Agenda and
Business Paper

 

Ordinary Meeting of Council

 

 

 

To be held on
Monday 23 March 2026

at 6:00 PM

 

 

 

Civic Centre cnr Baylis and Morrow Streets,
Wagga Wagga NSW 2650 (PO Box 20)
P 1300 292 442
P council@wagga.nsw.gov.au

wagga.nsw.gov.au

NOTICE OF MEETING

 

The proceedings of all Council meetings in open session, including all debate and addresses by the public, are recorded (audio visual) and livestreamed on Council’s website including for the purpose of facilitating community access to meetings and accuracy of the Minutes.

 

In addition to webcasting council meetings, audio recordings of confidential sessions of Ordinary Meetings of Council are also recorded, but do not form part of the webcast.

 

 

WAGGA WAGGA CITY COUNCILLORS

STATEMENT OF ETHICAL OBLIGATIONS

Councillors are reminded of their Oath or Affirmation of Office made under Section 233A of the Local Government Act 1993 and their obligation under Council’s Code of Conduct to disclose and appropriately manage Conflicts of Interest.

 

QUORUM

The quorum for a meeting of the Council, is a majority of the Councillors of the Council, who hold office for the time being, who are eligible to vote at the meeting.

 

Ordinary Meeting of Council AGENDA AND BUSINESS PAPER

Monday 23 March 2026

ORDER OF BUSINESS:

CLAUSE               PRECIS                                                                                       PAGE

ACKNOWLEDGEMENT OF COUNTRY                                                                          3

REFLECTION                                                                                                                3

APOLOGIES                                                                                                                 3

Confirmation of Minutes

CM-1           CONFIRMATION OF MINUTES - ORDINARY COUNCIL MEETING - 9 MARCH 2026      3

DECLARATIONS OF INTEREST                                                                                    3

Motions Of Which Due Notice Has Been Given

NOM-1         NOTICE OF MOTION - DOMESTIC FUEL SECURITY                                  4

Reports from Staff

RP-1            OATH / AFFIRMATION OF OFFICE                                                            8

RP-2            ELECTION OF MEMBER TO RIVERINA WATER COUNTY COUNCIL        11

RP-3            DA25/0175 - Hotel and motel accommodation and demolition of existing building at 91 Peter Street, Wagga Wagga. LOT 1 DP 150006  14

RP-4            Joint Organisations Framework                                                  20

RP-5            DRAFT INNOVATE RECONCILATION ACTION PLAN                              26

RP-6            OPERATIONAL PERFORMANCE REPORT - JULY TO DECEMBER 2025 32

RP-7            DRAFT WAGGA WAGGA RESOURCE RECOVERY AND WASTE MANAGEMENT STRATEGY 2026-2038 - PUBLIC EXHIBITION                                          36

RP-8            INITIAL CLASSIFICATION OF REAR 82 FORSYTH STREET WAGGA WAGGA - OUTCOME OF PUBLIC EXHIBITION PROCESS                                       41

RP-9            FINANCIAL PERFORMANCE REPORT AS AT 28 FEBRUARY 2026         44

RP-10          QUESTIONS WITH NOTICE                                                                      76

Committee Minutes

M-1              CONFIRMATION OF MINUTES - WAGGA TO LADYSMITH RAIL TRAIL STEERING COMMITTEE - 18 FEBRUARY 2026                                                          79

M-2              AUDIT, RISK AND IMPROVEMENT COMMITTEE CONFIRMATION OF MINUTES - 26 FEBRUARY 2026                                                                                      94      

Confidential Reports

CONF-1       COMMISSIONING OF PUBLIC ART PROJECT IN CBD                           103

CONF-2       RFT CT2026039 Lake Albert Pipeline Construction                 104

 

 

CONF-3       LICENCE FOR OFFICE AND STORAGE SPACE - MULTI-PURPOSE STADIUM, PART 150 COPLAND ST, WAGGA WAGGA - UPDATE                                           105

CONF-4       PROPOSED RENEWAL OF COMMERCIAL LEASE - 99 PETER STREET, WAGGA WAGGA                                                                                                 106

CONF-5       FIRE SAFETY INSPECTION REPORT - NSW FIRE COMMISSIONER - 7 EUNONY BRIDGE ROAD, EAST WAGGA WAGGA                                                              107

CONF-6       FIRE SAFETY INPSECTION REPORT - NSW FIRE COMMISSIONER - 81 FITZMAURICE STREET, WAGGA WAGGA                                                                    108

CONF-7       RFT CT2026018 Green Waste Processing GWMC                         109

CONF-8       PROPOSED LAND AGREEMENT AND VOLUNTARY PLANNING PROPOSAL    110

CONF-9       KERBSIDE RECYCLING PROCESSING CONTRACT AMENDMENT        111

 

 

 

ACKNOWLEDGEMENT OF COUNTRY

Wagga Wagga City Council acknowledges the traditional custodians of the land, the Wiradjuri people, and pays respect to Elders past, present and future and extends our respect to all First Nations Peoples in Wagga Wagga.

We recognise and respect their cultural heritage, beliefs and continuing connection with the land and rivers. We also recognise the resilience, strength and pride of the Wiradjuri and First Nations communities

 

 

REFLECTION

Councillors, let us in silence reflect upon our responsibilities to the community which we represent, and to all future generations and faithfully, and impartially, carry out the functions, powers, authorities and discretions vested in us, to the best of our skill and judgement.

 

 

APOLOGIES

 

 

Confirmation of Minutes

CM-1              CONFIRMATION OF MINUTES - ORDINARY COUNCIL MEETING - 9 MARCH 2026       

 

Recommendation That the Minutes of the proceedings of the Ordinary Council Meeting held on 9 March 2026 be confirmed as a true and accurate record.

 

 

 

1⇩.

Minutes - 9 March 2026 Ordinary Council Meeting.

112

 

 

DECLARATIONS OF INTEREST

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

NOM-1

 

Motions Of Which Due Notice Has Been Given

NOM-1           NOTICE OF MOTION - DOMESTIC FUEL SECURITY

Author:          Councillor Richard Foley

 

 

Summary:

That Council note the strategic importance of liquid fuel security and request a report outlining the scope, process, cost and funding opportunities for a potential feasibility study into renewable fuel production in the Riverina. The motion also proposes initial advocacy and stakeholder engagement through correspondence from the Mayor and General Manager to relevant government representatives and regional stakeholders to inform future consideration of this matter.

 

 

That Council:

a       note the strategic importance of liquid fuel security and the potential role the Riverina may play in supporting domestic renewable fuel production

b       request the General Manager prepare a report outlining:

i         the proposed scope, process and indicative cost of undertaking a feasibility study into renewable fuel production in the Riverina;

ii        potential funding sources, including external grant opportunities, to support such a study; and

iii       any resource and budget implications for Council.

c        request the Mayor write to the NSW Premier, the Hon. Chris Minns MP, the Federal Minister for Climate Change and Energy, the Hon. Chris Bowen MP, the Federal Member for Riverina, the Hon. Michael McCormack MP and the Member for Wagga Wagga, Dr Joe McGirr MP:

i         advising of Council’s interest in exploring renewable fuel production opportunities in the Riverina;

ii        highlighting the region’s agricultural and industrial capacity, including the Bomen Special Activation Precinct; and

iii       seeking information on relevant policy settings, funding opportunities and approval pathways that may support future investigation or development;

d       request the General Manager write to relevant regional stakeholders, including industry bodies, agricultural organisations and business groups, to:

i         advise of Council’s interest in renewable fuel production opportunities in the Riverina; and

ii        seek initial feedback on industry capability, interest and potential collaboration;

 

 

The Crisis

 

The US-Israel-Iran conflict has exposed what was already structural: Australia has 34 days of diesel, imports 90% of its refined fuel, and has no domestic refining capacity. The international Energy Agency (IEA) has activated its largest ever emergency reserve release. The Australian Government has drawn down 762 million litres and eased fuel standards without formally declaring an emergency. Price spikes driven by panic buying are evidence of how quickly supply confidence collapses. These vulnerabilities are permanent,  independent of this or any conflict.

 

What the Riverina has

 

The Riverina produces approximately 1.5 million tonnes of canola per year, the primary biodiesel feedstock, plus tallow from livestock processing. The Bomen SAP provides purpose-built industrial land with established utilities and freight connections. Oilseed crushing infrastructure already operates at commercial scale at Bomen today. The feedstock, land, freight network, and crushing capacity are all in place. The missing element is a policy decision to use them.

 

This Has Already Been Proven

 

A private sector proponent completed a full feasibility study and environmental assessment for a biodiesel refinery at Bomen in 2007-08, a facility designed to process 165,000 tonnes of Riverina canola and safflower annually and produce 75 million litres of biodiesel. Technical feasibility was confirmed. The environmental assessment was completed. The oilseed crushing stage was built and continues to operate at commercial scale today.

 

The biodiesel stage was not built for one reason: policy economics, no blending mandate, no subsidy parity, no fuel security imperative. Not a failure of concept, infrastructure, or feedstock. This motion is not asking for a study into an untested idea. It is asking to reinstate something already proven viable, at the same location, with existing infrastructure on site, under policy conditions that have fundamentally changed.

 

Vertical Integration

 

Riverina canola sells into commodity markets with no price certainty and no downstream value capture for the grower. A vertically integrated refinery changes that: farmers hold equity in the facility they supply, forward contracts provide price certainty for growers and supply certainty for the plant. The grower benefits at the farm gate and as an equity participant in the downstream value chain.

 

Council’s Role

 

The purpose of this Notice of Motion is to seek further information to enable informed decision-making. Any future report to Council would be expected to outline potential opportunities, constraints and delivery considerations, including governance, funding and partnership arrangements, to support Council in determining its appropriate role.

This may include consideration of a range of approaches, such as Council acting as an advocate, facilitator, partner, customer or other appropriate role, depending on the outcomes of further investigation.

 

Any future involvement by Council would be subject to detailed assessment, including financial, legal and strategic considerations, and would require a separate resolution of Council.

 

Local, State and National Interest

 

This is not a local project that happens to need state and federal support. This is a national fuel security project that happens to be best located in Wagga Wagga.

 

National interest

 

Australia has a documented, IEA non-compliant fuel reserve. The Federal Government is acting as though an emergency exists without declaring one. Domestic biodiesel from Australian agricultural feedstocks directly addresses the gap identified in the National Liquid Fuel Security Roadmap. Council is not asking for a handout, it is offering a solution to a problem the Commonwealth has acknowledged and not yet solved.

 

State interest

 

The Bomen SAP was built to attract value-adding sovereign industry to regional NSW. A biodiesel refinery is exactly what the SAP framework was designed to enable, skilled regional jobs, agricultural value retained locally, reduced freight and fuel costs across regional NSW. A government that has invested in Bomen has a direct interest in seeing it succeed.

 

Local interest 

 

Guaranteed fuel supply for essential services. Cost-price fuel for Council's fleet. Income from an equity position flowing to ratepayers. Skilled employment at Bomen. Riverina farmers as equity owners in the downstream value chain of their own crop. The local interest and the national interest are, in this case, identical.

