Draft DPOP 2026-27 for Public Exhibition

Delivery Program 2025–2029 (year 2)

Operational Plan and Budget 2026-27

April 2026

Aboriginal and Torres Strait Islander Statement

We, the residents of the Inner West, acknowledge Aboriginal and Torres Strait Islander peoples as the First peoples of this land.

We greet the living members of the oldest living continuous culture on earth and celebrate their wisdom and special connections to the lands, sky, and waterways.

We acknowledge all Aboriginal and Torres Strait Islander peoples of Australia, especially the Gadigal and Wangal peoples of the Sydney Basin who are the Traditional Custodians of the lands in which the Inner West Council is situated.

Section 1: Introduction

How to read this plan

The Inner West community's vision and aspirations for the future are outlined in the Community Strategic PlanOur Inner West 2041.

Our Inner West 2041 has:

5 strategic directions key themes of community priorities

18 outcomes what we want to achieve by 2041

45 strategies the high level actions to be undertaken by Council and its many partners

The Delivery Program and Operational Plan (this document) contains Council's commitment to delivering on the Community Strategic Plan goals.

Section 2 outlines principal activities and specific annual actions that Council will deliver. The principal activities and actions are arranged under the strategic directions, outcome and strategies of the Community Strategic Plan.

It also contains measures to monitor progress to the community through quarterly and annual reports.

Section 3 contains the Budget and Statement of Revenue Policy which includes:

• Key drivers and context for the budget

• Budget for 2026/27 including income and expenditure, statement of financial position, and cash flow

• Explanation of the change between the 2026/27 budget adopted last year and the proposed budget

• Statement of revenue policy, including borrowings, rates and charges

• Capital budget

• Budgets for each of Council's 40 services

Integrated Planning and Reporting Framework

Council’s Strategies and Plans including:

Local Strategic Planning Statement

Disability Inclusion Action Plan

Integrated Transport Strategy and other Council Strategies

monitoring and

Resourcing Strategy

Long-Term Financial Plan

Workforce Management Strategy

Asset Management Strategy and Plans

Progress Report on the Delivery Program and Operational Plan

Under the NSW Local Government Act 1993, councils are required to develop a hierarchy of plans known as the Integrated Planning and Reporting (IP&R) Framework.

This framework assists councils in delivering their community’s vision through long, medium and short term plans.

The Inner West Community Strategic Plan (CSP), Our Inner West 2041, identifies the community’s vision for the future, long term outcomes, and strategies to get there and how Council will measure progress.

The CSP has five strategic directions:

1. An ecologically sustainable Inner West

2. Liveable connected neighbourhoods and transport

3. Creative communities and a strong economy

4. Healthy, resilient and caring communities

5. Progressive, responsive and effective civic leadership

The Delivery Program is a four-year plan which outlines Council's commitment to achieving the outcomes and strategies of the CSP. It sets out the initiatives that Council will undertake during its term of office.

The one-year Operational Plan sits within the Delivery Program and contains detailed actions.

These plans are supported by the Resourcing Strategy which consists of three key components:

• Long Term Financial Plan

• Asset Management Strategy and Plans

• Workforce Management Strategy

Integration between the Plans

How our plans integrate

The Integrated Planning and Reporting (IP&R) Framework allows Council to bring all its plans and strategies together so that there is a clear vision and an agreed roadmap for delivering on the community's priorities and aspirations. It requires a long-term approach to planning and decision-making. It emphasises Council's responsibility to deliver and report back to the community on its progress.

Community Strategic Plan (10 years +)

The Community Strategic Plan (CSP) is the highestlevel plan and is reviewed at the start of each new Council term. It identifies the community’s main priorities for the future and how they can be achieved and measured. It sets the direction for all of Council’s activities.

Delivery Program (4 years)

The Delivery Program (DP) covers the term of an elected Council. It is a commitment by each new Council on what they will prioritise during their term to achieve the community’s vision, directions, outcomes and strategies.

Operational Plan (1 year)

The Operational Plan (OP) outlines the actions Council will take during the year to achieve the DP principal activities under each strategic direction and how these actions will be funded. Council's service units are responsible for delivering on each action and key performance indicator in the OP and reporting on progress quarterly to Council.

Resourcing Strategy

The Resourcing Strategy details how, over the next ten years, Council will fund and resource the directions, outcomes and strategies in the CSP. This is reviewed at the start of each Council term and comprises:

• Long-Term Financial Plan (LTFP) - a 10-year rolling plan that informs Council's decision-making and shows how the CSP, and commitments in the DP and OP will be resourced and funded. The LTFP also provides the financial implications of Council's asset management and workforce planning by identifying how Council will fund additional assets, renew or upgrade existing assets, and changes to service levels.

• Workforce Management Strategy (WMS) - a 4-year strategy that shapes the capacity and capability of the workforce to achieve Council’s directions, outcomes and strategies. It identifies how future staffing, and skills requirements will be met, through recruitment, staff progression and development, and succession planning.

• Asset Management Strategy and Plans (AMS) - a 10-year strategy that provides a comprehensive overview of how Council intends to manage its infrastructure assets to ensure the sustainable delivery of services to the community. Supported by plans that set out the principles, actions and funding required for the management of various classes of assets.

Our Inner West 2041 – plan on a page

SD1 - An ecologically sustainable Inner West

1. Sustainable leadership

• Connect and share information, knowledge and tools to live sustainably

2. Resilient biodiversity

• Maintain, manage and improve vegetation and tree canopy

• Protect threatened species, connect and enhance natural areas, biodiversity corridors and sensitive habitats

3. Healthy waterways

• Implement water-sensitive policies, plans and projects

• Expand river swimming sites

4. Zero emissions

• Implement strategies to reduce and mitigate greenhouse gas emissions

• Build local resilience and adapt to climate change

• Prioritise active transport infrastructure as a key climate action strategy

5. Zero waste

• Reduce residential waste and increase recycling

• Increase recovery of household organic material

SD2 - Liveable, connected neighbourhoods and transport

1. Housing for all

• Encourage greater housing diversity through development

• Increase social, community, affordable and liveable housing

2. Sustainable development

• Integrate planning and urban design for public and private spaces

• Monitor local development for legislative compliance

• Retain heritage and character of local neighbourhoods

3. Integrated transport

• Prioritise active transport and manage and/or deliver transport infrastructure

• Improve public transport and related infrastructure

• Manage road network

4. Safe, clean and accessible public places

• Ensure private spaces and developments contribute positively to public spaces

• Improve air quality, water and noise pollution through education and regulation

• Manage public spaces and community safety

SD3 - Creative communities and a strong economy

1. A vibrant cultural and creative destination

• Provide opportunities to participate in arts and culture

• Celebrate and promote innovation for creative industries by providing local programs, including young and emerging talent

2. A diverse and strong economy

• Implement strategies to assist business growth, innovation and new enterprises

• Manage and plan for future industrial and employment lands and activities

SD4 - Healthy, resilient and caring communities

1. Welcoming, connected and inclusive

• Celebrate, value and respect diversity

• Build inclusivity, resilience and participation in community life

• Prioritise and celebrate Aboriginal and Torres Strait Islander needs and culture in policies, initiatives and strategies

2. Healthy and active

• Provide facilities, spaces and programs for participation in active recreation

• Provide parks, playgrounds and open spaces

• Provide and support community services and centres

• Encourage and facilitate active transportation use to improve community health outcomes

3. Lifelong learning

• Provide quality children’s education and care services

• Provide libraries and technology

SD5 – Progressive, responsive and effective civic leadership

1. Responsive customer service

• Provide responsive and innovative customer services

• Continuously improve our performance to meet community needs

2. Responsible, transparent management and future planning

• Plan to meet community needs and aspirations

• Provide responsible, sustainable, ethical and open local government

• Deliver financial sustainability to manage public resources responsibly

3. Engaged and informed community

• Inform our community using multi-channel communications

• Support local democracy through inclusive participatory community engagement

• Deliver evidence-based Council decision-making

4. Collaboration and valued partnerships

• Advocate on emerging community issues

• Build resilience and capacity of local leaders, groups and communities

• Deliver positive outcomes for the community, economy and environment through strategic and innovative supply solutions

Inner West Councillors

(Leichhardt)

Djarrawunang (Ashfield)

Inner West

Baludarri (Leather Jacket)

Leichhardt Ward Gulgadya (Grass Tree)

Ashfield Ward Djarrawunang (Magpie)

Stanmore Ward Damun (Port Jackson Fig)

Marrickville Ward Midjuburi (Lillypilly)

Council Priorities for the term

SD1 - An ecologically sustainable Inner West

Council Priority

Increase investment in street tree maintenance to improve pedestrian safety and accessibility

1,000 new trees each year

Micro forest in every ward

Taverners Hill biodiversity plan

Permanent Energy Efficiency service

Establish a grant program for businesses in the circular economy

Expanded recycling of hard to recycle items

Expanded soft plastics recycling

Permanent reusable nappies and sanitary products rebate

Illegal dumping enforcement and education

Continue to support residents in adapting to FOGO

Trial FOGO in parks

Strategic Plan link

Completed - budget has been allocated

Tracked via key performance measure 1.2.1a Number of trees planted > 1000 p/a

1.2.1.4 Deliver a further 2 Micro-forests in the Inner West to complete one in every ward

1.2.2.2 Progress actions in the Biodiversity Strategy in accordance with their agreed priorities

1.4.1.1 Deliver Council's low-income energy efficiency program

Complete, established and now part of annual grant program 1.1.1.2 Deliver Community Environment Grants

1.5.1.4 Review the current operations of CRCs to better meet community demand

Completed. Ongoing as part of 1.5.2PA Improve Council's food and other recycling services

Completed in 2024/25. Rebate is now permanent

Tracked via performance measure 1.5.1c Reduce the number of illegal dumping incidents (CRMs) reported by the community <16,000 incidents

1.5.2PA Improve Council's food and other recycling services

1.5.2.4 Trial FOGO and recycling in selected parks

SD2 - Liveable, connected neighbourhoods and transport

Council Priority

Deliver new masterplan and LEP

Deliver DCP Amendments to encourage multigenerational and affordable housing, diverse housing types and shared spaces, and make renovating easier

Haberfield heritage listing advocacy

Raise design standards and positively shape our built environment by employing architects

Partner with faith groups on affordable and public housing

Target 1,000 new public housing dwellings, and advocate to NSW Government for investment, including on Council owned sites

Work with State Government and partners to convert three council-owned car parks into affordable public housing

Develop a customer service plan for new housing

More special entertainment precincts

Support Little Italy, Little Vietnam, Little Greece and Little Portugal with better signage and infrastructure

Double cycleway funding by next term

Reduce speed on local roads to 40km/hr and cut red tape to enable more resident street parties

Build three raised pedestrian crossings in each ward

More street lighting and facilities for safer walking and cycling

Strategic Plan link

2.2.1.1 Complete a Council wide Local Environmental Plan (LEP) through the delivery of Our Fairer Future Stage 2

2.1.2.1 Deliver a new Inner West DCP to encourage multi-generational and affordable housing and make renovating your home easier, prioritise well-designed and good quality homes

2.2.3.2 Continue to advocate for Haberfield to be listed on the State Heritage Register

City Architect appointed in 2025/26. Ongoing via 2.2.3.1 Provide heritage and design related advice and services for development applications

2.1.1.2 Progress opportunities for delivery of affordable housing

2.1.1.1 Collaborate with Homes NSW for the delivery of 1,000 new public housing dwellings in the Inner West

2.1.1.2 Progress opportunities for delivery of affordable housing

2.2.2.3 Provide general development advice via Council's Duty Planning and related services, such as development of a concierge service

2.2.1.2 Investigate additional entertainment precincts for the Inner West

Part of 2.4.1.2 Deliver the Main Streets Strategy

Completed – funding provided in LTFP

This is expected to be completed in 2025/26

2.4.1.4 Deliver Local Area Traffic Management (LATM) program and 2.4.1.3 Deliver Pedestrian Access and Mobility Plan (PAMP)

2.4.3.6 Audit street lighting and furniture including bike racks and lockers, and build more of this infrastructure to make active transport safer

SD2 - Liveable, connected neighbourhoods and transport (cont.)

