Agenda of Ordinary Meeting of Council - Monday, 21 September 2026

Report submitted to the Ordinary Meeting of Council on Monday 21 September 2026

RP-1

Reports from Staff

RP-1 RESPONSE TO NOTICE OF MOTION - TEMPORARY SUSPENSION OF WINTER DISPLACEMENT OF PEOPLE SLEEPING ROUGH

Author: Madeleine Scully

Executive: Christine Priest

Summary:

This report is presented to Council in response to NOM-1 Temporary Suspension of Winter Displacement of People Sleeping Rough adopted at the 27 July 2026 Ordinary Council meeting.

Recommendation

That Council receive and note the report.

Report

At the Ordinary Meeting of Council on 27 July 2026 Council resolved the following in response to the:

NOM-1 NOTICE OF MOTION - TEMPORARY SUSPENSION OF WINTER
DISPLACEMENT OF PEOPLE SLEEPING ROUGH

26/236 RESOLVED:

On the Motion of Councillors R Foley and J McKinnon

That Council:

a note the whole of Government response to homelessness in Wagga Wagga and the assurances given that people in temporary accommodation are not required to leave after 72 hours, and that the temporary accommodation will be provided until suitable longer term housing is offered, provided those residing in the accommodation abide by the rules and conditions of residing there

b request a report to the Ordinary Meeting of Council on 21 September 2026 on the actions taken and outcomes achieved under the whole of Government response

Background

Following the tragic death of a newborn baby on the banks of the Murrumbidgee River in a homeless encampment, an emergency meeting was convened between senior representatives of the New South Wales Government and Wagga Wagga City Council on 7 May 2026 which led to the establishment of a Homelessness Encampments – Wagga Wagga Emergency Response Working Group focusing on the CBD Riverside, Wilks Park and Oura encampment sites.

The Homelessness Encampments – Wagga Wagga Emergency Response Plan (the Plan) working group, is chaired by Homes NSW at the specific request of the Premier and the membership includes: Homes NSW, Premier's Department, Wagga Wagga City Council, Office of the Hon. Rose Jackson MLC, Member of Wagga Wagga Dr Joe McGirr, St Vincent de Paul Society NSW (Edel Quinn and De Marillac House), NSW Police, Crown Lands NSW, Grand Pacific Health (Medicare Mental Health Centre), Local Land Services (Department of Primary Industries and Regional Development), NSW Health, Murrumbidgee Primary Health District, Marathon Health, Wagga Local Aboriginal Land Council, Riverina Medical and Dental Aboriginal Corporation and Corrective Services NSW.

Council is a formal member of the working group that has been tasked with developing and actioning this plan. Led by the General Manager and Mayor (or delegate), staff attend weekly meetings of the working group to provide Council’s perspective, coordinate resources to support the efforts, plan on-site operations and ensure any issues arising are considered as part of the working group’s planning and deliberations.

It is important to note that Council is not a direct social services provider, with Homes NSW being the lead service provider of accommodation and housing products for people experiencing homelessness alongside non-government local agencies such as Vinnies (Edel Quinn Homelessness Shelter and De Marillac House Women’s Refuge).

Council's role in this emergency operation is to collaborate with agencies to support the reduction of homelessness in our community. Council is actively working in tandem with other levels of government and support agencies to help people living in the identified encampments to relocate to more suitable and safer accommodation and to link them to support services.

Below is a statement from Homes NSW received 15 September 2026:

Wagga Wagga Homelessness Response

A coordinated multi-agency response to homelessness and rough sleeping in Wagga Wagga has delivered significant outcomes, including the complete removal of encampments at Wagga Beach, substantial reductions at Wilks Park, and increased engagement with people experiencing homelessness.

The response was initiated following a sharp increase in rough sleeping during early 2026, which led to escalating community safety, environmental, and public amenity concerns. An Emergency Response Working Group was established to coordinate housing, health, and support services, providing a more integrated approach to assisting vulnerable individuals.

Homes NSW's Wagga Housing Services team, working closely with Specialist Homelessness Services and partner agencies, has played a key role in building trust with rough sleepers, facilitating access to support services, and creating pathways to housing and longer-term assistance.

Key outcomes include:

· Complete removal of encampments at Wagga Beach.

· Significant site remediation and removal of hazardous waste.

· Reduction of encampments at Wilks Park from approximately 20-30 to two remaining camps.

· Increased connections to housing, support services, and case management for people experiencing homelessness.

The remaining cohort at Wilks Park presents complex circumstances requiring tailored and ongoing support. The response has demonstrated that sustainable homelessness outcomes require more than housing placement alone, with individual needs often extending to health, social, and tenancy sustainment supports.

Acknowledging public and media commentary, the data demonstrates measurable progress against objectives. The Wagga Wagga experience highlights the value of coordinated, person-centred interventions and cross-agency collaboration in reducing rough sleeping and supporting long-term housing stability for vulnerable community members.

People living in the encampment locations 9 September 2026

	*Wagga Beach*	*Wilks Park*	*Oura Reserve*	*Total*
People experiencing homelessness	0	4	4	8
Travellers	0	5	1	6
Total of people at location	0	9	5	14

Crime and Safety

A key member of the working group is the Wagga Local Area Command who have provided extensive planning knowledge at the weekly working group meetings as well as on site tactical support while Homes NSW and Vinnies have undertaken weekly assertive outreach at the identified encampment locations as well as supporting Council staff undertaking regulatory on-site notifications and clean up works at the encampment sites.

Health Services

As part of the Emergency Response Plan, a coordinated health response was established to support people experiencing homelessness in Wagga Wagga. Through collaborative outreach involving Homes NSW, Wagga Wagga’s Specialist Homelessness Service, Vinnies, First Nations health services and other local health organisations, people have been offered opportunities to connect with health services including mental health, alcohol and other drug support, care coordination, service navigation and peer support. This coordinated approach has strengthened collaboration between health, housing and community service providers, supporting more integrated pathways for people experiencing homelessness and helping improve access to appropriate services and support.

Murrumbidgee Primary Health Network commissions Marathon Health to deliver the Homelessness Health Support Team (HHST) Program. Participants can be referred to a HHST Program team member (care coordinator, service navigator or care worker) who will work closely with them to develop individualised health and wellbeing goals. They will receive person-centred support to access the right healthcare services and local support to enhance their overall wellbeing. Officers from Marathon Health have attended Wilks Park for assertive outreach and will explore in-reach opportunities at Edel Quin in the future to support people experiencing homelessness.

As part of this response, the Murrumbidgee Local Health District’s Public Health Unit have engaged NSW Users and AIDS Association (NUAA) to facilitate peer-led outreach in Wagga Wagga in November 2026. This peer-led service will focus on harm reduction, engaging with people who inject drugs, particularly those experiencing homelessness, social disadvantage, or barriers to accessing traditional health services to improve blood-borne virus testing and treatment pathways, and contribute to better health outcomes.