 

Related Media Releases

 

https://minister.dcceew.gov.au/bowen/media-releases/joint-media-release-low-carbon-liquid-fuels-future-made-australia

 

https://arena.gov.au/assets/2021/11/australia-bioenergy-roadmap-report.pdf

 

https://www.cefc.com.au/media/4f2dctmf/biofuels-and-transport-an-australian-opportunity-november-2019.pdf

 

There are no immediate financial implications arising from this Notice of Motion.

 

It is expected that the preparation of the initial requested report will be undertaken within existing resources. The report will outline the proposed scope, process and indicative cost of undertaking any future feasibility study, including potential external funding opportunities and any budget implications for Council.

 

Any decision to proceed with a feasibility study, or to allocate funding, would be subject to a further report to Council and a separate resolution.

 

Wagga Wagga City Council Code of Meeting Practice

Sustainable

Circular economy

Embrace new technologies to support a circular economy.

 

Strategic risk - There is a risk that Council does not adequately explore opportunities associated with regional economic development and fuel security. This is balanced against the need to ensure Council resources are prioritised appropriately and aligned with strategic objectives.

 

Financial risk - There are no direct financial commitments associated with this Notice of Motion. Any future costs, including those associated with a feasibility study or subsequent initiatives, would be subject to further consideration by Council following receipt of a detailed report.

 

Legal and compliance risk - Any future consideration of Council involvement in renewable fuel initiatives would need to comply with relevant legislative and regulatory requirements. Appropriate legal and governance advice would be sought as part of any future assessment.

 

Stakeholder and reputational risk - Early engagement and advocacy may raise expectations among stakeholders regarding potential outcomes. This risk will be managed through clear communication that Council is in an exploratory phase and has not committed to any specific course of action.

 

N/A

 

 

 

 

 

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-1

 

Reports from Staff

RP-1               OATH / AFFIRMATION OF OFFICE

Author:         David Galloway 

Executive:    Scott Gray

         

 

Summary:

All councillors are required to take an Oath or Affirmation of Office in the prescribed form before acting in the office of councillor, in accordance with section 233A of the Local Government Act 1993 (NSW). The oath or affirmation must be made before the General Manager or another authorised person and may be recorded by way of a signed statement or in the minutes of a Council meeting. Where the oath or affirmation is taken at a Council meeting, it is generally recorded as the first item of business. Councillor Michael Henderson took the Oath of Office before the General Manager on Friday, 13 March 2026.

 

 

That Council note Councillor Michael Henderson took the Oath of Office in the prescribed form before the General Manager, Peter Thompson, on Friday, 13 March 2026, in accordance with section 233A of the Local Government Act 1993 (NSW).

Following the countback election, the Returning Officer published the result and issued the formal declaration of the elected candidate on 10 March 2026, confirming the election of Councillor Michael Henderson.

 

In accordance with section 233A of the Local Government Act 1993, councillors (including mayors) are required to take an Oath or Affirmation of Office before undertaking the functions of their role. Following the declaration of the result, Councillor Michael Henderson was required to take the Oath or Affirmation of Office. The prescribed words of the oath and affirmation are provided below.

 

Oath “I [name of Councillor] swear that I will undertake the duties of the office of Councillor in the best interests of the people of [name of Council area] and the [name of Council] and that I will faithfully and impartially carry out the functions, powers, authorities and discretions vested in me under the Local Government Act 1993 or any other Act to the best of my ability and judgment.”

 

Affirmation “I [name of Councillor] solemnly and sincerely declare and affirm that I will undertake the duties of the office of Councillor in the best interests of the people of [name of Council area] and the [name of Council] and that I will faithfully and impartially carry out the functions, powers, authorities and discretions vested in me under the Local Government Act 1993 or any other Act to the best of my ability and judgment.”

 

N/A

Under the Local Government Act 1993 (the Act), Councillors are required to take an Oath or Affirmation of Office at or before the first meeting of Council after they are elected.

 

Section 233A provides that a Councillor who fails, without a reasonable excuse, to take the oath of office or make an affirmation of office in accordance with this section is not entitled to attend a meeting as a Councillor (other than the first meeting of the Council after the Councillor is elected to the office or a meeting at which the Councillor takes the oath or makes the affirmation) until the Councillor has taken the oath or made the affirmation. Any absence of a Councillor from an ordinary meeting of the Council that the Councillor is not entitled to attend because of this section is taken to be an absence without prior leave of the Council.

 

Failure to take an oath of office or make an affirmation of office does not affect the validity of anything done by a Councillor in the exercise of the Councillor's functions.

 

Regional Leadership

Ethical Leadership

Deliver accountable and transparent leadership.

 

N/A

N/A

 

 

1⇩.

Oath of Office - Councillor Michael Henderson

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-2

 

RP-2               ELECTION OF MEMBER TO RIVERINA WATER COUNTY COUNCIL

Author:         David Galloway 

Executive:    Scott Gray

         

 

Summary:

The resignation of Councillor Tim Koschel has created a vacancy in Council’s representation on the Board of Riverina Water County Council. With the newly elected Councillor now having commenced, Council can conduct an election to fill this position.   In accordance with the Local Government (General) Regulation 2021, the General Manager will act as the Returning Officer for the election, with the General Manager of Riverina Water County Council acting as scrutineer.   The successful Councillor will serve on the Board until the next Local Government election in September 2028.

 

 

Recommendation That Council: a       note the vacancy in Council’s representation on the Board of Riverina Water County Council arising from the resignation of Councillor Tim Koschel b       conduct an election for one (1) Councillor to represent Council on the Board of Riverina Water County Council until the next Local Government Election in September 2028; and c        note that, in accordance with the Local Government (General) Regulation 2021, the General Manager will act as the Returning Officer for the election, with the General Manager of Riverina Water County Council acting as scrutineer

 

Following the resignation of Councillor Tim Koschel, a vacancy arose in Council’s representation on Riverina Water County Council. The vacancy could not be filled until the completion of the NSW Electoral Commission countback process and the formal commencement of the newly elected Councillor.

 

This meeting represents the first meeting of the newly elected Councillor. As Council now has its full complement of Councillors, the vacancy in representation on Riverina Water County Council can be filled.

 

Riverina Water County Council provides water to four (4) local government areas (with four constituent councils) and operates under the Local Government Act 1993 (NSW).

 

The governing body is a Board of nine (9) members, comprising councillors from each of the constituent councils. In accordance with the provisions of Section 390 of the Act,

Council is to elect one (1) Councillor to be a member of the Riverina Water County Council until September 2028 or until the date of the next general NSW Local Government Election, with such election to be conducted in accordance with Schedule 9 of the Local Government (General) Regulation 2021 (Regulations).

 

If the number of candidates nominated is not more than the number of vacancies to be filled (one), then the nominated candidate is declared elected.

 

However, if more than one (1) nomination is received then Regulation 396 specifies the method of election of members of a county council, whereby Schedule 9 requires that “[i]f there are more candidates nominated than the number to be elected, an election is to be determined by preferential ballot.” Schedule 9 of the Regulation states (in part):

1     When elections to be held

(3)  A by-election to fill an office vacated by a member is to be held within 2 months after the occurrence of the vacancy.

 

4     Returning officer

The General Manager of the constituent council (or a person appointed by that General Manager) is the returning officer.

 

5     Nomination

(1)     A Councillor of the constituent council may be nominated for election as a member of the county council.

(2)     The nomination:

(a)  may be made without notice by any Councillor of the council

(b)  is to be in writing delivered or sent to the returning officer prior to the council meeting at which the election is to be held

(c)   is not valid unless the nominee has indicated consent to the nomination in writing

(3)     The returning officer is to announce the names of the nominees at a council meeting.

 

6     Election

(1)     If the number of candidates nominated is not more than the number of vacancies to be filled, those candidates are to be declared elected.

(2)     If there are more candidates nominated than the number to be elected, an election is to be determined by preferential ballot. The ballot is to be conducted by the preparation, marking and counting of ballot-papers in the presence of the council.

 

7     Ballot-papers and voting

(1)  The ballot-papers are to contain the names of all the candidates. The Councillors are to mark their votes by placing the figures 1, 2 and so on against the various names so as to indicate the order of their preference for at least the number of candidates to be elected.

(2)  The formality of a ballot-paper under this Part is to be determined in accordance with clause 345 of this Regulation as if it were a ballot-paper referred to in that clause.

(2)   An informal ballot-paper is to be rejected at the scrutiny of votes.

 

8     Count

The votes are to be counted in accordance with Schedule 4 of this Regulation.

 

 

9     Result

The result of the election (including the names of the candidates elected as members) is:

(a)   to be declared to the Councillors by the returning officer at the council meeting where the election is held

(b)   to be delivered or sent to the General Manager of the county council and the Secretary

 

N/A

Local Government Act 1993 (NSW)

Local Government (General) Regulation 2021

 

Community Leadership and Collaboration

Objective: We have strong leadership

Outcome: We have leaders that represent us

 

N/A

N/A

 

 

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-3

 

RP-3               DA25/0175 - Hotel and motel accommodation and demolition of existing building at 91 Peter Street, Wagga Wagga. LOT 1 DP 150006

Author:                        Amanda Gray 

General Manager:    Peter Thompson

         

 

Summary:

The development application is reported to Council for determination.   Under Section 1.11 of the Wagga Wagga Development Control Plan 2010 (DCP), if a development application proposes a variation to a numerical control under the DCP by greater than 10% and public submissions are received objecting to the subject of the control, then the application is required to be referred to Council for determination.    The applicant has requested a variation of greater than 10% with respect to the numerical carparking controls under section 2.2 of the DCP and 86 submissions of objection have been received.

 

 

That Council approve DA25/0175 for hotel and motel accommodation and demolition of existing building at 91 Peter Street (Lot 1 DP 150006) subject to the conditions contained within the s4.15 Assessment Report.

 

 

Applicant	HTZ Investments Pty Ltd
Owner	HTZ Investments Pty Ltd Director: Joel Berrigan
Development Cost	$3,206,500.00.
Development Description	Five storey hotel building with parking and service areas at ground level, hotel rooms on levels 1, 2 and 3 and staff and storage area on the top floor. Demolition of all existing buildings and structures on site.

 

Key Issues

 

·  Suitability of the site for development.

·  Variation to carparking standards under DCP 2010.

·  Impacts on the streetscape and character

 

 

Site Location

 

·    The site is legally identified as Lot 1 DP 150006 and is known as 91 Peter Street. The site is located on the eastern side of Peter Street approximately 50m to the north of the junction with Forsyth Street and extends to an area of 506m².

 

·    The site contains an existing single storey detached building that is located at the front of the site with staff parking provided at the rear. The site is approved for use as a medical practice.

 

·    The surrounding area is a mix of uses that are expected within the CBD area including offices, a hotel and a retail store to the south, a car-park to the north and commercial premises to the east that front onto Baylis Street. To the west on the opposite side of Peter Street are a mix of residential properties and medical practitioners.

 

 

Assessment

 

·    A detailed assessment is attached as a Section 4.15 Report which examines all relevant matters in detail. The following is a brief summary of that report.

 

·    The application is for a five-storey hotel with 30 hotel rooms, ten on each floor. Parking is provided at ground level beneath the footprint of the building; 12 car-parking spaces are proposed. The variation to car parking has been discussed in detail within the report. The CBD location, the fact that not all guests will arrive by car and the availability of overflow car parking in the locality all contribute to the variation being supported.