Council Priority

Create shop-top and mixed development housing on the main streets

Upgrade and revitalise Lewisham and Stanmore town centres

Improve walkability and access at Sydenham

Beautify Booth Street, Annandale

Increase street bins and collection frequency

Pedestrianise Derbyshire St between Pioneers Park and Sydney Secondary College, Leichhardt

Upgrade Hinsby Park playground and traffic calming to improve safety and congestion

Continue advocating for a Leichhardt North public precinct including Tramsheds park

Create a shared zone between St Fiacre's and Leichhardt Public School

Commence works on the Iron Cove Creek Walkway

Deliver the Great Inner West Walk

Install a new public toilet for Weekley Park

Upgrade McNeilly Park toilets

Advocate for the inclusion of mandatory disability standards in the National Building Code

Strategic

Complete - stage 1 of Our Fairer Future

2.4.1.1 Continue developing public domain master plans as per agreed program

2.4.1.10 Develop a Sydenham Road Strategy to improve walkability and access to Sydenham Metro Station

2.4.3.10 Finalise beautification plan and complete shortterm works for Booth Street Annandale

2.4.3.7 Analyse future locations for street bins in response to end of current contract for street furniture

2.4.1.9 Deliver shared zones identified in the LATM program, including priority projects in Derbyshire Street and Prospect Street

Playground is planned to be delivered in 2025/26

2.4.1.11 Develop a traffic management plan for traffic calming around Hinsby Park Playground

2.2.1.3 Advocate with the State Government for permission to develop Leichhardt Tramsheds into a park

2.4.1.10 Deliver shared zones identified in the LATM program, including priority projects in Derbyshire Street and Prospect Street

2.3.1.3 Commence design of the Iron Cove walk/ cycleway

2.3.1.4 Plan for the Great Inner West Walk

2.4.3.1 Deliver the Public Toilet Strategy

2.4.3.1 Deliver the Public Toilet Strategy

2.1.2.2 Include adaptable housing design controls in the new Inner West DCP

SD3 - Creative communities and a strong economy

Council Priority

Engage students, and partner with organisations to provide training tailored to local needs

Support local breweries and distilleries with a Tourism Strategy

Support local businesses with a Council concierge service

Create a new Women’s Business Chamber

Hold annual festivals at each of our seven town halls and a Haberfield festival

Inner West Choral Festival

Hold a festival in Haberfield

Trial special loading bays for music venues

Support more street festivals via temporary streets closures for music and arts events

Increase funding for Perfect Match and support First Nations and young artists to participate

Fest X Inner West

Expand the Newtown Street Party

Lease public frontage at White Bay Power Station for local artistic activity

Trial live music events at Leichhardt Oval

Target vacant shopfronts including through Perfect Match

Work toward a goal of zero vacant shopfronts by working with key stakeholders

Strategic

Plan link

3.2.2.1 Organise career fairs and industry tours to engage students and young professionals, partnering with local schools, TAFEs, and community organisations to provide relevant training and upskilling programs tailored to the needs of local industries

3.2.2.2 Support local breweries and distilleries with a Tourism Strategy and initiatives to streamline regulations

3.2.1.4 Develop formal concierge support for local businesses with council matters

3.2.1.5 Create a new Women’s Business Chamber, for women working in local businesses across the Inner West

3.1.1.2 Partner with community and creative groups to deliver events, providing support and advice

3.1.1.6 Deliver the Inner West Choral Festival

3.1.1.1 Deliver the program of Council produced events

3.2.1.1 Trial loading zones outside music venues

3.2.1.9 Facilitate periodic main street activations

3.1.2.4 Deliver the Perfect Match program

Completed in 2025/26

3.1.1.2 Partner with community and creative groups to deliver events providing support and advice

3.1.1.3 Continue to work with Placemaking NSW on leasing options at White Bay for local artistic activity

3.1.1.4 Deliver an end of season music event at Leichhardt Oval prior to commencement of upgrade works

3.2.1.6 Expand Perfect Match proactively targeted at vacant stores on main streets

3.2.1.7 Continue to work towards a goal of zero vacancies in main street shop fronts, by bringing main street property owners, local businesses and chambers of commerce together with Council

Council

SD3 - Creative communities and a strong economy (cont.)

Host events for local multicultural businesses looking to do business with Council

Zones for arts and cultural production and larger lots for expanded industrial use

Implement Plug and Play for car-free street closures with State Government program

Trial closing Norton Street

Expand Enmore trial to include laneway dining in adjoining bars and restaurants

Work with Sydney Mardi Gras to host Fair Day at a major Inner West Park

3.2.1.8 Hosting annual information events for local multicultural businesses looking to do business with Council

3.2.2.3 Build on the Department of Planning, Housing and Infrastructure (DPHI)'s metro-wide analysis of employment and retail lands to develop a local strategy

This is expected to be completed in 2025/26

3.2.1.9 Facilitate periodic main street activations

3.2.1.10 Investigate opportunities for further laneway dining based on Enmore trial

3.1.2.5 Monitor and implement year 2 of the Mardi Gras funding agreement 2026-2028 Council Priority

SD4 - Healthy, resilient and caring communities

Deliver a modern library building with housing in Leichhardt

Upgrade Robyn Webster Indoor Sports Centre, Tempe

Install modern lighting at Lambert Park

Upgrade all weather sports fields at Callan Park

Create a Leichhardt Sports precinct with harmonious upgrades to Leichhardt Oval and Leichhardt Park

Leichhardt Oval (see below)

Leichhardt Park Aquatic Centre (see below)

Deliver an all weather surface in Centenary Park

5.2.3.2 Progress the Property strategy

4.2.1.4 Commence masterplan activities for the Robin Webster Centre at Tempe

4.2.2.5 Install modern lighting for Lambert Park to ensure safe utilisation of the grounds for sport.

4.2.2.6 Deliver much needed upgrades to All Weather Sports Fields at Callan Park.

4.2.2.9 Commence the development of a Leichhardt Sports Precinct master plan

4.2.2.4 Commence Leichhardt Oval upgrade

4.2.1.5 Implement the Stage 2 Leichhardt Park Aquatic Centre masterplan upgrades

4.2.2.10 Tender for a new playing surface for Centenary Park

Council

SD4 - Healthy, resilient and caring communities (cont.)

Deliver an inclusive playground in every ward

Install an outdoor gym at Fanny Durack Aquatic Centre and extend opening hours

Investigate a new public space in Stanmore

Upgrade pocket parks

Upgrade Hoskins Park toilet block and a new shed for the GreenWay Bushcare Group

Investigate a new public space in Dulwich Hill

Upgrade Pratten Park Bowling and Community Club

Upgrade Wicks Park playground

Upgrade community infrastructure at Marrickville Golf Club

Improve lighting along the Cooks River

Support a WW1 memorial in Richard Murden Reserve

Upgrade Mort Bay Park amenities and facilities

Consult partners for a joint project with Council to establish a social enterprise café at Together 2 Rozelle

Work with partners to promote inclusive practice in early learning centres

Increase funding for the Feel the Love Festival and move it to the Inner West Pride Centre

Continue to work with partners to deliver an LGBTIQA+ safety strategy and protocol for hosting events

2.4.1.5 Construct an inclusive playground at Steel and Camperdown Parks

To be completed during 2025/26

4.2.3.3 Investigate a community centre and gathering space at Stanmore Library

2.4.3.8 Continue to renew pocket and neighbourhood parks and include opportunistic upgrade works, in line with the Parks Asset Management Plan

Completed in 2025/26

4.2.3.6 Investigate opportunities for future community space in Dulwich Hill

4.2.2.7 Upgrade the Pratten Park Bowling and Community Club with a newly configured building and new lights for the tennis courts to play tennis for longer in the evening

4.2.2.11 Complete the design of a new playground in Wicks Park

4.2.2.8 Act as a sponsor to redevelop the Marrickville Golf Club

4.2.2.2 Improve lighting, access and safety along the Cooks River

4.2.2.12 Deliver a WW1 Memorial in Richard Murden Reserve

4.2.2.13 Complete the design of upgraded facilities and amenities at Mort Bay Park

4.2.3.5 Continue to consult with Together2 on options regarding a joint project to deliver a social enterprise café

4.3.1.3 Ensure every early learning service has specific inclusion initiatives in place, including Inclusion Support Program funding for eligible children

Completed in 2025/26.

4.1.1.7 Lead the implementation of the Community Safety Action Plan

SD4 - Healthy, resilient and caring communities (cont.)

Council Priority

Host Drag Story Times at our libraries

Deliver the Aboriginal and Torres Strait Islander Community Hub at Tempe Reserve

Fund survival memorials across the Inner West

Work towards an Aboriginal and Torres Strait Islander Voice to Council

Consult on dual naming of one major park in each ward

Deliver a plan to support local people with neurodiversity in Council programs

Convert a pocket park in each ward into a sensory garden

Mandate sensory spaces as part of all large-scale Council-run events

Establish community grant stream for organisations specifically working with people with disability

Continue to fly the Disability Pride Flag and support the Disability Pride Festival

Community Centre at Stanmore Library

Trial extended library opening hours

Partner with local organisations to embed social workers in libraries to support vulnerable community members

Develop local community resilience skills and training opportunities

Encourage more residents to take up library membership

Develop a Library Youth Strategy

Strategic Plan link

Included in regular programming as part of 4.3.2.3 Deliver Library and History programs

4.1.3.2 Deliver the Aboriginal Community Hub in Camperdown Park

4.1.3.1 Progress Aboriginal Survival memorials

Closed based on advice from Aboriginal and Torres Strait Islander Local Democracy Group (LDG)

Consultation is completed, will be delivered via inclusive playground program see 2.4.1.6 Construct an inclusive playground at Steel and Camperdown Parks

Will be completed in 25/26

2.4.3.9 Progress the conversion of one pocket park in each ward into a sensory garden for local children and residents with neurodiversity

Completed in 2025/26, delivered as standard part of large-scale events

Completed in 2025/26 and now part of 5.4.2.1 Manage Council's annual community grants program

Complete for 2025/26 and ongoing as part of 4.1.1.4 Celebrate culturally significant days with and on behalf of the community

4.2.3.3 Investigate a community centre and gathering space at Stanmore Library

4.3.2.5 Implement recommendations from the Library Service Review

4.3.2.4 Investigate embedding social workers in Council's library system

4.1.1.5 Develop a Resilience and Wellbeing Strategy

Tracked through 4.3.2b Maintain the percentage of library members relative to the population Target 50%

Will be delivered as part of 4.1.1.6 Children and youth strategy development

Council

SD4 - Healthy, resilient and caring communities (cont.)

Introduce City Talks to the Inner West Library system

Rename Hercules Street after Quong Tart

Continue to achieve exceeding ratings in early childhood education centres

Establish monthly senior’s morning teas at community venues

Expand senior’s library programs

Promote local policies and programs for seniors to all residents older than 55

Host ‘Beat your bills’ events in each ward

Incorporated in regular programming as part of 4.3.2.3 Deliver Library and History program

This is expected to be completed in 2025/26

4.3.1.1 Achieve 'meeting or exceeding' national quality standards for all early learning services

Part of 4.1.1.3 Deliver Community Wellbeing projects and programs to meet the identified needs of the Inner West community including a minimum of 12 seniors morning teas

Budget for seniors programming increased in 2025/26. This is delivered as an ongoing activity via 4.3.2.3 Deliver Library and History program

This is an ongoing activity, as part of 5.3.1PA Promote Council's achievements, activities and programs

Delivered as part of 4.1.1.3 Deliver Community Wellbeing projects and programs to meet the identified needs of the Inner West community

SD5 – Progressive, responsive and effective civic leadership

Continue to bring the budget into surplus

Commit to no rate increase above indexation for the next four years

Payment of rates in more regular, smaller payments

Promote pensioner rebate and investigate expansion

Increase Council apprenticeships and traineeships including for people with disability

Make Council a gold-star employer for people with disability

Plan to transition core Council services in-house

5.2.3.4 Manage Council's financial position to ensure that Council is financially sustainable without any need for a SRV in this term of council

Completed in 2025/26

Completed in 2025/26

5.1.2.3 Strengthen and expand accessible employment pathways for people with disability through inclusive recruitment, retention, partnerships and a strong traineeship program, positioning Council as a leading Australian employer.

5.1.2.11 Insource core Council functions (including the collection of green and red bins for the West area of the LGA)

SD5 – Progressive, responsive and effective civic leadership (cont.)

Council Priority

Expand customer service stalls across the Inner West

Continue to host customer service stalls in libraries

Launch a better Council website

Establish a customer service point in Marrickville town centre

Expand community language information on Council services

Investigate a Tech Central collaboration and innovation precinct

Strategic Plan link

5.1.1.PA Deliver centralised Customer Service function and services to the community through a mobile customer service, front counter, contact centre and online channels

5.1.1.4 Deliver further website improvements including digital forms, making it easier for customers to request services online

5.1.1.3 Establish a new customer service point in the Marrickville town centre

5.3.1.2 Expand information available on Council services in Community languages

5.2.1.7 Support the Inner West Startup+ Tech hub in line with Council resolutions

Establish a Housing For All Local Democracy Group; and a small business Local Democracy Group Completed

Bring together members of the local democracy groups at least twice a year to collaborate and provide insights on Inner West Council policies.