Through the Murrumbidgee Local Health District, specialist mental health and alcohol and other drugs services, and public health teams have also been engaged in the emergency response plan.

Abandoned Camps and Cleanup Works

Campsites have only been cleaned up by Council when they are confirmed as abandoned, which is determined after seven days of vacancy, or when they are signed over directly to Council by their former occupants in line with the Public Spaces (Unattended Property) Act.

Since the commencement of the Homelessness Encampments – Wagga Wagga Emergency Response in May 2026, Council has identified and cleaned up numerous abandoned campsites located along the CBD Riverside and at Wilks Park, removing a total of approximately 110 m3 of waste during 6 major clean up days. The type of materials cleaned up by staff included discarded tents, structures, shopping trolleys, dumped rubbish, human waste and many thousands of syringes from the Riverside and Wilks Park locations. The 6 key cleanup days resulted in the following:

Location	Date	Waste removed m3
Wilks Park	15 July 2026	10m3
Riverside	28 July 2026	10m3
Riverside	5 August 2026	30m3
Wilks Park	19 August 2026	20m3
Wilks Park	3 September 2026	30m3
Wilks Park	4 September 2026	10m3

Due to the scale of the clean-up of abandoned items, toxic rubbish and syringes, and to ensure worker safety, Council used a skid steer and mini excavator and will continue to use them in areas where it has been deemed too unsafe for staff to undertake manual handling of hazardous material.

Staff continue to undertake clean up works as people agree to take up offers of accommodation at Wilks Park and relinquish camp items they no longer want. Skip bins have also been provided alongside regular syringe and general waste disposal bins, to assist people packing up their campsites to dispose of the extensive waste that has accumulated in the encampment areas.

These actions are being undertaken in accordance with the Public Spaces (Unattended Property) Act 2021 and the Public Spaces (Unattended Property) Regulation 2022 and are ongoing.

Media, Communications and Community Engagement

The emergency response has generated significant public interest and local and national media coverage. Unfortunately, there has also been misinformation and confusion, causing stress for people experiencing homelessness and concerns among local residents about the legal framework guiding Council’s actions. Council staff have responded to ongoing media, community and councillor requests for information throughout this period which is current and factual.

In line with the working group’s communication plan, led by Homes NSW, staff have issued 11 media statements, responded to numerous local and national media enquiries, and established a Homelessness in Wagga Wagga landing webpage as a central source of factual information on Council’s current actions. This landing webpage is where people can access answers to frequently asked questions, information on local support and assistance available along with practical information like how to avoid a needle stick injury.

Staff have focused on connecting vulnerable community members with local support services and developed accessible resources, including the Can We Help campaign. These digital and printed resources identify key services available during a crisis and will be relaunched in October 2026, with funding received from the Wagga Wagga Medicare Mental Health Centre to update the collateral. Staff have also developed and distributed a local support services information pack to people living at the identified encampment locations. These resources were reviewed and endorsed by the Homelessness Encampments – Wagga Wagga Emergency Response Plan working group.

Staff also reviewed local food relief, rescue and pantry programs to develop the Wagga Wagga Food Relief Guide 2026, outlining food relief and meal services available across the city, including times and locations, available over a seven-day schedule. The guide has been distributed through local networks and is available as a printable resource via the Can We Help webpage on Council’s website.

Council staff remain active participants in the Triple H Forum (Housing, Homelessness and Human Services) a Wagga based interagency network composed of local community housing providers, support agencies and specialist homelessness services. Council, in partnership with lead homelessness agency Vinnies, delivered the recent Community Connections Day in August. This community event was held during National Homelessness Week and hosted 23 local services for a free community lunch to connect community members to early intervention and crisis supports including: Vinnies (Edel Quinn Shelter & De Marillac House); Vinnies Van; Riverina Community College; Homes NSW; Carevan Wagga; Murrumbidgee Local Health District Priority Populations; Verto; Medicare Mental Health Centre; Anglicare; Wagga Women’s Health Centre; Orange Sky; Relationships Australia Canberra & Regions; The Personal Group; Wellways Riverina; Murrumbidgee Primary Health Network; RivMed; Asayish Comfort Care; Marathon Health; Karralika; Legal Aid; Sunflower House and Australian Bureau of Statistics Census.

There were approximately 150 community members in attendance at this community event and it was a valuable opportunity for local services to meet each other and strengthen collaboration to prevent homelessness in the first place.

Land Tenure, Regulatory and Compliance Responsibilities

On commencement of the Plan and establishment of the working group, Council staff sought legal advice before proceeding with any actions pertaining to signage, regulatory compliance and land tenure to ensure Council acted in accordance with relevant legislation consistently and legally. Council staff have worked in collaboration with local specialist services to ensure a human-centred approach to any compliance action is undertaken with the priority being to always confirm that alternative safer accommodation is offered to those sleeping rough before any compliance action is undertaken, for example issuing a fine.

Council recognises that issuing fines to people experiencing homelessness is a last resort, as fines can add further financial stress to people already experiencing significant disadvantage. Staff delayed enforcement of the conditions of use at the CBD Riverside and Wilks Park encampments while further communication was undertaken to address misinformation circulating in the media, within the encampments and across the broader community. Compliance action did not commence until staff were satisfied that people affected had been offered alternative safer accommodation.

Once satisfied that Homes NSW and its housing partners could provide appropriate accommodation offers to people living in the encampments, letters were developed and hand-delivered with a clear direction to move on and detailed the possible future compliance actions that Council could take. Council has continued to provide individuals with extra time prior to taking any formal compliance and enforcement action with most individuals actively engaging with support services and accepting accommodation. This compliance action was a direct result of the Homelessness Encampments – Wagga Wagga Emergency Response Plan led by Homes NSW, at the direction of the NSW Premier and NSW Minister of Housing.

Temporary storage up to 60 days has also been offered by Council staff to those who need to store personal items to assist in their transition to alternative safer housing and this has been taken up by multiple people needing this assistance.

On Monday 31 August 2026, Council staff, Police, Homes NSW and Vinnies attended Wilks Park to commence a three-day compliance operation to address ongoing breaches of the site's conditions of stay.

Any person who is genuinely engaging with support services and progressing towards alternative accommodation has not been subject to compliance action while those arrangements are being finalised. However, several people staying at Wilks Park have consistently declined offers of alternative safer accommodation and support offered. Compliance action in the form of fines have been issued where individuals continue to stay at the site in breach of the conditions of stay.

Animals

Council encourages responsible pet ownership and has a range of services and information relating to animals and pet care available. Council staff recognise and respect the importance of companion animals that contribute toward positive mental health and wellbeing of community members who are experiencing homelessness.

For people living in the identified locations with companion animals, staff have offered and provided shelter and care for some animals so that their owners can access alternative safe accommodation and when a more permanent solution is found, both pet and owner can be reunited.