 

·    The existing commercial building on site will be demolished, and the new building will be built boundary to boundary covering the whole of the site. Images of the development are included below, and full plan sets are attached.

 

 

 

 

 

·    Under the provisions of the Wagga Wagga Local Environmental Plan 2010 (LEP), the subject site is within the E2 Commercial Centre. The application has been assessed as being consistent with the objectives of the E2 zone and consistent with all relevant clauses under the LEP.

 

·    The development is proposed within the CBD, maximum building heights up to 25 metres are permitted in this precinct. The building has a staggered height but extends to a maximum of 19.15m within the centre of the site.

 

·    The hotel will provide a choice of high-quality purpose-built tourist accommodation within the central core. The hotel is targeting corporate travellers during the week and more traditional visitors and tourists at the weekends. There is a recognised demand for additional hotel accommodation within Wagga Wagga.

 

·    The multi-storey building whilst the first of its size and scale in this precinct is consistent with the future strategic directions of the city to intensify development in the CBD. The building will be a landmark within the streetscape presenting as a modern building and maximising the space available on site.

 

·    A number of submissions have been received to the development application. Across two separate notification periods a total of 86 individual submissions were received. Many of the letters were very similar and raised consistent issues that predominantly related to lack of car-parking, the height of the building and the impact upon the heritage area. The submissions are all addressed within the attached report.

 

 

 

 

 

 

Ground floor layout

 

First floor layout (second and third floors are comparable)

 

 

Reasons for Approval

 

1.    The proposed development is consistent with the applicable objectives and clauses of the Wagga Wagga Local Environmental Plan 2010.

2.    The proposed development is consistent with the objectives and controls of the Wagga Wagga Development Control Plan 2010. Any variations to adopted controls within the DCP have been fully justified.

3.    The impacts of the proposed development are acceptable and can be managed via the recommended conditions of consent.

4.    The site is considered suitable for the proposed development.

5.    The development is in the public interest and consistent with objectives contained within Council’s Community Strategic Plan.

 

 

N/A

Wagga Wagga Local Environmental Plan 2010

Wagga Wagga Development Control Plan 2010

 

Sustainable

Sustainable built environment

Balance the built and natural environment in planning decisions.

 

Approval of the application is not considered to raise risk management issues for Council as the proposed development is generally consistent with LEP and DCP controls.

Full details of the notification and consultation that occurred as part of the development application assessment is contained in the attached s4.15 Report.

 

Mail

Traditional Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news

Media release

Media opportunity

TV/radio advertising

One-on-one meeting(s)

Community meeting(s)

Stakeholder workshop(s)

Drop-in session(s)

Survey/feedback form(s)

Have your Say

Email newsletter

Social media

Website

Inform

x

x

Consult

Involve

Collaborate

Other methods (please list specific details below)

 

 

 

 

 

 

1.	DA25/0175 - s4.15 Assessment Report - Provided under separate cover
2.	DA25/0175 - Architectural plans set - Provided under separate cover
3.	DA25/0175 - Statement of Environmental Effects - Provided under separate cover
4.	DA25/0175 - Traffic impact report - Provided under separate cover
5.	DA25/0175 - Acoustic Report - Provided under separate cover
6.	DA25/0175 - Draft Plan of Management - Provided under separate cover
7.	DA25/0175 - Redacted Submissions Round 1 - Provided under separate cover
8.	DA25/0175 - Redacted Submissions Round 2 - Provided under separate cover
9.	Confidential - DA25/0175 - Un-redacted Submissions - Round 1 This matter is considered to be confidential under Section 10A(2) of the Local Government Act 1993, as it deals with: personnel matters concerning particular individuals. - Provided under separate cover
10.	Confidential - DA25/0175 - Un-redacted Submissions - Round 2 This matter is considered to be confidential under Section 10A(2) of the Local Government Act 1993, as it deals with: personnel matters concerning particular individuals.

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-4

 

RP-4               Joint Organisations Framework

Author:         Peter Thompson 

         

 

Summary:

The NSW Minister for Local Government has written to all councils advising that the NSW Government is undertaking a review of the framework governing Joint Organisations across NSW.   As part of this process, councils have been invited to advise the Office of Local Government (OLG) whether they wish to retain membership of their current Joint Organisations, join a different Joint Organisations, establish a new Joint Organisations or withdraw from the framework.   Wagga Wagga City Council (WWCC) is a member of the non-active Riverina Joint Organisation (RIVJO).   WWCC currently participates as an associate member of the Riverina and Murray Joint Organisation (RAMJO) and the Canberra Region Joint Organisation (CRJO).   The purpose of this report is to seek Council’s endorsement of for a response to the NSW Minister.

 

 

That Council:

a       note the correspondence received from the Hon. Ron Hoenig MP, Minister for Local Government, regarding the review of the Joint Organisation framework

b       not seek ongoing membership of the Riverina and Murray Joint Organisation in any capacity.

c        remain an Associate Member of the Canberra Region Joint Organisation

d       write to the Hon. Ron Hoenig MP, Minister for Local Government:

i         noting that Wagga Wagga City Council joined the Riverina Joint Organisation at the specific request of the NSW Government; and

ii        request that Wagga Wagga City Council be left in the Riverina Joint Organisation; and

iii       request that the Riverina Joint Organisation remain in hiatus status pending future collaboration opportunities.

The NSW Minister for Local Government has written to all councils advising that the NSW Government is undertaking a review of Joint Organisation memberships and boundaries across NSW.

 

The review follows feedback that some Councils do not support Joint Organisation model with some Joint Organistions currently in hiatus including the Riverina Joint Organisation (RIVJO).

 

The Minister has no particular preference and Councils have been invited to advise the Office of Local Government whether they wish to:

 

•     retain membership of their current Joint Organisation

•     join a different Joint Organisation

•     establish a new Joint Organisation

•     withdraw from the Joint Organisation framework.

 

Responses from councils will inform updated proclamations resetting Joint Organisation memberships, boundaries and governance arrangements across NSW.

 

Canberra Region Joint Organisation (CRJO)

 

WWCC joined the Canberra Region Joint Organisation (CRJO) in 2018 as an associate member.

 

The CRJO includes councils across southern NSW and the ACT region and provides a forum for regional collaboration on strategic issues such as infrastructure planning, economic development and advocacy.

 

This Joint Organisation has a strong proactive focus and has been fundamental to Wagga Council developing strong relationships with Canberra airport, the ACT Government and the NSW Government.

 

It is recommended that Council remain an associate member of the CRJO, enabling Council to continue to participate in regional discussions while maintaining flexibility regarding its broader regional collaboration arrangements.

 

The CRJO is very effective in identifying and delivering astute initiatives on the ground. The discussions and strategic actions undertaken at CRJO are of enormous benefit to WWCC.

 

Riverina and Murray Joint Organisation (RAMJO)

 

WWCC was invited to join the Riverina and Murray Joint Organisation (RAMJO) in 2024 as an associate member on the basis there would be no financial contribution.

 

RAMJO covers a large geographic area across southern NSW and includes a number of Riverina and Murray councils.

 

RAMJO has recently advised Council that amendments have been made to its Charter, including the introduction of a formal Associate Membership category, which would require associate members such as WWCC to contribute a membership fee being 50% of the full council membership fee.

 

Given the proposed changes to the RAMJO Charter and the evolving regional collaboration arrangements across the Riverina, it is recommended that WWCC formally withdraw from RAMJO. While the idea that WWCC be part of RAMJO has merit, this is outweighed if that membership comes at a financial cost.

 

Riverina Joint Organisation (RIVJO)

 

WWCC did not join RIVJO when it commenced.

 

At this time the Riverina Councils decided to operate two entities at the same time which WWCC opposed.

 

WWCC was subsequently requested to join the RIVJO by the NSW Government and WWCC agreed to this request. A year or so ago the other councils in RIVJO decided to put the entity into hiatus preferring the regional organisation of councils model.

 

Recent correspondence from the REROC advises that the REROC Board has resolved to request the NSW Minister for Local Government to formally dissolve RIVJO and reaffirm the role of REROC as the body of preference for eastern Riverina councils.

 

While Council acknowledges the position adopted by REROC, it is considered that the Joint Organisation framework remains an attractive long-term option due to the much stronger governance arrangements which apply to a Joint Organisation.

 

Accordingly, Council intends to request that the NSW Government retain RIVJO within the Joint Organisation framework rather than dissolve it. WWCC would be the only member and it could stay in hiatus until needed.

 

Future Regional Collaboration

 

WWCC has consistently advocated for stronger regional collaboration to support strategic planning, infrastructure coordination and regional advocacy.

 

Council has previously written to neighbouring councils proposing opportunities for collaborative regional planning arrangements and offering to support the operational costs of a regional governance structure should councils wish to pursue that option.

 

The current NSW Government review of Joint Organisations provides an opportunity to reconsider regional collaboration arrangements.

 

Council therefore proposes to request that the NSW Government retain RIVJO within the Joint Organisation framework, allowing it to be utilised as a platform for councils and regional partners wishing to participate in regional strategic planning and collaboration.

 

The key benefit of the Joint Organisation is that it is an entity created under local government legislation with strong governance and probity controls. This type of structure should have appeal in the future and it would be an advantage to keep the entity if at all possible.

There are no immediate financial implications arising from this report.

Local Government Act 1993

 

 

Regional Leadership

Ethical Leadership

Provide strategic direction and leadership for our region to deliver key community priorities.

 

Joint Organisations were the NSW Government’s preferred mechanism for regional strategic planning and engagement with State agencies. This position may return in the future and if it is possible to retain RIVJO with WWCC as a member, all future scenarios can be accommodated.

Discussions have occurred with representatives of the RAMJO, CRJO and REROC regarding potential membership arrangements.

 

In addition, discussions have been held with neighbouring councils and mayors regarding potential regional collaboration arrangements and the future of Joint Organisations within the Riverina region.

 

 

 

 

1⇩.

Attachment 1 – Letter from the Hon. Ron Hoenig MP, Minister for Local Government – Review of Joint Organisations.

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-4

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-5

 

RP-5               DRAFT INNOVATE RECONCILATION ACTION PLAN

Author:         Alexandra Osgood 

Executive:    Carly Hood

         

 

Summary:

Council’s revised draft Innovate Reconciliation Action Plan 2026–2028 outlines a clear set of actions for Councillors and staff to strengthen understanding, advance reconciliation, and work collaboratively with the Wiradjuri/Wiradyuri and First Nations community across the Wagga Wagga Local Government Area.  This draft Innovate Reconciliation Action Plan 2026 - 2028 follows on from the success of its predecessor, the Innovate Reconciliation Action Plan 2022 - 2024.

 

 

That Council:

a       place the draft Innovate Reconciliation Action Plan 2026 - 2028 on public exhibition for a period of 30 days from Wednesday 25 March to Monday 27 April 2026 and invite public submissions on the draft Innovate Reconciliation Action Plan 2026 - 2028.

b       receive a further report following the exhibition and submission period:

i         addressing any submissions made in respect of the proposed draft Innovate Reconciliation Action Plan 2026 – 2028

ii        proposing adoption of the draft Innovate Reconciliation Action Plan 2026 - 2028 unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period.