Provide ongoing funding for Marrickville Legal Centre to support residents and boarding house tenants

Continue to support major cultural events through community grants and in-kind support

Expand community consultation by door knocking residents on major projects

Target communications to older residents about local policies and programs

5.3.2.3 Bring together members of the Local Democracy Groups to collaborate on local policies and programs

5.4.2.1 Manage Council's annual community grants program

Part of 5.3.2PA Deliver community engagement and consultation

Part of 5.3.1PA Promote Council's achievements, activities and programs

About the Inner West

Inner West local government area (LGA) has an estimated resident population of approximately 190,000 people and spans 36km² from the banks of the Parramatta River at Birchgrove in the north east, to the Cooks River at Dulwich Hill in the south west. The Gadigal and Wangal Peoples of the Eora Nation are the traditional custodians of the Inner West LGA. It is a unique area with a special beauty that comes from natural and built environments, and a rich cultural heritage. The people of the Inner West take great pride in their community and have a strong Inner West identity.

Inner West Council was formed in 2016 by the NSW Government which amalgamated Ashfield, Leichhardt and Marrickville Councils. Today, the Inner West LGA includes the suburbs of Annandale, Ashfield, Balmain (including Balmain East), Birchgrove, Dulwich Hill, Enmore, Haberfield, Leichhardt, Lewisham, Lilyfield, Marrickville, Petersham, Rozelle, Stanmore, St Peters, Summer Hill, Sydenham, Tempe and parts of Ashbury, Camperdown, Croydon, Croydon Park, Hurlstone Park and Newtown.

8 Libraries

5 Aquatic centres

12 Early learning centres and 1 preschool

295 Parks and open spaces

1 Water play park

6 Community centres (two Council-run and four Council-supported)

2 Community plant nurseries

2 Community recycling centres

844km Footpaths 466km Roads (regional 41km, local 357km, laneways 68km)

186km Stormwater pipelines

345 Building assets

50,678 Street trees

21,256 Park trees

866km Kerbs and gutters

Inner West community profile

Volunteers

21.4%

Inner West has over 20,000 local businesses providing over 76,000 local jobs 14.8% compared to 11.6% in Greater Sydney

48.2% Tertiary educated

Inner West Council

organisational structure

General Manager

Peter Gainsford

General Counsel

Strategic and Corporate Communications and Engagement

Matthew Pearce General Counsel

Engineering

Manod Wickramasinghe

Acting Director

Property and Major Projects

Peter Shields Director

Traffic and Transport Planning

Operations

• Civil Maintenance

• Public Trees

• Parks and Streetscapes

• Parks Liaison (Bookings and Office of Sport)

Resource Recovery and Fleet

Road Access

Road Design

Civil Capital Works

Stormwater

Asset Planning

Public Domain

Parks Planning

Parks Capital Works

Building Capital Works

Major Projects

• LPAC

• Greenway

• Leichhardt Oval

Properties and Strategic

Investments

• Community Venues

Facilities Management

Planning

Simone Plummer Director

Environmental Health and Building Regulation

Development Assessment

• Heritage

• DA Engineering Referrals

Strategic Planning

• Economic Development

Parking and Ranger Services

• Private Trees

Environment and Sustainability

• Resource Recovery Planning

• Urban Ecology

• Urban Sustainability

Executive Team

Council’s administration is led by General Manager Peter Gainsford, who joined Inner West in May 2021. The General Manager is supported by five Directors, who along with the General Counsel, comprise the Executive team.

The General Manager is responsible for the overall operations of Council’s administration including ensuring the implementation of decisions of the Council, delivery of commitments as guided by the Delivery Program and Operational Plan, and for Council’s workforce, as well as ensuring the organisation meets its obligations.

Leadership Team

Council has also established a Leadership team comprising the Executive and senior managers.

The Leadership Team oversees the delivery of Council’s services as listed in the organisational chart below. For more detail about the services, view detailed service statements in section 3.

Corporate

Sharon Bowman Director

Corporate Strategy

Governance and Risk

Customer Experience

Service Transformation

Procurement

Finance

Digital Services

People and Culture

Community

Ruth Callaghan Director

Community Centres

Early Learning

Creative Communities

• Events

• Living Arts

• Town Hall Activations

Social and Cultural Planning

Community Wellbeing

Libraries and History

Aquatics and

Recreation Services

Our purpose

We are here to be of service to our local community and make the Inner West a great place to be.

Our values

Integrity

We do what we say we are going to do

We are transparent about the reasons for our decisions and actions

We act ethically with responsible governance to earn the public’s trust

We take ownership and deliver on our commitments to the community and each other

We are responsive to our communities needs and accountable for our actions

We make decisions based on fairness, evidence and community impact

Compassion

We lead with empathy and care for each other’s wellbeing

We take time to understand the needs and concerns of our community

We create safe, inclusive environments where people feel valued and supported

We respond to challenges with kindness and resilience

We support each other to succeed

Respect

We treat everyone with dignity, fairness, and cultural awareness

We actively listen and communicate with empathy and clarity

We create inclusive spaces where all voices are heard and respected

We value the environment and act responsibly

We welcome feedback and use it to strengthen our relationships and services

Innovation

We embrace change and adapt proactively to meet future needs

We learn from successes and failures to drive continuous improvement

We use data and insights to inform creative solutions

We foster creativity and the open exchange of ideas

We embrace digital tools and emerging technologies to optimise service delivery

We explore new ideas and question the status quo to improve outcomes

Collaboration

We collaborate with stakeholders to deliver shared outcomes

We work together across teams and disciplines to achieve shared goals

We share knowledge and learn from one another to grow and celebrate collective success

We build strong partnerships across teams, councils, and communities

We foster a culture of trust, cooperation, and mutual respect

These values were developed in 2021, with the behavioural statements updated in consultation with more than 200 staff, as part of the development of the 2025-2029 Workforce Management Strategy.

Major projects and initiatives

2026/27

Strategic Direction 1: An ecologically sustainable Inner West

• Deliver a further 2 Micro-forests in the Inner West to complete one in every ward

• Deliver the Callan Park swim site

• Continue to plant 1,000 trees per year

• Deliver Council's low-income energy efficiency program

• Deliver a FOGO Program to schools and early learning centres across the LGA

• Develop and adopt the Climate Strategy

• Deliver Council's sustainability program at the Inner West Sustainability Hub

• Increase recovery of organics and reduce contamination via apartment buildings and other properties

Strategic Direction 2: Liveable, connected neighbourhoods and transport

• Commence design of the Iron Cove walk/ cycleway

• Plan for the Great Inner West Walk

• Investigate additional entertainment precincts for the Inner West

• Progress opportunities for the delivery of affordable housing including working with State Government for the provision of 1,000 new social and public homes

• Deliver a new Development Control Plan

• Deliver an Infrastructure Contributions Delivery Plan and a new Developer Contributions Plan

• Implement the accelerated development application framework for Inner West

• Construct an inclusive playground at Steel and Camperdown Parks

Strategic Direction 3: Creative communities and a strong economy

• Deliver the program of Council produced events and partner with community and creative groups to deliver events

• Deliver a Tourism Strategy to support local breweries and distilleries

• Deliver an end of season music event at Leichhardt Oval

• Continue to implement the Mardi Gras funding agreement

• Facilitate business engagement in place making

• Establish a business façade improvement program

• Create a new Women’s Business Chamber, for women working in local businesses across the Inner West

• Facilitate periodic main street activations

• Promote Creative Town Halls program to further enhance utilisation

Strategic Direction 4: Healthy, resilient and caring communities

• Implement the Disability Inclusion Action Plan

• Progress Aboriginal survival memorials in Iloura Reserve (Balmain) and Kendrick Park (Tempe)

• Investigate a community centre and gathering space at Stanmore Library

• Deliver the Aboriginal Community Hub in Camperdown Park

• Commence Leichhardt Oval upgrade

• Implement the Stage 2 Leichhardt Park Aquatic Centre (LPAC) masterplan upgrades

• Commence masterplan activities for the Robyn Webster Centre at Tempe

• Upgrade to All Weather Sports Fields at Callan Park

• Upgrade the Pratten Park Bowling and Community Club with a newly configured building and new lights

Strategic Direction 5: Progressive, responsive and effective civic leadership

• Manage Council's financial position to ensure that Council is financially sustainable without any need for a special rate variation in this term of council

• Strengthen Digital Services governance and cyber resiliency

• Continue to implement the Customer Experience Strategy, including ongoing website improvements to make it easier for customers to do business with us online

• Continue to strengthen accessible employment pathways

• Continue to increase opportunities for trainees, apprentices, cadets and graduates to work with Council

• Deliver strong community engagement including via Local Matters Forums and Local Democracy Groups

Capital Projects Highlights 2026/27

$55.4 million program Leichhardt Park Aquatic Centre upgrade

$0.6 million Loftus Street Pocket Park Delivery Program 2025–2029 (year 2) and Operational Plan and Budget 2026/27

$0.8 million Ashfield Park Sporting Ground upgrade

wide

$2.6 million Traffic facilities

(Ashfield)

$7.9 million Callan Park all weather sporting field upgrade

Gulgadya (Leichhardt)

Midjuburi (Marrickville)

$1.5 million Cooks River Lighting

$1.5 million Pedestrian Access and Mobility Plan

$4.2 million Cycleways

$1.2 million Steel Park Inclusive Playground

$1.4 million Steel Park Amenities

Note: Highlighted capital projects are shown on this page (numbers are rounded). For full detail of the capital works program, please see section 3.

$1.5 million Mort Bay Park and Playground Stage 2

$1.2 million Birchgrove Park Renewal

$0.8 million Birchgrove Park Floodlighting

$40 million program Leichhardt Oval upgrade

$1.8 million Aboriginal Community Hub Camperdown

$1.8 million Camperdown Park Sporting Ground

$1.6 million Camperdown Park Inclusive Playground

$2.3 million Marrickville Town Hall upgrade

wide

$3.6 million Stormwater

$4.9 million Footpaths

Service Review Program

Council delivers a wide range of services as outlined in this Delivery Program and Operational Plan. To ensure these services continue to deliver the greatest possible benefit, Council undertakes regular service reviews as part of a rolling, prioritised program.

Service reviews provide a structured way to assess how well services are meeting current and future community needs, identify opportunities for improvement, and ensure resources are being used effectively.

This approach supports informed decision-making, continuous improvement, and long-term sustainability, while maintaining a strong focus on outcomes that matter to the community.

Environmental Health and Building

Public Trees

Access to Information

Urban sustainability

Community Venues

Trees - private

Graffiti

Libraries

Customer Service for Insurance

Parks and Streetscapes

Property and Strategic Investments

Capital Works

Strategic Planning

Aquatic Services

Parking and Ranger Services

Fleet

Procurement

The outcomes of the service reviews will be published in Council’s Annual Report.

Budget summary 2025/26

Section 2: Delivering on community priorities

Strategic Direction 1: An ecologically sustainable Inner West

CSP Strategy 1.1.1 Connect with the community and share information, knowledge and tools to live sustainably

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible Implement our climate and sustainability strategies through community networks, partnerships and programs X X X X Urban Sustainability/ Environment and Sustainability

Operational Plan 2026-27

Actions

1.1.1.1 Deliver Council's sustainability program at the Inner West Sustainability Hub

1.1.1.2 Deliver Community Environment Grants

1.1.1.3 Hold Council’s Eco-festival

Timeframe Responsible

June 2027

Urban Sustainability/ Environment and Sustainability

June 2027 Urban Sustainability/ Environment and Sustainability

June 2027 Urban Sustainability/ Environment and Sustainability Delivery Program 2025–2029 (year 2) and Operational

Key Performance Measures

1.1.1a Number of people attending sustainability engagements and education sessions per year at the Inner West Sustainability Hub 700 Annual Network database Urban Sustainability/ Environment and Sustainability

1.1.1b Increase in total subscriptions for environment and sustainability social media per year

Annual Website and social media analytics Urban Sustainability/ Environment and Sustainability

CSP Outcome 1 2 Resilient biodiversity

CSP Strategy 1.2.1 Maintain, manage and improve vegetation and tree canopy

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Maintain, manage and improve vegetation and tree canopy X X X X Public Trees/ Operations

Work with the community to restore natural areas X X X X Urban Ecology/ Environment and Sustainability

Assess and determine tree referral applications X X X X Private Trees/ Regulatory Services

Operational Plan 2026-27

Actions Timeframe Responsible

1.2.1.1 *Continue the public tree planting program

1.2.1.2 Review LGA-Wide Maintenance Procedure for public tree management

June 2027 Public Trees/ Operations

June 2027 Public Trees/ Operations

1.2.1.3 Provide private tree assessments June 2027 Private Trees/ Regulatory Services

1.2.1.4 *Deliver a further 2 Micro-forests in the Inner West to complete one in every ward

June 2027 Urban Ecology/ Environment and Sustainability

Key Performance Measures

1.2.1a *Number of trees planted

1.2.1b Percentage of tree permit applications pruning or removal on private land assessed within 28 days

1.2.1c Input to development applications involving tree works provided within 14 days