Animals in the care of Council have been professionally cared for by staff, with an attending vet, and they have been registered, microchipped and de-sexed. Staff have offered assistance to people living in the encampments by arranging for registration and microchipping and collecting/returning pets back to their owners. Staff have also had to seize dangerous dogs, stray animals and disposed of deceased dogs from Wilks Park, with any reports of animal abuse and neglect made to the RSPCA who hold the legal authority to intervene.

Parks and Open Space Rehabilitation Works

Parks and Gardens staff have supported the emergency plan through planning, clean-ups and rehabilitation works to restore parks and open spaces following extensive damage. Open space rehabilitation works have included removing dumped waste, installing signage, replanting, mowing and garden mulching, improving these sites for general public use ahead of the warmer months.

Next Steps

Homelessness is a complex issue requiring a coordinated whole-of-government and community response. The Emergency Plan Working Group has made significant progress towards achieving its primary objective of relocating people experiencing homelessness from identified encampments into safer alternative accommodation.

The majority of people living in the identified encampments have been relocated to safer accommodation options. Major encampment areas at the CBD Riverside and Wilks Park have been cleaned up and rehabilitated, improving both actual and perceived community safety for residents and visitors wanting to utilise local walking and cycling tracks, public amenities and open space that exists for general community use and access.

Residents have reported appreciation for Council’s response and complaints to Council of antisocial behaviour in and around the former encampment areas have reduced. CBD Riverside and Wilks Park have also been restored so they are accessible for general public use, with Wilks Park to be maintained and regulated as a three-day primitive campsite for short-stay visitors. These outcomes have been achieved through the collaboration and coordination of services and resources across the agencies represented on the Emergency Plan Working Group.

This work will continue with a focus on working with people still living in the encampments to access alternative safer accommodation and preventing unsafe encampments from re-establishing. The emergency working group will continue monitoring the CBD Riverside and Wilks Park locations and engaging with people sleeping rough to support relocation into safe alternative accommodation. The working group is currently finalising land tenure planning with Local Land Services to then mobilise further to engage with people currently living at the Oura encampment site.

For the immediate future Council will remain focused on directing resources toward the Homelessness Encampments – Wagga Wagga Emergency Response Plan working group. Staff will also continue to pursue opportunities to advocate to government for increased funding to existing homelessness services’ reach and impact in the city. This will include a focus on advocating for increased investment in long term viable housing options for social and community disadvantaged cohorts including additional funding investment into front line homelessness and primary prevention housing services in line with the NSW Homelessness Strategy 2025-2035.

Financial Implications

All services currently being undertaken by Council staff as detailed in this report are funded in the endorsed operational budget 2026/27 financial year.

Policy and Legislation

Crown Land Management Act 2016 and the Local Government Act 1993.

Public Spaces (Unattended Property) Act 2021 and the Public Spaces (Unattended Property) Regulation 2022

Companion Animals Act 1998

NSW Homelessness Strategy 2025-2035

NSW Homelessness Strategy Action Plan 2025-2027

Link to Strategic Plan

Vibrant

Reduce homelessness

Advocate for our community to access crisis accommodation and build capacity to prevent and respond to homelessness

Risk Management Issues for Council

Risk management is a priority consideration as part of Council’s participation in the current Homelessness Encampments – Wagga Wagga Emergency Response Plan working group. Operational plans that consider Council’s legal obligations, together with site-specific risk assessments, are prepared prior to any on-site attendance by Council staff. Post evaluations are also undertaken to consider operational safety for staff, homeless residents in the identified encampments, service providers and Police.

It is recognised that our community expects Council to lead with empathy and respond to homelessness issues in our community as described in the Local Government Act (1993). Failing to proactively communicate Council’s role and commitment to regulate public spaces, respond to community safety issues and advocate for more resources could result in reputational damage and further community concerns regarding Council’s service performance.

Internal / External Consultation

Internal consultation was undertaken with staff from the Finance, Parks, Regulatory Services, Community Development, Property, Facilities Management and Work Health and Safety teams along with the members of the Homelessness Encampments – Wagga Wagga Emergency Response Working Group to develop this report.

Report submitted to the Ordinary Meeting of Council on Monday 21 September 2026

RP-2

RP-2 RESPONSE TO NOTICE OF MOTION - FEASIBILITY OF A SAILBOAT DOCK AND LIFTING CRANE FACILITY AT LAKE ALBERT

Author: Ben Creighton

Executive: Fiona Piltz

Summary:

This report responds to a Councillor Notice of Motion seeking the development of a feasibility study of a Sailboat Dock and Lifting Crane Facility at Lake Albert.

Recommendation

That Council:

a note the potential benefits and constraints associated with a proposed sailboat dock and lifting crane facility at Lake Albert

b note the estimated cost and number of staff hours required to complete a feasibility study

c not proceed with the feasibility study at this time due to the anticipated unbudgeted cost

Report

At the Ordinary Meeting of Council held 13 July 2026 it was resolved as follows.

NOM-2 NOTICE OF MOTION – FEASIBILITY OF A SAILBOAT DOCK AND LIFTING CRANE FACILITY AT LAKE ALBERT TO ATTRACT SMALL BOAT SAILING COMPETITIONS

26/216 RESOLVED:

On the Motion of Councillors R Foley and G Davies

That Council:

a receive a report on the proposed investigation of a dedicated sailboat dock and lift crane facility at Lake Albert, including suitable siting options, accessibility considerations and alignment with the Lake Albert Plan of Management and relevant strategic plans

b receive advice in that report on the scope, cost, resourcing and specialist input required to undertake a detailed feasibility assessment, including any planning, environmental, operational, legal, risk and financial implications

c receive advice on potential external funding opportunities, including grant programs and partnership opportunities, that may be available to support any future feasibility work or delivery of the facility

d receive advice on appropriate stakeholder consultation that would be required should Council resolve to progress to a detailed feasibility assessment

e consider whether to proceed with a detailed feasibility assessment following receipt of the report

This report has been prepared in response to this resolution.

Background

Council has previously considered improvements to boating and water-based recreation infrastructure at Lake Albert, including opportunities to improve safe and accessible access to the lake for sailing and other passive watercraft users. In 2024, Council worked with local user groups to investigate potential improvements and submitted a grant application through the NSW Boating Now program in partnership with an adjacent club. That application was unsuccessful; however, the process confirmed that any future proposal would require a more detailed feasibility assessment before Council could commit to design, funding or delivery.

The proposed facility would potentially provide improved access for sailing craft, support users with limited mobility, reduce manual handling risks associated with launching and retrieving vessels, and contribute to broader recreation and visitor outcomes at Lake Albert. It would also need to be assessed against site constraints, lake operating conditions, environmental considerations, public safety requirements, ongoing maintenance obligations and the priorities identified in Council’s adopted strategic documents.