The draft Innovate Reconciliation Action Plan 2026 – 2028 (the draft RAP) is a strategic document that provides Wagga Wagga City Council with a framework of priorities and actions for the two years. It is written utilising a compulsory Reconciliation Australia Innovate template and in line with endorsement criteria developed by Reconciliation Australia. It works towards achieving our community’s vision as outlined in the Wagga Wagga Community Strategic Plan 2050.

 

Strategic Alignment and Community Engagement Achieved

The Wagga Wagga Community Strategic Plan 2050 outlines Council’s long term commitment to our Wiradjuri/Wiradyuri and First Nations community members, ensuring that our leaders represent the First Nations community, that appropriate health, wellbeing and educational services are developed and accessible, First Nations creative practices are displayed in our precincts and First Nations peoples are actively involved in educating and engaging our community on land, environment and sustainability initiatives and practices.

 

The draft Innovate Reconciliation Action Plan 2026 - 2028 follows on from the success of its predecessor, the Innovate Reconciliation Action Plan 2022 - 2024.

 

 

The Innovate Reconciliation Action Plan 2022 - 2024 ensured there was a demonstration of commitment from Council to Wiradjuri/Wiradyuri and First Nations peoples on progressing reconciliation, increasing collaboration between Council and the First Nations community in key areas such as recognition of cultural protocols, land and environmental issues, employment and education, along with access to services and facilities.

 

As part of Council’s commitment to reconciliation and using language accurately, Council received advice from the Budyaan Trust in 2022, endorsed by Uncle Stan Grant Senior, which supports using the spelling “Wiradyuri,” as the ‘J’ sound does not exist in the language and ‘Y’ is phonetically more accurate. Wiradjuri/Wiradyuri is one of the largest nations and so there are many differences in how Wiradjuri/Wiradyuri is pronounced and written across Wiradjuri/Wiradyuri Country. Upon advice from Elders, Cultural knowledge Holders and community, and due to our commitment to protecting important language such as this, Council will continue to include both spellings of Wiradjuri/Wiradyuri to demonstrate respect for both what is considered the standard national spelling (Wiradjuri) and that preferred by local Elders (Wiradyuri).

 

Notable achievements delivered from Council’s previous Innovate Reconciliation Action Plan 2022 – 2024 included:

 

·   Events were held for National Days of Significance, which included the anniversary of the National Apology to Stolen Generations and National Sorry Day. These commemorative events were developed in consultation with Elders and saw a 25% increase in attendance. 

 

·   Council facilitated the NAIDOC March and Flag Raising events, which saw increased parade participants and crowds year on year. Council strengthened relations with local First Nations organisations and community groups to present a local program.

 

·   Culturally informed and safe return of Wiradjuri/Wiradyuri objects, which were returned to Wagga Wagga are currently being exhibited at the Museum of the Riverina’s Botanic Gardens site in the Wiradyuri Gallery.

 

·   Council engaged with a range of First Nations groups, actively participating in key interagency forums, committees and working groups such as Wagga Aboriginal Interagency Group to drive reconciliation outcomes across several strategic projects. Consultation to inform key strategic planning work included the Wagga Wagga Destination Management Plan 2025-2034, Biodiversity Strategy: Maldhangilanha 2020-2030, Arboreal Mammal Management Plan 2023-2033, Marrambidya Wetland Plan of Management 2024-2034, Urban Cooling Strategy 2022-2052, along with the development of other key plans focusing on housing, economic development, urban renewal and recreation.

 

·   Council facilitated quarterly Elders & Executive meetings and regular Reconciliation Action Plan Working Group Meetings with attendance from Elders and community members.

 

·   Council staff consistently attended Mawang Gaway community consultation  meetings to share updates and seek feedback from the First Nations community on progress being made regarding events and projects, and to be guided on project and strategic planning processes. 

 

·   Wiradjuri/Wiradyuri Elders and Cultural Knowledge Holders delivered Cultural Awareness Training to all Council staff. This ensured that all staff have a shared understanding of Wiradjuri/Wiradyuri and First Nations culture, and how to work closely with Wiradjuri/Wiradyuri and First Nations community.

 

·   When acquiring corporate gifts, Council purchased items from Wiradjuri/Wiradyuri artists selling their artwork at the Visitor Information Centre and Wagga Wagga Art Gallery.

 

·   In line with Council’s adopted cultural protocols a list of Wiradjuri/Wiradyuri Elders was maintained advising on who is able to perform a Welcome to Country and other cultural services at Council led events.

 

·   To commence each calendar year at the first Ordinary Council meeting an Elder was engaged to conduct a Welcome to Country.

 

·   Council engaged with and received design input from local Elders and the First Nations Women’s group on upgrades to Pomingalarna development sites.

 

·   Development of meaningful First Nation public programs and exhibitions across Council’s Cultural facilities included Elder led artistic talks and creative engagement programs. Wiradjuri/Wiradyuri language was also included in public promotional guides and promoted locally led cultural tours.

 

·   The Museum of the Riverina was successful in securing $50,00 from the Community Heritage fund from the NSW Department of Planning and Environment to research and record local Wiradjuri/Wiradyuri and First Nations oral histories. These oral histories were produced as a podcast series and included interviews with local families who were part of the resettlement scheme to Wagga Wagga from the early 1970s and 1980s.

 

·   A memorial plaque was installed at the Wollundry Lagoon, accompanied by a celebratory event acknowledging the late Wiradjuri Elder Aunty Violet Honeysett in September 2023.

 

·   Two Walk of Honour plaques honouring senior Wiradjuri Elders, Aunty Isabel Reid and Aunty Kath Withers, were installed in Baylis Street in 2023.

 

·   The Roads and Suburbs Naming Policy (POL 047) was reviewed and endorsed to prioritise the naming of unnamed roads and locations within the Local Government Area with Wiradjuri/Wiradyuri names.

 

·   Council’s First Nations People Employment and Retention Strategy was launched in December 2024.

 

·   105 Council staff members completed Cultural Awareness training across 7 sessions in 2022/23, with 4 sessions completed in 2023/24.

 

·   A 12-month First Nations artist-in-residence was established at the Wagga Wagga Art Gallery, supported by an Elsa Dixon Aboriginal Employment grant.

 

·   Recruitment of Aboriginal adult traineeships in the Community Development and Property Teams.

 

Draft Innovate Reconciliation Action Plan 2026-2028

 

In consultation with Reconciliation Australia, it is recommended that Council undertake an Innovate Reconciliation Action Plan (RAP). Reconciliation Australia determines an organisation’s progress through to different stages of an organisation’s reconciliation journey. An Innovate RAP runs for two years, and outlines actions for achieving Council’s vision for reconciliation.

 

The draft Innovate Reconciliation Action Plan 2026 - 2028 commitments will allow Council to gain a deeper understanding of its sphere of influence, focusing on developing and strengthening relationships with Wiradjuri/Wiradyuri and First Nations peoples, engaging staff, and stakeholders in reconciliation, and developing and piloting innovative strategies to empower Wiradjuri/Wiradyuri and First Nations peoples.

 

There are four key areas in Council’s draft Innovate Reconciliation Action plan 2026 – 2028 as follows:

 

1.  Relationships

2.  Respect

3.  Opportunities

4.  Governance

 

The RAP document requires conditional endorsement from Reconciliation Australia. This requires a minimum of two draft submissions sent to Reconciliation Australia for review, taking approximately 6 to 10 weeks on each occasion. Two draft reviews over approximately 20 weeks have already been completed with Reconciliation Australia with conditional endorsement to progress with this current draft document. Community consultations were also undertaken during this time, utilising various engagement methods, including face-to-face RAP working group meetings, presentations at Mawang Gaway Aboriginal Consultative Committee, Wagga Aboriginal Interagency Group, Elders and Council Executive meetings along with one-on-one meetings with internal Council staff.

 

While the Reconciliation Australia Innovate template mandates some action items for Council to undertake, community consultation was still an essential piece of work to ensure our community were brought along on Council’s RAP journey. 

 

The draft Plan contains a large proportion of activities that are currently funded through annual operating budgets as detailed in Council’s Long Term Financial Plan (LTFP).

Where any projects are not funded, these will be subject to approval through Council's LTFP budget and business planning processes or Council will endeavour to seek federal and state grant funding opportunities in collaboration with local stakeholders. 

 

Wagga Wagga Community Strategic Plan 2050

Vibrant

First Nations culture

Support and acknowledge the importance of Wiradjuri and First Nations people, culture, and place in our community.

 

Risk management will be managed against each action when implemented.

Consultation with Reconciliation Australia has been undertaken in the development of the draft Innovate Reconciliation Action Plan 2026 – 2028.  

 

Extensive community consultations were also undertaken during the development of the draft document, utilising various engagement methods, including face-to-face RAP working group meetings, presentations at Mawang Gaway Aboriginal Consultative Committee, the Wagga Aboriginal interagency Group, Aunty Jean’s program, presentations at quarterly Elders and Council Executive meetings and one-on-one meetings held at suburban community centres and with internal Council staff.

 

Further community consultation and engagement by staff during the public exhibition period will occur to seek further community feedback to inform this draft plan.

 

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Letterbox drop

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Media release

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Drop-in session(s)

Survey/feedback form(s)

Have your Say

Email newsletter

Social media

Website

Inform

Consult

x

Involve

x

x

x

x

x

x

x

x

x

Collaborate

x

Other methods (please list specific details below)

 

 

 

 

1.

Draft Innovate Reconciliation Action Plan 2026 - 2028 - Provided under separate cover.

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-6

 

RP-6               OPERATIONAL PERFORMANCE REPORT - JULY TO DECEMBER 2025

Author:         Bradley Ristivojevic 

Executive:    Scott Gray

         

 

Summary:

This report provides details of Council’s performance against the Operational Plan 2025/2026 as at 31 December 2025.

 

 

That Council receive and note the Operational Performance Report for the period 1 July 2025 to 31 December 2025.

Background

 

The Office of Local Government Integrated Reporting Guidelines require that “the general manager must ensure that progress reports are provided to the council, with respect to the principal activities detailed in the Delivery Program, at least every 6 months”.

 

This report is the first six-monthly report under the recently adopted Delivery Program 2025-2029 and Operational Plan 2025-26. This report identified service areas and reported the deliverables for each service area through service statements.

 

To retain consistency with the Delivery Program 2025-2029 and Operational Plan 2025-26, reporting has been presented by service area. There are 36 service areas within the report.

 

Performance has been reported using the same components of the Delivery Program 2025-2029 and Operational Plan 2025-26:

·    Principal Activities – reflect the key functions a service performs and respond to any specific action identified by strategic objectives of the Community Strategic Plan.

·    Service Delivery – the ongoing services and actions that comprise the business-as-usual work of a service area.

·    Implementation of plan and strategies – reports the progress of scheduled delivery actions contained within plans and strategies. Not all plans and strategies contain reportable actions (e.g. Engineering Design Guidelines). Where this is the case, the plan/strategy has not been included in the reporting.

·    Capital Projects – include one-off actions that either result in the development or acquisition of a new asset and recurrent (annual) programs which are usually maintenance activities or ongoing renewal of assets (e.g. library and art collections).

·    Operational Projects – includes actions that are not ongoing and funded by a service’s operating budget. These actions include the review and development of plans and strategies.

