernments

StateLibraryofNSW

StateCover

StateEmergencyService(SES)

StudentWellbeingNetwork

SutherlandShireCouncil

SydneyAllianceVoicesforPower

SydneyDogsandCatsHome

SydneySouthPlanningPanel

TAFENSW

TheBenevolentSociety

TransportforNSW

WaterNSW

WelcomingCitiesNetwork

WesleyMission

How to Read This Document

Long-Term Goal: Determinedbythe10 yearCommunity StrategicPlan(The Plan)

Strategy: DeterminedbyThe Plan.Highlevelway wewillachievethe goal.

DeliveryProgram PrincipalActivity: the4yearactivity thatwillbe conducted,inorder todeliverthe strategyandmeet thegoal.

Operational Plan Actions:the1year actionsthatwillbe completed,to contributetothe4 yearactivity.

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 retailand business hubs offering clean amenities and diverse goods and services.

4. Our Built Environment

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

5. Our Governance

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

Pillar 1: Our Community

Long-Term Goal

We

community with a strong sense of belonging and heritage.

Services

LibraryOperations

LibraryPrograms

LongDayCare

Preschool

PublicArt

PlaceNaming

Delivery Program and Operational Plan

1.1Bi PrepareandsubmitDAtoextendtheeventprogramat JubileeStadiumtoincludeentertainment,culturaland communityevents.

1.2Ai Complete'fitnessforpurpose'analysisofexistingassets, andinvestigatefeasibilityofdesignedflexiblespaces, colocationofnewfacilitiesandexpansionoffacilities wherepossible.

1.2Aii Investigatefeasiblelocationsforanewassetclusterinthe westernpartoftheGeorgesRiverLGAtoimprove equitabledistribution.

1.2B Improveinclusion and access for peoplewith disability byimplementing theDisabilityInclusionAction Plan ManagerCommunityImpact

1.2Bi DeliverandreportontheDisabilityInclusionActionPlan 2026-2030.

1.2C Support community wellbeing by delivering and reporting on Council'sFinancialAssistanceProgram ManagerCommunityImpact

1.2Ci Implementfinancialassistanceprogram(grants, sponsorshipsanddonations)andcapacity-building initiativestosupportcommunityapplicants.

1.2D Support, celebrate and empowerAboriginal and TorresStraitIslander peoples and communitiesliving, working and learning in the Georges River area, through theimplementation of Council'sAboriginal and TorresStraitIslander Strategy ManagerCommunityImpact

1.2Di ImplementtheAboriginalandTorresStraitIslanderAction Plan,supportingcontinuingconnectiontoculture.

2026-2029 Actionsimplemented ManagerCommunityImpact

1.2E Foster social cohesion and respond to the evolving socio-economicneedsof theGeorges River community ManagerCommunityImpact

1.2Ei ReviewtheSocialJusticeCharterandimplement associatedplans(e.g.homelessnessanddomesticand familyviolence)toadvanceequityandsupportvulnerable communities

2026-2029 Strategiesimplementedto supportvulnerable communities

Strategy 1.3:Provide a rangeofservices, programs and facilities that address the needsoflocal people of all ages, and through all stages of life.

1.3A Advance Georges River libraries as community hubs for information, culture, creativity and opportunity, serving and strengthening our diverse community, through implementation of theLibraries2030 Strategy ManagerCulturalEngagementandLibraryServices

1.3Ai Provideopportunitiesforthecommunitytoengagewith andcontributetothepreservationofcommunityheritage andhistory.

1.3Aii Provideopportunitiesforthecommunitytoaccessliteracy, lifelonglearningandsocialinclusionthroughlibrary programs,outreach,collectionsandservices.

1.3Aiii UpdatelibraryspacestomeetStateLibraryNSW Guidelinesandcommunityexpectations

2026-2029 Opportunitiesprovided

≥80%customersatisfaction withLibraryServices

2026-2029 Communitysatisfactionwith libraryspaces

1.3B Optimise use, access and long term sustainabilityof Council venues and sporting facilities ManagerSportandCommunityFacilities

1.3Bi ImplementtherecommendationsoftheVenuesand FacilitiesServiceReview.

2026-2029 Recommendations implemented

≥80%customersatisfaction withCouncil’svenuesforhire

andLibraryServices

andLibraryServices

≥60%utilisationofCouncil’s venuesforhire(TierAandB) ManagerSportand CommunityFacilities

1.3Bii ImplementtheOptimisingCommunityUseandFacilities AccessPlan.

1.3Biii OptimisetheuseofCouncilcommunitypropertiesto supportdiverse,accessibleandresponsiveservice provisionthatmeetscurrentandemergingcommunity needs.

1.4:

1.4Ai Providepublicartthatreflectstheculturalidentityofthe community.

1.4Aii Provideopportunitiesforthecommunityandcreative workforcetodevelopcreativeskillsthroughinclusive programs,eventsandspaces.

1.4Aiii Evaluatecommunityperception,participationand satisfactionregardingthearts.

Planimplemented

≥70%customersatisfaction withseasonalsportsallocation

≥60%utilisationofTier2 SyntheticSportsFieldsduring peaktimes ManagerSportand CommunityFacilities

communityproperties.

CommunityFacilities

Communityengagementand surveyconducted

1.4Aiv Provideadiverserangeofexhibitionsandeventsat HurstvilleMuseum&GalleryandotherCouncilspaces. 2026-2029 Exhibitionsandevents provided

≥80%customersatisfaction withMuseum&Gallery

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

1.5A Protect communitysafety byimplementing aFire Safety Program, that requiresbuildingsto complywith essential firestandards ManagerEnvironment,HealthandRegulatoryServices

1.5Ai ImplementactionstoensurecompliancewithNSW Governmentdirectionsonexternalcombustiblecladding andCouncil'sFireSafetyAuditprogram.

2026-2029 Actionsimplemented ManagerEnvironment,Health andRegulatoryServices

1.5B Protect communitysafety and promotecompliance through effective delivery ofregulatory services ManagerEnvironment,HealthandRegulatoryServices

1.5Bi Implementannualregulatoryprograms,toensure compliancewithrelevantlegislationandtoaddress communitysafetyconcerns.

2026-2029 Regulatoryprograms implemented

≥75%ofenvironmental pollutioncomplaints respondedtowithintwo businessdays

andRegulatoryServices

1.5C Safeguard publichealth byimplementing programs forfood premises, skin penetration premises and regulated systems ManagerEnvironment,HealthandRegulatoryServices

1.5Ci Implementanongoingpublichealthprogram,including skinpenetration,regulatedsystemandpublicswimming programtopromotethecommunity’shealthandsafety.

2026-2029 Publichealthprograms implemented

100%offoodpremises inspectedannually ManagerEnvironment,Health andRegulatoryServices

Strategy 1.6:Provide programs, services and activities that support knowledgesharing andlife-long learning

1.6A Enhanceour Early Learning Services tomeet theneedsof ourcommunity, through implementation of the Early Learning Services Strategy 2021-2031

ManagerEarlyLearningandChildSafety

1.6Ai Deliverhighqualityeducationandcaretomeettheneeds ofchildrenandtheirfamilies.

1.6Aii Developaplantoachieveaconsistentoperatingmodel andnamingconventionsacrossCouncil'searlylearning centreswithsimilarservicetypes,includingcostbenefit analysisforanysignificantchangestohours.