Lake Albert Plan of Management

The Lake Albert Plan of Management 2025-2035 provides the management framework for the Lake Albert precinct and identifies the lake as an important community, recreation, environmental and cultural asset. The plan supports sustainable visitor use, active recreation, protection of environmental values, consultation with the Wiradjuri/Wiradyuri and First Nations Community, and management of the precinct for the benefit of residents and the wider region. Any proposal for a sailboat dock and lifting crane facility would need to demonstrate consistency with these objectives, including impacts on public access, lake users, visual amenity, cultural heritage, water quality, biodiversity and long-term asset management.

The proposal is also broadly aligned with the Recreation, Open Space and Community Strategy 2040, which identifies the need to improve accessibility, activate public spaces, improve existing assets and support community health through recreation infrastructure. While these strategies provide policy support for investigating improved water access, they do not remove the need for a detailed assessment of feasibility, cost, environmental approvals and ongoing maintenance responsibilities.

Feasibility Study Requirements

The basic requirements for a feasibility study would require some basic planning activities to be undertaken. These would include:

Workstream	Scope	Likely input
Site and options assessment	Identify suitable locations, access points, lake depths, manoeuvring areas, interaction with other users and constraints.	Civil/marine engineer Surveyor Council staff
Concept design	Prepare concept layouts for a dock, lifting crane, accessible paths, vehicle access, storage, safety controls and integration with existing facilities.	Marine/civil engineer Council staff
Planning and environmental review	Review approval pathways, Crown land considerations, environmental impacts, water quality, biodiversity, cultural heritage and construction impacts.	Council environmental and planning staff Environmental consultant to undertake REF
Operational and risk assessment	Assess user management, crane operation, public safety, training, insurance, liability, emergency access and maintenance obligations.	Council staff
Costing and funding review	Prepare order-of-cost estimates for feasibility, design, approvals, construction, renewal and ongoing maintenance; review potential grants and partnerships.	Quantity surveyor, Council grants and finance staff.
Stakeholder consultation	Engage user groups, adjacent clubs, residents, access groups, First Nations representatives and relevant agencies before finalising feasibility findings.	Comms and Engagement staff, Project manager and relevant technical specialists.

Based on the above scope, the feasibility study would require a multidisciplinary approach some of which would need to be procured externally, supported by Council staff from across all directorates. The study would not deliver the facility; it would only determine whether a future project is technically, financially, environmentally and operationally feasible. The estimated cost of completing all elements of a detailed feasibility assessment for the sailboat dock and lifting crane facility is estimated to be in the order of $40,000 to $60,000.

Following the discussion of the Notice of Motion staff approached the Sailing Club to discuss the proposed project. In response to this approach the following advice was received:

Thanks for your notification regarding the Notice of Motion for the feasibility study for a sailboat dock and lifting crane facility.

We understand that this issue was raised with the council on behalf of Mr Ben Morgan, who is a recently joined member of the sailing club.

We acknowledge that the issue of an "all abilities wharf" was considered by the club in recent years but was ultimately considered problematic in relation to inconsistent water levels and the problems associated with locating the facility so that it would not impede shoreline access for sailing boats (which require a broad range of access approaches to the shoreline dependant upon wind direction and conditions).

The Club Committee is not averse to the concept of the dock and lifting crane facility but note the following for the sake of clarity:

• The sailing club has not actively sought the facilities in question.

• The potential location of the facility (and similar facilities considered in the past) is problematic due to the potential for interference with shoreline access from the water for boats.

• The sailing club would not be responsible for any financial or other burden related to the installation and maintenance of such a facility.

Given there is no commitment from the sailing club to financially assist with the project, and no identified budget to complete the feasibility, capital or operation costs it is recommended that Council not proceed with the feasibility study or construction of the dock at this time.

Financial Implications

The estimated cost of completing a detailed feasibility assessment for the sailboat dock and lifting crane facility is in the order of $40,000 to $60,000, depending on the level of specialist technical, environmental, survey, planning and cost estimation advice required. In addition, the study would require approximately 80 to 100 hours of Council staff time to prepare briefs, procure consultants, coordinate stakeholders, review technical advice and report the findings back to Council.

No funding is currently allocated in the adopted Long Term Financial Plan for this feasibility assessment. Should Council wish to proceed, funding would need to be identified via an external grant program or partnership contribution.

Funding program	Status at 2 Sept 2026	Indicative funding	Best use
NSW Boating Infrastructure for Communities / BIDS	Previous round closed; broader BIDS program continuing	Previous awards from $20K to $2M+	Feasibility, design, pontoon/dock, accessible access, boating infrastructure
Australian Government Growing Regions Program – new round	Forecast – opening soon	$250K–$15M	Full construction if developed as significant regional community infrastructure as part of a larger project
NSW Active Regional Communities – Community Participation	2026 round closed	$100K–$1M	Accessible sporting/community participation infrastructure
NSW Active Regional Communities – Regional Events & Partnerships	2026 round closed	$750K–$2M	Facility linked to regional/state sailing events and visitation
Community Building Partnership	2026 round closed	$10K–$100K	A smaller project stage/component
NSW sport infrastructure programs	No suitable general round presently open	Historically $100K–$2M+	Future sport-infrastructure rounds

If constructed Council would then be responsible for the operational maintenance and renewal cost of maintaining the facility. The required funding for these activities is currently unknown.

Policy and Legislation

Lake Albert Plan of Management

Recreation, Open Space and Community Strategy

Link to Strategic Plan

Vibrant

Sport and recreational opportunities

Develop Wagga Wagga as a premier NSW sporting hub.

Risk Management Issues for Council

The key risks for Council relate to committing resources to a feasibility study without an identified funding pathway for delivery, potential expectations from user groups, environmental and cultural heritage constraints, public safety and liability associated with crane operation, interaction with other lake users, and the potential for ongoing maintenance and renewal costs to exceed current asset budgets. These risks can be managed through a staged approach, clear scope definition, early stakeholder engagement, technical assessment and a further report to Council before any commitment to detailed design or construction.

Internal / External Consultation

Internal consultation was undertaken with City Growth and Projects, Wagga Leisure and Recreation, Strategic Asset Management and relevant planning and governance staff to inform the scope, resourcing and likely implications of a feasibility assessment.

If Council were to proceed with the feasibility study engagement would be required to be undertaken with the following groups:

· Transport for NSW

· Crown Lands

· Wiradjuri/Wiradyuri Community

· DPI Fisheries

· Wagga Boat Club

· Wagga Sailing Club

· Wagga Country Club

· Wagga Rowing Club

· Bidgee Dragons

· General Community / users of the Lake (boating, fishing, etc.)

· Adjacent landholders and residents,

· Accessibility representatives

· Emergency services

· Insurers

This engagement would be delivered using a variety of tools including face to face meetings, online resources, social media and media campaigns.

Report submitted to the Ordinary Meeting of Council on Monday 21 September 2026

RP-4

RP-4 VISITOR INFORMATION CENTRE LOCATION

Author: Madeleine Scully

Executive: Christine Priest

Summary:

This report outlines the proposed permanent re-establishment for the Visitor Information Centre in Wagga Wagga. It addresses the essential Work Health and Safety (WHS) needs, including psychosocial considerations for staff, while also aligning with long-term priorities for visitor servicing outlined in the Wagga Wagga Destination Management Plan 2025-2034.