 

 

Report Summary

 

The report provides updates on progress we’ve made in implementing Council’s Delivery Program 2025 to 2029 and Operational Plan 2025/26. The report also includes progress reporting on one-off capital projects. Actions are assigned a status (Table 1) to identify their level of completion against expected outcomes.

 

Table 1: Action Status

Status	Description
N/A	Indicates a deliverable is reported for transparency and does not have a performance measure status.
Not due to commence	Indicates that an action was not due to commence during the reporting period.
Off track	Indicates that an action is behind schedule or has not been met in the reporting period.
At risk	Indicates that an action may not be achieved if issues are not addressed.
On track	Indicates that an action / measure is on track for completion / achievement by the due date. Actions may span over multiple years depending on their nature (e.g. projects).
Completed	Indicates that an action has been finished and delivered to the intended service level and objective.
Closed	Indicates all retentions and administrative processes related to the project have been finalised. (capital projects only)

 

Performance overviews are contained on pages 7-9 of the report for each of the categories discussed above. A total of 783 actions are included in the report. 3.1% of total actions have been reported as at risk and 6.9% as off track. A summary of status by deliverable is provided in the following Deliverables table.

 

Table 2: Deliverables

Deliverable Category	Completed	On track	At risk	Off track	N/A & Not due to commence	Total
Principal Activities	6	111	3	10	45	175
Service Delivery Performance	27	239	8	17	49	340
Plans and Strategy implementation	2	45	1	8	4	60
Capital Projects	11	55	6	9	8	89
Operational Projects	13	62	6	10	28	119
Total	59	512	24	54	134	783

 

 

N/A

Local Government Act 1993 - section 406

 

(1)   The regulations may make provision for or with respect to integrated planning and reporting guidelines (referred to in this Chapter as the guidelines) to be complied with by councils.

(2)   Without limiting subsection (1), the regulations may impose requirements in connection with the preparation, development, consultation on and review of, and the contents of, the community strategic plan, resourcing strategy, delivery program, operational plan, community engagement strategy, annual report and environment reporting of a council.

 

Local Government Act (General) Regulation 2021 - regulation 196A

 

“A council must comply with the integrated planning and reporting guidelines in the document entitled Integrated Planning and Reporting Guidelines for Local Government in NSW, published on the website of the Department, as in force from time to time.”

 

Section 4.9 of the Integrated Planning and Reporting Guidelines for Local Government in NSW requires that “the general manager must ensure that progress reports are provided to the council, with respect to the principal activities detailed in the Delivery Program, at least every 6 months”.

Regional Leadership

Good governance

Provide professional, innovative, accessible and efficient services.

 

The approval and publication of the Operational Performance Report will ensure Council meets its legislative compliance obligations for Integrated Planning and Reporting.

 

This report provides updates on 783 deliverables. 10% of these deliverables have been reported as ‘at risk’ or ‘off track’. This raises the potential for reputational risk associated with failure to meet service delivery expectations established in the Delivery Program and Operational Plan 2025-2029.

 

The combined Delivery Program 2025 – 2029 is currently being reviewed in conjunction with the development of the Operational Plan for 2026-2027 for presentation to the 11 May 2026 meeting of Council. To mitigate reputational risk from failure to deliver planned projects, a review of the delivery program is currently being completed to ensure the proposed projects, services and actions are within the capacity of service areas to deliver.

Internal collaboration with responsible officers, managers and directors was completed for the drafting, review and approval of the Operational Performance Report.

 

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Inform

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Consult

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Collaborate

Other methods (please list specific details below)

 

 

 

1.

Operational Performance Report - July to December 2025 - Provided under separate cover.

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-7

 

RP-7               DRAFT WAGGA WAGGA RESOURCE RECOVERY AND WASTE MANAGEMENT STRATEGY 2026-2038 - PUBLIC EXHIBITION

Author:         Andrea Baldwin 

Executive:    Fiona Piltz

         

 

Summary:

This report provides details of the process in developing the draft Wagga Wagga Waste and Resource Recovery Strategy and recommends the document be placed on public exhibition for a period of 28 days.

 

 

That Council:

a       place the draft Wagga Wagga Resource Recovery and Waste Management Strategy 2026-2038 on public exhibition for 28 days from 25 March 2026 to 22 April 2026 and invite public submissions during that period

b       receive a further report following the public exhibition period:

i         addressing any submission made in respect of the draft Plan

ii        proposing adoption of the draft Plan unless there are any recommended amendments deemed to be substantial and requiring a further public exhibition period

The draft Wagga Wagga Resource Recovery and Waste Management Strategy 2026-2038 has been developed in collaboration and engagement with the community and internal stakeholders.

 

In March 2025, a procurement process was initiated seeking a consultancy to develop a Resource Recovery and Waste Management Strategy with a focus on the circular economy for the Wagga LGA. APC Consultants were engaged to deliver a Strategy for the period from 2026 until 2038. 

 

This Strategy seeks to have a long-term vision that meets the below objectives.

 

Reduce Waste: Identify strategies to minimise waste generation through reduction, reuse, and recycling initiatives.

 

Enhance Resource Efficiency: Explore ways to increase resource efficiency across the supply chain and within local industry sectors.

 

Promote Sustainable Consumption: Encourage sustainable behaviours across our community through Waste Education and practice.

 

Support Circular Innovation: Foster innovation in product design, waste processing, and resource recovery technologies.

 

Regulation and Policy Alignment: Ensure the strategy aligns with local, state, and federal regulations and policies.

 

Engage Stakeholders: Collaborate and consult with key stakeholders across public, private, and community sectors to build a shared vision and approach to how we want to manage our waste over the long term.

 

Key deliverables of the Strategy include the following:

 

Stakeholder Consultation Report Summarise stakeholder input and insights gathered through workshops, interviews, and community engagement.

 

Strategic Framework Develop a circular economy framework/strategy tailored to our LGA, outlining key actions, objectives, and measurable targets.

 

Implementation Plan Provide a detailed plan for the short-term (1-3 years) and long term (3-10 years), with key milestones.

 

Performance Metrics Identify indicators to track progress, such as waste diversion rates, recycling rates, resource use efficiency, and community engagement. In addition, the strategy included engagement, auditing and data analysis, policy and regulatory review, best practice review, to bring together a comprehensive strategy that outlines key initiatives, timelines and responsible parties.

 

Through a public exhibition process, Council will be able to seek feedback from the community and business sector to assist in formalising the Wagga Wagga Resource Recovery and Waste Management Strategy 2026-2038. All feedback will be collated and reported back to Council for implementation and adoption.

 

The key priorities within the Strategy are as follows:

 

·    Priority 1: Avoiding waste and becoming circular

·    Priority 2: Recovering, regenerating and reusing resources

·    Priority 3: Best environmental management of residual waste

 

Each implementation action item within the Strategy has been linked to the Community Strategic Plan and falls under one of the above priorities.

 

The implementation plan has been separated into various categories for delivery and are broken down into the following sectors:

 

·    Leadership and governance

·    Partnerships and advocacy

·    Services and infrastructure

·    Education, skills and behaviour change.

 

The Strategy has identified key budget requirements for initiatives that will require external support or expertise to complete, annual reviews of key initiatives will form part of the budget approval process. 

 

A key aspect of the Strategy is the development of a Masterplan for the Gregadoo Waste Management Centre, this will be a key deliverable of the Strategy over the next two years.  Many of the implementation items can be undertaken using existing Council resources, thus reducing the overall cost for implementation.

The New Waste Strategy Development project has a total budget of $200,000, with $188,362 expended to date, leaving an uncommitted balance of $11,638.

 

Job consolidation number: 70025 – New Waste Strategy Development

The Resource Recovery and Waste sector is highly regulated.  International, National, State legislation and regional guidance material provide the strategic direction for local government compliance. Council is required to adhere to the NSW Waste and Sustainable Materials Strategy 2041 as the key Strategy to target action for circular transition and change in the resource recovery and waste space.

 

Sustainable

Circular economy

Embrace new technologies to support a circular economy.

 

Through the adoption of a Wagga Wagga Resource Recovery and Waste Management Strategy 2026-2038 this will address the risk exposure for Council. Operational, Corporate, Delivery and Financial risks are present in the absence of a Strategy which consist of the following:

 

Operational Risks

·    Inefficient and inconsistent waste services

·    Lack of clear direction for waste, recycling, organics and landfill operations

·    Services may be reactive rather than planned

·    Noncompliance with regulations and inadequate planning for changing legislation

·    Increased likelihood of breaching EPA requirements, state waste policy or licence conditions

·    Poor planning for landfill closure, transfer stations, fleet replacement and infrastructure upgrades, risk of unplanned disruptions and asset failure.

·    Risk of workplace health and safety incidents

 

Corporate Risks

·    Misalignment with Council Plan, Climate Strategy, Circular Economy goals, and State Government policy.

·    Reputational damage

·    Community perception that Council is not managing waste sustainably or responsibly.

·    Poor accountability and transparency, no documented rationale for service levels

 

Delivery Risks

·    Residents expect improved recycling, food and garden organics (FOGO), and waste reduction initiatives.

·    Risk of dissatisfaction, complaints, and political pressure.

·    Infrastructure projects (transfer stations, bin rollouts, education programs) lack a coordinated roadmap.

·    Missed partnership and grant opportunities

·    Poor data and performance monitoring

·    No framework for targets, KPIs, or reporting (e.g. diversion from landfill, contamination rates).

·    Escalating waste management costs

·    No long-term financial modelling for disposal fees, landfill levies, or infrastructure investment.

 

Financial Risk

·    Risk of investing in infrastructure that becomes obsolete or non-compliant with future policy.

·    Poor sequencing of capital works.

·    Missed opportunities for resource recovery income streams (recyclables, organics processing, energy from waste).

·    Future remediation, landfill closure, and rehabilitation costs not strategically planned or funded.

·    Potential fines or penalties for non-compliance.

Extensive consultation has been undertaken in the development of the Wagga Wagga Resource Recovery and Waste Management Strategy 2026-2038, notably in May and November 2025. This process included a comprehensive mix of engagement activities, comprising facilitated consultation sessions, targeted one-on-one meetings with a broad range of stakeholders (including internal teams), as well as community outreach through social media platforms and structured surveys. These activities were designed to capture key trends, insights, data and informed feedback from stakeholders and the wider community. The input received through this engagement process has been carefully considered and incorporated into the draft Strategy to ensure it reflects stakeholder priorities and community expectations.

 

Mail

Traditional Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news

Media release

Media opportunity

TV/radio advertising

One-on-one meeting(s)

Community meeting(s)

Stakeholder workshop(s)

Drop-in session(s)

Survey/feedback form(s)

Have your Say

Email newsletter

Social media

Website

Inform

x

x

x

x

x

x

x

x

x

Consult

x

x

x

x

x

x

x

x

x

Involve

x

x

x

x

x

x

x

x

x

Collaborate

x

x

x

Other methods (please list specific details below)

 

 

1.

Draft Wagga Wagga Resource Recovery and Waste Management Strategy 2026-2038 - Provided under separate cover.

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-8

 

RP-8               INITIAL CLASSIFICATION OF REAR 82 FORSYTH STREET WAGGA WAGGA - OUTCOME OF PUBLIC EXHIBITION PROCESS

Author:         Matthew Dombrovski 

Executive:         Fiona Piltz

         

 

Summary:

This report provides feedback to Council on the public exhibition of the initial classification of the land being acquired at the rear of 82 Forsyth Street, Wagga Wagga.

