Operational Plan & Annual Budget 2026-27

FOREWORD

On behalf of Federation Council, we are pleased to present the Operational Plan & Annual Budget for 2026/27. This document is the roadmap for the coming year, detailing the specific projects and services Council will deliver to work toward the long-term Future Federation 2040 vision.

As Council navigates the 2026/27 financial year, the focus remains firmly on sound financial management. Following the 2023 independent review by the University of Newcastle, Council continues to prioritise the renewal of existing assets, particularly our vital road and drainage networks, over the creation of new ones. This ‘needs before wants’ approach ensures resources are managed effectively while maintaining the essential services residents value and rely on.

This year’s annual budget includes an 11.8% general rate increase, following the approval by the Independent Pricing and Regulatory Tribunal (IPART) in 2025. This increase is essential for stabilising the underlying operating deficit and contributing to the long-term financial sustainability of the Council.

Key Highlights:

• Council investment of $21.13 million in asset renewal and upgrades, including significant works on local and regional roads, and the commencement of the Howlong Reservoir construction.

• A review of Council’s marketing strategies to ensure the Federation Local Government region remains a premier tourism destination.

• Progressing critical flood risk management studies and maintaining Council’s commitment to the environment.

• Dedicated strategies for Council’s youth and senior residents, along with maintaining highquality library and recreational services.

• Undertaking service reviews across Council departments and the maintenance of a robust Cyber Security Framework.

Council remains dedicated to working collaboratively with residents, businesses, and key stakeholders to build a community that is rich in spirit and thriving with opportunity.

INTEGRATED PLANNING AND REPORTING FRAMEWORK

New South Wales local councils operate under the Integrated Planning and Reporting (IP&R) Framework:

The IP&R framework requires councils to plan holistically for the future using a set of connected plans that guide how councils operate, make decisions, and deliver services. It helps Council to:

• Understand the community's needs and aspirations.

• Set clear objectives and priorities.

• Manage resources effectively.

• Report progress to the community.

For further information on the IP&R Framework, refer to the IP&R Framework documentation available on the website . i i Link to IP&R Framework documentation https://www.federationcouncil.nsw.gov.au/Council/Corporate-Planning/PlansStrategies

2040 PLAN ON A PAGE

FUTURE FEDERATION 2040 VISION: Federation will be home to a community rich in spirit, thriving through the opportunities of our unique history, rural landscapes and waterways.

The Future Federation 2040 Community Strategic Plan (CSP) offers a long-term vision for the Federation region, outlining clear aspirations and objectives for residents, businesses, community groups, and partners as we look towards 2040.

The Future Federation suite of plans include:

Community Strategic Plan (15 year plan)

The Future Federation 2040 Community Strategic Plan is the community’s aspirations and priorities for the next 15 years. The Delivery Program and Operational Plan support the achievement of the CSP objectives.

Delivery Program (4 year plan)

The Delivery Program includes principal activities (linked to the CSP objectives and strategies) for the council to undertake during the 4 year council term.

Operational Plan (1 year Plan) Annual Budget

The Operational Plan set outs the individual projects, programs and actions that will be undertaken in the year to ultimately achieve the Delivery Program. It includes the Annual Budget and the Revenue Policy summary.

The Plans are centred around five pillars. The following details the specific CSP objective, strategies and principal activities for each pillar.

Pillar: Built CSP Objective: Our infrastructure enhances the lives of our community.

1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.

1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.

1.1.2 Work toward public transport that meets the needs of residents and industry.

1.2 Service our community with resilient and reliable utility and digital communication infrastructure.

1.2.1 Maintain and improve water supply and sewerage services and systems.

1.2.2 Maintain and improve waste management services.

1.2.3 Maintain and improve flood protection services and systems.

1.2.4 Work toward digital connectivity that meet the needs of residents and industry.

Pillar: Economic CSP Objective: Our economy is strong with learning, employment and business opportunities.

2.1 Diversified industry and thriving businesses.

Activities/4-year

2.1.1 Support a collaborative regional approach to economic development.

2.1.2 Support inward investment.

2.1.3 Support the agricultural industry.

2.1.4 Enhance retail.

2.1.5 Support business development.

2.1.6 Support entrepreneurship and industrial diversification.

We are

3.1 Value, protect and enhance our natural environment.

3.1.1 Conserve and utilise public lands.

3.1.2 Support responsible land management practices.

3.1.3 Conserve and utilise waterways and develop their frontages.

2.2 Support local events and promote tourism experiences that showcase the region.

2.2.1 Increase tourism.

2.2.2 Support a calendar of community and tourism events.

2.3 Support rich learning and employment opportunities.

2.3.1 Work toward achieving higher rates of population and growth in employment, especially in youth and young family segments.

2.3.2 Support workforce development.

2.3.3 Support access to quality education.

3.2 Respond to our changing environment.

3.2.1 Improve resilience to shocks and natural disasters.

3.2.2 Ensure appropriate emergency management.

3.3 Facilitate consistent and appropriate land use planning and development decisions.

3.3.1 Implement consistent and appropriate land use planning outcomes.

3.3.2 Ensure forward planning for Federation Council area meets the needs of residents and industry.

Pillar: Social CSP Objective: A vibrant and connected community of people leading healthy and fulfilled lives.

4.1 Acknowledge our beginnings, celebrate our diversity and culture.

4.1.1 Celebrate the area’s rich culture and heritage.

4.1.2 Provide library services and programs accessible to all residents.

4.1.3 Encourage community pride and spirit.

1.3 Provide quality and welcoming local places and spaces.

1.3.1 Ensure attractive and vibrant public spaces.

1.3.2 Provide quality recreational spaces.

1.3.3 Maintain and improve aquatic, recreational, and other community facilities.

Embrace and support people of all ages.

4.2.1 Support young people.

4.2.2 Encourage an age-friendly environment.

Foster a safe and healthy community.

4.3.1 Ensure community safety.

4.3.2 Work to address disadvantage.

4.3.3 Support childcare and family services.

4.3.4 Improve healthcare.

Pillar: Well-Governed CSP Objective: Civic leadership is strong, consultative and responsive to our community’s needs.

5.1 Inform and engage the community in decision making.

5.1.1 Create and participate in collaborative networks.

5.1.2 Ensure extensive communication and consultation with residents.

5.2 Council is responsible and financially sustainable with effective leadership.

5.2.1 Sustainably manage Council’s finances, assets and workforce.

5.2.2 Ensure quality customer service.

5.2.3 Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

5.2.4 Provide effective asset management.

5.2.5 Work toward the equitable service of all areas.

5.2.6 Ensure good governance and administration.

Pillar: Natural CSP Objective:

stewards of the natural environment for future generations.

DELIVERY PROGRAM & OPERATIONAL PLAN

SUMMARY

Pillar: BUILT

CSP Objective: Our infrastructure enhances the lives of our community. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.

Principal Activities/4-year Goal 1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.

A1.1

A1.2

Prepare Asset Management Plans for roads, bridges and footpaths (include a review of road hierarchies).

Links to A1.37 & A1.38

Implement a Capital Works renewal and improvement program for roads, bridges, footpaths, and bicycle track.

Refer to Annual Capital Works Program - Capital Expenditure

A1.3 Lobby NSW Government for improved transport routes through our townships.

Links to A1.34 & A1.35

A1.4

A1.34

A1.35

A1.36

A1.37

A1.38

Update and implement the Pedestrian Access and Mobility Plan (PAMP).

Links to A1.36

Investigate options for Howlong bypass.

Links to A1.3

Investigate options for Urana bypass.

Links to A1.3

Source funding to update the Pedestrian Access and Mobility Plan (PAMP).

Links to A1.4

Prepare Asset Management Plan for bridges.

Links to A1.1

Prepare Asset Management Plan for roads.

Links to A1.1

A1.39 Seek funding for a replacement Athole Bridge (over Yanko Creek).

Principal Activities/4-year Goal 1.1.2 Work toward public transport that meets the needs of residents and industry.

A1.5 Advocate for improved public transport that meets the needs of residents and industry.

Pillar: BUILT

CSP Objective: Our infrastructure enhances the lives of our community. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

CSP Strategy: 1.2 Service our community with resilient and reliable utility and digital communication infrastructure

Principal Activities/4-year Goal 1.2.1 Maintain and improve water supply and sewerage services and systems.

Implement a Capital Works renewal and improvement program for water services.

A1.6

A1.7

A1.8

A1.9

A1.10

A1.11

A1.12

Refer to Annual Capital Works Program - Capital Expenditure

Develop water systems capacity review (Corowa, Howlong and Mulwala).

Advocate for funding for the renewal of the Mulwala Water Treatment Plant.

Implement a Capital Works renewal and improvement program for sewer services.

Refer to Annual Capital Works Program - Capital Expenditure

Develop sewerage systems capacity review (Corowa, Howlong and Mulwala).

Develop Water and Sewer Strategic Plan including service review.

Complete funding strategy and ensure long term planning includes construction of a new Corowa Sewerage Treatment plant.

A1.25

A1.26

A1.27

A1.40

A1.41

A1.42

A1.43

Implement $3.8M water infrastructure upgrade for Howlong.

Links to A1.40

Develop long term funding strategy and plan for the renewal of the Howlong Water Treatment Plant.

Links to A1.41

Complete 2023/24 Balldale Water Project.

Links to A1.42

Develop and implement water infrastructure upgrades for Howlong.

Links to A1.25

Develop long term funding strategy and plan for the augmentation of Howlong Sewerage Treatment Plant.

Links to A1.26

Commission Lavis Rd bore for alternate Balldale water supply.

Links to A1.27

Seek funding to construct a new Corowa Wastewater Management Facility.

Principal Activities/4-year Goal 1.2.2 Maintain and improve waste management services.

A1.13 Implement the actions of the Waste Management Strategy.

Pillar: BUILT

CSP Objective: Our infrastructure enhances the lives of our community. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

A1.14 Report progress on the Waste Management Strategy Implementation Plan.

Principal Activities/4-year Goal 1.2.3 Maintain and improve flood protection services and systems.

Implement a Capital Works renewal and improvement program for stormwater services.

A1.15

Refer to Annual Capital Works Program - Capital Expenditure

A1.16 Develop a Stormwater Drainage Strategy for urban areas.

A1.17

Implement recommendations from the Villages Floodplain Risk Management Study and Plan for improving stormwater and flood protection systems and seek funding for implementation.

A1.18 Prepare Corowa, Howlong and Mulwala Flood Risk Management Study and Plan.

Principal Activities/4-year Goal 1.2.4 Work toward digital connectivity that meet the needs of residents and industry.

A1.19 Advocate for improved digital connectivity that meet the needs of residents and Industry.

CSP Strategy: 1.3 Provide quality and welcoming local places and spaces.

Principal Activities/4-year Goal 1.3.1 Ensure attractive and vibrant public spaces.

Principal Activity delivered through business as usual service delivery, specific actions may be included in the 2027/28, 2028/29 Operational Plans.

Principal Activities/4-year Goal 1.3.2 Provide quality recreational spaces.

A1.20 Finalise and implement the Dog Off-Leash Strategy. 

Principal Activities/4-year Goal 1.3.3 Maintain and improve aquatic, recreational, and other community facilities.

A1.21

A1.22

Seek funding for the implementation of masterplans for key recreation reserves: Lowe Square Howlong, Lonsdale Reserve Mulwala, John Foord Reserve Corowa and Urana Aquatic Centre.

2026/27 Amendment: Seek funding for the implementation of masterplans for key recreation reserves.

Implement a Capital Works renewal and improvement program for aquatic, recreational, and other community facilities.

Refer to Annual Capital Works Program - Capital Expenditure

Pillar: BUILT

CSP Objective: Our infrastructure enhances the lives of our community.

Continue to maintain Council's cemeteries, skate parks, sporting grounds, parks and recreation areas across the Council area.

26 2026/ 27 2027/ 28 2028/ 29

A1.23

A1.24

A1.44

A1.45

2026/27 Amendment: Maintain Council's cemeteries, skate parks, sporting grounds, parks and recreation areas across the Council area.

Continue to maintain and operate swimming pools in Corowa, Howlong, Oaklands and Urana.

Links to A1.44, A1.45

Maintain and operate swimming pools in Corowa and Howlong.

Links to A1.24

Maintain and operate swimming pools in Oaklands and Urana.

Links to A1.24

Pillar: Economic Federation

CSP Objective 2: Our economy is strong with learning, employment and business opportunities.

CSP Strategy: 2.1 Diversified industry and thriving businesses.

Principal Activities/4-year Goal 2.1.1 Support a collaborative regional approach to economic development.

A2.1

A2.2

Conduct an evaluation of the Economic Development Strategy 2021 - 2025.

Update the Economic Development Strategy for the next four year period.

Links to A2.21

A2.3 Support the delivery of the Regional Economic Development Strategy (REDS).

A2.21

Implement priority actions from the Economic Development Strategy.

Links to A2.2

A2.22 Seek funding for key community priorities across the Council area.

Linked Action:

A5.21 Undertake a Service Review of Economic Development.

Principal Activities/4-year Goal 2.1.2 Support inward investment.

A2.4

Support and encourage opportunities for increased public and private sector investment across the Council area.

Links to A2.6

Pillar: Economic Federation

CSP Objective 2: Our economy is strong with learning, employment and business opportunities.