1.6Aiii Implementaplantoachieveaconsistentoperatingmodel andnamingconventionsacrossCouncil'searlylearning centreswithsimilarservicetypes.

1.6Aiv Investigateandintroducemulti-modesofcareacross existingcentres.

1.6Av Developabusinesscaseforanewearlylearningcentre whichsupportschildrenwithadditionalneeds,makinga moreaccessible,inclusive,integratedservicetoreplace assets/serviceswhichhavereachedtheirlifeexpectancy.

2026-2029

≥90%utilisationofCouncil’s EarlyLearningCentres

≥80%Customersatisfaction withEarlyLearningCentres

2026-2027 Plandevelopedandnaming conventionimplemented

2027-2029

ManagerEarlyLearningand ChildSafety

ManagerEarlyLearningand ChildSafety

GovernmentArea ManagerStrategicPlanning

1.7Ai ReviewheritagecontrolsintheGeorgesRiver DevelopmentControlPlan2021.

1.7Aii Undertakeaheritagestudytoreviewtheheritageitemsin theGeorgesRiverLocalEnvironmentalPlan2021and identifyanypotentialnewitemsacrossthewholeGeorges RiverLGA.

1.7Aiii ConductyearlyHeritageBuildingGrantsPrograms. 2026-2029

1.7Aiv InconjunctionwiththeHeritageBuildingGrantsProgram, conductinformationsessionsforownersofheritagelisted properties.

Strategy 1.8:ProvidePositive experiences acrossall customer interactionsfor our communityand visitors

1.8A Deliver a consistent, high-quality customer experience across all services, byimplementing theCustomer Experience Strategy ManagerCommunityImpact

1.8Ai ReviewandupdateCustomerExperienceCharterto providecustomerswithexcellentandresponsiveservices

2026-2027 Updatedcharterbasedon recentcustomerdata

≥80%overallCustomer ExperienceRating

≥80%customerfirstcall resolution

≥80%ofcustomercontact requestsactionedwithin48 hours

1.8Aii Collaborateacrossunitstostreamlinehighusecouncil services 2026-2029 Initiativesimplementedto increaseeaseofinteracting withcouncil

1.8Aiv Reviewescalationprocessestoimproveinitialcomplaint outcomes 2026-2027 Complaintescalations minimised

ManagerCommunityImpact

ManagerCommunityImpact

≥90%ofcomplaints completedwithinagreedtimes ManagerCommunityImpact

1.8Av DeliverannualCustomerExcellenceTraining. 2026-2029 Increasecustomerexcellence trainingorganisation-wide

≥80%customersatisfaction withface-to-faceinteractionat Counciloperatedfacilities

≥80%ofcorrespondence respondedtowithin14days

≥90%ofcustomerrequests completedwithinagreedtimes

1.8Avi CreatetheCustomerExperienceStrategy2027-2032. 2026-2027 Strategycreatedbasedon recentcustomerdata

1.8Avii ImplementCustomerExperienceStrategy2027-2032. 2027-2029 Strategyimplemented

ManagerCommunityImpact

Pillar 2: Our Green Environment

Long-Term Goal

We

Delivery Program and Operational Plan

2.4A

2.4Ai

2.4Aiii

Strategy 2.5 Implementprograms and activities to ensurethat local bushland and waterways arehealthyand biodiverse

2.5A Advance the health and amenityof theGeorges River, through active representation on Georges Riverkeeper ManagerEnvironment,HealthandRegulatoryServices

2.5Ai SupporttheGeorgesRiverkeeperonanongoingbasis toprogressjointprogramsforthebenefitoftheGeorges River. 2026-2029 Supportprovided

2.5B Protect the scenic character of the foreshore bydeveloping and implementing appropriateplanning controls ManagerStrategicPlanning

2.5Bi ProgresstheplanningproposaltoamendtheGeorges RiverLEPtointroducebiodiversityandcharacter provisions. 2026-2029 Statusofinclusionsintothe planningproposal ManagerStrategicPlanning

Strategy 2.6Adopt and promotemeasurestoincrease the treecanopy, bushland and reinstateour biodiversityincluding endemic flora and fauna

2.6A Provide appropriate and responsive management of current and future treeassets within theGeorges River Local GovernmentArea ExecutiveManagerCityPresentationandOperations

2.6Ai MaintaintheSignificantTreeRegisterfortheLocal GovernmentArea. 2026-2029 Registermaintained ManagerEnvironment,

2.6Aii Delivertheannualtreemaintenanceprograminlinewith therequirementsoutlinedintheTreeManagement Policy.

2.6Aiii Deliverannualtreeplantingprogram

2.6Aiv Ensureallapprovalsfortheremovalofpublictreesand theTreeReplacementProgramarealignedwith Council'sTreeManagementPolicy.

2.7Av ImplementtherecommendationsoftheTree ManagementServiceReview

2026-2029 ≥160streettreesplanted eachyear

2026-2029 Approvalsaligned 2:1ratioofpublictrees plantedtopublictrees removed

PresentationandOperations

PresentationandOperations

ExecutiveManagerCity PresentationandOperations

2026-2029 100%ofrecommendations implementedwithinagreed timeframes ExecutiveManagerCity PresentationandOperations

2.6B Protect, conserve and enhance the natural environment byimplementing Council’s Bush Regeneration Program ManagerCityTechnicalServices

2.6Bi ImplementtheannualBushRegenerationProgram.

2.6Bii Implementthehighpriorityrecommendationsofthe BiodiversityStudy2021includingpreparinga BiodiversityStrategy

2026-2029 ≥40hectaresofactivebush regenerationactivities

≥5000nativeplants includingtrees,shrubsand groundcoversplantedto improvehabitat,biodiversity andbushland

≥3000volunteerhours associatedwithBushcare activities

2026-2029 Recommendations implemented

ManagerCityTechnical Services

ManagerEnvironment, HealthandRegulatory Services

Pillar 3: Our Economy

Long-Term Goal

We

Delivery Program and Operational Plan

3.1B

collaborationopportunitiesintheregion.

Strategy 3.5:Implementgreening and plantinginitiatives in town centres.

3.5A Improve theamenity and attractiveness of town centresby implementing greening and planting initiatives ManagerAssetsandTraffic

3.5Ai Identifyareasforincreasedgreeningand creation/improvementofopenspaceinourtown centres.

Strategy 3.6:Protect employment growth and servicesduring land rezoning processes.

3.6A Revitalise and strengthen commercial centresby implementing the recommendationsof the Commercial CentresStrategy ManagerStrategicPlanning

3.6Ai ContinuetheworkoftheCommercialCentresStrategy forallcentreswithintheGeorgesRiverLocal GovernmentArea(Part2).