 

 

That Council:

a       note that no submissions were received during the public exhibition period

b       classify the land described as Lot 22 in an unregistered plan dated 10 April 2025 and titled” Plan of Acquisition of Part Lot B in DP 152366” as operational land in accordance with Section 31(2) of the Local Government Act 1993.

At its ordinary meeting of 25 August 2025, Council resolved as follows.

 

25/280  RESOLVED:

                        On the Motion of Councillors L Tanner and J McKinnon

That Council:

a       authorise the General Manager or delegate to enter a contract of sale to purchase Lot 22 in an unregistered plan dated 10 April 2025 and titled “Plan of Acquisition of Part Lot B DP 152366” on the terms noted in the body of this report

b       agree in principle to classifying the land acquired as operational land in accordance with s 31(2) of the Local Government Act 1993

c        authorise the General Manager or delegate to place the proposed resolution to classify the land acquired as operational land on public exhibition for a period of 28 days and invite public submissions

d       receive a further report following the public exhibition and submission period addressing any submission made in respect of the proposed classification

e       authorise the General Manager, or their delegate to complete and execute any necessary documents on behalf of the Council to give effect to this resolution

f        authorise the affixing of Council’s common seal to all relevant documents as required

g       note and approve the budget variations as details in the budget section of the report

 

The report of 25 August 2025 outlined that the land identified as Lot 22 in an unregistered plan dated 10 April 2025 and titled “Plan of Acquisition of Part Lot B DP 152366” was being purchased by Council. As such it needed to be classified as either community land or operational land within three months of acquisition. This is a legislative requirement under Section 31(2) of the Local Government Act 1993. 

 

The consequence of not proceeding with the classification within that time frame is that the land would, on the expiration of three months, become community land by default.  This is not an appropriate classification of the land given that it is currently forms part of a Council carpark.

 

The proposed initial classification of the site was paced on public exhibition from 2 February 2026 to 2 March 2026. During the public exhibition period no submissions were received relating to this parcel of land.

 

Accordingly, it is recommended that Council now endorse the proposed classification of Part Lot B DP 152366 (being that part of 82 Forsyth Street identified as Lot 22 in an unregistered Plan of Subdivision) as operational land upon finalisation of the acquisition. Officers note that the settlement of the acquisition is imminent, and the proposed classification will be able to take place as soon as the acquisition is finalised.

 

N/A

Local Government Act 1993

Acquisition, Disposal and Management of Land Policy (POL 038)

 

Growing

Enabling infrastructure

Deliver critical community infrastructure to facilitate growth and attract business.

 

Council has a responsibility to appropriately manage its land assets. The initial classification of land is a statutory requirement of Council, as well as serving as a risk and cost mitigation strategy.

 

The proposed initial classification of the land as operational land reflects the purpose for which Council resolved to acquire the land, the use of Council’s Civil Infrastructure Reserve to fund the purchase, and avoids the land being classified by default as community land, which would require reclassification to operational land at a later stage. 

 

The Local Government Act 1993 sets out limitations on the use of community classified lands. Based on those limitations, Council would not be able to utilise the land for its existing primary purposes. 

The draft initial classification proposal was placed on public exhibition between 2 February 2026 to 2 March 2026 with engagement undertaken as per the table below.

 

Mail

Traditional Media

Community Engagement

Digital

Rates notices insert

Direct mail

Letterbox drop

Council news

Media release

Media opportunity

TV/radio advertising

One-on-one meeting(s)

Community meeting(s)

Stakeholder workshop(s)

Drop-in session(s)

Survey/feedback form(s)

Have your Say

Email newsletter

Social media

Website

Inform

x

x

x

Consult

Involve

Collaborate

Other methods (please list specific details below)

 

The public exhibition material was made available for viewing by the public on Council’s Have Your Say page. Notices were sent via mail to adjoining landowners. Public notices were placed in Council News.

 

During the public exhibition period no submissions were received.

 

 

 

 

 

Report submitted to the Ordinary Meeting of Council on Monday 23 March 2026

RP-9

 

RP-9               FINANCIAL PERFORMANCE REPORT AS AT 28 FEBRUARY 2026

Author:          Carolyn Rodney 

         

 

Summary:

This report is for Council to consider information presented on the 2025/26 budget and Long Term Financial Plan, and details Council’s external investments and performance as at 28 February 2026.

 

 

That Council:

a       approve the proposed budget variations and note the balanced budget position as presented in this report

b       approve the proposed budget variations to the Long Term Financial Plan Capital Works Program including new projects and timing adjustments

c        note the Responsible Accounting Officer’s reports, in accordance with the Local Government (General) Regulation 2021 (Part 9 Division 3: Clause 203) that the financial position of Council is satisfactory having regard to the original estimates of income and expenditure and the recommendations made above

d       note the details of the external investments as at 28 February 2026 in accordance with section 625 of the Local Government Act 1993

e       accept the grant funding offers as presented in this report

Wagga Wagga City Council (Council) forecasts a balanced budget position as of 28 February 2026.

 

Proposed budget variations including adjustments to the capital works program are detailed in this report for Council’s consideration and adoption.

 

Council has experienced a positive monthly investment performance for the month of February when compared to budget ($335,916 up on the monthly budget). This is mainly due to better than budgeted returns on Council’s investment portfolio, as well as a higher than anticipated investment portfolio balance – which is partly due to Council receiving upfront payment of $48.5M in funding under the Accelerated Infrastructure Fund in June 2024.

 

Key Performance Indicators

 

 

OPERATING INCOME

Total operating income is 91% of approved budget and is exceeding the budget due to the rates and annual charges being raised at the start of the year. Excluding the rates amount, operating income received is 78% when compared to budget which is as a result of increased interest on investments.

 

OPERATING EXPENSES

Total operating expenditure is 70% of approved budget and is tracking over budget at this stage of the financial year. This is in relation to commitments that have been raised for the full 2025/26 financial year.

 

CAPITAL INCOME

Total capital income is 158% of approved budget, which is mainly attributed to the Accelerated Infrastructure Fund (AIF) grant funding that has been received. This income will be reduced and carried over to next financial year for completion of the project in line with the project budget.

 

CAPITAL EXPENDITURE

Total capital expenditure including commitments is 89% of approved budget. This mainly relates to the raising of the full amount of the AIF contract against the multi-year budget. Excluding commitments, the total expenditure is 34% when compared to the approved budget.

 

 

*This table does not include any proposed draft 2026/27 LTFP budget adjustments.

 

 

 

2025/26 Revised Budget Result – (Surplus) / Deficit	$’000s
Original 2025/26 Budget Result as adopted by Council Total Budget Variations approved to date Budget Variations for February 2026	$0K $0K $0K
Proposed Revised Budget result for 28 February 2026 - (Surplus) / Deficit	$0K

 

The proposed Operating and Capital Budget Variations for 28 February 2026 which affect the current 2025/26 financial year are listed below.

 

 

 

The following projects have been presented to Councillors as part of the 2026/27 LTFP Councillor Budget Workshop process and are now being included below for adoption and inclusion in the 10-year Capital Works Program:

 

Project Title	2026/27	2027/28	2028/29	2029/30	2030/31	2031/32
Botanic Gardens Museum Site Collection Store Asset Renewal		73,074
Civic Theatre Superstructure Remediation Works	250,000
Weed Hygiene Stations	18,000
Open Space Capital Upgrades*	50,000	50,000	50,000	50,000	50,000	50,000*
36-40 Gurwood Street Capital Improvements	469,229
TOTAL	787,229	123,074	50,000	50,000	50,000	50,000

* Recurrent program across the 10 years of the LTFP

 

 

The following one-off capital projects have been reviewed as part of the ongoing budget review process with the adjustments to the timing of the budgets being included below for adoption. There is no proposed change to the total budgets for the projects.

 

Job No.	Project Title	2025/26 Current Budget	2025/26 Proposed Budget	2026/27 Current Budget	2026/27 Proposed Budget	2027/28 Current Budget	2027/28 Proposed Budget	2028/29 Current Budget	2028/29 Proposed Budget	2029/30 Current Budget	2029/30 Proposed Budget
28172	Oasis - 50m Pool Lane Ropes & Lane Storage Rollers Replacement	$0	$0	$85,000	$0	$0	$0	$0	$85,000	$0	$0
28177	Oasis - 50m Pool Dive Starting Blocks	$0	$0	$42,000	$0	$0	$42,000	$0	$0	$0	$0
17742	Stormwater – Murray St Project	$200,000	$0	$0	$0	$2,902,121	$0	$0	$0	$0	$3,102,121
18738	Glenfield Road Drain Remediation	$0	$0	$78,792	$0	$1,335,047	$0	$0	$0	$0	$1,413,839
23126	Southern Growth Area - Plumpton Road North	$7,957,570	$4,702,389	$24,608,215	$23,804,660	$0	$4,058,736	$0	$0	$0	$0
23127	Southern Growth Area - Plumpton Road South	$7,883,688	$4,797,851	$24,473,232	$21,936,440	$0	$5,622,629	$0	$0	$0	$0
24991	Humula Bridge Replacement	$2,527,350	$202,188	$0	$909,846	$0	$909,846	$0	$505,470	$0	$0
50224	Sewer Ashmont SPS (Lloyd to Ashmont Gravity Main Upgrade)	$3,116,614	$200,000	$0	$2,916,614	$0	$0	$0	$0	$0	$0
50447	Northern Growth Area - Sewer Upgrades	$5,955,326	$985,485	$21,845,422	$26,815,263	$0	$0	$0	$0	$0	$0

 

2025/26 Capital Works Summary

 

Capital Works	Approved Budget	Proposed Movement	Proposed Budget
One-off	$66,899,252	($16,752,635)	$50,146,617
Recurrent	$38,211,602	$192,000	$38,403,602
Total Capital Works	$105,110,854	($16,560,635)	$88,550,219

 

 

 

Current Restrictions

 

 