2025/ 26 2026/ 27 2027/ 28 2028/ 29

Principal Activities/4-year Goal 2.1.3 Support the agricultural industry.

A2.5

Develop a 5-year business plan for Corowa Saleyards.

Principal Activities/4-year Goal 2.1.4 Enhance retail.

A2.6

Support initiatives to encourage residents to shop locally.

Links to A2.4

Linked Action:

A2.4

Support and encourage opportunities for increased public and private sector investment across the Council area.

Principal Activities/4-year Goal 2.1.5 Support business development.

A2.7 Facilitate local business support services in line with the Economic Development Strategy.

Linked Action:

A5.17 Finalise the Corowa Aerodrome service review.

Principal Activities/4-year Goal 2.1.6 Support entrepreneurship and industrial diversification.

A2.8 Sell the industrial land in the Howlong Industrial Estate.

A2.9

A2.20

Conduct open process to seek operators for small business activation of grant-funded concrete sites at Corowa, Mulwala and Urana (subject to review of the Urana site).

Develop and implement commercial activities on the Public Land Policy.

CSP Strategy: 2.2 Support local events and promote tourism experiences that showcase the region.

Principal Activities/4-year Goal 2.2.1 Increase tourism.

Maintain membership with Murray Regional Tourism and Destination Riverina Murray and actively participate in regional initiatives.

A2.10

A2.11

2026/27 Amendment: Review membership with Murray Regional Tourism and Destination Riverina Murray.

Continue to develop and market the electronic newsletter as a means for communicating with tourism stakeholders.

2026/27 Amendment: Develop and market the electronic newsletter as a means for communicating with tourism stakeholders.

A2.12

Continue implementation of the North of the Murray 5-Year Destination Marketing Strategy 2020 - 2024.

Pillar: Economic Federation

CSP Objective 2: Our economy is strong with learning, employment and business opportunities.

Actively seek opportunities for external funding to support the development of key tourism product.

26 2026/ 27 2027/ 28 2028/ 29

A2.13

2026/27 Amendment: Actively seek opportunities for external funding for tourism initiatives product.

A2.14 Investigate opportunities to expand the Urana Caravan Park.

A2.15

Conduct a market approach for the operation of Ball Park Caravan Park as a public private partnership under a long-term lease (subject to Minister approval).

A2.16 Operate Visitor Information Centre in Corowa.

A2.23 Maintain NOTM Tourism Destination Website.

A2.24 Review North of the Murray 5-Year Destination Marketing Strategy 2020-2024.

A2.25 Deliver seasonal tourism marketing campaigns.

Principal Activities/4-year Goal 2.2.2 Support a calendar of community and tourism events.

A2.26 Develop and publish the electronic calendar of community and tourism events.

CSP

Principal Activities/4-year Goal 2.3.1 Work toward achieving higher rates of population and growth in employment, especially in youth and young family segments.

A2.17 Support the Growing Regions of Welcome (GROW) project.

Principal Activities/4-year Goal 2.3.2 Support workforce development.

A2.18 Participate in RAMJO’s local skills shortage working group. 

Principal Activities/4-year Goal 2.3.3 Support access to quality education.

A2.19 Advocate for the preservation of schools in rural communities. 

Pillar: Natural Federation

CSP Objective 3: We are stewards of the natural environment for future generations.

CSP Strategy: 3.1 Value, protect and enhance our natural environment.

Principal Activities/4-year Goal 3.1.1 Conserve and utilise public lands.

A3.1 Finalise the generic Crown Land plans of management across community land.

Links to A3.14

A3.2 Partner with Corowa Landcare to work together on local environmental protection, natural resource management and sustainable agriculture initiatives.

Pillar: Natural Federation

CSP Objective 3: We are stewards of the natural environment for future generations.

A3.3

2025/ 26 2026/ 27 2027/ 28 2028/ 29

A3.14

Assist in the development of the Riverina Murray Weeds Action Plan for 2026 - 2030. Implement once plan finalised.

2026/27 Amendment: Deliver year two (2) of the Riverina Murray Weeds Action Plan for 2026 - 2030.

Develop site specific Crown Land Plan of Management for Ball Park Reserve.

Links to A3.1

Principal Activities/4-year Goal 3.1.2 Support responsible land management practices.

Principal Activity delivered through business as usual service delivery, specific actions may be included in the 2027/28, 2028/29 Operational Plans.

Principal Activities/4-year Goal 3.1.3 Conserve and utilise waterways and develop their frontages.

Continue to work on delivery of Corowa Foreshore Structure Plan incorporating four separate Precinct masterplans.

A3.4

2026/27 Amendment: Seek funding for the implementation of the Corowa Foreshore Structure Plan incorporating four separate Precinct masterplans.

CSP Strategy: 3.2 Respond to our changing environment.

Principal Activities/4-year Goal 3.2.1 Improve resilience to shocks and natural disasters.

A3.5

Develop a tree management strategy to respond to changing climate, including development of a tree register for priority recreation reserves.

Principal Activities/4-year Goal 3.2.2 Ensure appropriate emergency management.

A3.6 Coordinate the Local Emergency Management Committee.

A3.7 Provide after-hours emergency response.

A3.8 Undertake flood recovery activities as funded under the Severe Weather Funding.

A3.9 Undertake flood damaged roads restoration work as funded under the Disaster Recovery Funding.

A3.10 Undertake flood recovery activities as funded through Council’s insurance program.

CSP Strategy: 3.3 Facilitate sensible and balanced land use planning and development decisions.

Principal Activities/4-year Goal 3.3.1 Implement consistent and appropriate land use planning outcomes.

A3.12 Review and update developer contribution plans.

A3.13

Update the Community Participation Plan in accordance with Environmental Planning and Assessment Act 1979.

Pillar: Natural Federation

CSP Objective 3: We are stewards of the natural environment for future generations.

A3.15 Process Development Applications.

A3.16 Review the Local Strategic Planning Statement.

Linked Actions

26 2026/ 27 2027/ 28 2028/ 29

A5.19 Complete the Planning and Development Service Review. 

A3.17

Prepare a discussion paper regarding a Housing Strategy for 2027/28 to better address shortage of temporary worker accommodation and permanent housing shortages.

Principal Activities/4-year Goal 3.3.2 Ensure forward planning for Federation Council area meets the needs of residents and industry.

A3.11 Progress the Federation Growth Management Strategy. 

A3.17

Prepare a discussion paper regarding a Housing Strategy for 2027/28 to better address shortage of temporary worker accommodation and permanent housing shortages.

Pillar: Social Federation

CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives.

CSP Strategy: 4.1 Acknowledge our beginnings, celebrate our diversity and culture.

Principal Activities/4-year Goal 4.1.1 Celebrate the area’s rich culture and heritage.

A4.1

Finalise a Reconciliation Action Plan (RAP) for the Federation Council area.

A4.2 Implement the Reconciliation Action Plan (RAP) for the Federation Council area.

A4.3 Deliver actions from the Arts and Cultural Strategy.

A4.4

A4.5

Conduct an evaluation of the Arts and Culture Strategy 2021 - 2025.

Continue to progress Council’s Friendship Agreement with Miki City.

Links to A4.42 & A4.43

A4.6 Maintain membership of a regional arts body.

A4.38 Corowa Well Conservation and Interpretive FacilityBall Park.

A4.42 Host delegations from Miki City.

Links to A4.5

A4.43 Plan visit to Miki City.

Links to A4.5

Pillar: Social Federation

CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

Principal Activities/4-year Goal 4.1.2 Provide library services and programs accessible to all residents.

A4.7

A4.8

A4.9

A4.10

A4.11

Provide static library service in Corowa, Howlong and Mulwala.

Provide mobile library service in Boree Creek, Oaklands, Rand and Urana.

Encourage library membership by promoting the range of services available.

Deliver school holiday programs across the Council area.

Provide a free delivery service to housebound library patrons.

Principal Activities/4-year Goal 4.1.3 Encourage community pride and spirit.

A4.12

A4.13

Update the New Residents Kit, circulate and make available online.

Continue to promote and encourage use of the free online community directory.

2026/27 Amendment: Promote and encourage use of the free online community directory.

Develop and implement a management framework to support the valued work of volunteers.

2026/27 Amendment: Implement a management framework to support the valued work of volunteers.

A4.18

Continue to support the development, maintenance and roll out of a directory with youth focused and mental health services listed.

2026/27 Amendment: Support the development, maintenance and roll out of a directory with youth focused and mental health services listed.

Develop a Youth Strategy, Implementation Plan and Communications Strategy as funded under the Stronger Country Communities Fund.

A4.19 Implement the Youth Strategy Implementation Plan. Links to A4.44

Pillar: Social Federation

CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

Continue to provide sponsorship for Federation Annual Schools Program to provide financial support to local young people towards the cost of learning and activities whilst at school.

A4.20

2026/27 Amendment: Provide sponsorship for Federation Annual Schools Program to provide financial support to local young people towards the cost of learning and activities whilst at school.

A4.39 Install LED traffic warning signs at Purtle Park Mulwala.

A4.44 Implement priority actions from the Youth Strategy. Links to A4.19

Principal Activities/4-year Goal 4.2.2 Encourage an age-friendly environment.

A4.21 Support the work of the Ageing Well Committee.

A4.22 Finalise the updated Ageing Well Strategy.

A4.23 Implement the actions within the updated Ageing Well Strategy.

2026/27 Amendment: Implement the priority actions within the Ageing Well Strategy.

A4.24 Celebrate the contribution of senior residents through the delivery of a Seniors Week initiative.

Continue the delivery of the Road Safety Program.

2026/27 Amendment: Deliver the Road Safety Program.

A4.26 Implement the actions in the Companions Animal Management Plan.

A4.27 Review and implement Council’s Alcohol Free and Prohibited Zones.

Principal Activities/4-year Goal 4.3.2 Work to address disadvantage.

Continue to implement, monitor, and review the Disability Inclusion Action Plan.

A4.28

A4.29

2026/27 Amendment: Implement the Disability Inclusion Action Plan.

Continue mandatory Pensioner Concession Scheme.

2026/27 Amendment: Provide the mandatory Pensioner Concession Scheme.

Pillar: Social Federation

CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

Principal Activities/4-year Goal 4.3.3 Support childcare and family services.

A4.30 Support awareness and access to the Family and Children’s Services Directory.

A4.31 Deliver the mobile preschool service.

Provide contribution to the operation of the Corowa, Howlong and Mulwala Preschools.

A4.32

2026/27 Amendment: Provide financial contribution to the operation of the Corowa, Howlong and Mulwala Preschools.

Principal Activities/4-year Goal 4.3.4 Improve healthcare.

A4.33

Host interagency meetings with service providers delivering outreach services in the Federation Council area.

A4.34 Support the work of the Primary Prevention Team.

Continue to seek funding through the LDAT and CDAT programs to deliver actions from the Federation Primary Prevention Action Plan.

A4.35

2026/27 Amendment: Seek funding through the Local Drug Action Teams (LDAT) and Community Drug Action Teams (CDAT) programs to deliver actions from the Federation Primary Prevention Action Plan

Continue to work with Murrumbidgee Local Primary Healthcare Network (PHN) and medical service providers to support the retention and attraction of Primary Healthcare services.

A4.36

A4.37

A4.40

2026/27 Amendment: Work with Murrumbidgee Local Primary Healthcare Network (PHN) and medical service providers to support the retention and attraction of Primary Healthcare services.

Seek grant funding for community-led sport and recreational projects where consistent with masterplans.

Develop a design for the potential extension of the Urana Medical Centre.

A4.41 Deliver the Vibe Check Youth Mental Health Intervention Project.

A4.45

Provide support for medical centres in Howlong, Oaklands and Urana.

Pillar: Well-Governed Federation

CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

CSP Strategy: 5.1 Inform and engage the community in decision making.

Principal Activities/4-year Goal 5.1.1 Create and participate in collaborative networks.

Linked Actions:

A3.6 Coordinate the Local Emergency Management Committee.

A4.16 Support the work of the Youth Council.

A4.21 Support the work of the Ageing Well Committee.

A4.33 Host interagency meetings with service providers delivering outreach services in the Federation Council area.

A4.34 Support the work of the Primary Prevention Team.

A5.8 Engage with the Roads Advisory Committee in relation to strategic road priorities.

Principal Activities/4-year Goal 5.1.2 Ensure extensive communication and consultation with residents.

A5.1 Review the Delivery Program.

A5.2 Develop the Operational Plan.

A5.3 Prepare Annual Report.

A5.4 Finalise the revised Community Engagement Strategy. 

A5.5 Engage with the community when setting annual fees and charges.

A5.6 Provide communication regarding Council’s Budget and Financial Statements to improve community understanding of Council’s financials.

A5.7 Provide communication regarding progress made implementing productivity improvements and cost containment strategies.

A5.8 Engage with the Roads Advisory Committee in relation to strategic road priorities.

A5.9 Undertake annual reporting of expenditure relating to the approved Special Rate Variation.

A5.50 Implement improvements from the Community Engagement Strategy.

Pillar: Well-Governed Federation

CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

Linked Action:

A5.18

Implement improvements from the review of the Community Engagement Strategy.

CSP Strategy: 5.2 Council is responsible and financially sustainable with effective leadership.

Principal Activities/4-year Goal 5.2.1 Sustainably manage Council’s finances, assets and workforce.

A5.10

A5.11

A5.12

A5.13

Update Resourcing Strategy - Long Term Financial Plan (LTFP).