Operations

Data Private Trees/ Regulatory Services

Data Private Trees/ Regulatory Services

CSP Strategy 1 2 2

Protect threatened species, connect and enhance natural areas, biodiversity corridors and sensitive habitats

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Prepare and implement biodiversity and supporting strategies, policies and plans X X X X Urban Ecology/ Environment and Sustainability

Operational Plan 2026-27

Actions

1.2.2.1 Supply local native plants for Council’s Natural Areas, priority biodiversity areas and to residents

1.2.2.2 *Progress actions in the Biodiversity Strategy in accordance with their agreed priorities

Key Performance Measures Metric

Timeframe Responsible

June 2027 Urban Ecology/ Environment and Sustainability

June 2027 Urban Ecology/ Environment and Sustainability

1.2.2a Number of plants supplied by Council nurseries per year 8000 Annual Operational Urban Ecology/ Environment and Sustainability

1.2.2b Number of Citizen Science events facilitated by Council per year 30 Annual Operational Urban Ecology/ Environment and Sustainability

1.2.2c Number of environmental volunteer attendances per year 1400 Annual Operational Urban Ecology/ Environment and Sustainability

CSP Outcome 1 3

Healthy waterways

CSP Strategy 1.3.1 Implement water-sensitive policies, plans and projects

SP .3.1 mplement water ensitive

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Ensure water sensitive urban design (WSUD) implementation in private and public developments

Develop localised approaches to water management through catchment planning

Implement Flood Risk Management studies and plans

Undertake litter prevention initiatives that protect waterways and natural areas

X

X

Operational Plan 2026-27

Actions

1.3.1.1 Prioritise opportunities to improve water quality in Inner West rivers

1.3.1.2 Review Flood studies and flood risk management plans

1.3.1.3 Continue to ensure water sensitive design is incorporated into public and private development

Infrastructure Planning/ Engineering

Ecology/ Environment and Sustainability

Infrastructure Planning/ Engineering

X Resource Recovery Planning/ Environment and Sustainability

June 2027 Urban Ecology/ Environment and Sustainability

June 2027 Infrastructure Planning / Engineering

June 2027

Infrastructure Planning / Engineering SP ealthy

Delivery Program 2025–2029 (year 2) and Operational Plan and Budget 2026/27

CSP Strategy 1 3 2

Expand river swimming sites

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Collaborate on regional initiatives with stakeholder groups (SSROC, Parramatta River Catchment Group, and Cooks River Alliance)

Operational Plan 2026-27

Actions

1.3.2.1 Continue to host the Parramatta River Catchment Group

1.3.2.2 Investigate the environmental feasibility of a swim site through water quality testing as part of the Mort Bay Plan of Management

1.3.2.3 Deliver the Callan Park swim site

Urban Ecology / Environment and Sustainability

Timeframe Responsible

June 2027 Urban Ecology / Environment and Sustainability

June 2027 Urban Ecology / Environment and Sustainability

January 2027 Capital Works

CSP Outcome 1 4 Zero emissions

CSP Strategy 1.4.1 Implement strategies to reduce and mitigate greenhouse gas emissions

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Implement our climate and greenhouse gas reduction strategies X X X X Urban Sustainability/ Environment and Sustainability

Operational Plan 2026-27

Actions Timeframe Responsible

1.4.1.1 Deliver Council's low-income energy efficiency program June 2027 Urban Sustainability/ Environment and Sustainability

Key Performance Measures Metric

1.4.1a Tonnes of carbon emissions generated by Inner West Council per year <10,000 Annual Operational Urban Sustainability/ Environment and Sustainability

CSP Strategy 1 4 2

Build local resilience and adapt to climate change

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Finalise the organisationwide climate risk assessment and adaptation plan X X X X Urban Sustainability/ Environment and Sustainability

Develop and implement climate change strategy, policy and projects, while providing internal environmental sustainability support

X X X Urban Sustainability/ Environment and Sustainability

Operational Plan 2026-27

Actions

Timeframe Responsible

1.4.2.1 Develop and adopt the Climate Strategy June 2027 Urban Sustainability/ Environment and Sustainability

Key Performance Measures

Metric

1.4.2a Seminars and engagements on energy efficiency services undertaken annually such as solar power, battery storage and home electrification 4

**Refer to Strategy 2.3.1 for implementation details.

CSP Outcome 1 5 Zero waste

CSP Strategy 1.5.1 Reduce residential waste and increase recycling

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Coordinate domestic and commercial waste services, and work towards zero waste in our residential waste collection and recycling services

Implement Council’s Zero Waste Strategy through education, campaigns, monitoring and behaviour change projects

Operational Plan 2026-27

Recovery Operations and Fleet

Recovery Planning/ Environment and Sustainability

Actions Timeframe Responsible

1.5.1.1 Co-ordinate and deliver domestic and commercial waste collection services

1.5.1.2 Implement education and contamination management strategies to maximise recycling rates

1.5.1.3 Harmonise residential waste collection services across the LGA

1.5.1.4 *Review the current operations of CRCs to better meet community demand

June 2027

June 2027

June 2027

June 2027

Resource Recovery Operations and Fleet

Resource Recovery Planning/Environment and Sustainability

Resource Recovery Operations and Fleet

Resource Recovery Planning/Environment and Sustainability

Key Performance Measures

1.5.1a Increase the percentage of bulky household items or clean-up reused and recycled (Recovery rate) per year (2024/25 Baseline= 75%)

1.5.1b Increase community recycling through booked clean ups and correct use of booking categories (e.g. metals, white goods, mattresses, organics)

1.5.1c Reduce the number of illegal dumping incidents (CRMs) reported by the community (Baseline 2024/25: 16,138 incidents)

1.5.1d Maintain the amount of material received at the Community Recycling Centres and Household Chemical Collection Events (Baseline 2024/25: 145.56 tonnes)

1.5.1e Maintain the amount of recycling of televisions and computers per year (Baseline 2024/25: 133.25 tonnes)

1.5.1f Reduce the percentage of missed bins per year by 0.5% (Baseline 2024/25: 24,010)

74,000 bookings

incidents

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Improve Council's food and other recycling services X X X X Resource Recovery Operations and Fleet

Operational Plan 2026-27

Actions Timeframe Responsible

1.5.2.1 Continue the grant-funded litter reduction initiative in collaboration with other areas of Council and community groups

1.5.2.2 * Increase recovery of organics and reduce contamination via apartment buildings and other properties

1.5.2.3 * Establish the Circular economy with two network meetings per year and an online network

1.5.2.4 *Trial FOGO and recycling in selected parks

Key Performance Measures

1.5.2a Reduce waste to landfill (per capita in kilograms) per year

1.5.2b Increase the kilograms of organic material collected per resident by 5% annually (Baseline 2024/25: 82kg)

1.5.2c Percentage of contaminated material recovered in the green-lid bin per year

kilos/ capita

kilos/ capita

June 2027

Resource Recovery Planning/Environment and Sustainability

June 2027

June 2027

June 2027

Resource Recovery Planning/Environment and Sustainability

Resource Recovery Planning/Environment and Sustainability

Resource Recovery Operations and Fleet

Recovery Planning/Environment and Sustainability

Planning/Environment and Sustainability

Key Performance Measures

(Baseline TBC in 2025/26)

1.5.2d Reduce litter by 12% annually to 2027/28 (from Baseline 2024/25: 307.7 items per 1000m2)

37 items per 1000m2

Strategic Direction 2: Liveable, connected neighbourhoods and transport

CSP Outcome 2 1

CSP Strategy 2.1.1

Housing for all

Encourage greater housing diversity through development

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Facilitate and advocate for affordable and public housing and its retention, and work with developers, providers and the NSW state government to manage affordable and public housing opportunities

Operational Plan 2026-27

Actions

2.1.1.1 *Collaborate with Homes NSW for the delivery of 1,000 new public housing dwellings in the Inner West

2.1.1.2 *Progress opportunities for delivery of affordable housing

*Council Priority

X X X Properties and Strategic Investments

Timeframe Responsible

June 2027 Strategic Planning

June 2027 Properties and Strategic Investments

Delivery Program 2025–2029 (year 2) and Operational Plan and Budget 2026/27

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Develop planning controls that facilitate a diversity of housing types within new developments

Operational Plan 2026-27

Actions

2.1.2.1 *Deliver a new Inner West Development Control Plan (DCP) to encourage multi-generational and affordable housing and make renovating your home easier, prioritise well designed and good quality homes

2.1.2.2 *Include adaptable housing design controls in the new Inner West DCP

Planning

Timeframe Responsible

October 2026 Strategic Planning

October 2026 Strategic Planning

CSP Outcome 2 2 Sustainable development

CSP Strategy 2.2.1 Integrate planning and urban design for public and private spaces

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible Review and maintain Council’s planning instruments, statutory and land use plans and strategies

Maintain and update development contributions plans

Operational Plan 2026-27

2.2.1.1 *Complete a Council wide Local Environmental Plan (LEP) through the delivery of Our Fairer Future Stage 2

2.2.1.2 *Investigate additional entertainment precincts for the Inner West

December 2026 Strategic Planning

June 2027 Strategic Planning

2.2.1.3 *Advocate with the State Government for permission to develop Leichhardt Tramsheds into a park June 2027 Strategic Planning

2.2.1.4 Deliver an Infrastructure Contributions Delivery Plan and a new Developer Contributions Plan December 2026 Strategic Planning

CSP Strategy 2 2 2

Monitor local development for legislative compliance

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Assess and determine development and associated applications

Administer independent assessment panels including Inner West Local Planning Panel.

Administer the Architectural Excellence Design Review Panel

Maintain and improve development assessment systems, processes and procedures as required by legislation and enhance customer service

Provide appropriate conditions of consent for development to minimise impacts on the surrounding environment

Assess, determine and certify post-consent certificates

Assess applications for building information certificates for illegal/unauthorised works and properties for sale

X X X Development Assessments

X X X Development Assessments

X X X Development Assessments

X X X Development Assessments

X X X Development Assessments

X X X Building Certification

X

X Building Certification Prepare swimming pool compliance certificates and respond to swimming pools customer queries

Provide building certification advice, duty services and educational material to customers

Assess outdoor dining applications

X X X Building Certification

Building Certification

Certification

Operational Plan 2026-27

2.2.2.1 Provide building certification services June 2027 Building Certification

2.2.2.2 Provide development assessments and related services June 2027 Development Assessments

2.2.2.3 *Provide general development advice via Council's Duty Planning and related services, such as development of a concierge service June 2027 Development Assessments

2.2.2.4 Implement the accelerated development application framework for Inner West March 2027 Development Assessments

Key Performance Measures

2.2.2a Percentage of initial inspections for Roads Act Approvals (on road dining and foot path dining) conducted within 5 days

2.2.2b Number of swimming pool safety education campaigns undertaken via Council’s Social Media Platforms

2.2.2c Percentage of swimming pool customer queries investigated within 72 hours

2.2.2d Percentage of Pool Compliance Certificate applicants contacted and inspections arranged within 72 hours

2.2.2e Median number of days to determine development applications

Certification

Building Certification

Key Performance Measures

2.2.2f Median number of days to complete prelodgement advice from date of meeting

2.2.2g Percentage of site visits undertaken within 21 days of the application being accepted

2.2.2h Lodgement of development applications from NSW Planning Portal to Council's planning system within an average of 7 days

2.2.2i Neighbour notifications posted within 7 days following payment of all fees

2.2.2j Internal referrals obtained within 14 days

Development Assessment

Development Assessment

Assessment

Assessment

Assessment

Delivery Program 2025-2029

Principal Activities

Manage development relating to heritage sites and properties, and provide education and related advice services

Operational Plan 2026-27

Actions

2.2.3.1 Provide heritage and design related advice and services for development applications

2.2.3.2 *Continue to advocate for Haberfield to be listed on the State Heritage Register

June 2027 Development Assessments

June 2027 Strategic Planning

CSP Strategy 2.3.1 Prioritise active transport and manage and/or deliver transport infrastructure

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible Deliver improved pedestrian and active transport outcomes in collaboration with stakeholders

Operational Plan 2026-27 Actions

2.3.1.1 Implement Council’s Bicycle Strategy and Action Plan June 2027

and Transport Planning

2.3.1.2 Support safe walking around local schools June 2027 Traffic and Transport Planning

2.3.1.3 *Commence design of the Iron Cove walk/ cycleway June 2027 Traffic and Transport Planning

2.3.1.4 *Plan for the Great Inner West Walk June 2027 Traffic and Transport Planning

2.3.1a Measure the number of people using the bicycle networks (Baseline 2024:9,295 )

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Deliver improved public transport and electric vehicle infrastructure in collaboration with stakeholders

Operational Plan 2026-27 Actions

2.3.2.1 Develop and implement Public Transport Position statement June 2027

2.3.2.2 Implement the Electric Vehicle Encouragement Plan June 2027

and Transport Planning

and Transport Planning

Key Performance Measures

2.3.2a Increase the number of electric vehicle charging units (ports) in the LGA (Baseline 2024/25: 170)