RESERVES SUMMARY
28 FEBRUARY 2026
	CLOSING BALANCE 2024/25	ADOPTED RESERVE TRANSFERS 2025/26	BUDGET VARIATIONS APPROVED UP TO COUNCIL MEETING 23.02.2026	PROPOSED CHANGES for Council Resolution*	BALANCE AS AT 28 FEBRUARY 2026
Externally Restricted
Developer Contributions - Section 7.11	(34,255,170)	240,743	1,853,473		(32,160,955)
Developer Contributions - Section 7.12	(1,249,835)	(28,052)	20,000		(1,257,887)
Developer Contributions - Stormwater Section 64	(10,009,058)	(802,931)	31,000		(10,780,989)
Sewer Fund	(61,473,248)	(299,197)	3,892,130	4,159,699	(53,720,616)
Solid Waste	(35,184,093)	2,571,122	4,066,559	192,000	(28,354,413)
Specific Purpose Unexpended Grants & Contributions	(64,727,816)	0	64,727,816		0
SRV Levee Reserve	(6,230,711)	0	50,000		(6,180,711)
Stormwater Levy	(5,711,474)	2,343,245	(1,757,647)	200,000	(4,925,876)
Total Externally Restricted	(218,841,407)	4,024,930	72,883,331	4,551,699	(137,381,447)
Internally Restricted
Airport	0	(246,893)	(728,747)		(975,641)
Art Gallery	(22,548)	0	0		(22,548)
Bridge Replacement	(1,272,343)	0	580,470	465,032	(226,841)
Buildings	(3,872,876)	306,774	601,070		(2,965,032)
CCTV	(16,374)	0	0		(16,374)
Cemetery	(1,405,926)	(205,658)	(13,923)		(1,625,507)
Civic Theatre	(95,013)	(57,388)	30,000		(122,401)
Civil Infrastructure	(13,477,978)	2,580,634	728,627		(10,168,717)
Council Election	(27,411)	(127,418)	0		(154,829)
Economic Development	(718,754)	0	(627,513)		(1,346,268)
Emergency Events Reserve	(337,706)	(82,188)	0		(419,894)
Employee Leave Entitlements Gen Fund	(3,986,868)	0	0		(3,986,868)
Environmental Conservation	(116,578)	0	0		(116,578)
Event Attraction	(490,685)	32,500	56,000		(402,185)
Financial Assistance Grants in Advance	(6,769,742)	0	6,769,742		0
Grant Co-Funding	(313,076)	180,000	133,076		0
Gravel Pit Restoration	(647,804)	3,333	57,863	45,000	(541,608)
Information Services	(3,722,935)	136,696	385,689	63,558	(3,136,992)
Insurance Variations	(50,000)	0	0		(50,000)
Internal Loans	(9,200,817)	1,441,477	(713,098)		(8,472,438)
Lake Albert Improvements	(727,876)	601,887	85,713		(40,276)
Library	(632,518)	(191,447)	0		(823,965)
Livestock Marketing Centre	(8,155,294)	3,181,495	(3,270,503)		(8,244,302)
Museum Acquisitions	(67,114)	0	0		(67,114)

 

 

 

 

 

Investment Summary as at 28 February 2026

In accordance with Regulation 212 of the Local Government (General) Regulation 2021, details of Wagga Wagga City Council’s external investments are outlined below.

Institution	Rating	Closing Balance Invested 31/01/2026 $	Closing Balance Invested 28/02/2026 $	February EOM Current Yield %	February EOM % of Portfolio	Investment Date	Maturity Date	Term (mths)
At Call Accounts
CBA	AA-	3,690,330	11,078,580	3.85%	3.52%	N/A	N/A	N/A
CBA	AA-	29,399,508	29,490,646	3.90%	9.36%	N/A	N/A	N/A
Macquarie Bank	A+	10,336,075	10,364,071	3.65%	3.29%	N/A	N/A	N/A
CBA	AA-	50,046,473	49,957,856	3.85%	15.86%	N/A	N/A	N/A
Total At Call Accounts		93,472,386	100,891,154	3.84%	32.04%
Short Term Deposits
Bank of Sydney	NR	2,000,000	2,000,000	4.22%	0.64%	30/06/2025	30/06/2026	12
ING Bank	A	1,000,000	0	0.00%	0.00%	26/02/2025	26/02/2026	12
State Bank of India	BBB-	1,000,000	1,000,000	5.10%	0.32%	7/03/2025	9/03/2026	12
State Bank of India	BBB-	2,000,000	2,000,000	5.00%	0.64%	10/03/2025	10/03/2026	12
State Bank of India	BBB-	2,000,000	2,000,000	5.00%	0.64%	17/03/2025	17/03/2026	12
State Bank of India	BBB-	1,000,000	1,000,000	4.50%	0.32%	2/06/2025	2/06/2026	12
State Bank of India	BBB-	2,000,000	2,000,000	4.30%	0.64%	25/06/2025	25/06/2026	12
ICBC	A	1,000,000	1,000,000	4.24%	0.32%	10/07/2025	10/07/2026	12
Bank of Sydney	NR	2,000,000	2,000,000	4.17%	0.64%	18/08/2025	18/08/2026	12
ICBC	A	2,000,000	2,000,000	4.50%	0.64%	28/11/2025	30/11/2026	12
Police Credit Union	NR	1,000,000	1,000,000	4.50%	0.32%	28/11/2025	30/11/2026	12
P&N Bank	BBB+	3,000,000	3,000,000	4.80%	0.95%	15/12/2025	15/12/2026	12
Total Short Term Deposits		20,000,000	19,000,000	4.59%	6.03%
Medium Term Deposits
Westpac	AA-	2,000,000	2,000,000	1.32%	0.64%	28/06/2021	29/06/2026	60
ICBC	A	3,000,000	3,000,000	5.07%	0.95%	30/06/2022	30/06/2027	60
NAB	AA-	1,000,000	0	0.00%	0.00%	22/02/2021	20/02/2026	60
NAB	AA-	2,000,000	2,000,000	1.25%	0.64%	3/03/2021	2/03/2026	60
NAB	AA-	2,000,000	2,000,000	1.40%	0.64%	21/06/2021	19/06/2026	60
Westpac	AA-	2,000,000	2,000,000	1.32%	0.64%	25/06/2021	25/06/2026	60
ICBC	A	1,000,000	1,000,000	1.32%	0.32%	25/08/2021	25/08/2026	60
P&N Bank	BBB+	2,000,000	2,000,000	4.90%	0.64%	11/03/2024	11/03/2026	24
ING Bank	A	1,000,000	1,000,000	5.11%	0.32%	23/05/2024	25/05/2026	24
Australian Military Bank	BBB+	2,000,000	2,000,000	4.06%	0.64%	2/09/2025	4/09/2028	36
P&N Bank	BBB+	2,000,000	2,000,000	4.85%	0.64%	16/12/2024	16/12/2026	24
Police Credit Union	NR	2,000,000	2,000,000	4.75%	0.64%	17/02/2025	17/02/2027	24
P&N Bank	BBB+	2,000,000	2,000,000	5.00%	0.64%	14/03/2023	15/03/2027	48
Auswide	BBB	2,000,000	2,000,000	4.95%	0.64%	13/04/2023	13/04/2026	36
P&N Bank	BBB+	2,000,000	2,000,000	5.20%	0.64%	20/04/2023	20/04/2027	48
P&N Bank	BBB+	1,000,000	1,000,000	5.20%	0.32%	26/05/2023	26/05/2026	36
ING Bank	A	2,000,000	2,000,000	5.38%	0.64%	28/06/2024	28/06/2029	60
ING Bank	A	1,000,000	1,000,000	4.90%	0.32%	29/11/2024	29/11/2026	24
ING Bank	A	2,000,000	2,000,000	4.93%	0.64%	5/01/2026	5/01/2029	36
P&N Bank	BBB+	2,000,000	2,000,000	5.10%	0.64%	4/01/2024	4/01/2027	36
Australian Unity	BBB+	1,000,000	1,000,000	4.93%	0.32%	7/03/2024	9/03/2026	24
ING Bank	A	2,000,000	2,000,000	5.10%	0.64%	23/04/2024	24/04/2028	48
NAB	AA-	2,000,000	2,000,000	5.10%	0.64%	6/05/2024	6/05/2026	24
ING Bank	A	1,000,000	1,000,000	5.12%	0.32%	24/05/2024	24/05/2027	36
ING Bank	A	1,000,000	1,000,000	5.26%	0.32%	31/05/2024	31/05/2028	48
ING Bank	A	1,000,000	1,000,000	4.24%	0.32%	3/06/2025	4/06/2029	48
ING Bank	A	2,000,000	2,000,000	5.26%	0.64%	6/06/2024	6/06/2028	48
Australian Military Bank	BBB+	1,000,000	1,000,000	5.20%	0.32%	11/06/2024	11/06/2026	24
Australian Military Bank	BBB+	2,000,000	2,000,000	5.20%	0.64%	11/06/2024	11/06/2026	24
BankVic	BBB+	2,000,000	2,000,000	4.00%	0.64%	26/06/2025	26/06/2028	36
BankVic	BBB+	2,000,000	2,000,000	4.65%	0.64%	27/08/2024	27/08/2026	24
ING Bank	A	2,000,000	2,000,000	4.63%	0.64%	30/08/2024	30/08/2026	24
ING Bank	A	1,000,000	1,000,000	4.51%	0.32%	16/09/2024	18/09/2028	48
Westpac	AA-	2,000,000	2,000,000	4.45%	0.64%	27/09/2024	28/09/2026	24
ING Bank	A	2,000,000	2,000,000	4.79%	0.64%	17/10/2024	19/10/2026	24
Westpac	AA-	1,000,000	1,000,000	4.70%	0.32%	8/10/2024	8/10/2026	24
Westpac	AA-	2,000,000	2,000,000	4.73%	0.64%	21/10/2024	21/10/2027	36
Hume Bank	BBB+	2,000,000	2,000,000	4.95%	0.64%	7/11/2024	7/11/2026	24
ING Bank	A	2,000,000	2,000,000	5.02%	0.64%	14/11/2024	16/11/2026	24
ING Bank	A	1,000,000	1,000,000	5.00%	0.32%	27/11/2024	27/11/2026	24
ING Bank	A	2,000,000	2,000,000	5.07%	0.64%	28/11/2024	28/11/2028	48
P&N Bank	BBB+	3,000,000	3,000,000	4.85%	0.95%	16/12/2024	16/12/2027	36
ING Bank	A	2,000,000	2,000,000	4.80%	0.64%	21/01/2025	21/01/2028	36
Australian Military Bank	BBB+	1,000,000	1,000,000	4.82%	0.32%	30/01/2025	29/01/2027	24
Australian Military Bank	BBB+	2,000,000	2,000,000	4.73%	0.64%	10/02/2025	10/02/2028	36
Australian Military Bank	BBB+	1,000,000	1,000,000	4.79%	0.32%	4/02/2025	4/02/2028	36
Regional Australia Bank	BBB+	2,000,000	2,000,000	4.71%	0.64%	12/02/2025	12/02/2027	24
Hume Bank	BBB+	2,000,000	2,000,000	4.75%	0.64%	12/02/2025	12/02/2029	48
Westpac	AA-	2,000,000	2,000,000	4.70%	0.64%	12/02/2025	14/02/2028	36
ING Bank	A	1,000,000	1,000,000	4.77%	0.32%	26/02/2025	28/02/2028	36
ING Bank	A	2,000,000	2,000,000	4.62%	0.64%	3/03/2025	3/03/2028	36
State Bank of India	BBB-	2,000,000	2,000,000	4.65%	0.64%	14/03/2025	15/03/2027	24
State Bank of India	BBB-	2,000,000	2,000,000	4.65%	0.64%	31/03/2025	31/03/2027	24
ING Bank	A	1,000,000	1,000,000	4.81%	0.32%	1/04/2025	1/04/2030	60
State Bank of India	BBB-	2,000,000	2,000,000	4.25%	0.64%	5/05/2025	5/05/2027	24
State Bank of India	BBB-	1,000,000	1,000,000	4.25%	0.32%	29/05/2025	31/05/2027	24
State Bank of India	BBB-	2,000,000	2,000,000	4.15%	0.64%	25/06/2025	25/06/2027	24
State Bank of India	BBB-	2,000,000	2,000,000	4.15%	0.64%	2/07/2025	2/07/2027	24
State Bank of India	BBB-	1,000,000	1,000,000	4.05%	0.32%	7/07/2025	7/07/2027	24
ING Bank	A	2,000,000	2,000,000	4.18%	0.64%	8/07/2025	9/07/2029	48
Regional Australia Bank	BBB+	1,000,000	1,000,000	4.00%	0.32%	30/07/2025	30/07/2027	24
Westpac	AA-	1,000,000	1,000,000	4.00%	0.32%	12/08/2025	14/08/2028	36
Arab Bank Australia	NR	2,000,000	2,000,000	3.95%	0.64%	22/08/2025	24/08/2027	24
Australian Military Bank	BBB+	2,000,000	2,000,000	4.05%	0.64%	27/08/2025	27/08/2027	24
Australian Military Bank	BBB+	3,000,000	3,000,000	4.07%	0.95%	29/08/2025	29/08/2028	36
Police Credit Union	NR	1,000,000	1,000,000	4.06%	0.32%	8/09/2025	8/09/2027	24
Australian Military Bank	BBB+	1,000,000	1,000,000	4.08%	0.32%	9/09/2025	11/09/2028	36
BankVic	BBB+	2,000,000	2,000,000	4.09%	0.64%	15/09/2025	15/09/2028	36
Australian Military Bank	BBB+	2,000,000	2,000,000	4.05%	0.64%	16/09/2025	16/09/2027	24
BankVic	BBB+	2,000,000	2,000,000	4.15%	0.64%	21/10/2025	21/10/2027	24
Police Credit Union	NR	1,000,000	1,000,000	4.55%	0.32%	14/11/2025	15/11/2027	24
Police Credit Union	NR	2,000,000	2,000,000	4.56%	0.64%	17/11/2025	17/11/2028	36
Westpac	AA-	1,000,000	1,000,000	4.45%	0.32%	20/11/2025	20/11/2028	36
Westpac	AA-	2,000,000	2,000,000	4.53%	0.64%	28/11/2025	28/11/2028	36
Westpac	AA-	1,000,000	1,000,000	4.66%	0.32%	4/12/2025	4/12/2028	36
Westpac	AA-	1,000,000	1,000,000	4.64%	0.32%	8/12/2025	8/12/2027	24
P&N Bank	BBB+	2,000,000	2,000,000	4.90%	0.64%	15/12/2025	15/12/2027	24
Westpac	AA-	2,000,000	2,000,000	4.79%	0.64%	15/12/2025	15/12/2028	36
Police Credit Union	NR	1,000,000	1,000,000	4.76%	0.32%	8/01/2026	10/01/2028	24
Westpac	AA-	2,000,000	2,000,000	4.82%	0.64%	29/01/2026	31/01/2028	24
BankVic	BBB+	0	2,000,000	5.05%	0.64%	26/02/2026	26/02/2029	36
Total Medium Term Deposits		135,000,000	136,000,000	4.45%	43.18%
Floating Rate Notes
Newcastle Permanent	BBB+	1,013,541	1,005,415	BBSW + 100	0.32%	10/02/2022	10/02/2027	60
NAB	AA-	2,554,145	2,531,533	BBSW + 120	0.80%	25/11/2022	25/11/2027	60
Suncorp	AA-	1,121,349	1,125,004	BBSW + 125	0.36%	14/12/2022	14/12/2027	60
CBA	AA-	2,030,155	2,036,027	BBSW + 115	0.65%	13/01/2023	13/01/2028	60
Bank Australia	BBB+	1,933,425	1,915,409	BBSW + 155	0.61%	22/02/2023	22/02/2027	48
Bendigo-Adelaide Covered	AAA	1,019,435	1,023,129	BBSW + 115	0.32%	16/06/2023	16/06/2028	60
CBA	AA-	2,548,896	2,527,792	BBSW + 95	0.80%	17/08/2023	17/08/2028	60
ANZ	AA-	2,133,958	2,140,407	BBSW + 93	0.68%	11/09/2023	11/09/2028	60
Bank Australia	BBB+	1,659,818	1,665,388	BBSW + 150	0.53%	30/10/2023	30/10/2026	36
ANZ	AA-	2,555,011	2,533,573	BBSW + 96	0.80%	5/02/2024	5/02/2029	60
Suncorp	AA-	1,015,308	1,018,624	BBSW + 98	0.32%	19/03/2024	19/03/2029	60
ING Bank	A	505,077	506,844	BBSW + 95	0.16%	22/03/2024	22/03/2027	36
BoQ	A-	1,675,581	1,680,797	BBSW + 128	0.53%	30/04/2024	30/04/2029	60
Bendigo-Adelaide	A-	812,538	805,686	BBSW + 100	0.26%	14/05/2024	14/05/2027	36
ANZ	AA-	1,520,550	1,524,618	BBSW + 86	0.48%	18/06/2024	18/06/2029	60
Teachers Mutual	BBB+	912,192	915,304	BBSW + 130	0.29%	21/06/2024	21/06/2027	36
ING Bank	A	2,242,032	2,225,587	BBSW + 102	0.71%	20/08/2024	20/08/2029	60
CBA	AA-	1,525,537	1,512,917	BBSW + 87	0.48%	22/08/2024	22/08/2029	60
Suncorp	AA-	2,429,072	2,436,947	BBSW + 92	0.77%	27/09/2024	27/09/2029	60
Bendigo-Adelaide	A-	755,449	758,157	BBSW + 96	0.24%	24/10/2024	24/10/2028	48
ANZ	AA-	1,319,191	1,307,854	BBSW + 81	0.42%	18/02/2025	18/02/2030	60
Rabobank	A+	1,319,945	1,308,639	BBSW + 85	0.42%	20/02/2025	20/02/2030	60
The Bank of Nova Scotia	A+	2,033,855	2,040,646	BBSW + 140	0.65%	21/03/2025	21/03/2030	60
Suncorp	AA-	1,017,152	1,008,616	BBSW + 93	0.32%	21/05/2025	21/05/2030	60
Macquarie Bank	A+	1,407,621	1,411,963	BBSW + 82	0.45%	17/07/2025	17/07/2030	60
Total Floating Rate Notes		39,060,831	38,966,876		12.37%
Fixed Rate Bonds
ING Covered	AAA	740,650	738,504	1.10%	0.23%	19/08/2021	19/08/2026	60
Northern Territory Treasury	AA-	3,000,000	3,000,000	1.50%	0.95%	24/08/2021	15/12/2026	64
BoQ	A-	1,876,139	1,881,912	2.10%	0.60%	27/10/2021	27/10/2026	60
BoQ	A-	2,037,769	2,048,870	5.30%	0.65%	30/04/2024	30/04/2029	60
ANZ	AA-	1,212,132	1,189,408	4.65%	0.38%	18/02/2025	18/02/2030	60
The Bank of Nova Scotia	A+	2,025,056	2,038,252	5.23%	0.65%	21/03/2025	21/03/2030	60
Macquarie Bank	A+	1,659,199	1,668,337	4.37%	0.53%	17/07/2025	17/07/2030	60
Northern Territory Treasury	AA-	2,000,000	2,000,000	1.50%	0.64%	6/08/2021	15/12/2026	64
Northern Territory Treasury	AA-	1,000,000	1,000,000	1.50%	0.32%	14/07/2021	15/12/2026	65
Northern Territory Treasury	AA-	2,000,000	2,000,000	1.30%	0.64%	29/04/2021	15/06/2026	61
Total Fixed Rate Bonds		17,550,946	17,565,282	2.89%	5.58%
Managed Funds
NSW Tcorp	NR	2,490,015	2,516,793	1.08%	0.80%	17/03/2014	N/A	N/A
Total Managed Funds		2,490,015	2,516,793	1.08%	0.80%
TOTAL CASH ASSETS, CASH EQUIVALENTS & INVESTMENTS		307,574,178	314,940,106		100.00%