2026-2029 CommercialCentresStrategy workcontinued ManagerStrategicPlanning

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

AssetManagement

BuildingAssessment

CapitalWorksProgramDelivery

CivilEngineeringDesign

CivilWorksMaintenance

CivilWorksMaintenance

CouncilBuildingMaintenance

CouncilStructureMaintenance

DevelopmentAdvisory DevelopmentAssessment

DevelopmentCompliance

DevelopmentContributions

HeavyVehicle,PlantandPassengerFleetMaintenance

LocalStrategicPlanningStatement

MaintenanceofGRDCP2021

MaintenanceofGRLEP2021

MaintenanceofMajorSportingVenueSportsTurf

OpenSpacePublicPlayEquipmentSafetyAuditsandMaintenance

ParkMaintenanceincludingCBDGardens

PlanningAgreements

PlanningCertificates

PlanningProposalAssessment

PlansofManagementandMasterPlansoverCouncil’sParksandReserves PublicAmenitiesCleaning

SportsFieldMaintenance

SportingFacilities,ContractandLeaseManagement

StormwaterManagement

StrategicAssetManagement

StrategicPlanningandPolicy

StrategicProperty

StreetSweeping

TrafficAdvisoryCommittee

TrafficandTransport

Delivery Program and Operational Plan

≤95daysaveragegross assessmenttimeforDA ModificationsandDAreviews

≤15daysaveragetimefromDA lodgementtonotification

≤7daysaveragetimefrom portallodgementtoCouncil lodgement

4.1Bii

4.2A Increase affordable housing supply through thedevelopment and implementation of anAffordable Rental Housing Contributions Scheme ManagerStrategicPlanning

4.2Ai DevelopandimplementanAffordableRentalHousing ContributionsScheme.

4.2B Support increased affordable housing options, byexploring opportunities foraffordable housing in Council redevelopments ExecutiveManagerCityFutures

4.2Bi Affordablehousingtobeconsideredinconjunctionwith thewiderpropertystrategyassociatedwiththeCivic Precinctredevelopment.

Affordablehousingconsidered ExecutiveManagerCity Futures

4.2C Encourage diversity of housingwith quality design and sustainability principles, through policy development ManagerStrategicPlanning

4.2Ci PrepareanupdatetotheGeorgesRiverLocalStrategic PlanningStatement.

4.2Cii Progressplanningproposalsinaccordancewith statutorytimeframes.

4.2D

reportonanannualbasis

the Georges River LGA ManagerAssetsandTraffic 4.4Ai Plantheannualtrafficandtransportprogramandreport proposalstotheLocalTransportForum

ManagerAssetsandTraffic

4.4Bi Deliverthecapitalworksprogramfornewfootpaths.

Plantheannualcapitalrenewalandmaintenance programsforfootpathsandsharedpaths.

4.4Bv UndertakereactivemaintenanceworksofCouncil’s existingfootpathnetworks.

≥85%ofplanningproposals meetingGatewaydetermination timeframes

4.4D Ensure Council’s stormwater assets are functional and safe ManagerAssetsandTraffic

4.4Di PlanforCouncil’sstormwaterassetsrenewaland upgradeprogram.

4.4Dii Delivertheannualcapitalworksprogramforstormwater assets.

4.4Diii UndertakereactivemaintenanceworksofCouncil’s stormwaterassets.

4.5A

ManagerStrategicPlanning

4.5Ai ContinuePlansofManagementforCrownLandsin accordancewiththeCrownLandManagementAct.

4.5Aiii CompletethePlanofManagementandMasterPlanfor theJubileeStadiumPrecinct.

4.5Aiv CompletethePlanofManagementforBeverleyPark GolfCourse.

4.5B Optimise theuse and availability of Council's sports fields ManagerAssetsandTraffic

4.5Bi PlanforCouncil’ssportsfieldsrenewalandupgrade program.

4.5Bii Delivertheannualcapitalworksprogramforsportsfield assets.

4.5Biii Undertakeplannedandreactivemaintenanceworksof Council’ssportsfields.

4.5Biv ReviewofthetwoyeartrialofCouncilmanagementof syntheticsportsfieldsaspartoftheCINAAAS.

4.5Bv Completeaqualityauditofopenspaceaspartofthe CINAAAS.

4.5Bvi Exploreoptionsfor'informal'recreationthrough managementofopenspaceasparttheCINAAAS.

≥90%ofcustomerrequests completedwithinagreedtimes

Optionsexplored

4.5C Optimise theoperation and managementof Council’saquatic facilities ManagerSportandCommunityFacilities

4.5Ci Developsitespecificassetmanagementplansfor Council’sexistingaquaticfacilities.

4.5Cii ImplementtheassetmanagementplanforCouncil’s aquaticfacilities

4.5Ciii Developafeasibilitystudyforaquaticcentre managementoptions.

4.5D Ensure Council'splaygrounds are functional and safe ManagerAssetsandTraffic

4.5Di Developtheplaygroundstrategytoincludenew, upgrade,renewalanddecommissionedplaygrounds.

4.5Dii Delivertheannualcapitalworksprogramfor playgrounds.

4.5Diii Conductquarterlyplaygroundinspectionsalignedwith thecurrentrequirementsanddelivertheannual maintenanceprogram.

Planimplemented

Feasibilitystudycompletedby 31October ManagerSportand CommunityFacilities

Strategydeveloped

Programdelivered

Quarterlyinspectedconducted ExecutiveManagerCity PresentationandOperations

4.5Div DeliverPeakhurstParkAdventurePlayspaceProject 2026-2028 Projectcompletedandopento thepublic ManagerCityTechnical Services

4.5E Ensure Council'sbuildingsare functional and safe ManagerAssetsandTraffic

4.5Ei Undertakeannualprogrammedandreactive maintenanceworksandcleansingofCouncil’sbuildings. 2026-2029 Plannedmaintenance undertaken ≥90%ofcustomerrequests completedwithinagreedtimes 100%ofpublicamenities cleanseddaily ExecutiveManagerCity PresentationandOperations

4.5Eii DeveloptheannualcapitalrenewalprogramforCouncil buildings. 2026-2029 Programdeveloped ManagerAssetsandTraffic

4.5Eiii DeliverOldsParkPremiumSportingFacilityProject 2026-2027 Projectcompletedandopento thepublic ManagerCityTechnical Services

Strategy

4.6A

4.6Aii

Strategy 4.7:

4.7A

4.8A

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 ofour diverse community, for future generations.

Services

AccesstoInformationandPrivacy

Delivery Program and Operational Plan

5.2Aii PrepareanannualARICResponsibilityCalendar reflectingLocalGovernmentandARICTermsof Referencerequirementstobecompletedthroughoutthe year.

2026-2029 Calendarprepared,approvedby theARICChairandadoptedby Council

5.2B Promote an ethical, efficient and well-governed organisation byembedding strong internal controls and good governance practices

ChiefAuditExecutive

5.2Bi Completethe2026/27InternalAuditProgram,aspartof theadopted4-yearStrategicWorkPlan.

5.2Bii Considerotheragenciesreports(e.g.ICAC,AuditOffice NSW,OLG)relatingtointernalcontrols,governanceand investigations,andimplementactionsrelevantto Council.

5.2Biii Promoteandprovidegovernance-focusededucation, enhancingorganisationalframeworks,andimplementing safeguardstoensureCouncilenforceshighethical standards.

2026-2027 ≥90%oftheprogramcompleted by30June ChiefAuditExecutive

2026-2029 Reportsconsideredand implementedwhererequired ChiefAuditExecutive

2026-2029 Educationpromotedand provided ChiefGovernanceandRisk Officer

5.2C Reduce organisational risk exposure bymaturing Council's Enterprise RiskManagementFramework and focussing on education, awarenessand mitigation ChiefGovernanceandRiskOfficer

5.2Ci AnnuallyreviewCouncil'sstrategicandoperationalrisks. 2026-2029 Risksreviewed ≥80%ofriskswithinrisk appetiteandtolerancelevels

5.2Cii ReviewandreportontheGovernanceandRisk FrameworksstatustotheAudit,RiskandImprovement CommitteeandtheExecutiveTeam.