2.3.2b Increase in the mode shift towards public transport

Operational Plan 2026-27

2.3.3.1

2.3.3.2

2.3.3.3 Prepare Local Area Traffic Management (LATM) studies

CSP Outcome 2 4

clean and accessible public spaces

CSP Strategy 2.4.1 Ensure private spaces and developments contribute positively to public spaces

Delivery Program 2025-2029

Principal Activities

Deliver sustainable infrastructure and oversee the design and delivery of capital projects and the upgrade of Council’s assets

Design, deliver safe and inclusive programs and masterplans that upgrade public open spaces, town centres, and commercial centres

Undertake the scheduled and reactive maintenance program for council facilities and ensure buildings meet compliance obligations for safety and occupancy

Operational Plan 2026-27

2.4.1.1 *Continue developing public domain master plans as per agreed program

2027 Parks and Public Domain Planning

2.4.1.2 Deliver the Main Streets Strategy June 2027 Parks and Public Domain Planning

2.4.1.3 Deliver Pedestrian Access and Mobility Plan (PAMP) June 2027 Roads

2.4.1.4 *Deliver Local Area Traffic Management (LATM) program June 2027 Roads

2.4.1.5 *Construct an inclusive playground at Steel and Camperdown Parks December 2026 Capital Works

2.4.1.6 Manage and maintain Council's facilities and operational buildings June 2027 Facilities Management

Operational Plan 2026-27

2.4.1.7 Undertake regular building condition inspections of Council owned properties and facilities June 2027 Facilities Management

2.4.1.8 Implement the Asset Management Improvement Plan

2.4.1.9 *Deliver shared zones identified in the LATM program, including priority projects in Derbyshire Street and Prospect Street

2.4.1.10 *Develop a Sydenham Road Strategy to improve walkability and access to Sydenham Metro Station

2.4.1.11 *Develop a traffic management plan for traffic calming around Hinsby Park Playground

Key Performance Measures

2.4.1a Percentage of LATM program budget delivered within budget expended

2.4.1b Percentage of capital works program budget delivered

2.4.1c Percentage of reactive building maintenance attended to annually

2.4.1d Percentage of customer requests regarding public toilets resolved within 10 working days per year

2.4.1e Percentage of Council’s public facilities cleaned per year

June 2027 Infrastructure Planning/ Engineering

June 2027 Roads

June 2027 Parks and Public Domain Planning

June 2027 Traffic and Transport Planning

Operational Roads

Works & Roads

Key Performance Measures

2.4.1f Number of local road requests (potholes and road surface inquiries) per 100 km of sealed roads

2.4.1g Percentage of development engineering referrals completed within 10 business days

CSP Strategy 2 4 2 Improve air quality, water and noise pollution through education and regulation

Delivery Program 2025-2029

Principal Activities

Undertake industry targeted environmental education

Regulate compliance with retail food safety, public health regulations

Investigate and respond to environmental health and public safety customer requests

Operational Plan 2026-27

2.4.2.1 Provide environmental health and building regulatory services

2.4.2.2 Conduct an annual education program targeting a specific business sector to improve environmental outcomes and best practice

June 2027

June 2027

Environmental Health and Building Regulation

Health and Building Regulation

Health and Building Regulation

Environmental Health and Building Regulation

Environmental Health and Building Regulation

Key Performance Measures

2.4.2a Percentage of actual or potential reported pollution incidents investigated and resolved with regards to erosion and sediment control contamination from building sites

*Council Priority

Key Performance Measures

2.4.2b Percentage of reports regarding unauthorised building works where investigations commence within 10 days

2.4.2c Percentage of regulated premises inspected (e.g food premises and skin penetration premises) per year

2.4.2d Percentage of inspections undertaken in accordance with Council’s Boarding House program

2.4.2e Percentage of Outstanding Notice and Orders, and Certificates issued within 3 days

Environmental Health and Building Regulation

Health and Building Regulation

and Building Regulation

Provide local emergency management services to support emergency combat agencies and operations (NSW Police and SES)

Deliver Council’s streetscape, parks and landscape maintenance program

Monitor and regulate public spaces to ensure they are safe and inclusive

Manage graffiti in public spaces

Provide companion animal management services and education to promote responsible pet ownership

Maintain and clean Council’s stormwater network, water sensitive urban design facilities and gross pollutant traps

Maintain urban centres, roads, footpaths, street furniture and infrastructure, manage restorations including infrastructure audits and asset renewals.

and Streetscapes/ Operations

Regulatory Services

Management

and Ranger Services

Operations

Operations Deliver the Public Toilet Strategy

Operational Plan 2026-27

2.4.3 1 *Deliver the Public Toilet Strategy

2.4.3.2 Undertake parking and ranger patrols

2.4.3.3 Promote responsible pet ownership, including information stands, programs or campaigns including off leash areas

2.4.3.4 Maintain open spaces, streetscapes, and parks

2.4.3.5 Undertake regular inspections of town centres and proactively respond to maintenance needs

2.4.3.6 *Audit street lighting and furniture including bike racks and lockers, and build more of this infrastructure to make active transport safer

2.4.3.7 *Analyse future locations for street bins in response to end of current contract for street furniture

2.4.3.8 *Continue to renew pocket and neighbourhood parks and include opportunistic upgrade works, in line with the Parks Asset Management Plan

2.4.3.9 *Progress the conversion of one pocket park in each ward into a sensory garden for local children and residents with neurodiversity

2.4.3.10 *Finalise beautification plan and complete short-term works for Booth Street Annandale

June 2027 Capital Works

June 2027 Regulatory Services

June 2027 Regulatory Services

June 2027

Parks and Streetscape Operations

June 2027 Civil Works/ Operations

June 2027 Civil Works/ Operations

June 2027 Civil Works/ Operations

June 2027

June 2027

June 2027

Parks and Public Domain Planning

Parks and Public Domain Planning

Parks and Public Domain Planning

Key Performance Measures

approvals for compliance with consent conditions

2.4.3b Number of patrols of restricted parking areas

2.4.3c Number of safety patrols of school zones undertaken annually

2.4.3d Percentage of responses to customer requests regarding dangerous or illegal parking (within 3 hours)

2.4.3e Number of park patrols for companion animal education to identify legislative breaches

2.4.3f Average number of working days to complete a 40-day Street sweeping cycle

2.4.3g Average number of working days to complete verge maintenance (mowing) from October to March

2.4.3h Average number of working days to complete verge maintenance (mowing) from April to September

2.4.3i

of working days to complete high-pressure cleaning of each

Services

and Streetscapes/ Operations

Key Performance Measures

shopping centre every three months

2.4.3j Number of gross pollutant trap /nets cleaned quarterly 38 Quarterly

2.4.3k Number of pits cleaned quarterly >194 Quarterly

2.4.3l Percentage of potholes repaired within 48 hours (note - weather dependent)

Civil Works/ Operations

Civil Works/ Operations

Civil Works/ Operations

Strategic Direction 3: Creative communities and a strong economy

CSP Outcome 3 1 A vibrant cultural and creative destination

CSP Strategy 3.1.1 Provide opportunities to participate in arts and culture

Delivery Program 2025-2029

Principal Activities

Deliver Council’s annual arts and cultural programs and projects, and encourage the diverse participation of artists and communities

Deliver Council’s free community events program and local activations

Operational Plan 2026-27

Actions

25/26 26/27 27/28 28/29 Responsible

X X X X Creative Communities

X X X X Creative Communities

Timeframe Responsible

3.1.1.1 *Deliver the program of Council produced events June 2027 Creative Communities

3.1.1.2 *Partner with community and creative groups to deliver events, providing support and advice June 2027 Creative Communities

3.1.1.3 *Continue to work with Placemaking NSW on leasing options at White Bay Power Station, for local artistic activity June 2027 Creative Communities

3.1.1.4 *Deliver an end of season music event at Leichhardt Oval prior to commencement of upgrade works October 2026 Creative Communities

3.1.1.5 Promote Creative Town Halls program to further enhance utilisation June 2027 Creative Communities

3.1.1.6 *Deliver the Inner West Choral Festival August 2026 Creative Communities

3.1.1a Percentage of major events program completed every 6 months

3.1.1b Number of stakeholders (organisations including community and business) engaged through events program every 6 months

3.1.1c Percentage of local stakeholder participation in events program every 6 months

3.1.1d Percentage of Culture Count measures for Council events that meet or exceed the national local government benchmark

CSP Strategy 3.1.2 Celebrate and promote innovation for creative industries by providing local programs, including young and emerging talent

Delivery Program 2025-2029

Principal Activities

Deliver high quality public art in Council facilities, infrastructure, open spaces and main streets

Activate the public domain though commissions to showcase new works and deliver placemaking outcomes

Implement the Cultural Strategy and related plans

Communities

Communities

Communities

Operational Plan 2026-27

Actions

3.1.2.1 Support participation of Aboriginal creatives in delivering Council's arts programs June 2027 Creative Communities

3.1.2.2 Support renewal of Creative Spaces program June 2027 Creative Communities

3.1.2.3 Develop new Cultural Strategy June 2027 Creative Communities

3.1.2.4 *Deliver the Perfect Match program June 2027 Creative Communities

3.1.2.5 *Monitor and implement year 2 of the Mardi Gras funding agreement 2026-2028 June 2027 Events/ Creative Communities

Key Performance Measures

3.1.2a

CSP Outcome 3 2 A diverse and strong economy

CSP Strategy 3.2.1 Implement strategies to assist business growth, innovation and new enterprises

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible Support economic sustainability through strengthening business development including engagement, program access, place-based approaches, promotion, and working with stakeholders X X X X

Operational Plan 2026-27

Actions

3.2.1.1 *Trial loading zones outside music venues

3.2.1.2 *Facilitate business engagement in place making

3.2.1.3 *Provide business support for local small businesses in community languages

3.2.1.4 *Develop formal concierge support for local businesses with council matters

3.2.1.5 *Create a new Women’s Business Chamber, for women working in local businesses across the Inner West

3.2.1.6 *Expand Perfect Match proactively targeted at vacant stores on main streets

3.2.1.7 *Continue to work towards a goal of zero vacancies in main street shop fronts, by bringing main street property owners, local businesses and chambers of commerce together with Council

*Council Priority

Economic Development/ Strategic Planning

Timeframe

June 2027

June 2027

June 2027

December 2026

Responsible

Traffic and Transport Planning

Economic Development/ Strategic Planning

Economic Development/ Strategic Planning

Economic Development/ Strategic Planning

June 2027

June 2027

June 2027

Economic Development/ Strategic Planning

Creative Communities

Economic Development/ Strategic Planning

Operational Plan 2026-27

3.2.1.8 *Host an annual information event for local multicultural businesses looking to do business with Council

3.2.1.9 *Facilitate periodic main street activations

3.2.1.10 *Investigate opportunities for further laneway dining based on Enmore trial

3.2.1.11 Establish a business façade improvement program

June 2027

Development/ Strategic Planning

June 2027 Economic Development

June 2027 Economic Development

June 2027

3.2.1a Number of workshops conducted to provide support for local businesses per year

Program 2025-2029

Principal Activities

Develop planning controls to retain, grow and use of industrial and employment lands

Operational Plan 2026-27

3.2.2.1 *Organise career fairs and industry tours to engage students and young professionals, partnering with local schools, TAFEs, and community organisations to provide relevant training and upskilling programs tailored to the needs of local industries

3.2.2.2 *Support local breweries and distilleries with a Tourism Strategy and initiatives to streamline regulations

3.2.2.3 *Build on the Department of Planning, Housing and Infrastructure (DPHI)'s metro-wide analysis of employment and retail lands to develop a local strategy

Key Performance Measures

3.2.2a Number of activations of local businesses held in Inner West Main Streets per year

Strategic Direction 4: Healthy, resilient and caring communities

CSP Outcome 4 1 Welcoming, connected and inclusive

CSP Strategy 4.1.1 Celebrate, value and respect diversity

Delivery Program 2025-2029

Principal Activities

Work in partnership with community and government departments to support initiatives that address homelessness

Deliver a range of programs to meet diverse community needs

Implement the Anti-Racism Strategy

Develop and implement the Children and Youth Strategy

and Cultural Planning

Operational Plan 2026-27 Actions

4.1.1.1 Update and implement the Inner West Homelessness Guidance documents June 2027 Community Wellbeing

4.1.1.2 Lead the implementation of the AntiRacism Strategy June 2027 Community Wellbeing

4.1.1.3 *Deliver Community Wellbeing projects and programs to meet the identified needs of the Inner West community including a minimum of 12 Seniors’ morning teas June 2027 Community Wellbeing

4.1.1.4 Celebrate culturally significant days with and on behalf of the community June 2027 Community Wellbeing

4.1.1.5 *Develop a Resilience and Wellbeing Strategy June 2027 Social and Cultural Planning

4.1.1.6 Lead the development and implementation of the Children and Youth Strategy June 2027 Social and Cultural Planning

4.1.1.7 Lead the implementation of the Community Safety Action Plan June 2027 Community Wellbeing

4.1.1.8* Develop a program of skills development opportunities for local June 2027 Community Wellbeing

*Council Priority

Operational Plan 2026-27

residents to help build local skills, resilience and connection, including bike repair, barista courses, public speaking and other courses.