Recommendation

That Council:

a approve the permanent re-establishment of the Wagga Wagga Visitor Information Centre at 183 Tarcutta Street, Wagga Wagga

b approve Option 1 or Option 2 scope of works to proceed

c approve the budget variations for the preferred option as detailed in the Financial Implications section of the report

Report

This report responds to the Council resolution from the 1 December 2025 Ordinary Meeting, at which consideration of the proposed permanent relocation of the Wagga Wagga Visitor Information Centre (VIC) was deferred to allow for further discussion of potential solutions.

The report presented to Councillors on 1 December 2025 proposed the permanent co-location of the Visitor Information Centre within the Wagga Wagga City Library. At this meeting Councillors determined that the option recommended by staff did not adequately address visitor needs, particularly in relation to parking provisions, accessibility and street appeal and that this option had the likely potential to negatively impact the library service.

Since that resolution, staff have undertaken further investigations into a range of options for the future location and configuration of the VIC. Any long-term solution must address Work Health and Safety (WHS) requirements, including psychosocial considerations for staff, while equally delivering a positive and memorable visitor experience that progresses the implementation of the strategic priorities outlined in the Wagga Wagga Destination Management Plan 2025-2034 (DMP).

Re-establishment of the Visitor Information Centre at Tarcutta Street

This report proposes the permanent re-establishment of the Visitor Information Centre at 183 Tarcutta Street.

There are two options presented for consideration as detailed below, with designs/floor plans attached to this report for Councillors’ reference. Both address essential work health and safety issues to ensure a safe place of work for VIC staff.

The key distinction between the options presented is the extent of the capital works program, with Option 2 outlining a concept to modernise the building’s form, street appeal and overall welcome experience within the precinct.

Option 1 – Work Health and Safety and visitor experience upgrade

This option is focused on addressing essential Work Health and Safety requirements, to enable the safe return of the VIC service staff to the Tarcutta Street location, with improvements to visitor amenities.

This option proposes returning the VIC to the Tarcutta Street site through a capital works upgrade focused primarily on addressing essential WHS requirements to enable the service to recommence at the former site, with investment in visitor experience improvements focused on increasing the visitor welcome and retail space available.

Essential WHS and functional works include separating a secure staff area from the public retail space, incorporating minimum-standard storage and back-of-house work areas, an accessible staff toilet and lockdown area.

It is proposed the existing public toilets would be removed, with the decommissioned End of Trip facility converted into dedicated public toilet amenities with the same number of toilet stalls available. This option also includes a bookable meeting room to increase daily foot traffic and site usage, an ergonomic front-of-house desk, back-of-house storage and workspace, retail cabinetry, a new roller door, flooring and internal painting.

The current staff kitchenette, air conditioning, solar, CCTV, security alarms and external lighting infrastructure would be retained.

The existing building form and roofline would be retained, with the failing tiled roof replaced by a Colorbond steel roof. Other external works include window glazing facing Tarcutta Street to improve sightlines and passive surveillance and enclosing the former public toilet doorways.

Visitor amenity improvements include expanding the retail area to increase retail product displays for local and regional producers, technology upgrades including a self-serve kiosk and information screens, a visitor journey planning seating area and a refreshed internal fit-out that is welcoming and accessible. A provision has also been made for signage and wayfinding in this precinct area.

Key outcomes achieved through Option 1:

Re-establish the VIC service in a highly visible and well-known CBD location.

Complete essential WHS upgrade to the building & replace the failing tiled roof

Upgraded public toilet facilities through the End of Trip facility conversion

Enhance the visitor experience by refurbishing the customer service area, expand retail space and visitor journey seating area

Technology upgrade to include self-service kiosk, external-facing information screens that can be viewed after hours.

Shared community bookable meeting space to increase foot traffic

Increase support to local and regional producers through an expanded retail offering.

Reuse of assets including CCTV, external lighting, staff kitchenette, air conditioning, solar.

Safety and Security improvements

This option considers the essential safety and security upgrades required, which has been informed by the Wagga Wagga Visitor Information Centre Community Safety Audit (May 2025). The audit was informed by documented safety incidents over the two years preceding the May 2025 incident, together with feedback from VIC staff.

While many of the recommendations from the Community Safety Audit had been implemented prior to the temporary relocation of the VIC in May 2025, including site cleanliness, CCTV, lighting upgrades and a live feed CCTV confirmed to the Wagga police station, several design issues remained outstanding. These issues have been considered in this option including returning the Visitor Information Centre service to the Tarcutta Street site to maintain activation and planting vegetation along the riverbank to discourage public access noting the cost of planting new vegetation in this location can be covered within the general operating budget for Parks and Gardens.

A staff-only area of the Visitor Information Centre is proposed and will be controlled through a security swipe-card system, preventing unauthorised public entry. The previous facility configuration relies on a hip-height gate, which has been identified as a security risk as it is relatively easy to breach. Staff consultation highlighted concerns with the current lockdown area, which is in the rear storage area which has an old external roller door that does not provide a sufficient sense of safety for them during incidents and in summer brown snakes have been found sheltering in this space. To address these concerns, a secure lockdown area is proposed to be constructed directly behind the service counter, allowing staff to quickly retreat to a protected area in the event of antisocial behaviour. The lockdown area will be fully enclosed incorporating a rear exit to ensure emergency egress and an accessible unisex staff toilet is also considered

The proposed design will improve visibility both into and out of the VIC building by installing window glazing facing onto Tarcutta Street increasing passive surveillance and providing staff with greater visibility of activities occurring around the precinct and who is entering the building. As previously mentioned, the existing CCTV infrastructure (23 cameras available to monitor activities both inside and outside of the centre, with a direct live feed to the Wagga Wagga Police Station), external lighting, and duress alarm system will be reused, where possible, to reduce overall project costs and maintain appropriate surveillance required.

An important community safety upgrade not considered in this report generally is the installation of additional outdoor lighting to illuminate the active travel pathways in the precinct. This is being treated as a separate capital works program and staff are currently seeking external funding to undertake further precinct wide works in the future.

Public toilets

Based on a review of incident reports and staff consultation it was identified the public toilets located on the northern side of the building are a significant contributor to attracting ongoing antisocial and threatening behaviour, drug use, dumped waste, vandalism and verbal/physical harassment which was recorded at the site toward staff and visitors. This is because the toilets are passively supervised and tucked away on the side of the building and can be accessed directly from the street and carpark with quick getaway options for offenders.