ChiefGovernanceandRisk Officer

2026-2029 Risksreviewedandreported ChiefGovernanceandRisk Officer

5.2D Uphold transparencyobligations bymaintaining onlinepublic registers and Designated Persons disclosure returns, in accordance with Government Information (PublicAccess)Act 2009 and Council's Code of Conduct ChiefGovernanceandRiskOfficer

5.2Di Continuetomaintainonlinepublicregistersasrequired includinggiftsandbenefitsandCouncillordisclosuresof interestreturns.

5.2Dii ProcessandrespondtoGovernmentInformation(Public Access)Actapplications,inaccordancewithstatutory requirementsandCouncil'sobligationsundertheAct.

2026-2029 Registersmaintained

2026-2029 ≥80%ofGIPAscompleted withinlegislatedtimeframe

ChiefGovernanceandRisk Officer

ChiefGovernanceandRisk Officer

5.2E Meet statutory reporting obligations byreporting to theOffice ofLocal Government and NSW Ombudsman on Codeof Conduct and PublicInterest Disclosurematters ChiefGovernanceandRiskOfficer

5.2Ei ContinuereportingstatisticstotheOfficeofLocal Government,theICAC,NSWOmbudsmanandthe InformationPrivacyCommissioninaccordancewith statutoryreportingrequirementsandCouncil's ProceduresfortheAdministrationofthePublicInterest DisclosuresReportingPolicy. 2026-2029 100%compliancewithstatutory andlegislativereporting requirements(OfficeofLocal GovernmentCompliance Calendar)

5.3Ai Aligntheannualbudgetstrategytoincorporateproposed newprojectsandprograms,whilemaintaininglong-term financialsustainability. 2026-2029

5.3Aii EnsuretheannualLongTermFinancialPlanadequately highlightsemergingrisksandoutlinedactionsto remediate.

≤±5%variancebetweenactual year-to-dateincomeandthe approvedbudget

≤±5%variancebetweenactual year-to-dateexpenditureandthe approvedbudget

≤1.5%overtheapprovedbudget foractualyear-to-dateemployee costs

Investmentportfolioreturnsfor thepast12monthsexceed industrybenchmarkasdisclosed byCouncilsinvestmentadvisor

2026-2029 100%ofmaterialemerging financialrisksidentifiedthrough Council’sriskassessment processesaredocumentedin theadoptedLong-Term FinancialPlan,with correspondingmitigation actions.

ChiefGovernanceandRisk Officer

5.3B Manage Council’s commercial property portfolio tooptimise financial returns, directing profits to fund community assets and services

HeadofStrategicProperty

5.3Bi ActivelymanageCouncil’scommercialpropertyportfolio, includingleasing,carparkoperationsandproperty transactions,tooptimisefinancialreturns,forcommunity benefit.

5.3Bii Deliverkeystudiestoinformthestrategicoptimisationof Council’spropertyportfolio,prioritisingoutcomesthat enablethedeliveryoftheHurstvillePrecinct development.

2026-2029 ≥90%occupancyacross Council-ownedcommercial properties

2026-2029 100%ofcompletedstudieslead toCouncilendorsementofthe proposedredevelopment

HeadofStrategicProperty

ExecutiveManagerCity Futures

Strategy 5.4: Undertake effective management of digital frameworks to enableresponsive and timelyservices and information and protect privacy

5.4A Improve digital capability and service delivery byimplementing the Digital Strategy ChiefInformationOfficer

5.4Ai Implementdigitaltransformationinitiativesthatimprove communityaccesstocouncilonlineservices.

5.4Aii Implementanindependentinformationsecurityaudit program,tostrengthenbusinessresilienceandprotect Council'sdatafrombreachesandenhancetrust.

5.4Aiii ReviewCouncil’sEnterprisearchitecturetofutureproof andenablesecure,scalableinformationservices.

Provide

ChiefPeopleOfficer

5.5Ai Implementinitiativestostrengthenworkplacehealthand safetypracticesandreduceworkplacerisk,including psychosocialhazardriskmanagement.

2026-2029 Initiativesimplemented ChiefInformationOfficer

2026-2029 Programimplemented

≥90%ofcyberthreatsblocked

≥90%cyberthreat preparedness

≥95%ofimportantdeviceson theCouncil’snetworkthatare fullyupdated

2026-2029 Enterprisearchitecturereviewed

2026-2029 Proceduresevaluated/controls implemented

≥80%WHSIncident ManagementCorrectiveActions finalisedwithinagreedtimes

5.5B Build workforcecapacity and capability, through implementation of OurPeoplePlan ChiefPeopleOfficer

5.5Bi ContinuetoenhanceandembedCouncil’sPerformance ExcellenceFrameworktostrengthenroleclarity, accountabilityandpurposefuldirectionforindividuals, teamsandtheorganisation.

5.5Bii ImplementCouncil’sInclusionStrategytofostera diverseandinclusiveworkplacewhereemployeesfeel welcomed,valuedandempoweredtocontributeto Council’smission.

5.5Biii StrengthenCouncil’sapproachtoemployeewellbeing andpsychosocialhazardriskmanagementthrough proactiveinitiativesthatsupportasafe,healthyand resilientworkplace.

2026-2029 Programenhanced

2026-2029 Strategyimplemented

2026-2029 Initiativesimplemented

5.5Biv ImplementYearTwoactionsofCouncil’sTalent AcquisitionStrategytostrengthenworkforceplanning, improverecruitmentoutcomesandattractdiversetalent toCouncil. 2026-2027 ActionsImplemented

5.5Bv ImplementinitiativesundertheFutureWorkplace Strategytodesignandembedamodernflexibleworking modelthatsupportsproductivity,employeewellbeing andservicedelivery.

2026-2029 Strategyimplemented

5.5Bvi Deliverleadershipcapabilityinitiativesalignedwith Council’sLeadershipPracticestoincreasethevisibility, influenceandimpactofleadersacrosstheorganisation. 2026-2029 Programenhanced

5.5Bvii DevelopanEmployeeListeningFrameworktocapture employeeinsightsandtrendsthatsupportworkforce planning,forecastingandinformeddecisionmaking. 2026-2029 ActionsImplemented

Strategy 5.6:Ensuredecision making is evidencebased

5.6A Strengthen councillor capabilityand effectivenessby delivering a councillor induction and professional development program in accordance with theLocal GovernmentAct 1993 ManagerOfficeoftheGeneralManager

5.6Ai Provideampletraininganddevelopmentopportunities (offeredbothexternallyandinternally)toensure diversityofchoiceandavailability.

2026-2029 Opportunitiesprovided ManagerOfficeofthe GeneralManager

5.6B Provide strategic accountabilityand transparency to the community through compliance with Integrated Planning and Reporting legislation ManagerOfficeoftheGeneralManager

5.6Bi PreparesixmonthlyprogressreportstoCouncilon Council’sprogressinimplementingtheprincipal activitiesdetailedintheDeliveryProgram.