Key Performance Measures

4.1.1a Percentage of people sleeping rough that are referred to homeless service providers annually

4.1.2.1

CSP Strategy 4 1 3 P Prioritise and celebrate Aboriginal and Torres Strait Islander needs and culture in policies, initiatives and strategies

Delivery Program 2025-2029

Principal Activities

Recognise Aboriginal and Torres Strait Islander needs and voices in plans, initiatives, policies and strategies

Lead the implementation of Aboriginal Reconciliation Action Plan

Operational Plan 2026-27

4.1.3.1 *Progress Aboriginal Survival memorials

4.1.3.2 *Deliver the Aboriginal Community Hub in Camperdown Park

2027

4.1.3.3 Commence development of a new Reconciliation Action Plan June 2027

Works

and Cultural Planning

CSP Outcome 4 2 Healthy and active

CSP Strategy 4.2.1 Provide facilities, spaces and programs for participation in active recreation

Delivery Program 2025-2029

Principal Activities

Deliver learn to swim, health and fitness and other aquatics programs

Integrate recreation activities between aquatics and other recreation programs

Manage operational requirements for Council’s aquatic centres

25/26 26/27 27/28 28/29 Responsible

and Recreation Services

and Recreation Services

and Recreation Services

Operational Plan 2026-27

Actions

4.2.1.1 Continue to work with NDIS and other community service providers to deliver community programs and services

4.2.1.2 Manage Council's five aquatic centres, two recreation centres and water play park

4.2.1.3 Review the structure and delivery of recreation programs and services

4.2.1.4 *Commence masterplan activities for the Robyn Webster Centre at Tempe

4.2.1.5 *Implement the Stage 2 Leichhardt Park Aquatic Centre (LPAC) masterplan upgrades

June 2027 Aquatic and Recreation Services

June 2027 Aquatic and Recreation Services

June 2027 Aquatic and Recreation Services

June 2027

Aquatic and Recreation Services

June 2027 Major Projects

Key Performance Measures

4.2.1a Maintain visit numbers at Annette Kellerman Aquatic centre, Marrickville

4.2.1b Maintain visit numbers at Fanny Durack Aquatic Centre, Petersham

4.2.1c Maintain visit numbers at Leichhardt Park Aquatic centre

4.2.1d Increase visit numbers at Ashfield Aquatic Centre

4.2.1e Maintain a positive Net Promoters score per centre (customer loyalty and satisfaction)

4.2.1f Maintain visit numbers at Dawn Fraser Pool

Annual PoS Software at Centre Aquatic and Recreation Services

Annual PoS Software at Centre Aquatic and Recreation Services

Annual

Software at Centre

and Recreation Services

and Recreation Services

Annual Operational Aquatic and Recreation Services

Annual PoS Software at Centre Aquatic and Recreation Services

CSP Strategy 4 2 2

Provide parks, playgrounds and open spaces

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Deliver strategies for open space, sports and recreation facilities.

Manage open space, sporting grounds, recreation facilities and watercraft bays usage and bookings

Deliver the Sports and Recreation Infrastructure Grants Programs

Collaborate with key stakeholders to support and promote healthy and active community programs and events

Operational Plan 2026-27 Actions

Parks and Public Domain Planning

/Operations

of

and Parks Liaison /Operations

and Parks Liaison /Operations

4.2.2.1 Prepare Park Plans of Management and masterplans for community and Crown Lands: Richard Murden Reserve, Lambert Park, Pioneers Memorial Rest Park and Gladstone Park June 2027 Parks and Public Domain Planning

4.2.2.2 *Improve lighting, access and safety along the Cooks River June 2027

4.2.2.3 Provide Sports and Parks Liaison Services June 2027 Office of Sport and Parks Liaison /Operations

4.2.2.4 *Commence Leichhardt Oval upgrade October 2026 Major Projects

4.2.2.5 *Install modern lighting for Lambert Park to ensure safe utilisation of the grounds for sport July 2026 Capital Works

4.2.2.6 *Deliver much needed upgrades to All Weather Sports Fields at Callan Park March 2027 Capital Works

*Council Priority

Operational Plan 2026-27

4.2.2.7 *Upgrade the Pratten Park Bowling and Community Club with a newly configured building and new lights for the tennis courts to play tennis for longer in the evening June 2027

Works

4.2.2.8 *Act as sponsor for redevelopment of the Marrickville Golf Club June 2027 Capital Works

4.2.2.9 *Commence the development of a Leichhardt Sports Precinct master plan June 2027

4.2.2.10 *Tender for new playing surface for Centenary Park June 2027

4.2.2.11 *Complete the design of a new playground in Wicks Park June 2027

Works

Works

Works

4.2.2.12 *Deliver a WW1 Memorial in Richard Murden Reserve June 2027 Capital Works

4.2.2.13 *Complete the design of upgraded facilities and amenities at Mort Bay Park June 2027 Capital Works

Key Performance Measures

4.2.2a Number of sports forums held to engage the Inner West sports key stakeholders

4.2.2b Maintain the number of parks bookings (e.g. schools, commercial fitness trainers, weddings, picnics, excluding sporting ground bookings)

4.2.2c Percentage utilisation of sporting grounds

/Operations

CSP Strategy 4.2.3 Provide and support community services and centres

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Facilitate community use of Council's venues X X X X Community venues/ Properties and Strategic Investments

Provide Council owned and operated community centres with inclusive programs

Partner with local nongovernment agencies to deliver community and neighbourhood centres

Operational Plan 2026-27

Actions

X X X Community Wellbeing

X X X Community Wellbeing

Timeframe Responsible

4.2.3.1 Implement and monitor agreements with independently operated community centres June 2027 Community Wellbeing

4.2.3.2 Deliver programs and activities at Council-run community centres June 2027 Community Wellbeing

4.2.3.3 *Investigate a community centre and gathering space at Stanmore Library June 2027 Libraries and History

4.2.3.4 *Facilitate community use of Council’s venues including creative uses June 2027 Community venues/ Properties and Strategic Investments

4.2.3.5 *Continue to consult with Together2 on options regarding a joint project to deliver a social enterprise café June 2027 Community Wellbeing

4.2.3.6 *Investigate opportunities for future community space in Dulwich Hill June 2027 Properties and Strategic Investments

Key Performance Measures

4.2.3a Number of regular venue hirers maintained annually

4.2.3b Number of casual venue hirers maintained annually

4.2.3c Subsidy for community venue hire ($) maintained annually

4.2.3d Percentage satisfaction of hirers with community venues bookings processes

4.2.3e Number of community groups, CALD and not for profit groups using community venues (regular and casual hirers) maintained annually

Community venues/ Properties and Strategic Investments

Community venues/ Properties and Strategic Investments

Community venues/ Properties and Strategic Investments

Community venues/ Properties and Strategic Investments

Community venues/ Properties and Strategic Investments

CSP Strategy 4.2.4 Encourage and facilitate active transportation use to improve community health outcomes

**Refer to Strategy 2.3.1 for implementation details.

*Council Priority

CSP Outcome 4.3

Delivery Program 2025-2029

Principal Activities

Provide high quality education and care for children from birth to twelve years of age

Operational Plan 2026-27

4.3.1.1 *Achieve 'meeting or exceeding' national quality standards for all early learning services

4.3.1.2 Ensure all early learning services are financially sustainable

4.3.1.3 *Ensure every early learning service has specific inclusion initiatives in place, including Inclusion Support Program funding for eligible children

Key Performance Measures

4.3.1a

4.3.1b

4.3.1c

4.3.1d Percentage of early learning and outside school hours care services that maintain a quality rating of either 'meeting' or 'exceeding'

CSP Strategy 4.3.2 Provide libraries and technology

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible Provide libraries that connect our community through collections, programs, technology, and safe spaces X X X X Libraries and History

Operational Plan 2026-27

Actions Timeframe Responsible

4.3.2.1 Deliver Council’s annual Young Creatives Awards program June 2027 Libraries and History

4.3.2.2 Participate in and conduct the annual Public Library Evaluation Network Culture Counts survey June 2027 Libraries and History

4.3.2.3 Deliver Library and History programs June 2027 Libraries and History

4.3.2.4 *Investigate embedding social workers in Council’s library system June 2027 Libraries and History

*Council Priority

Key Performance Measures

4.3.2a Maintain the number of active library members

4.3.2b *Maintain the percentage of library members relative to the population

4.3.2c Maintain the number of visits to Inner West Council libraries

4.3.2d Maintain the

number of items borrowed from Inner West Council libraries

4.3.2e Maintain the average borrowing frequency of physical collection items

4.3.2f Maintain the number of public Wi-Fi logins at libraries

4.3.2g Percentage of library collection that is less than five years old

4.3.2h Maintain the number of e-resource loans and uses

4.3.2i

4.3.2j Maintain

4.3.2k Maintain the number of library and history programs delivered

Libraries and History

Libraries and History

Libraries and History

Operational Libraries and History

Operational Libraries and History

Libraries and History

Strategic Direction 5: Progressive, responsive and effective civic leadership

CSP Strategy 5.1.1 Provide responsive and innovative customer services

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

*Deliver centralised Customer Service function and services to the community through a mobile customer service, front counter, contact centre and online channels

Operational Plan 2026-27 Actions

5.1.1.1 Implement the Customer Experience Strategy

5.1.1.2 Deliver customer service in line with our purpose and service charter

5.1.1.3 *Establish a new customer service point in the Marrickville town centre June 2027 Customer Experience

5.1.1.4 *Deliver further website improvements including digital forms, making it easier for customers to request services online June 2027 Service Transformation

Performance Measures

5.1.1a Customer Satisfaction ('Voice of Customer' post call survey - out of five)

5.1.1b Percentage of customer calls answered within 60 seconds

5.1.1c Percentage of backoffice processing time (emails, applications, payments and forms) within five business days

5.1.1d Percentage of customers served at counters within 3 minutes

5.1.1e

CSP Strategy 5 1 2

Delivery Program 2025-2029

Manage and develop our staff, performance plans, organisation culture of improvement and innovation

Manage work, health and safety strategy implementation

Prepare, review and deliver the Workforce Management Strategy

Implement a program of service reviews

Support operational excellence and improvement across the organisation to ensure effective and efficient delivery of Council's purpose

Governance and Risk

Operational Plan 2026-27

Actions

5.1.2.1 Deliver the annual staff training and development program June 2027 People and Culture

5.1.2.2 Deliver the Workforce Management Strategy 2025-29 year two actions June 2027 People and Culture

5.1.2.3 *Strengthen and expand accessible employment pathways for people with disability through inclusive recruitment, retention, partnerships and a strong traineeship program, positioning Council as a leading Australian employer June 2027 People and Culture

Operational Plan 2026-27

Actions Timeframe Responsible

5.1.2.4 *Increase the number of trainees, students, graduates and apprentices

June 2027 People and Culture

5.1.2.5 Build a culture of Business Excellence June 2027 Service Transformation

5.1.2.6 Develop a framework to map organisation critical processes June 2027 Service Transformation

5.1.2.7 Implement the Work Health and Safety (WHS) and Wellbeing Policy and maintain and improve Council's WHS and Wellbeing management system

June 2027 Governance and Risk

5.1.2.8 Develop and implement a change management framework June 2027 Service Transformation

5.1.2.9 Undertake business improvement initiatives June 2027 Service Transformation

5.1.2.10 Implement and report the service review program June 2027 Service Transformation

5.1.2.11 *Insource core Council functions (including the collection of green and red bins for the West area of the LGA)

December 2026 People and Culture

Key Performance Measures

5.1.2a Percentage of staff turnover (15.73% LG NSW Baseline)

5.1.2b *Increase in the number of trainees, students, graduates and apprentices per year (Baseline 2025/26: 16 placements) 24 placements

5.1.2c Percentage of permanent employees who completed at least one learning or development activity during the reporting period

CSP Strategy 5.2.1 Plan to meet community needs and aspirations

Delivery Program 2025-2029

Principal Activities

Deliver integrated planning and reporting

Prepare and review Asset Management Strategy

Manage Digital Services securely and sustainably

Manage and administer Council’s fleet and plant asset management program

Operational Plan 2026-27

5.2.1.1 Prepare and publish the Annual Report

5.2.1.2 Prepare the Delivery Program 2025-29 (year three) and Operational Plan 2027-28

5.2.1.3 Implement the Digital Services organisational realignment to support Council’s digital strategy

5.2.1.4 Investigate new technologies to improve maintenance scheduling

5.2.1.5 Review Asset Management Strategy, Policy and Plans annually

5.2.1.6 Implement the agreed program for condition audits and valuations

5.2.1.7 *Support the Inner West Startup+ Tech hub in line with Council resolutions