Progress priority recommendations from the University of Newcastle Independent Review.

Implement initiatives from the Financial Improvement Plan to support the financial sustainability of Council.

Commence review of water and sewerage service pricing to meet sound pricing and prudent financial management principles.

Review aerodrome and administration pricing to send better price signals.

A5.14

A5.51

A5.52

A5.53

A5.54

A5.55

2026/27 Amendment: Review aerodrome administration pricing to send better price signals.

Review swimming pool pricing to send better price signals.

Review hall and facilities hire pricing to send better price signals.

Review caravan park pricing to send better price signals.

Complete the review of water and sewerage service pricing to meet sound pricing and prudent financial management principles.

Review development fee pricing to send better price signals.

A5.56 Review public order and safety fee pricing to send better price signals.

A5.57

A5.58

A5.59

Review health fee pricing to send better price signals.

Review environment fee pricing to send better price signals.

Review community services and education fee pricing to send better price signals.

A5.60 Review library fee pricing to send better price signals.

Principal Activities/4-year Goal 5.2.2 Ensure quality customer service.

A5.15 Finalise the review of the Customer Service Charter. 

Pillar: Well-Governed Federation

CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

A5.16 Maintain a responsive customer request system.

Principal Activities/4-year Goal 5.2.3 Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

A5.17 Finalise the Corowa Aerodrome Service Review.

A5.18 Implement improvements from the review of the Community Engagement Strategy.

A5.19 Complete the Planning and Development Service Review.

A5.20 Undertake a Service Review of Council Buildings.

A5.21 Undertake a Service Review of Economic Development.

A5.22 Undertake a Service Review of Tourism.

A5.23 Undertake a Service Review of Risk & Safety.

A5.24 Implement improvements to Attraction, Recruitment and Retention practices.

A5.25 Implement improvements to safety and wellbeing the workplace.

A5.26 Develop leadership skills across the organisation.

A5.27 Assess Council’s risk management framework against the current Australian risk management

A5.28 Develop and maintain the Strategic Risk Register.

2026/27 Amendment: Maintain the Strategic Risk Register.

A5.29 Develop the Internal Audit Charter.

A5.30 Implement the Strategic Internal Audit Program.

A5.31 Conduct annual insurance renewals.

A5.32 Develop Climate Change Adaptation Plan.

A5.33 Maintain the Cyber Security Framework.

A5.34 Implement enhancements to Council information and operational technology networks.

Pillar: Well-Governed Federation

CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

A5.35 Implement a project management framework that results in more effective solutions and better.

2026/27 Amendment: Implement a project management framework and software that results in more effective solutions and better community outcomes.

A5.36 Develop Internal Communication & Engagement Strategy.

A5.61 Implement Risk Management Plan for Water & Sewer Services.

A5.62 Deliver on the Internal Communication & Strategy Implementation Action Plan.

A5.63 Deliver a comprehensive bi-annual Community Satisfaction Survey.

A5.64 Execute the Planning and Development Service Review Implementation Plan.

A5.65 Undertake a Service Review of Sporting Playgrounds Presentation.

A5.66 Undertake a Service Review of Quarries.

A5.67 Undertake a Service Review of Caravan Parks.

A5.68 Undertake a Service Review of Libraries.

A5.69 Undertake a Service Review of Swimming Pools (Corowa Aquatic Centre).

A5.70 Undertake a Service Review of Finance.

A5.71 Undertake a Service Review of Community Services.

A5.72 Undertake a Service Review of Electrical Services.

A5.73 Undertake a Service Review of Engineering & Design.

A5.74 Undertake a Service Review of Human Resources.

A5.75 Undertake a Service Review of Landfills.

A5.76 Undertake a Service Review of Regulation & Compliance.

A5.77 Undertake a Service Review of Customer Service.

A5.78 Undertake a Service Review of Depots.

Pillar: Well-Governed Federation

CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs. 2025/ 26 2026/ 27 2027/ 28 2028/ 29

A5.79 Undertake a Service Review of Environmental Services & Natural Resources.

A5.80 Undertake a Service Review of Roads.

A5.81 Deliver on the Community Engagement Strategy implementation action plan.

A5.82 Complete the annual Records Management Assessment Tool (RMAT) self-assessment.

Linked Action:

A5.11 Progress priority recommendations from the University of Newcastle Independent Review.

Principal Activities/4-year Goal 5.2.4 Provide effective asset management.

A5.37 Review the Asset Management Strategy.

A5.38 Implement the Asset Management Improvement Plan.

A5.39 Update the Strategic Asset Management Plan.

Principal Activities/4-year Goal 5.2.5 Work toward the equitable service of all areas.

Principal Activity delivered through business as usual service delivery, specific actions may be included in the 2027/28, 2028/29 Operational Plans.

Principal Activities/4-year Goal 5.2.6 Ensure good governance and administration.

A5.40 Review delegations from Council to the Mayor and General Manager.

A5.41 Review delegations from General Manager to staff.

A5.42 Review delegations from Council to Committees.

A5.43 Review the Code of Conduct.

A5.44 Review Open Access records.

A5.45 Review the Council Policy Framework.

A5.46 Review the Privacy Management Plan.

2026/27 Amendment: Complete the review of the Privacy Management Plan.

A5.47 Introduce framework for managing council's obligations under the Modern Slavery Act 2018.

A5.48 Standardise practices to meet Child Safe Standards.

Pillar: Well-Governed Federation

CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs.

A5.49

A5.83

A5.84

A5.85

Review existing rating categories to ensure equitable collection of income.

Review policies in accordance with agreed review cycle.

Conduct an audit against the NSW Child Safe Standards.

Undertake distributive equity review of rating structure and categories.

2025/ 26 2026/ 27 2027/ 28 2028/ 29

KEY PROJECTS 2026/27

• Implement a $6.2 million capital works renewal and improvement program for roads, bridges and footpaths. Major renewal works include the Rural Culvert Replacement Program and the following roads:

o Merton Road, Collendina.

o Narrow Plains Road, Narrow Plain

o Wandong Road, Savernake

o Yamma Road (Morundah-Coleambally).

BUILT

ECONOMIC

NATURAL

SOCIAL

WELL-GOVERNED

• Develop and implement water infrastructure upgrades for Howlong.

• Implement funded recommendations from the Villages Floodplain Risk Management Study and Plan to improve stormwater and flood protection systems. Seek funding for the unfunded projects within the plan.

• Prepare Corowa, Howlong and Mulwala Flood Risk Management Study and Plan.

• Update the Economic Development Strategy for the next four year period.

• Seek funding for key community priorities across the Council area.

• Sell the industrial land in the Howlong Industrial Estate.

• Review North of the Murray 5-Year Destination Marketing Strategy 2020-2024.

• Develop site specific Crown Land Plan of Management for Ball Park Reserve.

• Coordinate the Local Emergency Management Committee.

• Undertake flood damaged roads restoration work as funded under Disaster Recovery Funding.

• Undertake flood recovery activities as funded through Council’s insurance program.

• Host delegations from Miki City.

• Implement a community grants program.

• Implement the priority actions from the Youth Strategy.

• Implement the priority actions within the updated Ageing Well Strategy.

• Engage with the Roads Advisory Committee in relation to strategic road priorities.

• Implement improvements from the Community Engagement Strategy.

• Implement initiatives from the Financial Improvement Plan to support the financial sustainability of Council.

• Execute the Planning and Development Service Review Implementation Plan.

• Implement the Workforce Management Strategy (2025/26-2028/29).

ANNUAL BUDGET OBJECTIVES AND PRINCIPLES

Budget Objectives

The objectives of the Federation Council Annual Budget are to:

• Provide resources for the delivery of services and initiatives contained in the Delivery Program and Annual Operational Plan.

• Provide direction to Council officers on the funds available to implement Council’s plans.

• Provide a basis for transparency and accountability.

Budget Principles

Strategic Alignment

Fiscal Responsibility

Community Focus

The Principles for the development of 2026/27 Operational Plan and Annual Budget ii were adopted at the Ordinary Council meeting on 16 December 2025.

Key principles for developing the 2026/27 Operational Plan and Annual Budget are:

• Strategic Alignment: Directly supporting the four-year Delivery Program.

• Fiscal Responsibility: Ensuring financial sustainability by adhering to the Long Term Financial Plan objectives.

• Community Focus: Prioritising community needs and essential services, such as a safe and healthy community and well-maintained, planned infrastructure.

In developing plans for 2025/26 to 2028/29, Council prioritised the following iii:

• Recommendations from the independent review by the University of Newcastle.

• Renewal of existing assets, particularly roads and drainage, before the creation of new assets.

• Emphasis on addressing needs before wants.

• Pricing review to establish appropriate price signals.

• Focus on asset maintenance.

• Delivery of flood recovery activities as funded through NSW Disaster Assistance Arrangements or Council’s insurance policy.

ii Principles for 2026/27 Operational Plan and Annual Budget (25/46949) & Principles for development of 2026/27 Operational Plan and Annual Budget - Plain English Version (25/46953) available on website –December Ordinary Council meeting Item 4 Operational Plan and Annual Budget 2026/27 (Agenda Items & Files): https://federation.resolve.red/web/Player.aspx?id=373&key=-1&mod=-1&mk=-1&nov=0 iii Long Term Financial Plan 2026-2036, page 5

Sound Financial Management

The principles of sound financial management, as defined in the Local Government Act 1993, set the foundation for the development of the Annual Budget. The following details how we develop the Annual Budget to align with these principles.

Responsible and Sustainable Spending

Spending must be responsible and sustainable. This includes aligning general revenue with expenses and funding the cost of current services.

Budget approach:

• Maintain existing service levels, except for the service reductions as detailed in the Long Term Financial Plan (Ball Park Caravan Park, tourism and noxious weeds).

• Review key services to ensure the community receives value for money, consistent with Delivery Program schedule.

• Prioritise legislative responsibilities in budget development, then focus on the highest priority services and initiatives identified by the community and recommend service level reductions where required to meet performance and financial Key Performance Indicators (KPIs)

• Deliver on commitments under the IPART Special Rate Variation (SRV) instrument, particularly the productivity improvements and cost containment strategies

• Deliver greater financial improvement than forecast to reduce underlying operating deficit (and delay next SRV).

• Implement outcomes from pricing reviews.

Responsible and Sustainable Infrastructure Investment

Budget approach:

• Prioritise investments in road, water and sewerage infrastructure to meet current and future community needs.

• Deliver on commitments under the IPART SRV instrument, particularly the level of asset renewal as contained in the Strategic Asset Management Plan and funded by the additional SRV funds.

• Invest in information technology to improve service efficiency and staff productivity.

• Invest in the Growth Strategy to improve planning for future needs.

Effective Financial and Asset Management

Councils must have sound policies and processes for areas such as performance management and reporting, asset maintenance, renewal, and enhancement and funding decisions and risk management.

Budget approach:

• Deliver on the 2025-2029 Delivery Program and Long Term Financial Plan, containing expenditures to those previously agreed and planning to meet KPIs.

• Consider divesting surplus assets like land and buildings to free up resourcing.

• Budget for grant funding where a funding agreement has been signed or where it is recurrent in nature (e.g., financial assistance grants, preschool funding, library funding).

• Meet financial covenants from borrowing agreements.

• Increase user fees and charges by minimum rate peg % or target appropriate price signals.

• Increase employee costs by any changes subscribed in the Local Government Award.

• Maintain the organisation FTE (Full-Time Equivalent) at 2025/26 levels.

• Actively seek and secure available grant revenue from state and federal governments to fund projects and services.

• Include measures of service performance to ensure efficient and effective delivery of services.

• Document agreed service levels.

Intergenerational Equity

Decisions must be made with a long-term view, ensuring that future generations are not unfairly burdened by the financial effects of current policy choices.

Budget approach:

• Implement a general rate increase at the IPART-approved maximum of 11.8%.

• Ensure water, sewer, and waste charges cover all costs and generate a profit. Adopt the 25% access / 75% consumption charge structure (Best Practice).

• Clearly identify any new projects or programs along with whole-of-life costing and cost-benefit analysis

• Deliver greater financial improvement than forecast to reduce underlying operating deficit.

Further details on how these principles have been applied are contained in the Long Term Financial Plan.

ANNUAL BUDGET

The consolidated position of Council represents the combined total of the general, water, sewer, and waste funds.

The following financial tables reference the Budget 2025/26, adopted at the Extraordinary Council Meeting on 30 June 2025, and the Budget 2026/27, which was adopted at the Ordinary Council Meeting on 16 June 2026.

Operating Statement – Consolidated

Operating Budget Report by Pillar

Income Statement Projections ($'000)

and Expense

Cash Flow Statement Projections ($'000)

2025/26

Cash Flow Statement Projections ($'000)

Operating Income

Council is budgeting to receive $55.98 million in operating income in the financial year 2026/27. Operating income is derived from a number of sources as detailed in the following pages.

Operating income ($million)

Rates and Annual Charges Grants and Contributions User Charges and Fees Interest & Investment Revenue Other Revenues Gains from the Disposal of Assets

Rates and Annual Charges

Rates and annual charges are collected from property owners to fund essential public infrastructure and services across the Federation Council area. While general rates are applied to all assessable land, additional annual charges are also applied for specific access to services such as water, sewerage, and kerbside waste collection.