 

Council’s investment portfolio is dominated by Term Deposits, equating to approximately 49% of the portfolio across a broad range of counterparties. Cash equates to 32%, with Floating Rate Notes (FRNs) around 12%, fixed rate bonds around 6% and growth funds around 1% of the portfolio.

 

 

Council’s investment portfolio is well diversified in complying assets across the entire credit spectrum. It is also well diversified from a rating perspective. Credit quality is diversified and is predominately invested amongst the investment grade Authorised Deposit-Taking Institutions (ADIs) (being BBB- or higher), with a smaller allocation to unrated ADIs.

 

All investments are within the defined Policy limits, as outlined in the Rating Allocation chart below:

 

Investment Portfolio Balance

 

Council’s investment portfolio balance increased over the past month, up from $307.57M to $314.94M. This increase in portfolio balance is reflective of the third quarter rates instalment being due at the end of February.

 

 

Monthly Investment Movements

 

Redemptions/Sales – Council redeemed/sold the following investment securities during February 2026:

 

 

New Investments – Council purchased the following investment security during February 2026:

 

 

Rollovers – Council did not roll over any investment securities during February 2026

 

Monthly Investment Performance

 

Interest/growth/capital gains/(losses) for the month totalled $1,022,198, which compares favourably with the budget for the period of $686,282 - outperforming budget for the month by $335,916.

 

Council’s outperformance to budget for February is mainly due to better than budgeted returns on Councils investment portfolio as well as a higher than anticipated investment portfolio balance – which is partly due to Council receiving upfront payment of $48.5M in AIF funding in June 2024. For the 2025/26 financial year to date, Council has accrued $1,220,704 on this AIF funding received. As the project commences and the funding is spent, the monthly interest will reduce.

 

Council experienced a positive return on its NSW T-Corp Managed Fund for the month of February, with the fund returning +1.08% (or $26,778) with domestic (+4.11%) and international (+0.64%) shares being the main contributors to this month’s performance.

 

 

In comparison to the AusBond Bank Bill Index* of 3.76% (annualised), Council’s investment portfolio returned approximately 4.17% (annualised) for the month of February – outperforming the benchmark for the month.

 

Over the past year, Council’s investment portfolio has returned 4.17%, outperforming the AusBond Bank Bill index by 0.34%. Councils investment portfolio has continued to perform in line with the AusBond Bank Bill Index* over the longer-term time period, returning 4.00% per annum over the past 3 years – slightly underperforming the benchmark by -0.14% over this time.

 

* The AusBond Bank Bill Index is the leading benchmark for the Australian fixed income market. It is interpolated from the RBA Cash rate, 1 month and 3-month Bank Bill Swap rates.

 

 

Report by Responsible Accounting Officer

Budget variations are reported in accordance with Council’s POL 052 Budget Policy.

 

Investments are reported in accordance with Council’s POL 075 Investment Policy.

 

Local Government Act 1993

Section 625 - How may councils invest?

 

Local Government (General) Regulation 2021

Section 212 - Reports on council investments

Community leadership and collaboration

Objective: Wagga Wagga City Council leads through engaged civic governance and is recognised and distinguished by its ethical decision-making, efficient management, innovation and quality customer service

Ensure transparency and accountability

This report is a control mechanism that assists in addressing the following potential risks to Council:

·        Loss of investment income or capital resulting from ongoing management of investments, especially during difficult economic times

·        Failure to demonstrate to the community that its funds are being expended in an efficient and effective manner

All relevant areas within Council have consulted with the Finance Division in relation to the budget variations listed in this report.

 

The Finance Division has consulted with relevant external parties to confirm Council’s investment portfolio balances.

 

 

1⇩.

Capital Works Program 2025/26 to 2034/35