Option 1 proposes that the public toilets section in the VIC building be removed. The public toilet amenity would instead be maintained at this location by converting the existing decommissioned End of Trip facility that is adjacent to the VIC carpark, into a dedicated public toilet amenity with the same number of toilet stalls that is currently available. This approach separates the public toilet function from the VIC, with the aim of reducing incidents of antisocial behaviour on staff and visitors, while maintaining public toilet provision within the broader precinct with appropriate CCTV and external lighting. The relocated public toilets would face directly onto Tarcutta Street and continue to service visitors, Active Travel Network users, event and bus groups and wider community usage.

Subject to endorsement, the Facilities Management team have confirmed procurement on this element of the project can commence immediately with an estimated procurement period of 3 months and then works to be completed within a 3-month construction period following appointment of the contractor.

Visitor experience and retail operations

This option considers creating a welcoming visitor experience reflecting Wagga Wagga’s role as a major regional destination. A redesigned floorplan will enable the Visitor Information Centre to maintain and expand its retail offering space, providing additional opportunities to showcase and support local and regional producers through an increased product range in ergonomic retail shelving and a dedicated storage area.

These improvements align with the Destination Management Plan’s agritourism and culinary objectives by providing a dedicated platform to promote and sell local and regional food and beverages, strengthening connections between visitors and the region’s primary producers. Technology integration has also been considered, including digital visitor servicing initiatives such as a self-service information kiosk and LED displays to showcase tourism content both during operating hours and facing out to the street for after-hours information and engagement opportunities.

A dedicated visitor journey planning area will provide visitors with a welcoming space to plan their travel and explore information about Wagga Wagga and the surrounding region. The area will feature local brochures and regional guides, as well as a select range of Australia-wide guides. The area will incorporate seating that encourages visitors to sit and plan their journey or wait while their car is charging on the EV unit located nearby in the Cross Street carpark. This feature also supports the centre’s commitment to Driver Reviver initiatives, while also promoting longer dwell time within the centre and encouraging visitors to spend more time experiencing the City and wider region.

Increasing foot traffic & site activation

To increase the regular number of people on site at the facility, the concept design includes a bookable meeting space that will be utilised by other council staff teams and external organisations. This space also presents opportunities for possible leasing arrangements while increasing foot traffic with the number of people regularly using the site. This flexible design enables the centre to accommodate future partnerships and service delivery opportunities based on Council objectives for example concierge-style Housing and ‘Welcome Experience’ services.

The visitor experience improvements under Option 1 are focused on maintaining a functional and safe visitor service and are the minimum considerations to achieve the space functionality required. In this option there is no provision for visitor experience enhancements such as an accessible public toilet adjacent to the retail/bookable meeting spaces, and no works proposed to modernise the external building form other than the replacement of the failing tiled roof with Colorbond steel, a new roller door and glazed windows. The current air conditioning system and solar panels will be reused with the doorways to the former accessible, women and men’s public toilets on the northern side of the building closed in.

Option 2 – WHS, visitor experience & contemporary roofline/external building upgrade

This option proposes a capital works refurbishment program of the Tarcutta Street building to address essential Work Health and Safety (WHS) requirements, and considers opportunities to invest further in the overall visitor experience in line with the priorities outlined in the Wagga Wagga Destination Management Plan 2025 – 2034 including objectives:

'Transform Wagga Wagga into a visitor-attracting destination’; 'Deliver innovative visitor servicing to meet the diverse needs of Wagga Wagga's key target markets' and ''Grow the value of the visitor economy through strategic tourism investment'.

Option 2 considers the essential WHS scope of works to maintain staff safety as detailed above in Option 1. This option considers other enhancements to the overall visitor experience both within the building and precinct arrival experience including an accessible public toilet adjacent to the retail and bookable meeting spaces that is conveniently located for visitors’ use during business hours and to users of the bookable meeting space.

To ensure the overall number of public toilets within the precinct is maintained, the End of Trip facility public toilet conversion is proposed as outlined in Option 1.

The storage provision also considers growth potential in the retail operations including future online sales and any future storage requirements for any co-located work opportunities with internal or external users in the bookable space.

In this option a new roofline and stylised building façade has been designed to allow natural light into the visitor welcome and expanded retail space and modernises the building form overall to improve its street appeal and attractiveness in the precinct.

This option would create an attractive, contemporary, fit-for-purpose new-look facility that will provide a street level welcome appeal to all precinct users beyond what can be achieved in Option 1. As a key visitor gateway, this option would optimise the city’s appeal as a thriving regional centre, and reflect Wagga Wagga’s reputation as a progressive, vibrant and visitor-ready destination.

Key outcomes achieved through Option 2:

Re-establish the VIC service in a highly visible and well-known CBD location

Improve staff safety through layout and capital works upgrades

Enhance the visitor experience with contemporary internal/external building treatments, strengthening street appeal and connection to the surrounding precinct.

Shared community bookable meeting space to increase foot traffic.

Increase support to local and regional producers through an expanded retail offering.

In venue accessible public toilet, in addition to the End of Trip public toilet conversion

Storage provision that considers the future multi-function expectations including increase in online retail sales, bookable meeting room user groups and any leasing arrangements that may occur.

Safety and security improvements

Option 2 has been developed using the same safety-based evidence and staff consultation process as Option 1 with the same WHS upgrades proposed including relocation of the public toilets to the decommissioned End of Trip facility site, the separation of staff and public areas, secure lockdown area, security swipe-card access, CCTV, external lighting, improvement to sightlines and increasing foot traffic through a bookable meeting space.

Both the front and larger back-of-house work areas are open planned in this option encouraging teamwork, positive visitor engagement and will always maintain direct sight lines to enhance safety. A refurbished staff kitchenette and break space has been considered as well as an accessible unisex staff toilet. The refurbished ergonomic staff workspaces will improve work efficiencies and manual handling for example hamper production and stock management, further promoting regional produce and income for local operators.

Customer service and retail operations

On arrival at the site Option 2 will deliver improved street appeal as a contemporary and welcoming visitor experience reflecting Wagga Wagga’s role as a major regional destination. A redesigned floorplan will enable the Visitor Information Centre to maintain and expand its retail offering space, providing additional opportunities to showcase and support local and regional producers through an increase product range in ergonomic retail shelving and a dedicated storage area.

The same provision is included in Option 2 as in Option 1 for technology integration, including digital visitor servicing initiatives such as a self-service information kiosk and LED displays to showcase tourism content both during operating hours and facing out to the street for after-hours information and engagement opportunities.

Street and Precinct appeal

In this option a new roofline is considered which will allow natural light into the building and a curved metal screen façade to create a contemporary building form, reinforcing the centre’s function as a gateway to the city and surrounding region. An external building treatment is proposed, incorporating a stylised mesh hoarding and external aluminium cladding to modernise the building’s appearance and street appeal. In this option the wrap around verandah asbestos ceiling would be removed.

The option also considers access and signage, a bookable meeting/office space with a separate entrance and replanting vegetation and shrubs along the river side as detailed in Option 1.

The proposed works in this option considers future development plans outlined in Riverside Masterplan - Stage 3 such as the Entertainment/Convention and Cultural Centre development to ensure the facility remains appealing and fit-for-purpose with the city's evolving visitor economy over the long term.