To ensure fairness, the annual increase in total general rates is regulated by the IPART through a "rate pegging" system. This system limits how much a Council can increase its total rate income each year unless a special variation is approved. Following an approved application to IPART, general rates are set to increase by 11.8% in 2026/27.

The total ordinary rate yield is forecasted to reach $17.4 million by the 2026/27 financial year.

The rate peg or any approved increase applies to the total general income collected by the Council, rather than to each individual property owner’s rates. Decisions on how to distribute this total increase across different ratepayer categories are determined through the Council’s rating strategy. Individual rates can also be influenced by updated land valuation, with the next valuation taking effect on 1 July 2026. Latest valuation data is available at the NSW Valuation and Objection Portal. While these valuations may change how the rate burden is shared between different categories, they do not change the total amount of rate income the Council is authorised to collect.

User Charges and Fees

The income generated from these fees follows a "user-pay" system. This means that those who use a specific service or facility contribute to the cost of providing it, which helps balance the financial responsibility across the community.

When setting these prices, the primary goal is to balance the cost of service delivery with the community’s ability to pay. In many cases, fees are set below the actual cost to ensure that essential services remain affordable and accessible for everyone.

To provide transparency, each fee in the official Schedule of Fees and Charges is marked with a specific code to explain how the price was determined:

Code What it means

F Full Cost Recovery - the fee covers the entire cost of providing the service, including the long-term maintenance and "wear and tear" of buildings or equipment used.

P Partial Cost Recovery - the price covers only a portion of the total cost to keep services affordable or where required by law.

S Statutory Requirements - set by law. The price is not determined by the local Council; it is strictly set by State or Federal government legislation.

M Market Pricing - the fee is set by comparing it to the prices charged by other comparable services in the region to ensure it remains competitive.

Z Zero Cost - no cost. The service is provided free of charge to the community, with the full cost of delivery covered by general rates.

D Deposit - security deposit. A refundable payment required to cover any potential damage to public property during use.

Council is forecasting to generate revenue of $11.03 million from user charges and fees in 2026/27 under the planned scenario.

Interest and Investment Revenue

Revenue is also generated through the careful management of available cash reserves and interest earned on outstanding rates. A conservative approach is used to forecast interest rates over the coming years, ensuring that financial planning remains realistic and stable. This revenue is directly linked to the cash balances maintained by the Council to fund ongoing operations and future projects.

For the 2026/27 financial year, a conservative 3.40% rate of return has been applied to cash investments. Combined with interest on overdue rates, this category is budgeted to produce $1.62 million in revenue. This projection is primarily supported by an estimated cash balance of $44.0 million at the end of the period.

Operating and Capital Grants

Operating grants from Commonwealth and State Government comprise 26% of Operating Income in 2026/27 to assist in delivering services. Some of the grants are for the delivery of specific services and others are general grants or “untied” grants which means Council can use the funding based on local priorities.

Income received for specific purpose means that it is restricted in use and cannot be used for any purpose other than that identified in the funding agreement. This income is kept as a separate cash reserve until such time as the expenditure occurs. Each specific purpose grant has been considered individually for the Long Term Financial Plan and only those that have been ongoing in recent years have been included as recurrent future income e.g., Financial Assistance Grants and Roads to Recovery.

The Federal Government provides the Financial Assistance Grant (FAG) program to Local Government under the Local Government (Financial Assistance) Act 1995 (Commonwealth). The FAG program consists of two components:

• a general purpose component which is distributed between the states and territories according to population (i.e., on a per capita basis), and

• an identified local road component which is distributed between the states and territories according to fixed historical shares.

Both components of the grant are untied in the hands of local government, allowing councils to spend the grants according to local priorities. The NSW Local Government Grants Commission recommends the distribution of the funding under the FAG program to NSW local governing bodies in accordance with the Local Government (Financial Assistance) Act 1995 (Commonwealth) and the National Principles for allocating grants.

Council is forecasting to receive operating grants of $14.74 million in 2026/27, 63% of it is from the FAG program.

Other Revenue

Beyond rates and user fees, there are several smaller income streams that contribute to the delivery of local services. These primarily consist of government rebates, such as fuel tax credits, as well as commissions and incentives related to workers' compensation. Additionally, income is generated through specific service charges, including the provision of property sewer diagrams and water meter readings.

Most income projections for these categories within the Long-Term Financial Plan are based on historical trends. To ensure financial stability, these figures are increased conservatively over the 10-year forecast period. For the 2026/27 financial year, these miscellaneous revenue sources represent only 0.5% of the total forecasted Operating Income, amounting to $0.47 million.

Operating Expenditure

Council is budgeting to expend $59.70 million in operating expenditure in the financial year 2026/27.

Operating expenditure ($million)

Employee Costs Materials and Services Depreciation Other Expenses Borrowing Costs

Employee Costs

Employee costs represent the total investment in the personnel required to deliver community services. This includes salaries, superannuation, workers' compensation, and professional training. These costs are adjusted annually to account for legally required "Award" increases. For the 2026/27 financial year, total employee spending is projected at $20.92 million to support a workforce of 190.0 FTE staff.

Borrowing Costs

Council has used long term loans to finance large capital expenditures allowing the cost of the project to be spread across the useful life of the asset in order to facilitate intergenerational equity for these assets.

External loan balances are forecast to be $11.15 million at 30 June 2026 and interest expense has been projected based on the rates applicable for each loan totalling to $0.45 million with no additional borrowings planned in 2026/27.

Material and Services

This group of expenses is mainly made up of materials, contractors, consumables, electricity, heating, insurance, computer software charges, legal expenses, advertising, councillors and mayoral fees. Cost within this category is forecasted to be $19.17 million, which includes $2.81 million to deliver projects under the Regional and Local Roads Repair Program.

Depreciation

Depreciation is a non-cash expense that accounts for the gradual wear and tear of community assets such as roads, buildings, and equipment over their useful life. This figure represents the amount that should be set aside for future renewal or upgrade works to ensure that public infrastructure remains safe and functional.

Recent revaluations of Council’s infrastructure and property have led to higher depreciation charges. Following an increase in these costs to $18.29 million in 2024/25, depreciation for the 2026/27 financial year is forecasted to be $18.51 million.

Other Expenses

This category primarily includes mandatory contributions and levies paid to other levels of government including payment for NSW Rural Fire Services Levy. For the 2026/27 financial year, these expenses are expected to be $0.65 million.

Capital Expenditure

Council will invest $21.13 million in asset renewal and upgrades in 2026/27. This program is made up of capital works in each of the following funds: $10.37 million in the General Fund, $9.00 million in the Water Fund and $1.75 million in the Sewer Fund.

The following table details the proposed capital works program for 2026/27:

HOW TO READ THE OPERATIONAL PLAN

This Operational Plan outlines how Federation Council aims to achieve the principal activities included in the Delivery Program. It details the activities the Council will undertake during 2026/27, the potential risks involved and how success will be measured.

This section is arranged by Federation Council’s five pillars:

Each Pillar includes the following information:

• Responsible Teams / Officers: The teams / officers that are responsible for delivering the action in the Operational Plan.

• Federation Council Strategy / Plan: The relevant Federation Council Strategy / Plan that relates to the action in the Operational Plan.

• Total 2026/27 Actions: The total number of actions for the pillar.

CSP Objective: Explains what the pillar is aiming to achieve.

Supporting the CSP Objective

Our infrastructure enhances the lives of our community.

CSP Strategy Delivery Program Principal Activity Operational Actions 2026/27

1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.

CSP Strategy: A high-level approach to achieving the CSP.

Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.

Work toward public transport that meets the needs of residents and industry.

Delivery Program Principal Activity: Specific actions Council will take during 2025 -2029 to implement the CSP Strategy.

Operational Actions

2026/27: The action number that relates to the Actions/ Projects/ Programs listed in the Operational Plan.

Operational Plan 2026/27

The Operational Plan for each pillar includes the actions that Council will undertake in 2026/27 to work towards completing the Principal Activities from the Delivery Program.

• Principal Activities: The 4-year goals.

• Actions: The specific steps Council will take during the year to reach them.

Federation Council’s Role

Council uses four specific roles to describe how it works. At the top of each pillar’s plan, Council’s role is identified:

• Provide: Delivering services, infrastructure, and programs directly to the community.

• Advocate: Representing the community’s voice to State and Federal governments.

• Monitor: Tracking regional trends to ensure our planning remains accurate.

• Collaborate: Building partnerships with the community, business and industry to achieve shared goals.

Linkage to CSP and Delivery Program

CSP Strategy: A high-level approach to achieving the CSP

Principal Activity/4 year Goal: Specific actions Council will take during 2025 -2029 to implement the CSP Strategy.

CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.

Principal Activity/4-year Goal: 1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.

Code Actions/ Projects/ Programs

A1.34 Investigate options for Howlong bypass.

Key Performance Indicator (KPI) & Target 2026/27 Timeline

KPI: Options investigated for Howlong bypass.

Target: Options paper finalised. 01 Jul 2026 –30 Jun 2027

Actions/ Projects/ Programs 2026/27: A short description of the action

Key Performance Indicator (KPI) / Target 2026/27: How Council will measure if the action has been achieved

Responsible Officer

Staffing: Engineering Team

Funding: Manager Infrastructure

Budget 2026/27: The human and financial resources required to deliver the action.

Responsible Officer: The officer that is responsible for delivering the action

At the end of each Pillar's section, information is provided on:

• Service Reviews: A list of Service Reviews for the specific pillar that will be undertaken in 2026/27 and the Responsible Officer for the Service Review.

• Staffing (FTE): The number of full-Time equivalent staff dedicated to that Pillar.

• Operating Budget Report: A breakdown of the projected income and expenses for various council activities over the 2026/27 period for the specific pillar.

• Capital Program: This represents Council's capital expenditure on assets including plant, equipment, buildings, and infrastructure to ensure they are continuously maintained and improved.

Responsible Teams / Officers: Engineering, Grants, Flood Planning, General Manager, Sewer, Street Presentation, Swimming Pools, Waste, Water.

Federation Council Strategy / Plan: Corowa, Howlong and Mulwala Flood Study 2024, Local Strategic Planning Statement 2020 - 2024: Planning Priority 6 – Infrastructure, Resourcing Strategy Strategic Asset Management Plan 2025 – 2035, Riverina Murray Regional Plan 2041, Villages Floodplain Risk Management Study and Plan 2022, Waste Management Strategy 2024 – 2030, Water and Sewer Strategic Plan.

Total 2026/27 Actions: 20

Supporting the CSP Objective

Our infrastructure enhances the lives of our community.

CSP Strategy Delivery Program Principal Activity Operational Actions 2026/27

1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.

1.2 Service our community with resilient and reliable utility and digital communication infrastructure.

1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.

1.1.2 Work toward public transport that meets the needs of residents and industry.

1.3. Provide quality and welcoming local places and spaces.

– A1.39

1.2.1 Maintain and improve water supply and sewerage services and systems. A1.8, A1.11 A1.40, A1.42

1.2.2 Maintain and improve waste management services. A1.13 - A1.14

1.2.3 Maintain and improve flood protection services and systems. A1.17 – A1.18

1.2.4 Work toward digital connectivity that meet the needs of residents and industry. A1.19

1.3.1 Ensure attractive and vibrant public spaces. No Actions iv

1.3.2 Provide quality recreational spaces. No Actions v

1.3.3 Maintain and improve aquatic, recreational, and other community facilities. A1.21, A1.23 A1.44 -A1.45

iv Principal Activity delivered through business as usual service delivery, specific actions may be included in the 2027/28, 2028/29 Operational Plans v Principal Activity delivered through business as usual service delivery and addressed in the 2025/26 Operational Plan.

Operational Plan 2026/27

Pillar: Built Federation

CSP Objective 1: Our infrastructure enhances the lives of our community

CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.

Principal Activity/4-year Goal: 1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27

A1.34 Investigate options for Howlong bypass.

A1.35 Investigate options for Urana bypass.

KPI: Options investigated for Howlong bypass.

Target: Options paper finalised.

KPI: Options investigated for Urana bypass.

Target: Options paper finalised.

01 Jul 2026 –30 Jun 2027

01 Jul 2026 –30 Jun 2027

Staffing: Engineering Team Manager Infrastructure

A1.36 Source funding to update the Pedestrian Access and Mobility Plan (PAMP).

KPI: Secure $30k in funding to review the PAMP.

Target: Current PAMP reviewed and relevant stakeholders engaged.

A1.37 Prepare Asset Management Plan for bridges vi KPI: Asset Management Plan for bridges completed.

Target: Review of bridge asset condition reports.

01 Jul 2026 –30 Jun 2027

Team

01 Jul 2026 –30 Jun 2027

Staffing: Engineering Team Manager Infrastructure

Staffing: Engineering Team Manager Infrastructure

CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.

Principal Activity/4-year Goal: 1.1.1 Maintain and improve roads, bridges, and footpaths to meet the needs of residents and industry.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A1.38 Prepare Asset Management Plan for roads.

Timeline Budget 2026/27

Responsible Officer

A1.39 Seek funding for a replacement Athole Bridge (over Yanko Creek).

KPI: Asset Management Plan for roads completed.

Target: Review of road asset condition reports.

KPI: Funding secured.

Target: 75% of capital costs funded.