5.2.1.8 Strengthen Digital Services governance and cyber resiliency

June 2027 Corporate Strategy

June 2027 Corporate Strategy

June 2027 Digital Services

June 2027 Operations

June 2027 Infrastructure Planning/ Engineering

June 2027

Infrastructure Planning/ Engineering

June 2027 Digital Services

June 2027 Digital Services

Operational Plan 2026-27

5.2.1.9 Build key digital platforms that enhance and support Council's strategic digital outcomes

5.2.1.10 Implement the Sustainable Fleet Transition Plan and deliver EV equipment and vehicles across Council

June 2027

Digital Services

June 2027

Resource Recovery Operations and Fleet

Key Performance Measures Metric Target Frequency Data source Responsible

5.2.1a Maintain rating of the Annual Report by the Australasian Reporting Awards Gold Annual Operational Corporate Strategy

Program

Manage the Audit, Risk and Improvement Committee functions; governance; risk; internal and external audit; and fraud and corruption prevention

Ensure probity and compliance in procurement processes

Provide litigation services, prosecution services, legal advice and property transactions

Operational Plan 2026-27 Actions

5.2.2.1 Provide training to staff on legal matters June 2027

5.2.2.2 Reduce the cost of Land and Environment Court class one matters to Council June 2027 General Counsel

5.2.2.3 Develop, improve and maintain Council's compliance, delegations, policies and fraud and corruption registers June 2027 Governance and Risk

5.2.2.4 Implement the governance education program June 2027 Governance and Risk

5.2.2.5 Implement programs of work to improve Council’s risk management processes and systems June 2027

and Risk

5.2.2.6 Implement Council's agreed actions from the Insurance Claims Service Review June 2027 Governance and Risk

Key Performance Measures

5.2.2a Maintain number of confidential reports to Council on the status of legal matters (February, May, August, November)

5.2.2b Percentage of Land and Environment Court matters managed internally

5.2.2.c Formal GIPA requests responded to within 20 business days, or as per extension request

Prepare and review Long-Term Financial Plan

Manage Council's financial position, budgeting, reporting, wages and rating cycle business processes

Manage Council’s building assets and property portfolio including acquisition, sale, leasing, change of use and divestments

Manage Council's leased properties and community facilities

Operational Plan 2026-27

5.2.3.1 Provide property portfolio transaction and property management services

5.2.3.2 Progress the Property strategy including ensuring the plan for a new Library in Leichhardt is considered June 2027

and Strategic Investments

5.2.3.3 Progress the Long-Term Accommodation Strategy June 2027 Properties and Strategic Investments

5.2.3.4 Manage Council's financial position to ensure that Council is financially sustainable without any need for a special rate variation in this term of council June 2027

5.2.3.5 Review Long-Term Financial Plan as part of Resourcing Strategy

Key Performance Measures

5.2.3a Annual increase in gross income from Council's property portfolio

5.2.3b Reduce number of property agreements in holdover

5.2.3c Land Register is updated and published annually

Operational Properties and Strategic Investments

Operational Properties and Strategic Investments

Operational Properties and Strategic Investments

CSP Outcome 5 3

Engaged and informed community

CSP Strategy 5.3.1 Inform our community using multi-channel communications

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Promote Council’s achievements, activities and programs

Deliver marketing campaigns to drive attendance at events, behaviour change and increase awareness of initiatives

Manage media relationships, media coverage and crisis communications and prepare media releases

Operational Plan 2026-27

Actions

and Corporate Communications and Engagement

and Corporate Communications and Engagement

and Corporate Communications and Engagement

5.3.1.1 Implement a digital asset management system June 2027 Strategic and Corporate Communications and Engagement

5.3.1.2 *Expand information available on Council services in Community languages June 2027 Strategic and Corporate Communications and Engagement

*Council Priority

Key Performance Measures

5.3.1a Number of Inner West Council social media followers (Facebook, Instagram, Twitter)

Baseline 2024/25: 80,293

5.3.1b Number of Inner West Council website page views

Baseline 2024/25: 7,140,311

5.3.1c Increase the number of Inner West Council social media platform post views (Baseline TBC 2025/26)

2.5%

Communications and Engagement

Operational Plan 2026-27

5.3.2.1 Deliver community engagement through face to face and online methods

5.3.2.2 Hold ten Local Matters Forums including two in each ward

5.3.2.3 *Bring together members of the Local Democracy Group twice per year to collaborate on local policies and programs

June 2027 Strategic and Corporate Communications and Engagement

June 2027 Strategic and Corporate Communications and Engagement

June 2027 Strategic and Corporate Communications and Engagement

Key Performance Measures

5.3.2a Increase the number of visits to Your Say Inner West (Baseline 2024/25: 187,441)

5.3.2b Number of projects on Your Say Inner West on which the community has the opportunity to engage (Baseline 2024/25: 73)

5.3.2c Percentage of average satisfaction with local matters forums (survey per forum) (Baseline 2024/25: 88.25%)

5.3.2d Percentage of average satisfaction with Your Say Inner West engagements (ease of finding information and providing feedback) (Baseline 2024/25: 87.75%)

5.3.2e Increase Your Say Inner West membership (Baseline 2024/25: 12,542)

Principal Activities 25/26 26/27 27/28 28/29 Responsible

Provide business papers, actions and minutes of Council meetings, extraordinary meetings and Committees including processing notice of motions and mayoral minutes

Administer local government elections and support their statutory requirements, engage election service providers, and maintain nonresidential roll

Maintain Council resolutions registers

CSP Outcome 5 4

Collaboration and valued partnerships

CSP Strategy 5.4.1 Advocate on emerging community issues

Delivery Program 2025-2029

Principal Activities 25/26 26/27 27/28 28/29 Responsible Advocate to minimise impacts of state government infrastructure on our community

Advocate for quality open space to be provided for current and future community recreation needs

X

Operational Plan 2026-27

Actions

5.4.1.1 Advocate to minimise impacts of state government infrastructure including WestConnex, Western Harbour Tunnel, Sydney Gateway

X Traffic and Transport Planning

Parks and Public Domain Planning

Timeframe Responsible

June 2027 Traffic and Transport Planning

CSP Strategy 5 4 2

Build resilience and capacity of local leaders, groups and communities

Delivery Program 2025-2029

Principal Activities

Manage the annual grants program to enable the community to develop projects and programs to address local needs

Manage external grants to secure funding for priority projects

Operational Plan 2026-27

Actions Timeframe Responsible

5.4.2.1 Manage Council's annual community grants program June 2027 Social and Cultural Planning

Key Performance Measures

Social and Cultural Planning Delivery Program 2025–2029 (year 2) and Operational Plan and Budget 2026/27

5.4.2a Percentage of Council grant recipients meeting acquittal requirements

CSP Strategy 5 4 3 Deliver positive outcomes for the community, economy and environment through strategic and innovative supply solutions

Delivery Program 2025-2029 Principal Activities

Aim to increase spending with Inner West suppliers

Prefer suppliers that contribute to diversity in employment, e.g Aboriginal

Subscribe to Supply Nation to offer opportunities for Aboriginal suppliers

Maintain our advanced sustainable procurement rating

Operational Plan 2026-27 Actions

5.4.3.1 Increase environmental, social, and governance (ESG) procurement across Council through the Sustainable Procurement Working Party

5.4.3a Increase percentage of staff involved in procurement that have received training

5.4.3b Increase percentage of procurement events above $10k that go through vendor panel

5.4.3c Increase percentage of purchased expenditure on local suppliers

5.4.3d

percentage of purchased expenditure on Aboriginal suppliers

(year 2) and Operational Plan and Budget 2026/27

Section

Key budget drivers and context

The 2026/27 budget has developed in tandem with the Delivery Program and Operational Plan for 2026/27. It also includes a four-year capital works program that sees several large-scale projects added, continuing or completing during the financial year.

Key drivers of the budget include:

• IPART has set the 2026/27 Rate peg for Inner West Council at 4.4%

• Other Fees and Charges for 2026/27 have been indexed at the CPI of 3.6% unless stated overwise.

• Salaries and wages are estimated to increase by 4 0% - this rate will be confirmed once the State Award has been agreed for the next 3 year term.

• Savings of $4.98m (equating to 1.6% of the 2026/27 budget from the previous long term financial plan) have been identified via the Financially Sustainable Service Delivery Program

• Funding Council Priorities over the four-year operating budget and capital works program.

• Transparent four-year capital works program focused on reduction of Council’s infrastructure backlog within resource capacity

• Increased depreciation provision to support higher renewal costs and factor in newly constructed assets

Applying these drivers to the 2026/27 budget has resulted in Council’s financial position being projected to run at an accounting operating surplus (excluding capital grants and contributions) of approximately $4.6 million. The four-year operating budget (see next page) maintains a surplus position across the period, totalling $24.3 million over the four years

Council will continue to focus on reviewing its functions and resourcing over the next few years to identify ongoing opportunities to deliver savings that will enable Council to continue to deliver a high level of service while ensuring long term financial sustainability.

Resource commitments

The Operational Plan and Budget 2026/27 reflects the following resourcing commitments:

• The infrastructure renewal program will be maintained to levels required by Asset Management Plans.

• Maintaining Council’s existing level of service to the community.

• Continuing to focus on improving services offered to the community as well as those delivered internally.

2026/27 budget

Income and expenditure

Statement of financial position

Delivery Program 2025–2029 (year 2) and Operational Plan and Budget 2026/27

Cash flow statement

Variance from previously adopted budget for 2026/27

The table below sets out a high level analysis of the variance between the 2026/27 budget adopted in last year’s Long Term Financial Plan, and the budget included in this plan. Description

Comments 2025/26 Adopted Budget for 2026/27 Financial Year After Operating Grants

Revenue Movements

Rates

Other revenue

Expenditure Movements

1,862 Rate Peg increased from 2.5% to 4.4%

1,584

Estimated increase in employee award (2,154)

Increase in CPI (previously set at 2.5%, now estimated at 3.6%)

Previously estimated at 2.5%, now expected to be 4% (award being negotiated for next 3 years, increases will be known by end of financial year)

Additional Council resolutions (377) Commitments made during the year against 2026/27 budget

Increase in other expenses (1,951)

Increase in CPI (previously set at 2.5%, now estimated at 3.6%)

Savings from Financially Sustainable Service Delivery program 4,980 Total of 1.6% savings identified for 2026/27

Depreciation (1,173)

Note -

Increase in depreciation to provide for the higher cost of asset renewals

* Positive amounts reflect an increase in revenue and a decrease in operating expenditure.

* Negative amounts reflect a reduction in revenue and an increase in operating expenditure.

Statement of Revenue Policy

Loan borrowing

Council borrowed $40 million to redevelop Ashfield Aquatic Centre. This loan is with the NSW Treasury TCorp organisation that provides funding opportunities for local government and other State agencies. These borrowings will be repaid from rates income raised over a 20-year period.

Council has principal outstanding on its loan borrowing of $30 7 million as at 30 June 2025 Council’s Debt Service Cover ratio, which measures the availability of operating cash to service debt including interest and principal repayments, is forecast at 24.71 to 1 at the end of 2026/27 This is well above the recommended benchmark of 2 to 1.

Rates overview

About the rates

Council’s Rate Revenue is determined by rate pegging legislation which is administered by the Independent Pricing and Regulatory Tribunal (IPART). Rate pegging limits the amount which councils can increase their rate revenue. The rates for the 2026/27 financial year are set in accordance with the Local Government Act and have been increased in accordance with the IPART determination. IPART determined the increase (rate peg) for Inner West Council for 2026/27 to be 4.4%

Council’s rating maps are available to view on the Your Say page during public exhibition and hard copies are available at Council library locations.

Rates valuations

Council receives land valuations for rating purposes every three years from the Valuer General. The most recent land values issued by the Valuers General Office came into effect from 1 July 2025 These land values have been used to calculate the rates income. Property owners whose land values increased in 2025 by more than the LGA average may have experienced a disproportionate increase in their rates. Any objections to land valuations need to be directed to the Valuer Generals office

Rebates and Hardship

Eligible pensioners may apply to receive ta statutory pensioner rebate (under the Local Government Act) of up to $250 per year off their rates and charges

Starting from 1 July 2018, pensioners receiving the statutory rebate who have lived in the Inner West LGA for more than 10 years are able to apply for an additional voluntary rebate for their domestic waste and stormwater charges.

Council recognises that due to exceptional circumstances, ratepayers may at times encounter difficulty in paying their annual rates and charges. Council has a Hardship Policy that provides a framework for providing relief to any ratepayers who are suffering genuine financial hardship.