2026-2029 6monthlyreportsproduced ManagerOfficeofthe GeneralManager

5.6C Provide transparencyto thecommunity, bycommunicating decisionsmade bythe elected body ManagerOfficeoftheGeneralManager

5.6Ci EnsurerecordingsofallCouncilandCommittee meetingsaremadeavailableonCouncil'swebsitefor aperiodoffouryears(from2021onwards).

5.6Cii EnsureCouncilandCommitteemeetingbusiness papersandminutesarepublishedwithinrequired timeframes,minimiseclosedsessiondecisions,and facilitatecommunityparticipationthroughPublic Forums.

2026-2029 Recordingsavailable ManagerOfficeofthe GeneralManager

2026-2029

100%ofCouncilmeeting minutes(unconfirmed)published withinfivebusinessdays

100%ofCouncilmeeting businesspapersmadepublicly availableonCouncil’swebsiteat leastthreedayspriortoeach meeting

100%ofCommitteemeeting businesspapersmadepublicly availableonCouncil’swebsiteat leastthreedayspriortoeach meeting

≤10%Councildecisionsmade atmeetingsclosedtothepublic

≥20registeredspeakersat PublicForums ManagerOfficeofthe GeneralManager

5.6D Improve serviceefficiencyandeffectiveness by conducting reviews of Council services, in linewith theService Review Program

5.6Di

5.6Dii

5.6Diii

5.6Div ConductareviewofCouncil’sAssetManagement. 2027-2028 Servicereviewcompletedby30 June ManagerOfficeofthe GeneralManager

5.6Dv ConductareviewofCouncil’sWasteservice. 2027-2028 Servicereviewcompletedby30 June ManagerOfficeofthe GeneralManager

5.6Dvi ConductareviewofCouncil’sCyberSecurity. 2027-2028 Servicereviewcompletedby30 June ManagerOfficeofthe GeneralManager

5.6Dviii ConductareviewofCouncil’sEvents. 2028-2029 Servicereviewcompletedby30 June ManagerOfficeofthe GeneralManager

5.6Dix ConductareviewofCouncil’sSportingFacilities ContractandLeaseManagement.

2028-2029 Servicereviewcompletedby30 June ManagerOfficeofthe GeneralManager

5.6E Ensure Council operateslawfully and in the public interest through effectivelegal representation and sound legal advice. GeneralCounsel

5.6Ei ProtectCouncilandthebroadercommunityinterestby ensuringCouncildecisionsandactionscomplywith legislationandareeffectivelyrepresentedinlegal proceedings

2026-2029 ≥75%oflegalcasesdetermined inaccordancewithCouncil’s corporateandstrategic objectivesincludingsuccessful prosecutions(convictions) and/orfinesformajor environmentoffences,including treebreaches

≥25LandandEnvironment CourtClass1appealsmanaged byin-houselegalcounsel

GeneralCounsel

2026/27 Budget

About the Budget

Topic Budget Strategy Details



FinancialStrategy andBudgetGoals

Economic Conditionsand Financial Pressures

EmployeeCosts andStrategies

Incomeand Subsidies

Other Considerations

Thebudgetaimstoachieveanoperatingsurplusof$2-3milliontogeneratesufficientcashforCouncil's contributiontotheCarssParkAquaticFacility(CCL086-24).

 Servicelevelshavebeencappedtoalignwithconstrainedresourcesandachievetheoperatingsurplus.

 Budgetbidsof $2.2millionhavebeenincluded,withover$4.0millioneitherreducedordeferred.

 A4-yearCapitalProgramBudgetof$202.0millionhasbeenproposedandisexpectedtooccurbetween theyears2026/27to2029/30.Anycapitalworksbudgetedtooccurin2025/26,thatdonotgetcompleted, willbeaddedtotheprogramaspartofthecarryoverprocessin2026/27.

 There has been a material shift in economic conditions, especially rising costs, which,combined with cappedincomeandnochangestotheserviceportfolio,resultingreaterfinancialpressures.

 AstandardCPIincreaseof3.0%hasbeenappliedacrossincome,materials,services,andexpenses, thoughsomeareasareexperiencinghigherincreasesthantheCPIindex.

 Materialincomechangesincludea4.8%RateVariation,andacontinuationofstronginvestmentreturns duetohealthycashbalances.

 Depreciationisforecasttoincreaseduetoconstructionofnewassets,immaterialdisposalofassets,asset conditiondeterioration,andtherisingcostofreplacement.

 Insurancepremiumshavebeensettoincreasebasedonnaturaldisaster,costofreplacement,newassets, andaheightenedriskenvironment.

 Awardincreasehasbeenassumedat4.0%.

 Theemployeecostreductionstrategyhasbeenmaintainedtoreflectthecurrentfinancialcircumstances. Amandated 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 financialgoalswhileensuringwecontinuetomeetserviceexpectations.

 Two-weekChristmasshutdownthatincludestheprovisionofthreegrantdays.

 ApplicationoftheIPARTRatePegof4.8%.

 EligibleFeesandChargeshavebeensetata3%increasetoensurecostrecoveryofthematerialcost increases.

 Domesticwastemanagementchargeshavebeensettoachievefullcostrecovery,withnonetimpacton Council’sgeneralrevenue.

 Themandatory(legislated)pensionerrebatehasbeenmaintainedat$1million.

 Communityandsportinggrouprentalsubsidiesremainunchanged(approximately$1.4million).

 SubsidiesaroundtheVenueHireprogramhaveincreasedby$40,000duetooneadditionalcommunity propertybeingincludedintheprogram(now$120,000).

 ChildcarefeeshavebeensettocomplywiththeChildcarePolicyofcost-neutraloperatingbudget.

 Councilremainsdebt-free,withnoproposedorcurrentloans.

 Incomeprojectionsarebasedonbusinessasusual.

 Council’sratesdefaultlevelhasbeenassumedtostaywithinbenchmarkparametersoflessthan5%.

 Strategiclandacquisitionsforopenspacehavenotbeenincludedinthebudgetduetouncertaintyaround when these will occur. If there is an opportunity for acquisitions, these will seek the relevant budget approvalinaseparatereporttoCouncil.

Budgeted Income Statement

Budgeted Income Statement by Pillar

Budgeted Statement of Financial Position

Budgeted Statement of Cash Flows

Key PerformanceIndicators

Capital Program Budget

Allprojectsincludedinthe2026/27–2029/30CapitalProgram:

 PrioritiseInfrastructureRenewalPrograms,suchas:transport,stormwater,openspace,buildingandothers

 AligntotheResourcingStrategyandLong-TermFinancialPlan

 Haveanidentifiedeligiblefundingsource(s)

 Adheretostrategicassetmanagementprinciplesandpractices

 LinktoaPlanofManagement(POM),MasterPlan,CouncilStrategy/Planand/orStakeholderPlan

 SupportCouncil’sEnvironmentalResilienceActionPlan2022-2040.

Fundingforthe2026/27programisbasedonamixofgrantfunding,developercontributionsandexternalreserves,withuseofinternal reservesandgeneralrevenuefocusedonrenewalprograms.