01 Jul 2026 –30 Jun 2027

01 Jul 2026 –30 Jun 2027

Staffing: Engineering Team Manager Infrastructure

Staffing: Engineering Team Manager Infrastructure

CSP Strategy: 1.1 Provide integrated and active transport infrastructure and networks between communities in our LGA and links to other areas.

Principal Activity/4-year Goal: 1.1.2. Work toward public transport that meets the needs of residents and industry.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A1.5 Advocate for improved public transport that meets the needs of residents and Industry.

KPI: Advocacy undertaken.

Target: As required.

01 Jul 2025 –30 Jun 2029

2026/27

Staffing: General Manager General Manager

CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.

Principal Activity/4-year Goal: 1.2.1. Maintain and improve water supply and sewerage services and systems.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A1.8 Advocate for funding for the renewal of the Mulwala Water Treatment Plant. vii

A1.11 Develop Water and Sewer Strategic Plan including service review.

A1.40 Develop and implement water infrastructure upgrades for Howlong. viii

KPI: Advocacy undertaken.

Target: As required.

01 Jul 2025 –30 Jun 2029

KPI: Water and Sewer Strategic Plan adopted by Council. 01 Jul 2025 –31 July 2026

KPI: Construction of new water reservoir.

Target: Works commenced.

01 Jul 2026 –30 Jun 2028

2026/27

Staffing: General Manager General Manager

Staffing: Water Team Sewer Team Manager Utilities

Staffing: Water Team

Funding: $7,752,000 Manager Utilities

CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.

Principal Activity/4-year Goal: 1.2.1. Maintain and improve water supply and sewerage services and systems.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A1.42 Commission Lavis Rd bore for alternate Balldale water supply.

KPI: Lavis Rd bore in operation.

Target: Water quality better than current aquifer.

01 Jul 2026 –30 Jun 2028

Staffing: Water Team

Funding: $200,000 Manager Utilities

CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.

Principal Activity/4-year Goal: 1.2.2 Maintain and improve waste management services.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A1.13 Implement the actions of the Waste Management Strategy. ix

KPI: Regular Reporting to Council.

Target: 1. Tender awarded for construction of Corowa Waste Transfer Station. 2. EPA approval received for Corowa Landfill closure.

01 Jul 2025 –30 Jun 2029

Staffing: Waste Team Manager Operations

CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.

Principal Activity/4-year Goal: 1.2.2 Maintain and improve waste management services. Code Actions/ Projects/ Programs

Indicator (KPI) & Target 2026/27

A1.14 Report progress on the Waste Management Strategy Implementation Plan. ix

KPI: Ensuring that the Waste Management Strategy Implementation Plan is progressed.

Target: Annual Report to Council.

01 Jul 2025 –30 Jun 2029

Staffing: Waste Team Manager Operations

CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.

Principal Activity/4-year Goal: 1.2.3 Maintain and improve flood protection services and systems.

A1.17 Implement recommendations from the Villages Floodplain Risk Management Study and Plan for improving stormwater and flood protection systems and seek funding for implementation. x

KPI: Seek funding for priority works.

Target: Implement one priority action following receipt of funding.

01 Jul 2025 –30 Jun 2027

Staffing: Flood Planning Officer

Funding: $20,000 plus $80,000 grant funded

Project Officer Flood Study

CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.

Principal Activity/4-year Goal: 1.2.3 Maintain and improve flood protection services and systems.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A1.18 Prepare Corowa, Howlong and Mulwala Flood Risk Management Study and Plan. xi

KPI: First Draft provided to committee for review.

Target: First draft of Flood Risk Management Study and Plan developed.

01 Jul 2025 –30 Jun 2028

Staffing: Flood Planning Officer Director Planning, Place & Sustainability

CSP Strategy: 1.2. Service our community with resilient and reliable utility and digital communication infrastructure.

Principal Activity/4-year Goal: 1.2.4 Work toward digital connectivity that meet the needs of residents and industry.

Code Actions/ Projects/ Programs

A1.19 Advocate for improved digital connectivity that meet the needs of residents and Industry. xii

KPI: Advocacy undertaken.

Target: As required.

01 Jul 2025 –30 Jun 2029

Staffing: General Manager General Manager

CSP Strategy: 1.3. Provide quality and welcoming local places and spaces.

Principal Activity/4-year Goal: 1.3.3 Maintain and improve aquatic, recreational, and other community facilities.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A1.21 Seek funding for the implementation of masterplans for key recreation reserves.

KPI: Seek funding for priority actions in masterplan.

Target: Funding application submitted to appropriate funding streams.

Timeline Budget 2026/27

Responsible Officer

A1.23 Maintain Council's cemeteries, skate parks, sporting grounds, parks and recreation areas across the Council area.

A1.44 Maintain and operate swimming pools in Corowa and Howlong.

KPI: Services delivered.

Target: Service maintained to current service standards.

KPI: All pools remain open to the public as per agreed opening hours and public health standards.

Target: Maintain and operate pools in accordance with the Tiered Supervisor Model - indoor pools year-round, outdoor pools during the defined summer season.

01 Jul 2025 –30 Jun 2029

Staffing: Grants Officer Manager of Recreation Manager Recreation

01 Jul 2025 –30 Jun 2029

Staffing: Street Presentation Team Manager Recreation

01 Jul 2026 –30 Jun 2029

Staffing: Swimming Pools Team Manager Environment, Facilities & Regulations

CSP Strategy: 1.3. Provide quality and welcoming local places and spaces.

Principal Activity/4-year Goal: 1.3.3 Maintain and improve aquatic, recreational, and other community facilities.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A1.45 Maintain and operate swimming pools in Oaklands and Urana.

KPI: All pools remain open to the public as per agreed opening hours and public health standards.

Target: Maintain and operate pools in accordance with Practice Note 15 from OLG: Category 3 - Outdoor Pools.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2026 –30 Jun 2029

Staffing: Swimming Pools Team Manager Facilities & Environment

vi Relevant Federation Council Strategy: Resourcing Strategy Strategic Asset Management Plan 2025 - 2035

vii Relevant Federation Council Strategy: Local Strategic Planning Statement 2020 - 2024: Planning Priority 6 - Infrastructure

viii Relevant Federation Council Strategy: Water and Sewer Strategic Plan

ix Relevant Federation Council Strategy: Waste Management Strategy 2024 - 2030

x Relevant Federation Council Strategy: Villages Floodplain Risk Management Study and Plan 2022

xi Relevant Federation Council Strategy: Corowa, Howlong and Mulwala Flood Study 2024

xii Relevant Federation Council Strategy: Riverina Murray Regional Plan 2041

Service Reviews 2026/27 Built Services Responsible Officer Sporting Playgrounds Presentation

Quarries

Operating Budget Report 2026/27

Operating Budget Report 2026/27 Income and Expense - Built Federation

Operating Budget Report 2026/27

Income and Expense - Built Federation

Operating Budget Report 2026/27

Income and Expense - Built Federation

Operating Budget Report 2026/27 Income and Expense - Built Federation

Operating Budget Report 2026/27 Income and Expense - Built Federation

Operating Budget Report 2026/27

Income and Expense - Built Federation

Operating Budget Report 2026/27

Income and Expense - Built Federation

Capital Program Summary 2026/27

Capital Program Summary 2026/27

IPP&E - Built Federation

$'000 Budget 2025/26 Budget 2026/27

Responsible Teams / Officers: Communications, Economic Development, Health, General Manager, Ranger, Tourism, Whole of Organisation.

Federation Council Strategy / Plan: Economic Development Strategy 2021 – 2025, Local Strategic Planning Statement 2020 - 2024: Planning Priority 4 - A Strong Economy, Murray Region Destination Management Plan 2023 – 2027.

Total 2026/27 Actions: 18

Supporting the CSP Objective: Our economy is strong with learning, employment and business opportunities. CSP Strategy Delivery Program Principal Activity Operational Actions 2026/27

2.1 Diversified industry and thriving businesses.

2.1.1 Support a collaborative regional approach to economic development. A2.1 – A2.3 A2.22, A5.21

2.1.2 Support inward investment. A2.4

2.1.3 Support the agricultural industry. No Actions xiii

2.1.4 Enhance retail. A2.4

2.1.5 Support business development. A2.7

2.1.6 Support entrepreneurship and industrial diversification. A2.8, A2.20

2.2 Support local events and promote tourism experiences that showcase the region.

2.3 Support rich learning and employment opportunities.

2.2.1 Increase tourism. A2.10 – A2.11 A2.13, A2.16 A2.23 – A2.25

2.2.2 Support a calendar of community and tourism events. A2.26

2.3.1 Work toward achieving higher rates of population and growth in employment, especially in youth and young family segments. A2.17

2.3.2 Support workforce development. No Actions xiii

2.3.3 Support access to quality education. A2.19

xiii Principal Activity delivered through business as usual service delivery and addressed in the 2025/26 Operational Plan.

Operational Plan 2026/27

Pillar: Economic Federation

CSP Objective 2: Our economy is strong with learning, employment and business opportunities.

CSP Strategy: 2.1. Diversified industry and thriving businesses.

Principal Activity/4-year Goal: 2.1.1. Support a collaborative regional approach to economic development.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A2.1 Conduct an evaluation of the Economic Development Strategy 20212025. xiv

A2.2 Update the Economic Development Strategy for the next four year period. xv

KPI: Analysis undertaken to evaluate strategy implementation.

Target: Evaluation presented to Council 30 June 2027.

KPI: Strategy and Implementation Plan progressed.

Target: Strategy adopted by Council 30 June 2027.

Timeline Budget 2026/27 Responsible Officer

01 Jul 2025 – 30 Jun 2027 Staffing:

A2.3 Support the delivery of the Regional Economic Development Strategy (REDS). xiv

KPI: Number of initiatives supported.

01 Jul 2025 – 30 Jun 2027

01 Jul 2025 – 30 Jun 2029

CSP Strategy: 2.1. Diversified industry and thriving businesses.

Principal Activity/4-year Goal: 2.1.1. Support a collaborative regional approach to economic development.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A2.22 Seek funding for key community priorities across the Council area.

KPI:

1. Proportion of eligible priority projects submitted for external grant funding.

2. Success rate of competitive grant applications submitted to State and Federal bodies.

3. Total value of grant funding secured compared to the Annual Budget forecast.

Target:

1. Complete and submit compliant grant applications for 100% of projects identified as strategic priorities that meet external funding eligibility criteria.

2. Achieve a successful outcome rate of 40% or higher for all competitive grant applications submitted to State and Federal funding bodies.

3. Secure a total dollar value of external grant funding that meets or exceeds the grant revenue estimates projected in the 2026/27 Annual Budget.

01 Jul 2026 – 30 Jun 2029

Staffing: Economic Development Team Manager Community & Economic Development

CSP Strategy: 2.1. Diversified industry and thriving businesses.

Principal Activity/4-year Goal: 2.1.2. Support inward investment.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A2.4 Support and encourage opportunities for increased public and private sector investment across the Council area. xiv

KPI: Opportunity supported.

Target: Increased public sector and private sector investment.

01 Jul 2025 – 30 Jun 2029

Staffing: Whole of Organisation Manager Community & Economic Development

CSP Strategy: 2.1. Diversified industry and thriving businesses.

Principal Activity/4-year Goal: 2.1.5. Support business development.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A2.7 Facilitate local business support services in line with the Economic Development Strategy. xiv

KPI: Active participation in Chamber and Progress Association Initiatives.

Target: As opportunities become available.

01 Jul 2025 – 30 Jun 2029

Staffing: Economic Development Team Manager Community & Economic Development

CSP Strategy: 2.1. Diversified industry and thriving businesses.

Principal Activity/4-year Goal: 2.1.6. Support entrepreneurship and industrial diversification. Code Actions/ Projects/ Programs

Indicator (KPI) & Target 2026/27

A2.8 Sell the industrial land in the Howlong Industrial Estate.

A2.20 Develop and implement commercial activities on the Public Land Policy.

KPI: Industrial lots sold.

Target: Two (2) industrial lots sold.

KPI: Policy adopted by Council.

Target: Policy adopted by Council

01 Jul 2025 – 30 Jun 2029

01 Jul 2025 – 30 June 2027

Staffing: Economic Development Team

Staffing: Ranger Team Health Team

Environment, Facilities & Regulations

CSP Strategy: 2.2. Promote tourism and vibrant events to become a top destination.

Principal Activity/4-year Goal: 2.2.1. Increase tourism.

(KPI) &

A2.10 Review membership with Murray Regional Tourism and Destination Riverina Murray.

KPI: Review & present to Council for consideration.

Target: Membership renewed.

01 Jul 2025 – 30 Jun 2027

Staffing: Tourism Team

Funding: $30,000 Manager Communications & Engagement

CSP Strategy: 2.2. Promote tourism and vibrant events to become a top destination.

Principal Activity/4-year Goal: 2.2.1. Increase tourism.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A2.11

Develop and market the electronic newsletter as a means for communicating with tourism stakeholders.

KPI: Electronic newsletter developed and distributed.

Target: Eleven (11) industry newsletters distributed.

A2.13 Actively seek opportunities for external funding for tourism initiatives.

A2.16 Operate Visitor Information Centre in Corowa.

KPI: Opportunities progressed.

Target: External funding sought.

KPI: Operate Visitor Information Centre in Corowa.