Interest on overdue rates

Council must set the interest payable on overdue rates and charges for 2026/27 in accordance with Section 566(3) of the Local Government Act 1993

Council’s interest rate will be set at the rate specified by the Minister for Local Government via a noticed published in the Gazette. At the time of writing, this rate is not yet known for the 2026/27 financial year. The rate for 2025/26 was 10.5% per annum.

Rates and charges

The following table outlines the rating structure for Inner West Council from 1 July 2026

The calculations above do not consider any increase in dwellings expected from the Housing Reform for the 2026/27 Financial Year.

Domestic waste management charge

Council levies a Domestic Waste Management Charge under Section 496 of the Local Government Act 1993, noting that Section 504 of the Local Government Act requires that Domestic Waste charges be set so as to be self-funding, with neither profit nor subsidy being provided to or from general income.

The 2026/27 budget has been prepared on that basis, to maintain the Domestic Waste Management reserve and transition to a full cost recovery charge.

Upon the commencement of the weekly Food Organics and Garden Organics waste collection service, Council offered an optional two-year free weekly red lid garbage bin collection program which has now concluded.

Weekly waste collection is now an optional charge for households who want more frequent red lid garbage bin collection. Residents are able to apply for a fee exemption for this. You are also able to apply for a free upsized 240L bin to accommodate a higher volume of rubbish for fortnightly collection.

The charges for 2026/27 for a yearly service and estimated revenues are detailed in the below table.

Stormwater management services charges

In accordance with Section 496A of the Local Government Act 1993, Council will levy a stormwater management charge on all parcels of rateable land categorised for rating purposes as "Residential" or "Business", not being vacant land, land owned by the Crown or land held under a lease for private purposes granted under the Housing Act 2001 or the Aboriginal Housing Act 1998

There have been no changes to rates applicable in applying the Stormwater Management Charge, as follows:

Other fees and charges

Council’s draft Fees and Charges for 2026-27 are contained in a separate document appended to this Plan.

Capital budget

Significant capital projects

- FR KG LR - Marrickville - Harnett Street - Livingstone Road to Illawarra

-

- KG - HABF - Deakin Street - Dalhousie Street to O'Connor

- Petersham Nth - Andreas Street W of Palace Street

- SW - Marrickville - FRMSP FM3.4 - Inlet Upgrades Despointes

- SW - Dulwich Hill - Wardell Road - Pipe

Service Unit Budgets

1. Operating Budget - Aquatic Services

This service provides aquatics, health, fitness and recreation opportunities at Council’s five aquatic centres and water play park.

2. Operating Budget - Building Certification

This service is responsible for assessing and certifying building work to ensure it is of a high standard and meets all requirements.

3. Operating Budget - Capital and Major Projects

This service is responsible for the delivery of sustainable infrastructure and overseeing the design and delivery of capital projects and the upgrade of Council’s assets.

Funding Contributions & Overhead Allocations

Total Surplus/(Deficit) after Capital Grants, Contributions & Funding

4. Operating Budget - Civil Maintenance

This service maintains urban centres, roads, footpaths, street furniture and infrastructure, manages restorations including infrastructure audits and asset renewals.

Funding Contributions & Overhead Allocations

Total Surplus/(Deficit) after Capital Grants, Contributions & Funding

5. Operating Budget - Community Centres

This service provides staffed Council owned community centres with inclusive programming. Council also funds, supports and collaborates with non-government organisations (NGOs) to deliver community centres in Council-owned premises. 2026/27

6. Operating Budget - Community Venues

This service facilitates the public use of Council’s venues including halls, outdoor spaces and meeting rooms.

& Overhead Allocations

7. Operating Budget - Community Wellbeing

This service supports social capital and community resilience through partnering with local community organisations, residents and government agencies to identify areas of need and provide community development and frontline services.

Funding Contributions & Overhead Allocations

8. Operating Budget - Corporate Strategy & Engagement

This service delivers inclusive consultation and engagement, oversees Council’s Integrated Planning and Reporting functions under the Local Government Act and seeks external funding opportunities for Council initiatives.

9. Operating Budget - Corporate Support Services

Corporate Support Services include the revenues received by Council for rates and costs associated with rates revenue such as bank fees and printing. Expenditure also includes crossCouncil costs that are not specific to one service and costs of the executive team. All costs are charged to service units as overheads.

10. Operating Budget - Customer Service

This service has responsibility for the centralised Customer Service function and delivers services to the community through a mobile customer service, front counter, contact centre and online channels.

Contributions & Overhead Allocations

11. Operating Budget - Development Assessment

The service delivers Council’s statutory responsibilities under the Environment Planning and Assessment Act to effectively manage change within the built and physical environment.

Contributions & Overhead Allocations

12. Operating Budget - Early Learning

This service provides 17 early education and care services to over 1,600 children aged from birth to 12 years. Council’s education and care services meet or exceed the National Quality Framework.

& Overhead Allocations

13. Operating Budget - Economic Development

This service supports economic sustainability through strengthening business development.

Income from Continuing Operations

14. Operating Budget - Engineering Services

This service is responsible for the strategic management of Council’s infrastructure assets as well as overseeing the engineering aspects of development.

Funding Contributions & Overhead Allocations

15. Operating Budget - Environmental Health & Building Regulation

This service manages the urban environment of the Inner West through education and regulatory tools, to protect life, property, amenities and the environment (natural, built and cultural).

Income from Continuing Operations

from Continuing Operations

Contributions & Overhead Allocations

16. Operating Budget - Events

This service delivers Council’s annual calendar of free community events and partners with community organisations and local businesses to deliver their own events and programs.

Funding Contributions & Overhead Allocations

Total Surplus/(Deficit) after

17. Operating Budget - Facilities Management

This service manages Council owned properties and facilities to maximise benefit to the community while maintaining all Council’s properties and facilities to maximise the benefit to Council and the community. They are also responsible for provision of trade services. 2026/27

Income from Continuing Operations

from Continuing Operations

Contributions & Overhead Allocations

18. Operating Budget - Finance

This service is responsible for managing Council's financial position and financial commitments in accordance with the Local Government Act 1993, Local Government (General) Regulation 2005, the Local Government Code of Accounting Practice and Financial Reporting and the Australian Accounting Standards.

19. Operating Budget - Fleet

This service manages and administers Council’s fleet and plant asset management program ensuring efficient and effective mechanical repairs and maintenance for Council motor vehicles, plant and equipment.

20. Operating Budget - Governance & Risk

This service is responsible for providing support to Councillors and the Mayor, ensuring local government elections are conducted in accordance with legislative requirements, ensuring staff have access to policy advice and training on governance matters and maintaining Governance Registers. They manage Council’s insurance matters and ensure Council’s Policy Register is up to date while promoting ethical conduct throughout the organisation.

21. Operating Budget - ICT

This service is responsible for managing and delivering a ‘fit for purpose’ Information and Communication Technology environment for internal and external customers that is current, secure, and reliable to both the primary service centres and remote facilities. They manage reporting, access and secure storage of Council’s digital information and data assets, including spatial data as well as maintaining and improving Council’s core line of business applications and user productivity applications.

22. Operating Budget - Legal Services

This service is responsible for reducing legal and governance risk and facilitating sound legal decisions. It develops and delivers legal knowledge training and represents Council's interest in courts.

Funding Contributions & Overhead Allocations

23. Operating Budget - Libraries and History

This service provides eight libraries across the Inner West where the community can access free information, technology, programs, collections and spaces to encourage lifelong learning.

Funding Contributions & Overhead Allocations

24. Operating Budget - Living Arts

This service is responsible for promoting the Inner West as a leading destination for creativity and community participation in cultural life, as well as building new content, audiences and professional opportunities for artists.

from Continuing Operations

Contributions & Overhead Allocations

25. Operating Budget - Parking & Ranger Services

This service is responsible for enforcing compliance such as parking management, animal welfare, ranger services, private tree management and overall regulatory services.

26. Operating Budget - Parks and Streetscapes Operations

This service delivers the planning, maintenance and renovation of open spaces, streetscapes, parks, reserves, gardens and sports grounds.

Income from Continuing Operations

Funding Contributions & Overhead Allocations

27. Operating Budget - Parks Planning and Recreation

This service plans for the provision, development and management of open space within Inner West, encourages an active and healthy community, and maintains a strong relationship with local schools, community sporting and culturally diverse groups, and state-level sporting associations.

28. Operating Budget - People & Culture

This service manages the lifecycle of employees including recruitment, professional development and performance management. It includes an agile, diverse, modern workforce to meet the resourcing needs of Council, facilitates sound industrial and consultative processes for industrial relations and employee relations. It enables a positive and safe workplace culture through effective leadership, systems and processes.

Income from Continuing Operations

29. Operating Budget – Procurement

This service is responsible for overseeing and optimising buying goods, services and works to ensure council obtains best value for money. This includes applying probity standards and governance processes to procurement functions and ensuring legislative compliance.

Contributions & Overhead Allocations

Total Surplus/(Deficit) after Capital Grants, Contributions & Funding

30. Operating Budget - Properties & Strategic Investments

This service provides fit for purpose assets for the community through both Council and privately operated facilities. The service also manages existing and new lease and licence agreements across the portfolio, recommending best practice strategic property investments for Council's building assets.

Surplus/(Deficit) after Capital Grants, Contributions & Funding

31. Operating Budget - Resource Recovery Operations

This service is responsible for the delivery of resource recovery and waste services including managing the delivery of Council’s waste collection services, either directly or via contractors, including, garbage, food organics, recycling, garden organics, clean up services and hazardous items. It manages the weekend transfer station and community recycling facilities.

Funding Contributions & Overhead Allocations

Surplus/(Deficit) after Capital Grants, Contributions & Funding

32. Operating Budget - Resource Recovery Planning

This service empowers the community to work towards a zero-waste community through services, education and support while providing the tools to build knowledge, improve skills, change attitudes and behaviour towards sustainable resource recovery. They are responsible for developing strategy, policy, major projects, bin roll outs, managing service changes, advocacy and lobbying.

Income from Continuing Operations

33. Operating Budget - Service Transformation

This service supports operational excellence and improvement across the entire organisation to ensure effective and efficient delivery of Inner West Council’s purpose

Income from Continuing Operations

Funding Contributions & Overhead Allocations

34. Operating Budget - Social and Cultural Planning

This service develops social and cultural policies and strategies and coordinates delivery of the Disability Inclusion Action Plan and Reconciliation Action Plan across Council. The service protects and promotes local Aboriginal cultural heritage and history and provides social and cultural advice across Council. It also manages the annual grants program.

Income from Continuing Operations

Funding Contributions & Overhead Allocations

35. Operating Budget - Strategic & Corporate Communications

This service protects and builds Council’s reputation, informs communities and promotes Council activities, services, policies, and plans. It is responsible for media, publications, digital content brand framework, marketing and the in-house print room.

36. Operating Budget - Strategic Planning

This service plans for the location and design of development in the Inner West. It guides the delivery of local infrastructure and provides advocacy and advice to the State Government on large infrastructure projects in the Inner West.

Income from Continuing Operations

from Continuing Operations

Funding Contributions & Overhead Allocations

37. Operating Budget - Traffic & Transport Planning

This service is responsible for undertaking strategic traffic and transport planning, managing traffic and parking and delivering the Road Safety Program.

38. Operating Budget - Urban Ecology

This service protects, enhances and manages natural areas, habitat, foreshores, biodiversity, water and soils across the Inner West. It delivers projects and operational maintenance programs and implements Council's ecology policies.

& Overhead Allocations

39. Operating Budget – Urban Forest

This service protects, enhances and manages the urban forest comprising public and private trees.

40. Operating Budget - Urban Sustainability

This service develops and implements climate change strategy, policy and projects, provides internal environmental sustainability advice and support to Council’s service units. It supports the community through sustainability partnerships, projects and capacity building.

Income from Continuing Operations

Contributions & Overhead Allocations

Document Inner West Delivery Program 2025–2029 (year 2) Operational Plan and Budget 2026-27

Contact us

innerwest.nsw.gov.au

Phone: 02 9392 5000 | Email: council@innerwest.nsw.gov.au

Facebook: /innerwestcouncil | Twitter: /IWCouncil | Instagram: @innerwestcouncil

Service centres:

Ashfield 260 Liverpool Road, Ashfield

Leichhardt 7-15 Wetherill Street, Leichhardt Petersham 2-14 Fisher Street, Petersham

Voice Relay: 1300 555 727

TTY: 133 677

SMS Relay: 0423 677 767

Community Languages

Talk free with an interpreter call 131 450

Chinese Simplified Traditional Chinese

Italian

Vietnamese

Parliamo la vostra lingua. Per parlare gratuitamente con un interprete chiamate il numero 131 450. Chiedetegli di chiamare il Comune di Inner West al numero 02 9392 5000.

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