Summary table of Option 1 and Option 2

Consideration	Option 1	Option 2
Work Health and Safety (WHS), including psychosocial risk mitigation	Essential minimum requirements	Essential minimum requirements
Visitor experience and precinct improvements	Limited enhancements focused on essential WHS requirements, no change to building form, expanded retail space, technology provision and bookable meeting room.	Modernisation of building form to create a contemporary welcoming visitor facility internally and externally, with technology upgrade, expansion of retail space and bookable meeting room
Staff functionality improvements	Essential WHS requirements.	Essential WHS requirements, plus upgraded staff kitchenette. Increased storage space.
Public toilets	Public toilets relocated to refurbished End of Trip facility. No internal VIC toilet for public use.	Public toilets relocated to refurbished End of Trip facility. Accessible public toilet retained within VIC adjacent to retail/bookable meeting room.
Digital servicing capability	Provision included for self-service kiosks and digital displays	Provision included for self-service kiosks and digital displays
Building facade and street appeal	Replacement of failing tiled roof with metal Colorbond roof, glazed frontage to improve sightlines, replacement of roller door, previous public toilet doorways blocked in.	A new roofline will introduce natural light, while contemporary external treatments including a larger glazed frontage, curved metal screen façade and aluminium cladding will enhance the street appeal and overall precinct experience, futureproofing the building to complement the proposed Entertainment Centre that will be built adjacent to this site.
Retail expansion opportunities	Increased retail space 89m2 allowing for increase in local and regional product sales	Increased retail space 61m2 allowing for increase in local and regional product sales
Community/commercial use opportunities	Bookable meeting room 23m²	Bookable meeting room 23m²
Destination Management Plan (DMP) alignment	Aligns with the DMP's current visitor servicing objectives (visitor servicing, agritourism, online sales)	Aligns with the DMP's current visitor servicing objectives (visitor servicing, agritourism, online sales)
Timeline	Works are proposed to be completed over a 6-month timeframe following a 6-month final design and procurement process. Visitor Information Centre services could be re-established and commence operation at the Tarcutta Street site in approximately October 2027.	Works are proposed to be completed over a 12-month timeframe following a 6-month final design and procurement process. Visitor Information Centre services could be re-established and commence operation at the Tarcutta Street site in approximately March 2028.
Total	$736,845.71 (ex-GST)	$1,276,004.15 (ex-GST)

Please refer to attached concept designs and floorplans for Option 1 and Option 2.

Estimated timeline and costs

Subject to endorsement, the Facilities Management team have confirmed procurement and works on the refurbishment of this building (along with the public toilet amenity) can commence immediately. Based on the option selected and subject to the final scope of works, it is a reasonable basis to consider the proposal could be carried out as development without consent under clause 2.89(1)(a) of the Transport and Infrastructure SEPP, which permits alterations and additions to a public administration building when carried out by or on behalf of a public authority.

Option 1 works proposed would be completed over a six-month timeframe following a 6-month final design and procurement process. This would mean the Visitor Information Centre services could be re-established and commence operation at the Tarcutta Street site in approximately October 2027 at a total cost of $736,845.71 (ex-GST).

Option 2 works proposed would be completed over a 12-month timeframe following a six-month final design and procurement process. This would mean the Visitor Information Centre services could be re-established and commence operation at the Tarcutta Street site in approximately March 2028 at a total cost of $1,276,004.15 (ex-GST).

Please note the Visitor Information Centre building in Tarcutta Street is located on Crown Land which is managed by Council. Where works are being done that extend beyond the existing building footprint, Council’s Native Title Managers will need to undertake a Crown Land / Native Title assessment and consult with the Native Title Claimants for a minimum period of 28 days before commencing works.

Recommendation

Both options outlined in this report recommend that the Visitor Information Centre is re-established at 183 Tarcutta Street as it provides a central and highly visible location within the CBD, has existing accessible footpaths and parking, maintains a strong community and visitor connection, leverages existing Council assets and delivers the best opportunity to create a renewed visitor information service for the city in this precinct.

Although Option 2 requires additional funding of $539,158 and will take six months longer to construct, it offers greater value by achieving a more comprehensive refurbishment to the building internally and externally. If Council is investing funds into the renewal of this asset Option 2 does yield the best outcome because it will create a contemporary, fit-for-purpose, new-look facility that will have street level welcome appeal to all precinct users beyond what can be achieved in Option 1. As a key visitor gateway, the upgraded facility proposed in Option 2, would optimise the city’s appeal as a thriving regional centre, and reflect Wagga Wagga’s reputation as a progressive, vibrant and visitor-ready destination.

Option 1 could be completed within six months following a six-month design and procurement process, allowing VIC services to recommence at the Tarcutta Street site by approximately October 2027. Option 2 would require 12 months of construction following the same six-month design and procurement period, with services expected to recommence at the Tarcutta Street site by approximately March 2028.

The proposed capital works in both options presented for consideration will boost the visitor experience to the City and ensures staff and community safety issues are addressed and responds to feedback from the community regarding the future permanent location of the Visitor Information Centre. The proposed options will have no impact on current staff roles or duties as both options recommend re-establishing the Visitor Information Centre at the 183 Tarcutta Street building site.

Financial Implications

Project	Option 1 (Ex GST)	Option 2 (Ex GST)
Visitor Information Centre capital works	$589,873	$1,129,031
End-of-trip facility redevelopment into public toilets	$146,973	$146,973
TOTAL PROJECT COST	$736,846	$1,276,004

Funding source	Option 1 (Ex GST)	Option 2 (Ex GST)
Building reserve	$489,873	$489,873
WHS reserve	$100,000	$100,000
Recurrent Community Amenities Renewals	$146,973	$146,973
Internal loan, paid back from the current additional annual transfer to the Visitor Economy Reserve	-	$539,158
Total	$736,846	$1,276,004

Estimates are based on preliminary quotations obtained in July 2026 and have been conservatively priced. Through a competitive procurement process, final costs may be lower than those currently estimated.

Policy and Legislation

Wagga Wagga Destination Management Plan 2025-2034

Work Health and Safety Act 2011 (NSW)

Work Health and Safety Regulation 2025 (NSW)

Link to Strategic Plan

Growing

Thriving visitor economy

Enhance Wagga Wagga as a leading regional destination to foster the growth of a robust visitor economy.

Risk Management Issues for Council

There are several risks associated with the proposed re-establishment of the VIC at 183 Tarcutta Street and the delivery of either capital works option.

The primary risk relates to work health and safety, including psychosocial risks to staff arising from the previous incidents and operating environment at the site. Both options have been specifically designed to address the key safety issues identified through the Community Safety Audit and staff consultation, including improved separation of staff and public areas, a secure lockdown area, improved sightlines, CCTV, external lighting and changes to the location of public toilet facilities.