Target: Visitor Information Centre in Corowa operational as per NSW Accredited Visitor Information Centre (AVIC) guidelines.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 – 30 Jun 2027

Staffing: Tourism Team

Funding: $59,217 (Tourism Initiatives) Manager Communications & Engagement

01 Jul 2025 – 30 Jun 2027

Staffing: Tourism Team Manager Communications & Engagement

01 Jul 2025 – 30 Jun 2029

Staffing: Tourism Team

Funding: $150,000 Manager Communications & Engagement

CSP Strategy: 2.2. Promote tourism and vibrant events to become a top destination.

Principal Activity/4-year Goal: 2.2.1. Increase tourism.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A2.23 Maintain NOTM Tourism Destination Website. xvi

KPI: NOTM Tourism Destination Website maintained.

Target: Website content updated seasonally.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2026 – 30 Jun 2029

A2.24 Review North of the Murray 5Year Destination Marketing Strategy 20202024. xvi

A2.25 Deliver seasonal tourism marketing campaigns. xvi

KPI: North of the Murray 5-Year Destination Marketing Strategy 20202024 reviewed.

Target: Revised strategy adopted.

KPI: Seasonal tourism marketing campaigns delivered.

Target: Four (4) seasonal campaigns delivered per year.

01 Jul 2026 – 31 Mar 2027

Staffing: Tourism Team

Funding: $25,000 Manager Communications & Engagement

01 Jul 2026 – 30 Jun 2029

Staffing: Tourism Team

Funding: $59,217 (Tourism Initiatives) Manager Communications & Engagement

Staffing: Tourism Team

Funding: $59,217 (Tourism Initiatives) Manager Communications & Engagement

CSP Strategy: 2.2. Promote tourism and vibrant events to become a top destination.

Principal Activity/4-year Goal: 2.2.2 Support a calendar of community and tourism events.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A2.26 Develop and publish the electronic calendar of community and tourism events.

KPI: Calendar published.

Target: Monthly calendar published.

01 Jul 2026 – 30 Jun 2029

Staffing: Communications Team Manager Communications & Engagement

CSP Strategy: 2.3. Support rich learning and employment opportunities.

Principal Activity/4-year Goal: 2.3.1. Work toward achieving higher rates of population and growth in employment, especially in youth and young family segments.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A2.17 Support the Growing Regions of Welcome (GROW) project.

KPI: Support provided when required.

01 Jul 2025 – 30 Jun 2029

Staffing: Economic Development Team Manager Community & Economic Development

CSP Strategy: 2.3. Support rich learning and employment opportunities.

Principal Activity/4-year Goal: 2.3.3. Support access to quality education.

Code Actions/ Projects/ Programs

A2.19 Advocate for the preservation of schools in rural communities.

Key Performance Indicator (KPI) & Target 2026/27

KPI: Advocacy undertaken.

Target: As required.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 – 30 Jun 2029

Staffing: General Manager General Manager

xiv Relevant Federation Council Strategy: Economic Development Strategy 2021 - 2025

xv Relevant Federation Council Strategy: Local Strategic Planning Statement 2020 - 2024: Planning Priority 4 - A Strong Economy

xvi Relevant Federation Council Strategy: Murray Region Destination Management Plan 2023 - 2027

Economic Services Responsible Officer

Caravan Parks

Economic Development

General Manager

Manager Facilities & Environment (North)

Manager Community & Economic Development

Operating Budget Report 2026/27

Operating Budget Report 2026/27

and Expense - Economic Federation

Operating Budget Report 2026/27

Income and Expense - Economic Federation

Capital Program Summary 2026/27

There is no Capital Program planned for this Pillar in 2026/27.

Pillar: Natural Federation

Responsible Teams / Officers: Building Operations & Maintenance, Economic Development, Engineering, Noxious Weeds, Recreation, Town Planning & Building Control , Whole of Organisation.

Federation Council Strategy / Plan: Local Strategic Planning Statement 2020 - 2024: Planning Priority 5 - A Healthy Environment, Murray Regional Strategic Weed Management Plan 2023-2027.

Total 2026/27 Actions: 9

Supporting the CSP Objective

We are stewards of the natural environment for future generations.

CSP Strategy Delivery Program Principal Activity

3.1 Value, protect and enhance our natural environment.

3.2 Respond to our changing environment.

3.3 Facilitate consistent and appropriate land use planning and development decisions.

3.1.1 Conserve and utilise public lands. A3.2 – A3.3 A3.14

3.1.2 Support responsible land management practices. No Actions xvii

3.1.3 Conserve and utilise waterways and develop their frontages. A3.4

3.2.1 Improve resilience to shocks and natural disasters. No Actions xviii

3.2.2 Ensure appropriate emergency management.

- A3.7

3.3.1 Implement consistent and appropriate land use planning outcomes. A3.15

3.3.2 Ensure forward planning for Federation Council area meets the needs of residents and industry. No Actions xviii

xvii Principal Activity delivered through business as usual service delivery, specific actions may be included in the 2027/28, 2028/29 Operational Plans

xviii Principal Activity delivered through business as usual service delivery and addressed in the 2025/26 Operational Plan. Action A3.17 scheduled for delivery in the 2027/28 Operational Plan.

Operational Plan 2026/27

Pillar: Natural Federation

CSP Objective 3: We are stewards of the natural environment for future generations.

CSP Strategy: 3.1. Value, protect and enhance our natural environment.

Principal Activity/4-year Goal: 3.1.1. Conserve and utilise public lands.

Code Actions/ Projects/ Programs

A3.2 Partner with Corowa Landcare to work together on local environmental protection, natural resource management and sustainable agriculture initiatives. xix

A3.3 Deliver year two (2) of the Riverina Murray Weeds Action Plan for 20262030. xx

Key Performance Indicator (KPI) & Target 2026/27

KPI: Partner with Corowa Landcare.

Target: Three (3) events per year.

Timeline Budget 2026/27

Responsible Officer

A3.14 Develop site specific Crown Land Plan of Management for Ball Park Reserve. xix

KPI: Implement the 2026/27 actions from the 2025 to 2029 Weeds Action Plan.

Target: Deliver 100% of actions in the Weeds Action Plan for 2026/27.

KPI: Draft Plan of Management developed.

Target: Draft Plan of Management lodged with the Minister.

01 Jul 2025 – 30 Jun 2029

Staffing: Recreation Team Manager Recreation

01 Jul 2025 – 30 Jun 2029

Staffing: Noxious Weeds Team

Funding: $302,000 with $75,000 grant funded Manager Facilities & Environment

01 Jul 2026 –30 Jun 2027

Staffing: Economic Development Team

Funding: Project funded via grant Manager Community & Economic Development

CSP Strategy: 3.1. Value, protect and enhance our natural environment.

Principal Activity/4-year Goal: 3.1.3. Conserve and utilise waterways and develop their frontages. Code Actions/ Projects/ Programs

(KPI) &

A3.4 Seek funding for the implementation of the Corowa Foreshore Structure Plan incorporating the four separate precinct masterplans. xix

KPI: Seek funding for master plan priorities.

Target: Funding application submitted to appropriate funding streams.

01 Jul 2026 –30 Jun 2029

Staffing: Engineering Team Manager Recreation

CSP Strategy: 3.2. Respond to our changing environment.

Principal Activity/4-year Goal: 3.2.2. Ensure appropriate emergency management. Code Actions/

A3.6 Coordinate the Local Emergency Management Committee. KPI: Coordinate and host quarterly Local Emergency Management Committee meetings, in conjunction with Berrigan Council.

Target: Three - Four (34) meetings per year.

01 Jul 2025 – 30 Jun 2029

Staffing: Engineering Team Manager Infrastructure

CSP Strategy: 3.2. Respond to our changing environment.

Principal Activity/4-year Goal: 3.2.2. Ensure appropriate emergency management.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A3.7 Provide afterhours emergency response.

Timeline Budget 2026/27

Responsible Officer

A3.9 Undertake flood damaged roads restoration work as funded under the Disaster Recovery Funding.

KPI: Activation of items within the Emergency Management Plan when required and instructed.

Target: 100% of requests attended to.

KPI: Works completed.

Target: Local and unsealed roads flood repairs 100% completed.

01 Jul 2025 – 30 Jun 2029

Staffing: Whole of Organisation Manager Infrastructure

A3.10 Undertake flood recovery activities as funded through Council’s insurance program.

KPI: Approved works undertaken.

Target: 30 Jun 2027

01 Jul 2025 – 30 Jun 2027

Staffing: Engineering Team

Funding: Carry forward from 2024/25 Manager Infrastructure

01 Jul 2025 – 30 Jun 2027

Staffing: Building Operations & Maintenance Team Manager Environment, Facilities & Regulations

CSP Strategy: 3.3. Facilitate sensible and balanced land use planning and development decisions.

Principal Activity/4-year Goal: 3.3.1 Implement consistent and appropriate land use planning outcomes.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A3.15 Process Development Applications.

KPI: 80% of applications approved within timeframe.

Target: 90% of applications approved within timeframe.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2026 – 30 Jun 2029

Staffing: Town Planning & Building Control Team Manager Planning & Development

xix Relevant Federation Council Strategy: Local Strategic Planning Statement 2020 - 2024: Planning Priority 5 - A Healthy Environment

xx Relevant Federation Council Strategy: Murray Regional Strategic Weed Management Plan 2023-2027

There are no Service Reviews planned for this Pillar in 2026/27.

Operating Budget Report 2026/27

Operating Budget Report 2026/27 Income and Expense - Natural Federation

Operating Budget Report 2026/27

Income and Expense - Natural Federation

Operating Budget Report 2026/27 Income and Expense - Natural Federation

Operating Budget Report 2026/27

Income and Expense - Natural Federation $'000 Budget 2025/26 Budget 2026/27

Capital Program Summary 2026/27

There is no Capital Program planned for this Pillar in 2026/27.

Responsible Teams / Officers: Community, Economic Development, Finance, General Manager’s Office, Grants, Library, Preschool, Roads - Safety, Whole of Organisation.

Federation Council Strategy / Plan: Ageing Well Strategy 2026 -2030, Federation Council’s Disability Access and Inclusion Plan 2022-2026, Federation Arts and Culture Strategy 20212025.

Total 2026/27 Actions: 36

Supporting the CSP Objective

A vibrant and connected community of people leading healthy and fulfilled lives.

4.1 Acknowledge our beginnings, celebrate our diversity and culture. 4.1.1 Celebrate the area’s rich culture and heritage.

4.1.2 Provide library services and programs accessible to all residents.

4.2 Embrace and support people of all ages.

4.3 Foster a safe and healthy community.

Operational Plan 2026/27

Pillar: Social Federation

CSP Objective 4: A vibrant and connected community of people leading healthy and fulfilled lives.

CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture. Principal Activity/4-year Goal: 4.1.1. Celebrate the area’s rich culture and heritage.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.1 Finalise a Reconciliation Action Plan (RAP) for the Federation Council area.

A4.2 Implement the Reconciliation Action Plan (RAP) for the Federation Council area.

A4.3 Deliver actions from the Arts and Cultural Strategy. xxi

KPI: RAP adopted.

Target: March 2027.

KPI: RAP Actions implemented.

Target: As detailed in the RAP.

KPI: Strategy actions delivered.

Target: As detailed in the Arts and Cultural Strategy.

Timeline Budget 2026/27

01 Jul 2025 – 01 Mar 2027

Staffing: Community Team Manager Community & Economic Development

01 Jul 2025 – 30 Jun 2029 Staffing: Community Team

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team Team Leader Community Development

A4.6 Maintain membership of a regional arts body.

KPI: Being a member of a regional arts body.

Target: Membership maintained.

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team

$15,000

CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.

Principal Activity/4-year Goal: 4.1.1. Celebrate the area’s rich culture and heritage. Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.42 Host delegations from Miki City.

A4.43 Plan visit to Miki City.

KPI: Visit hosted in 2026.

Target: August 2026.

KPI: Visit planned for 2027.

Target: June 2027.

01 Jun 2026–30 Jun 2027

01 Jun 2026– 30 Jun 2028

Community Team Team Leader Community Development

CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.

Principal Activity/4-year Goal: 4.1.2. Provide library services and programs accessible to all residents. Code

(KPI) &

2026/27

A4.7 Provide static library service in Corowa, Howlong and Mulwala.

A4.8 Provide mobile library service in Boree Creek, Oaklands, Rand and Urana.

KPI: Service provided.

Target: 3,600 hours per annum.

KPI: Service provided.

Target: 200 hours per annum.

01 Jul 2025 – 30 Jun 2029

01 Jul 2025 – 30 Jun 2029

$744,000 Team Leader Library

CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.

Principal Activity/4-year Goal: 4.1.2. Provide library services and programs accessible to all residents.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.9 Encourage library membership by promoting the range of services available.

KPI: Promotions undertaken in accordance with Library Membership Campaign.

Target: Promotions undertaken.

A4.10 Deliver school holiday programs across the Council area.

KPI: Four (4) school holiday programs delivered.

Target: Four (4) school holiday programs delivered.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 – 30 Jun 2029

01 Jul 2025 – 30 Jun 2029

Staffing: Library Team Team Leader Library

A4.11 Provide a free delivery service to housebound library patrons.

KPI: Service provided as required.

Target: As required.

01 Jul 2025 – 30 Jun 2029

Staffing: Library Team

Funding: $10,000 Team Leader Library

Staffing: Library Team Team Leader Library

CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.

Principal Activity/4-year Goal: 4.1.3. Encourage community pride and spirit.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.12 Update the New Residents Kit, circulate and make available online.