2026/27 Budget Bids (non-business as

Project Title Directorate

Operating Budget – Budget Bid Inclusions

AcknowledgementofCountryPlaquesinCouncil’sLibrariesandCustomerServiceCentres CommunityandCulture

AdditionalResourcingtoSupportIncreaseinCommunityEngagement

OfficeoftheGeneral Manager

AsbestosRegisterReinspectionof241councilbuildingswithintheGeorgesRiverLGA AssetsandInfrastructure

BiennialIndependentCustomerExperienceBenchmarkingandAssessmentProgram CommunityandCulture

BusinessChamberSouth-ServiceLevelAgreement

OfficeoftheGeneral Manager

CompanionAnimalIdentificationandDesexingprogram EnvironmentandPlanning

CouncilMeetingManagementSolution

OfficeoftheGeneral Manager

DataGovernance&SystemConsistencyReview BusinessandCorporate Services

DevelopmentofAssetMaintenanceSchedule-SansSouciLeisureCentre CommunityandCulture

ElectricVehicleChargingStrategy EnvironmentandPlanning

ElectronicDocumentManagementSystemContentManagerUpgrade25.4 BusinessandCorporate Services

EnterpriseSystemReview-ScopingSpecialistSupport BusinessandCorporate Services

ExpandNSWPlanningPortalTransactionRange BusinessandCorporate Services

ExternalServiceReview OfficeoftheGeneral Manager

FloodStudy3yearprogram AssetsandInfrastructure

HurstvilleCivicPrecinctPlanningProposalReview BusinessandCorporate Services

HurstvilleGolfCourse-DevelopmentApplication-FunctionRoomExpandedUse

HVEvattTrailUpgrades AssetsandInfrastructure

IllegalDumpingSurveillanceCameraProgram EnvironmentandPlanning

ImplementCXOnecallcentreplatformtoCouncilsports,parksandentertainmentbookings team. CommunityandCulture

ImplementKeylessAccessSystemforNewCommunityCentres CommunityandCulture

JubileeStadium-DevelopmentApplicationPreparation CommunityandCulture

JubileeStadium–Replacementofend-of-lifefunctionfurniture CommunityandCulture

LocalHeritageBuildingGrants26/27 EnvironmentandPlanning

MarketValuationsofCouncil'sTwenty-Nine(29)SportingAmenitiesFacilities CommunityandCulture

NBNConnectiontoHurstvillePlazaScreen

OnlineReferenceCheckTool

Services

Services

OperationG.O.A.T.(GrazingOnAdverseTerrainWeedManagementTrial) AssetsandInfrastructure

OutsourcedManagementofWeChatandRedNoteSocialMediaChannels

Payable-Self-ServiceFlexibleRatesandReceivablesPaymentSolution

OfficeoftheGeneral Manager

BusinessandCorporate Services

PedestrianLightingUpgrade(existinglights)basedonUpdatedAustralianStandard-Safety Issue

PlaygroundRepairBudgetIncrease(Totalbudgetof$220,000)

PointofSaleModernisationandIntegrationProject BusinessandCorporate Services

RiskmitigationAheadofGrantFundingApprovalforLunarNewYearFestival

RoadandKerbConditionAssessmentIncludingPavementMarkings AssetsandInfrastructure

StormwaterInvestigations

TimeandAttendanceandWorkforceSchedulingSystem

TooltoManageEssential8Compliance-EndpointCentral

Services

Services

TranslationofKeyCouncilDocumentsIntoCommunityLanguagesandEasyReadEnglish CommunityandCulture

TreeManagement

TreePlantingStrategytoAchieveCouncil'sTreeCanopyCoverageTargetof40%by2038 EnvironmentandPlanning

TreePlantingtomeetCouncil'sTreeCanopyCoverTargetof40%by2038 EnvironmentandPlanning

WaterRideSoftware(automationoffloodcertificategeneration)

PenshurstPublicDomainRenewalProgram-TrafficStudy

Capital Budget – Budget Bid Inclusions

AdditionalHardwareVariation($50,000addedtoexistingCapitalProgram) BusinessandCorporate Services

DrainageWorkstomanagesafetyrisk-5BibbyStreet

ElectrificationofGasBoilersinAquaticFacilities

GRCWi-FiReplacement

HurstvilleEntertainmentCentre-MaranaAuditoriumAudioVisualEquipmentReplacement

HurstvilleMuseum&Gallerybuildingconservationworks

Services

JubileeStadium-LEDSportslightingupgrade CommunityandCulture

JubileeStadium-VideoScreen CommunityandCulture

MortdaleStreetscapeEnhancements–PlanterBoxesandStreetTrees

Merrimanstreet,KyleBay-NoiseSuppressionAirConandRefrigerationPlant-brought forwardforcompletionin2025/26 BusinessandCorporate Services

NewDrainagetomanagefloodinginminorrainfallevents-27DelvesStMortdale

NewTheodoliteforCouncilSurveyingEquipment

OatleyParkBathsPrecinctImprovementDesign

OatleyParkBathsPrecinctImprovementConstruction

OutdoorLEDLightingUpgrade–HurstvillePlazaandGeorgesRiverCouncilCivicCentre AssetsandInfrastructure

PayandDisplayParkingMeterUpgrades BusinessandCorporate Services

PenshurstLongDayCareCentre-FenceReplacement

PenshurstAmenitiesImprovementWorks(includingtoiletfitout)

PenshurstCommunitySpace(TAHELand)-preliminaryworkswithTransportforNSW broughtforwardforcompletionin2025/26 AssetsandInfrastructure

ReplacementofageingCCTVinfrastructure

ReplacementOfEnd-Of-LifeLibraryPublicAccessComputers (LibraryPublicAccessComputersReplacement)

StuartParkFitnessStationRenewal

Swapaccessandvideocentralsystem(Accessandvideocentralsystemreplacement)

SyntheticSportsfieldresurfacingprogram

TrafficSafetyImprovementsVariouslocations

HurstvilleOvalDrainage

2026/27

DeferredProjects

AdditionalBudgetforChristmasDecorationsinTownCentrestoBalanceActualsvs BudgetedCost.

AdditionalPlaygroundOperationalBudget

TrafficStudy

ChangeofAddressProcessing

CorporateReportingPlatform

EnhancedNetworkSecurityandPerformanceviaArubaCentral

FeasibilityforIbisManagement

FloraandFaunaConditionAssessment:HalfDecadeUpdate

FullRiskModuleinPulse

GRCPublicToiletStrategy-Councilresolution

GutterReplacementProgram

HurstvilleMuseum&GalleryCollectionInsuranceValuation

InspireYourWorld-ImageandVideoRefresh

LibraryITHardware&Maintenance&RepairBudgetIncrease

MapBuildertousewithIntramaps

MicrosoftLicensingUplift(25%Increasefor2026–2029Renewal)

OpenSpaceDataCollectionandConditionAssessment

P&CChatbotandDigitalEmployeeAssistant

PreservationNeeds&SignificanceAssessmentsforCouncil’sCommunityHeritage Collections

PublicArtMaintenanceandConservationSurvey

Services

Services

Services

Services

Services

Services

ReplacementofLegacyMicrosoftRDPEnvironmentwithAVD(Nerdio-Managed) BusinessandCorporate Services

SharePoint-ContentManager25.4integration BusinessandCorporate Services

TreeReplacementInspectionProgram

WHS–CasualResourcing BusinessandCorporate Services

Capital Budget – Budget Bid Deferrals

BelgraveStKogarah-WarmShellFitout BusinessandCorporate Services

CarssParkLifesavingHall-AccessibilityUpgrades

CreativeLightinginTownCentres

ConnellyStCarpark-ConceptDesign

ElectronicsignboardatHurstvilleOval

HurstvilleGolfCourseClubhouseFunctionRoom-ChairsandTables

Services

HurstvillePlazaDigitalScreenReplacement BusinessandCorporate Services

HurstvilleHouse-BathroomReno BusinessandCorporate Services

KenRosewallTennisCentre CommunityandCulture

MicrosoftTeamsRooms BusinessandCorporate Services

ParksideDrive-TennisShelters CommunityandCulture

TimothyReserveFitnessStationandLightingUpgrade AssetsandInfrastructure

Rating and Revenue Policies

Rating Structure

Council’sratesrevenueiscontrolledbytheNSWGovernmentunderasystemcalledratepegging.Thissystemplacesalimitonhow muchCouncilcanincreaseitstotalratesincomefromoneyeartothenext.