A4.13 Promote and encourage use of the free online community directory.

KPI: New Resident Kits reviewed.

Target: New Resident Kits updated and published on website.

KPI: Promotions undertaken in accordance with Community Directory Campaign.

Target: Promotions undertaken.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 – 30 Jun 2029

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team Team Leader Community Development

CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.

Principal Activity/4-year Goal: 4.1.3. Encourage community pride and spirit.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.14

Implement a management framework to support the valued work of volunteers.

KPI:

1.Implementation of the Volunteer Management Policy.

2. Percentage of staff who supervise volunteers who have completed relevant training.

3. Percentage of active volunteers who have completed a formal WHS induction under the new framework.

4. Establish benchmark for volunteer satisfaction with Council's support and safety processes.

Target:

1. 100% completion of all supporting templates for the policy.

2. 100% of identified supervisors complete relevant training by the end of 2026/27.

3. 50% of all active S355 and Council volunteers complete the new WHS induction by the end of the 2026/27 financial year.

4. Benchmark established.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 – 30 Jun 2029

Staffing: Whole of Organisation Manager People & Culture

CSP Strategy: 4.1. Acknowledge our beginnings, celebrate our diversity and culture.

Principal Activity/4-year Goal: 4.1.3. Encourage community pride and spirit.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.15 Implement a community grants program.

KPI: Community grants awarded.

Target: Full-funding awarded.

01 Jul 2025 – 30 Jun 2029

2026/27

CSP Strategy: 4.2. Embrace and support people of all ages.

Principal Activity/4-year Goal: 4.2.1. Support young people.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.16 Support the work of the Youth Council.

A4.17 Support the development, maintenance and roll out of a directory with youth focused and mental health services listed.

KPI: Youth Council meetings conducted.

Target: Six (6) meetings per year.

KPI: Directory maintained and updated.

Target: Directory published on website.

01 Jul 2025 – 30 Jun 2029

2026/27

01 Jul 2025 – 30 Jun 2029

CSP Strategy: 4.2. Embrace and support people of all ages.

Principal Activity/4-year Goal: 4.2.1. Support young people.

Code Actions/ Projects/ Programs

A4.18 Develop a Youth Strategy, Implementation Plan and Communications Strategy as funded under the Stronger Country Communities Fund.

A4.19 Implement the Youth Strategy Implementation Plan.

A4.20 Provide sponsorship for Federation Annual Schools Program to provide financial support to local young people towards the cost of learning and activities whilst at school.

A4.44 Implement priority actions from the Youth Strategy.

Key Performance Indicator (KPI) & Target 2026/27

KPI: Strategy and Implementation Plan adopted.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 –31Dec 2026

Staffing: Community Team Team Leader Community Development

KPI: Actions implemented.

KPI: Sponsorship provided.

Target: Ten (10) students supported.

01 Jul 2025 –30 Jun 2027

01 Jul 2025 – 30 Jun 2027

Staffing: Community Team Team Leader Community Development

Staffing: General Manager’s Office

Funding: $1,000 Executive Assistant

KPI: Actions implemented.

Target: Per implementation plan.

01 Jul 2026 – 30 Jun 2029

Staffing: Community Team Team Leader Community Development

CSP Strategy: 4.2. Embrace and support people of all ages.

Principal Activity/4-year Goal: 4.2.2. Encourage an age-friendly environment.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.21 Support the work of the Ageing Well Committee.

A4.23 Implement priority actions within the Ageing Well Strategy. xxii

A4.24 Celebrate the contribution of senior residents through the delivery of a Seniors Week initiative.

KPI: Meetings conducted.

Target: Ten (10) meetings per year.

KPI: Actions implemented.

Target: As per strategy.

KPI: Activity conducted.

Target: At least one (1) event conducted.

01 Jul 2026 – 30 Jun 2029

2026/27

01 Jul 2026 – 30 Jun 2029

01 Jul 2025 – 30 Jun 2029 Staffing: Community Team

CSP Strategy: 4.3. Foster a safe and healthy community.

Principal Activity/4-year Goal: 4.3.1. Ensure community safety.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.25 Deliver the Road Safety Program.

KPI: Annual program implemented.

Target: 100% completed.

2026/27

01 Jul 2025 – 30 Jun 2029

Staffing: Road Safety Officer

Infrastructure

CSP Strategy: 4.3. Foster a safe and healthy community. Principal Activity/4-year Goal: 4.3.2. Work to address disadvantage.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.28 Implement the Disability Inclusion Action Plan. xxiii

A4.29 Provide the mandatory Pensioner Concession Scheme.

KPI: Actions implemented.

Target: Per the Disability Inclusion Action Plan.

KPI: Pensioner concessions assessed and granted.

Target: In accordance with State Government Pensioner Concession Scheme requirements.

Timeline Budget 2026/27 Responsible Officer

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team Team Leader Community Development

01 Jul 2025 – 30 Jun 2029

Staffing: Finance Team

Funding: $635,000 Manager Finance

CSP Strategy: 4.3. Foster a safe and healthy community.

Principal Activity/4-year Goal: 4.3.3. Support childcare and family services.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.30 Support awareness and access to the Family and Children’s Services Directory.

A4.31 Deliver the mobile preschool service.

KPI: Awareness activities conducted.

Target: Two (2) activities per year.

KPI: Service provided.

Target: Four (4) days per week during school term.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team Team Leader Community Development

01 Jul 2025 – 30 Jun 2029

A4.32 Provide financial contribution to the operation of the Corowa, Howlong and Mulwala Preschools.

KPI: Financial contribution provided.

Target: Financial contribution provided to the Howlong, Mulwala and Corowa Preschools.

01 Jul 2025 – 30 Jun 2029

Staffing: Preschool Team

Funding: $394,000 Team Leader Mobile Preschool

Staffing: Grants Officer

Funding: $9,000 Manager Community & Economic Development

CSP Strategy: 4.3. Foster a safe and healthy community.

Principal Activity/4-year Goal: 4.3.4. Improve healthcare.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.33 Host interagency meetings with service providers delivering outreach services in the Federation Council area.

A4.34 Support the work of the Primary Prevention Team.

A4.35 Seek funding through Local Drug Action Teams (LDAT) and Community Drug Action Teams (CDAT) programs to deliver actions from the Federation Primary Prevention Action Plan.

KPI: Meetings hosted.

Target: Four (4) meetings per year.

KPI: Activities implemented.

Target: As funded.

KPI: Applications submitted.

Target: Funding secured.

Timeline Budget 2026/27 Responsible Officer

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team Manager Community & Economic Development

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team Team Leader Community Development

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team Team Leader Community Development

CSP Strategy: 4.3. Foster a safe and healthy community.

Principal Activity/4-year Goal: 4.3.4. Improve healthcare.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A4.36 Work with Murrumbidgee Local Primary Healthcare Network (PHN) and medical service providers to support the retention and attraction of primary healthcare services.

A4.37 Seek grant funding for community-led sport and recreational projects where consistent with masterplans.

KPI: PHN Liaison.

Target: As required.

Timeline Budget 2026/27

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team Manager

& Economic Development

A4.45 Provide support for medical centres in Howlong, Oaklands and Urana.

KPI: Seek funding for priority actions in masterplan.

Target: Funding application submitted to appropriate funding streams.

KPI: Support provided.

Target: In accordance with lease agreements.

01 Jul 2025 – 30 Jun 2029

Staffing: Community Team

Development Team Manager

& Economic Development

01 Jul 2026 – 30 Jun 2029 Staffing: Community Team

Development Team Manager

& Economic Development

xxi Relevant Federation Council Strategy: Federation Arts and Culture Strategy 2021-2025

xxii Relevant Federation Council Strategy: Ageing Well Strategy 2026 -2030

xxiii Relevant Federation Council Strategy: Federation Council’s Disability Access and Inclusion Plan 2022-2026

Social Services Responsible Officer

Swimming Pools (Corowa Aquatic Centre) Manager Environment, Facilities & Regulations

Full-Time Equivalent (FTE) Employees

Operating Budget Report 2026/27

Operating Budget Report 2026/27

Income and Expense - Social Federation

Operating Budget Report 2026/27

Income and Expense - Social Federation $'000

Swimming Pools

Capital Program Summary 2026/27

There is no Capital Program planned for this Pillar in 2026/27

Responsible Teams / Officers: Audit Risk Improvement Committee, Building Operations & Maintenance, Communications, Corporate, Engineering, Finance, Human Resources & WHS, IT Services & Records, Library, Recreation, Risk & Safety, Sewer, Street Presentation, Swimming Pools, Town Planning & Building Control, Water, Whole of Organisation.

Federation Council Strategy / Plan: Community Engagement Strategy, Future Federation 2040 Community Strategic Plan, Resourcing Strategy (Long Term Financial Plan 2026 - 2036), Resourcing Strategy (Strategic Asset Management Plan 2025 -2035), Resourcing Strategy (Workforce Management Strategy 2025 -2029).

Total 2026/27 Actions: 45

Supporting the CSP Objective

Civic leadership is strong, consultative and responsive to our community’s needs.

CSP Strategy Delivery Program Principal Activity Operational Actions 2026/27

5.1 Inform and engage the community in decision making.

5.2 Council is responsible and financially sustainable with effective leadership.

5.1.1 Create and participate in collaborative networks. A3.6, A4.16, A4.21 A4.33 -A4.34, A5.8

5.1.2 Ensure extensive communication and consultation with residents. A5.1 – A5.3 A5.5 – A5.9, A5.50

5.2.1 Sustainably manage Council’s finances, assets and workforce. A5.10 - A5.12 A5.14, A5.51 A5.53 - A5.54

5.2.2 Ensure quality customer service. A5.16

5.2.3 Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

A5.11, A5.21 A5.24 – A5.25 A5.27 - A5.28 A5.30 – A5.31 A5.33, A5.35 A5.61 –A5.70, A5.81

5.2.4 Provide effective asset management. A5.37, A5.39

5.2.5 Work toward the equitable service of all areas. No Actions xxiv

5.2.6 Ensure good governance and administration.

A5.44 - A5.46 A5.49, A5.83 – A5.84

xxiv Principal Activity delivered through business as usual service delivery, specific actions may be included in the 2027/28, 2028/29 Operational Plans.

Operational Plan 2026/27

Pillar: Well-Governed Federation

CSP Objective 5: Civic leadership is strong, consultative and responsive to our community’s needs.

CSP Strategy: 5.1. Inform and engage the community in decision making.

Principal Activity/4-year Goal: 5.1.2. Ensure extensive communication and consultation with residents.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.1 Review the Delivery Program.

A5.2 Develop the Operational Plan.

KPI: Review of Delivery Program conducted.

Target: The Delivery Program reviewed by Council in accordance with the IP&R Framework.

KPI: Adoption of the Operational Plan and Annual Budget.

Target: The Operational Plan and Annual Budget are adopted by Council before the start of each new financial year (by 30 June), in accordance with the IP&R Framework

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 – 30 Jun 2029

Staffing: Whole of Organisation Governance Officer

01 Jul 2025 – 30 Jun 2029

Staffing: Whole of Organisation Governance Officer

CSP Strategy: 5.1. Inform and engage the community in decision making.

Principal Activity/4-year Goal: 5.1.2. Ensure extensive communication and consultation with residents.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.3 Prepare Annual Report.

A5.5 Engage with the community when setting annual fees and charges.

KPI: Submission of the Annual Report to the Office of Local Government (OLG).

Target: Annual Report submitted to the OLG by the statutory deadline of 30 November each year.

KPI: Implemented Engagement Plan.

Target: Engagement with the community when setting annual fees and charges complete.

01 Jul 2025 – 30 Jun 2029

Budget 2026/27 Responsible Officer

A5.6 Provide communication regarding Council’s Budget and Financial Statements to improve community understanding of Council’s financials.

KPI: Communications provided.

Target: Communications provided in accordance with the Communication Plan.

01 Jul 2025 – 30 Jun 2029

Staffing: Whole of Organisation Governance Officer

01 Jul 2025 – 30 Jun 2029

Staffing: Communications Team Finance Team Manager Communications & Engagement

Staffing: Communications Team Finance Team Deputy General Manager & Chief Financial Officer

CSP Strategy: 5.1. Inform and engage the community in decision making.

Principal Activity/4-year Goal: 5.1.2. Ensure extensive communication and consultation with residents.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.7 Provide communication regarding progress made implementing productivity improvements and cost containment strategies.

A5.8 Engage with the Roads Advisory Committee in relation to strategic road priorities.

KPI: Communications provided.

Target: Communications provided in accordance with the Communication Plan.

KPI: Meetings conducted.

Target: Four (4) meetings per year.

Budget 2026/27

01 Jul 2025 – 30 Jun 2029 Staffing: Communications Team Finance Team Deputy General Manager & Chief Financial Officer

A5.9 Undertake annual reporting of expenditure relating to the approved Special Rate Variation.

KPI: Report included in Annual Report.

Target: Annual reporting completed in accordance with IPART Instrument.

01 Jul 2025 – 30 Jun 2029

Staffing: Engineering Team Director Engineering Services

01 Jul 2025 – 30 Jun 2029

Staffing: Finance Team Manager Finance

CSP Strategy: 5.1. Inform and engage the community in decision making.

Principal Activity/4-year Goal: 5.1.2. Ensure extensive communication and consultation with residents.

(KPI) & Target 2026/27

A5.50 Implement improvements from the Community Engagement Strategy. xxv

KPI: Improvements from the Community Engagement Strategy delivered.

Target: Improvements implemented in accordance with Implementation Plan.

01 Jul 2026 – 31 Dec 2026

Staffing: Communications Team Manager Communications & Engagement

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.1. Sustainably manage Council’s finances, assets and workforce.

(KPI) &

A5.10 Update Resourcing Strategy - Long Term Financial Plan (LTFP).

KPI: LTFP adopted by Council.

Target: The LTFP updated in accordance with the IP&R Framework.

01 Jul 2025 – 30 Jun 2029

Staffing: Finance Team Manager Finance

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.1. Sustainably manage Council’s finances, assets and workforce.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27

A5.11 Progress priority recommendations from the University of Newcastle Independent Review.

A5.12 Implement initiatives from the Financial Improvement Plan to support the financial sustainability of Council. xxvi

KPI: Priority recommendations implemented.

Target: Five (5) recommendations implemented.

KPI: 1. Initiatives implemented. 2. Key financial ratios.

Target: 1. As contained in the Financial Improvement Plan. 2. Targets as contained in the LTFP.

01 Jul 2026 – 30 Jun 2029

01 Jul 2025 – 30 Jun 2029 Staffing: Whole of Organisation

A5.14 Review aerodrome administration pricing to send better price signals.

A5.51 Review swimming pool pricing to send better price signals.

KPI: Review completed.

01 Jul 2025 – 30 Jun 2027

KPI: Revised pricing adopted.

Target: Review completed.

01 Jul 2026 – 30 Jun 2027 Staffing: Finance Team

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.1. Sustainably manage Council’s finances, assets and workforce.

Actions/ Projects/ Programs

A5.53 Review caravan park pricing to send better price signals.

A5.54 Complete the review of water and sewerage service pricing to meet sound pricing and prudent financial management principles.

KPI: Revised pricing adopted.

Target: Review completed.

KPI: Review progressing as planned. Target: Review completed.

01 Jul 2026 – 30 Jun 2027

01 Jul 2026 – 30 Jun 2027

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.2. Ensure quality customer service.

A5.16 Maintain a responsive customer request system.

KPI: % of Customer requests responded within 10 days.

Target: 90% actioned.

01 Jul 2025 – 30 Jun 2029

Staffing: Whole of Organisation

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.21 Undertake a Service Review of Economic Development. KPI: Service Review presented to Council and exhibited.

Target: Service Review to be conducted.

Timeline Budget 2026/27 Responsible Officer

01 Jul 2025 – 30 Jun 2027 Manager Community & Economic Development

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27 Responsible Officer

A5.24 Implement improvements to Attraction, Recruitment and Retention practices. xxvii

KPI:

1. Time to Fill (average number of calendar days from advertisement to formal offer).

2. First-Year Staff Turnover Rate.

3. Staff engagement score in the bi-annual staff engagement survey. Target:

1. Develop and implement processes which will reduce Time to Fill to below 45 calendar days by the end of the 2027/28 financial year.

2. Gather data in order to establish internal benchmarks around staff turnover rate by the end of 2027/28 financial year(tracking turnover in months 1-3, 4-12, 12+).

3. Consistent, incremental improvement of Staff Satisfaction Survey data (above 2024 results) across targeted areas of improvement: Recruitment; Acknowledgement and, Leadership.

01 Jul 2025 – 30 Jun 2029

Staffing: Human Resources & WHS Team

Manager People & Culture

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.25 Implement improvements to safety and wellbeing in the workplace. xxvii

KPI:

1. Lost Time Injury rates.

2. Percentage of WHS incidents and near misses investigated within the required timeframe.

3. Volunteer WHS Induction Rate.

Target:

1. Achieve a 10% reduction in the loss time injuries compared to the 2025/26 results.

2. 100% of all reported incidents and near misses are investigated within four (4) weeks.

3. 50% of all new and existing volunteers, including S355 committee members, have completed a formal WHS induction by the end of the 2026/27 financial year.

01 Jul 2025 – 30 Jun 2029

2026/27

Staffing: Human Resources & WHS Team

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.27 Assess Council’s risk management framework against the current Australian risk management standard.

A5.28 Maintain the Strategic Risk Register.

KPI: Assessment completed.

2026/27

A5.30 Implement Strategic Internal Audit Program.

KPI: Frequency of Strategic Risk Register review by the Leadership Team.

Target: The Strategic Risk Register is formally reviewed by the Leadership Team on a 6-monthly basis to ensure risks are actively managed.

KPI: Internal audits conducted.

Target: In accordance with approved Strategic Internal Audit Plan.

01 Jul 2025 – 30 Jun 2027 Staffing:

& WHS Team Manager People & Culture

01 Jul 2025 – 30 Jun 2029

Staffing: Human Resources & WHS Team Manager People & Culture

01 Jul 2025 – 30 Jun 2029

Staffing: Audit Risk Improvement Committee

Funding: $30,000 Deputy General Manager & Chief Financial Officer

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.31 Conduct annual insurance renewals.

A5.33 Maintain the Cyber Security Framework.

KPI: On-time completion of the annual insurance renewal process.

Target: 100% of Council's required insurance policies are successfully renewed, with all documentation submitted in line with relevant renewal timelines provided by stakeholders.

KPI: Framework operational.

Target: Satisfactory performance in testing.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2025 – 30 Jun 2029

Staffing: Risk & Safety Officer Risk & Safety Officer

01 Jul 2025 – 30 Jun 2029

Staffing: IT Services & Records Team Manager Information & Customer Service

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.35 Implement a project management framework and software that results in more effective solutions and better community outcomes.

KPI: Framework and software adopted by Project Managers to manage the delivery of capital and renewal projects.

Target: 80% of active projects managed within the new software / framework.

Timeline Budget 2026/27 Responsible Officer

01 Jul 2025 – 30 Jun 2028

A5.61 Implement Risk Management Plan for Water & Sewer Services.

KPI: Risk Management Plan for Water & Sewer Services implemented.

Target: Actions within plan implemented.

01 Jul 2026 – 30 Jun 2029

Staffing: Engineering Team Recreation Team Sewer Team Street Presentation Team Water Team Director Engineering Services

Staffing: Sewer Team Water Team Manager Utilities

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.62 Deliver on the Internal Communication & Strategy Implementation Action Plan. xxv

KPI: Internal Communication & Engagement Strategy Implementation Action Plan implemented.

Target: Implementation Action Plan developed.

Timeline Budget 2026/27 Responsible Officer

A5.63 Deliver a comprehensive bi-annual Community Satisfaction Survey. xxviii

A5.64 Execute the Planning and Development Service Review Implementation Plan.

KPI: Survey results presented to Council.

Target: Community Satisfaction Survey delivered.

KPI: Recommendation consistent with implemented adopted Service Review Implementation Plan.

Target: Priority actions implemented within twelve (12) months.

01 Jul 2026 – 31 Mar 2029

Staffing: Communications Team Manager

01 Jul 2026 – 30 Jun 2029

01 Jul 2026 – 30 Jun 2027

Staffing: Communications Team Funding: $40,000 Manager

Staffing: Town Planning & Building Control Team General Manager

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.65 Undertake a Service Review of Sporting Playgrounds Presentation

KPI: Service Review presented to Council and exhibited.

Target: Service Review to be conducted.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2026 – 30 Jun 2027

A5.66 Undertake a Service Review of Quarries.

KPI: Service Review presented to Council and exhibited.

Target: Service Review to be conducted.

01 Jul 2026 – 30 Jun 2027

Staffing: Recreation Team Manager Recreation

A5.67 Undertake a Service Review of Caravan Parks.

A5.68 Undertake a Service Review of Libraries.

KPI: Service Review presented to Council and exhibited.

Target: Service Review to be conducted.

KPI: Service Review presented to Council and exhibited.

Target: Service Review to be conducted.

01 Jul 2026 – 30 Jun 2027

Staffing: Engineering Team Manager Operations

01 Jan 2026 – 31 Dec 2026

Staffing: Manager Facilities & Environment Manager Facilities & Environment

Staffing: Team Leader Library Manager Community & Economic Development

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.3. Provide operational efficiency and effectiveness to ensure resilient and responsive organisation.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.69 Undertake a Service Review of Swimming Pools (Corowa Aquatic Centre).

KPI: Service Review presented to Council and exhibited.

Target: Service Review to be conducted.

Timeline Budget 2026/27

Responsible Officer

01 Jul 2026 – 30 Jun 2027

Staffing: Swimming Pools Team Manager Environment, Facilities & Regulations

A5.70 Undertake a Service Review of Finance.

A5.81 Deliver on the Community Engagement Strategy implementation action plan. xxv

KPI: Service Review presented to General Manager.

Target: Service Review to be conducted.

KPI: Communication Engagement Strategy Implementation Action Plan implemented.

Target: Implementation Action Plan developed.

01 Jul 2026 – 30 Jun 2027

Staffing: Finance Team Manager Finance

01 Jul 2026 – 30 Jun 2027

Staffing: Communications Team Manager Communications & Engagement

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.4. Provide effective asset management.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.37 Review the Asset Management Strategy. xxix

2026/27

A5.39 Update the Strategic Asset Management Plan.

KPI: Complete review and present updated strategy to Council for adoption.

Target: Asset management plans reviewed; all internal stakeholders engaged in review process.

KPI: Asset management plans reviewed, updated and adopted by Council.

Target: 1. Improved Asset management practices and condition. 2. Conduct regular and annual asset inspection.

01 Jul 2025 – 30 Jun 2029

Staffing: Engineering Team Manager Infrastructure

01 Jul 2025 – 30 Jun 2029

Staffing: Engineering Team Manager Infrastructure

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.6. Ensure good governance and administration.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.44 Review Open Access records.

A5.45 Review the Council Policy Framework.

KPI: 1. Completion of the annual review of Council's register of open access information. 2. Agency Information Guide updated.

Target:

1. The updated register is published on Council's website by 30 September each year, in accordance with the Government Information (Public Access) Act 2009.

KPI: Council Policy Framework adopted by Council.

01 Jul 2025 – 30 Jun 2029

2026/27 Responsible Officer

01 Jul 2025 –30 Mar 2027

Staffing: Corporate Team Governance Officer

Staffing: Corporate Team Governance Officer

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.6. Ensure good governance and administration.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27 Timeline Budget 2026/27

A5.46 Complete the review of the Privacy Management Plan. KPI: Completion of the formal review of the Privacy Management Plan.

Target: An updated Privacy Management Plan is adopted by Council in accordance with the Privacy and Personal Information Protection Act 1998.

01 Jul 2025 – 30 Jun 2029

Responsible Officer

Staffing: Corporate Team Governance Officer

A5.49 Review of existing rating categories to ensure equitable collection of income.

KPI: Review completed. 01 Jul 2025 –30 Jun 2027

Staffing: Finance Team Manager Finance

CSP Strategy: 5.2. Council is responsible and financially sustainable with effective leadership.

Principal Activity/4-year Goal: 5.2.6. Ensure good governance and administration.

Code Actions/ Projects/ Programs Key Performance Indicator (KPI) & Target 2026/27

A5.86 Review policies in accordance with agreed review cycle.

A5.87 Conduct an audit against the NSW Child Safe Standards.

KPI: Percentage of Council policies reviewed and updated within their scheduled review cycle.

Target: 1. 80% of overdue policies are reviewed and adopted by Council by end of the financial year. 2. 50% of impending policy reviews commenced.

KPI: Completion of an audit against the NSW Child Safe Standards.

Target: 100% completion of the audit, with an action plan to address any identified gaps adopted by 30 June 2027.

01 Jul 2026 – 30 Jun 2029

Budget 2026/27

Responsible Officer

Staffing: Corporate Team Governance Officer

01 Jul 2026 – 30 Jun 2027

Staffing: Human Resources & WHS Team Manager People & Culture

xxvi Relevant Federation Council Strategy: Resourcing Strategy (Long Term Financial Plan 2026 - 2036)

xxvii Relevant Federation Council Strategy: Resourcing Strategy (Workforce Management Strategy 2025 -2029)

xxviii Relevant Federation Council Strategy: Future Federation 2040 Community Strategic Plan

xxix Relevant Federation Council Strategy: Resourcing Strategy (Strategic Asset Management Plan 2025 -2035)

Service Reviews 2026/27

Operating Budget Report 2026/27

Operating Budget Report 2026/27

Income and Expense - Well Governed Federation

2025/26

Operating Budget Report 2026/27 Income and Expense - Well Governed Federation

Operating Budget Report 2026/27

Income and Expense - Well Governed Federation $'000

2026/27

Operating Budget Report 2026/27

Income and Expense - Well Governed Federation

$'000 Budget 2025/26 Budget 2026/27

Operating Budget Report 2026/27

Income and Expense - Well Governed Federation

Capital Program Summary 2026/27

Capital Program Summary 2026/27

IPP&E – Well-Governed Federation

CONTACT US

Please contact Federation Council with any enquiries regarding the Operational Plan & Annual Budget 2026/27

Phone: (02) 6033 8999

Email: council@federationcouncil.nsw.gov.au

V1.0 17 March 2026 Draft for Council endorsement for public exhibition. 72/2026FC 17-Mar-2026

V2.0 25 June 2026 Finalised following Council adoption. 188/2026FC 16 June 2026