For2026/27,theIndependentPricingandRegulatoryTribunal(IPART)hassetCouncil’sallowableincrease,or rate peg,at4.8%.

Land Values

TheNSWValuerGeneralisanindependentauthoritythatissuesupdatedlandvaluestocouncilsatleasteverythreeyears.Theseland valuesareusedtohelpcalculateandfairlydistributeCouncil’sannualrates.

CouncilcanonlycalculateandissueratesoncetheValuerGeneralprovidestheofficiallandvaluesunderthe Valuation of Land Act 1916

Forthe2026/27ratingyear,Councilwillusethenewlandvaluessetasat1July2025forthefirsttime.

Changesinlandvalueaffecthowratesaresharedamonghouseholdsandbusinesses.Ahigherorlowerlandvaluedoesnot automaticallymeanamatchingincreaseordecreaseinrates.Thefinalamountdependson:

 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.

TheValuerGeneralsendseachlandowneranoticeofvaluationsotheycanreviewtheirlandvaluebeforeCouncilsetsitsrates.For strataproperties,oneoveralllandvalueisdeterminedfortheentiresite.Thenoticeissenttothenominatedrepresentative,andeach unit’sratingvalueiscalculatedasashareofthetotal,basedonunitentitlement.

Ratepayerscanviewtheirlandvalueatwww.valuergeneral.nsw.gov.auorbycontactingValuationNSW.

Ifsomeonebelievestheirlandvalueisincorrect,theycanlodgeanobjectionunderthe Valuation of Land Act 1916.ValuationNSW providesaguidetitled “Your Guide to the Valuer General’s Review Process”,availableat: https://www.valuergeneral.nsw.gov.au/publications/fact_sheets_and_brochures

Non-rateability

Councildeemslandtobenon-rateablestrictlyinaccordancewithSections555and556ofthe Local Government Act 1993 (LG Act) andSection123ofthe Local Government (General) Regulation 2021

Categorisation of land - Residential and business categories

CouncilassignsratingcategoriesinlinewithSections514–529ofthe LG Act andtheLocalGovernment(General) Regulation2021. Underthe LG Act,rateablelandmustfallintooneoffourcategories:residential,business,farmlandormining.InthisLocal GovernmentArea,allrateablelandisclassifiedaseitherresidentialorbusiness.

AccordingtoSection518ofthe LG Act,iflanddoesnotmeetthecriteriaforresidential,farmlandormining,itisclassifiedasbusiness. Thebusinesscategoryincludeslandusedforcommercialorindustrialpurposes,andcanalsoapplytocarspacesandstoragelots.

TheratingcategoryisstatedontheAnnualandSupplementaryRateNotice.Itisdeterminedusinginformationsuchasapproved developmentapplications,buildingapprovals,occupationcertificates,zoningoranyotherrelevantevidenceabouthowthelandis used.

Businesssub-categoriesapplytoallpropertiesclassifiedasBusinessinourarea.Thesesub-categoriesarebasedonwhethera propertyislocatedwithinadefinedactivitycentre.

Mapsshowingtheboundariesforeachbusinesssub-categorycanbeviewedonCouncil’swebsiteat: www.georgesriver.nsw.gov.au/Land-valuations-rating-categories

Mixed development properties

Thereareinstanceswhereapropertyisusedforbothresidentialandbusinesspurposes.Section518Bofthe LG Act allowsCouncil tocalculateandapplybothresidentialandbusinessratesforoneproperty(mixeduseapportionment)inaccordancewiththe determinationprovidedbytheValuerGeneralunderSection14BBAofthe Valuation of Land Act 1916

Ifapplicationsforamixed-useapportionmentaresubmittedtoandapprovedbytheValuerGeneralNSW,Councilwillbeadvisedof theresidential/businessportionstoenableamixed-useratingtobecalculatedandapplied.

Change of category for rating purpose

Councilcanreviewaproperty’sratingcategoryatanytimeifwebelievethecurrentcategoryisincorrect,theuseofthepropertyhas changed,orifapropertyownerasksforareview.

Councilmayrequestfurtherinformationand/oraccesstoinspectthepropertytoassistwithmakingthisdetermination.

Applicationsforachangeincategorisationoflandforratingpurposesmustbemadeontheapprovedformthatcanbefoundon Council’swebsite.Theratepayerwillbeformallyadvisedinwritingoftheoutcomeandwhereapplicable,willreceiveanupdated annualorsupplementaryratenotice.

Ratepayerswithapropertythatisusedforbothabusinessandresidentialpurposeandwantitchangedtoamixed-userating, shouldalsosubmittheapprovedapplicationform.

Rating new parcels of land

Whenanewstrataplan,depositedplanorconsolidationisregisteredwiththeOfficeoftheRegistrarGeneralandCouncilreceivesthe relatedsupplementarylandvaluationsfromtheValuerGeneral,Councilcancalculateandapplyratesandchargesonapro-ratabasis.

Pro-rataratesandchargeswillcommencefromthefirstdayofthenextfinancialquarterfollowingregistrationoftheplan.

Atthesametime,Councilwilladjusttheratesandchargesontheoriginalparceloflandtoonlyapplyupuntilthecommencementdate ofthenewratesandchargesforthenewlycreatedland.

Anyremainingcreditordebitbalancesontheoriginallandwillbeevenlysharedacrossthenewparcelsintheregisteredplan.

Theapplicationofpro-rataratesandchargesisalignedwithquarterlyinstalmentbillingunderSection562ofthe LG Act.Councilwill issueanAnnualorSupplementaryRatesNoticeforthenewparcelsforthecurrentratingyear.

Postponement of rates

Ifapropertyisusedasasinglehomebutitslandvalueishigherbecauseofitszoningorapprovedpotentialuse(ratherthanhowitis actuallyused),CouncilcanpostponepartoftheratesunderSection591ofthe LG Act

Thesepostponedrates,includinganyinterestthatbuildsup,willbewrittenoffafterfiveyearsunlesstheproperty'susechangesduring thattime.Iftheusechanges,thepostponedratesthenbecomepayable.

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

Whenastrataunitanditscarspaceand/orstoragelotsharethesamelotnumber,theyaretreatedasoneproperty.TheValuer Generalissuesonevaluation,andCouncilchargesasingleratebasedonthetotalvalue.

Ifthecarspaceorstoragelothasaseparatetitlefromthestrataunit,eachoneisvaluedonitsownbytheValuerGeneral.Council thenusuallyissuesseparateratesforeach.Inthesecases,Councilmayallowtheunitentitlementstobecombinedsothatonlyone rateischargedonthetotalvalueinaccordancewithSection548Aofthe LG Act,subjecttothelimitationsbelow.

 Alllotsareusedinconjunctionbytheoccupieroftheunit(theLotsarenotleasedoutseparately)

 Theownershipofeachlotisexactlythesameonthecertificateoftitle

 Thelotsarewithinthesamestrataplan.

 Amaximumof2carspacesorstoragefacilitiescanbeaggregated.

Therecalculationofratesandchargesonthecombinedrateablevaluewillcommencefromthefirstdayofthenextfinancialquarter afterCouncilreceivestheapplicationandpaymentoftheapplicablefee.

Refund of overpayments

Refundsmaybemadeonrequestforoverpayments.Requestsforrefundsonpaymentsmadeinadvanceforinstalmentsmaybe subjecttoarefundfee.

Rate StructureSummary

Thefollowingtableprovidesasummaryofthe2026/27ratesstructure.Thebasedateforlandvaluesis1July2025.

Waste management charges

Councilprovideswastemanagementservicesonafullcostrecoverybasis.Thismeansthefeeschargedcovertheactualcostof runningtheservice,includingcontractorfees,counciloperatingcostsandoverheads.Councilwillcontinuetochargeforresidential wasteservicestorecovertheserealcosts.

Adomesticwastechargeappliestoeveryresidentialpropertywheretheserviceisavailable,eveniftheserviceisnotused.This followsSection496ofthe LG Act.Thechargemainlyappliestolandclassifiedasresidential,butitcanalsoapplytosomebusiness propertiesornon-rateablelandiftheyincludearesidentialcomponentorrequestadomesticwasteservice.

UnderSection518Aofthe LG Act, eachdwellinginastrataorcompany-titledbuildingistreatedasaseparatepropertyandmustpay itsowndomesticwastemanagementcharge.

Forcommercialwasteservices,chargesapplytonon-residentialpropertiesthatrequesttheservice,inlinewithSection501ofthe LG Act

Ifaservicebeginspart-waythroughtheyear,thechargewillbeadjustedonapro-ratabasis.

Allwastemanagementchargesarelistedbelow:

Stormwater management service charge

Councilisresponsibleformanagingstormwaterinthelocalarea.Tosupportthisrole,theNSWGovernmentupdatedtheLocal GovernmentAct1993andtheLocalGovernment(General)Regulation2021toallowcouncilstointroduceastormwatermanagement servicecharge.

Thischargehelpscouncilspayforneworimprovedstormwatersystemsoneligibleland,workthatcannotbefullycoveredthrough normalcouncilfunding.

Asourcitiesgrow,morehardsurfaces(likeroads,drivewaysandroofs)arebuilt.Thesesurfacescreatemorestormwaterrunoff,which increasestheamountofwaterandpollutantsenteringlocalwaterwaysanddrainagesystems.Thisgrowthhasraisedthecostof managingstormwaterforcouncils.

TheStormwatermanagementservicechargeisleviedunderSection496Aofthe LG Act (asamended).Theannualchargeshave beensetinaccordancewiththe Local Government Amendment (Stormwater) Act 2005 andareasfollows:

StormwaterResidentialStrata/Companytitled Strata/Companytitle–perrateableproperty

Business

StormwaterBusiness Non-Strata-perrateableproperty

$25.00per350m2 orpartthereoftoa maximumof$1,500

StormwaterBusinessStrata StrataLot-perrateableproperty Pro-rataofabovebutaminimumof$5.00

ThisyeartheStormwaterManagementServiceChargewillraiseanestimatedyieldof$1.23million.

Section 611 Local GovernmentAct –Annual Charges

Section611oftheLocalGovernmentAct,1993permitsCounciltochargepersonswhobenefitfromhavingprivatefacilitieson,above orunderpublicland.Councilhasanumberofcommercialarrangementscapturedunderthisprovisionandwillcontinuetocharge thesein2026/27financialyear.

Loan borrowing

Councildoesnotcurrentlyplantoborrowadditionalfundsduringthe2026/27financialyear.

Schedule of business or commercial activity

Councilundertakesactivitiesofacommercialnatureforwhichwereceiveareturn,includingleasingagreementsforgolfclubsand rentalproperties.However,theseactivitieshavenotbeenidentifiedaseitherCategoryOneorCategoryTwobusinessesunder competitiveneutralityguidelines.

Pricing goods and services

EachfeethatwechargeisinaccordancewiththefollowingprinciplesandrevisedeachyearbytheExecutiveandtheelected Council.Thepricingprinciplescurrentlyappliedinclude:

Cost Recovery

Includestherecoveryofemployeeand materialcostsdirectlyrelatedtotheprovision oftheservice

External Cost Priceisdeterminedbyanexternalpartycarrying outtheserviceorworks

Subsidised (Partial Cost) Pricing

Councilelectstorecoveronlyaportionofthe costsofprovidingtheservice

Debt Management and Hardship policy

Rate of Return Pricing

Market Pricing

Legislated Pricing

Pricesaresettorecoverasurplusthatcanbe directedintocapitalimprovementsorother services

Pricesaresetatasimilaramounttolikeservices withinthecommunity

Pricesaresettocomplywithlegislation

The LG Act andrelatedregulationsrequireCounciltoassistineffectiveandefficientcollectionoftheratesandannualcharges, whilebeingresponsiveandsupportivetothoseratepayerswhoaresufferinggenuinefinancialhardship.

Recovery of overdue rates and charges

Ratesandchargeswillbedeemedoverduewhentheduedateforinstalmenthaspassed,andpaymenthasnotbeenreceived. Whereaninstalmentisoverdue,Councilmaycommencerecoveryaction,eitherdirectlyorviaitsdebtrecoveryagent.

CouncilmaycommencelegalrecoveryactiontorecovertheoverdueratesandchargesinaccordancewithSection695ofthe LG Act,andanycostsincurredinthisregardwillberecoverablefromtheratepayer.

Pensioner rebatepolicy

CouncilprovidesareductiontoratesandchargesforeligiblepensionersunderSection575and582ofthe LG Act.Eligible pensionersareentitledtoarebateofupto50%oftheircombinedratesanddomesticwastemanagementcharges,uptoa maximum$250ofwhich55%isStateGovernmentfundedand45%Councilfunded.

TheStatutoryPensionerRebatecanonlybegrantedtoeligiblepensionersforthecurrentfinancialyearandwillonlybackdateupto 12monthsbeforethedateofapplication.EligibilityisreviewedregularlywithServicesAustralia.

Interest on Overdue Rates

Interestischargedonalloverdueratesandannualchargesinaccordancewithsection566(3)ofthe LG Act.Councilwilladoptthe maximuminterestratepermittedbytheMinisterforLocalGovernmenteachyear.

HardshipAssistance

CouncilhasaDebtManagementandHardshipPolicytosupportresidentsandbusinesseswithinourcommunityexperiencing genuinefinancialhardship.

ThefollowingassistanceoptionscanbesoughtthroughanapplicationtoCouncil:

 Extensionofduedateandinterestfreeperiods

 Developmentofapaymentplan,instalmentplansordeferralplans

 Waivingorreducingaccruedinterest