There is also a financial and project delivery risk associated with the preliminary nature of the current cost estimates. Final costs will not be known until detailed design and procurement are completed and may be affected by construction cost escalation, latent site conditions, asbestos removal, design changes and market conditions. These risks will need to be managed through detailed design, procurement and project governance, with any material budget variation reported in accordance with Council’s financial management requirements.

As the site is located on Crown land, additional approval and consultation requirements may apply where works extend beyond the existing building footprint, including Native Title assessment and consultation. These requirements may affect the final design, timing and delivery of the project.

There is an operational continuity risk associated with the length of time required to complete the works. The VIC will continue to operate from the temporary Historic Council Chambers location until the works are completed. Any delay to design, procurement, approvals or construction would extend this temporary arrangement.

There is also a strategic asset risk associated with the level of investment proposed at the Tarcutta Street site, particularly having regard to longer-term plans for the surrounding Riverside precinct. Both options presented in this report are in line with the endorsed future development plans in the Riverside Masterplan - Stage 3 Entertainment/Convention and Cultural Centre development. The final design will therefore have regard to future precinct planning to minimise the risk of the works constraining or being adversely affected by future development.

A further reputational and service delivery risk exists if the permanent VIC solution does not adequately address both staff safety and visitor expectations. Conversely, an extended period without a permanent VIC location may also affect visitor servicing, staff confidence and community perceptions of the service.

Internal / External Consultation

Previous feedback from Councillors and community speakers from the 1 December 2025 Ordinary Meeting of Council along with community feedback received since the VIC service was temporarily relocated to the Museum’s Historic Council Chambers site in May 2025 has been considered in the development of the options presented in this report.

Internal consultation has occurred across the organisation including People and Culture, Finance, Visitor Economy & Events, Facilities Management, Parks, Media and Communications, Governance and Risk, Economic Development, Planning and with the Executive team. The WHS team have provided feedback and ongoing WHS advice to the VIC team while they are temporarily located in the Historic Council Chambers site. The WHS team liaised with Wagga Police Local Area Command to assess and develop the Wagga Wagga Visitor Information Centre safety assessment report (2025).

Attachments

1 ⇩.	VIC Proposed Floorplan - Option 1
2 ⇩.	VIC Refurbishment Option 2

Report submitted to the Ordinary Meeting of Council on Monday 21 September 2026

RP-6

RP-6 DRAFT WAGGA WAGGA DEVELOPMENT CONTROL PLAN 2027 - PUBLIC EXHIBITION

Author: Cameron Collins

Summary:

This report seeks Council endorsement to place the draft Wagga Wagga Development Control Plan 2027 (WWDCP 2027) on public exhibition for a period of 28 days in accordance with the State Community Participation Plan.

The draft WWDCP 2027 is provided as Attachment A to this report.

The draft WWDCP 2027 represents the first comprehensive review of the Wagga Wagga Development Control Plan 2010 since its adoption following the gazettal of the Wagga Wagga Local Environmental Plan 2010. Over that period the DCP has undergone 28 amendments, responding to changes in planning legislation, Council policy, rezoning outcomes and emerging development issues.

The review has been undertaken by the Planning Directorate and has involved a comprehensive assessment of existing development controls, strategic planning documents, current legislation, contemporary NSW development control plans and feedback from both internal Council stakeholders and external users of the DCP.

The review has resulted in a modernised and more maintainable DCP framework that:

· improves usability and accessibility

· reduces duplication and complexity

· updates outdated provisions

· aligns controls with current legislation and planning policy

· establishes a clearer and more logical structure; and

· provides a contemporary, maintainable and adaptable framework capable of accommodating future planning initiatives and facilitating ongoing amendments to the DCP

A comprehensive overview of the structure, content, key outcomes and issues considered during preparation of the draft WWDCP 2027 is provided in Attachment B - Draft Wagga Wagga Development Control Plan 2027: Structure Overview, Key Outcomes and Issues Considered.

Attachment C provides the WWDCP 2027 Future Amendment Implementation Plan and Schedule, identifying strategic planning projects and initiatives expected to inform future amendments following adoption.

A further report will be presented to Council following the exhibition period addressing submissions received and recommending any amendments required prior to adoption.

Recommendation

That Council:

a place the draft Wagga Wagga Development Control Plan 2027, attached as Attachment A, on public exhibition for a period of 28 days

b note Attachment B - Draft Wagga Wagga Development Control Plan 2027: Structure Overview, Key Outcomes and Issues Considered

c note Attachment C - Draft Wagga Wagga Development Control Plan 2027 - Future Amendment Implementation Plan and Schedule

d receive a further report following the exhibition period addressing submissions received and recommending any necessary amendments prior to adoption of the Wagga Wagga Development Control Plan 2027

Report

Background

The Wagga Wagga Development Control Plan 2010 (WWDCP 2010) was adopted following the gazettal of the Wagga Wagga Local Environmental Plan 2010 and provides detailed planning and design guidance to support development assessment throughout the Wagga Wagga Local Government Area.

Development Control Plans play an important role in the planning framework by providing detailed guidance that assists in:

· giving effect to the aims of environmental planning instruments;

· facilitating permissible development; and

· achieving the objectives of land use zones.

Although a DCP is not a statutory planning instrument, its provisions are required to be considered during the assessment of development applications under Section 4.15 of the Environmental Planning and Assessment Act 1979.

Since its adoption, the WWDCP 2010 has undergone 28 amendments addressing matters including land use policy changes, rezoning outcomes, infrastructure planning, administrative updates and emerging development issues.

While these amendments have assisted in maintaining the document's relevance and functionality, the DCP has not undergone a comprehensive review since its original adoption.

Council identified the need for a comprehensive review to ensure the DCP:

· remains consistent with current legislation and planning policy

· reflects contemporary planning and development assessment practices

· captures adopted policy changes

· removes duplication and outdated content

· improves usability and accessibility; and

· provides a framework capable of accommodating future planning initiatives

As an initial step, Council adopted Amendment 27 in December 2023 which undertook general maintenance of the DCP whilst a broader review was undertaken.

Review Process

The review commenced with detailed analysis of the existing DCP together with targeted consultation involving internal Council stakeholders and external users of the document.

Key themes consistently identified during consultation included:

· the length and complexity of the existing DCP

· duplication of controls across multiple sections

· outdated provisions and references

· difficulties navigating the document; and

· opportunities to improve usability and accessibility

To address these matters, the review incorporated:

· comprehensive review of all DCP chapters and provisions

· assessment of consistency with the Wagga Wagga LEP 2010

· review of current State planning legislation and policies

· review of adopted Council strategies and plans

· comparative assessment of contemporary DCPs from other NSW councils

· review of existing administrative and assessment practices

· development of a revised DCP structure; and

· development of a framework that supports future maintenance, ongoing amendments and digital delivery of the DCP

The review has been undertaken by the Planning Directorate with input from relevant Council business units.

Key Outcomes of the Review

The review has resulted in a modernised and more maintainable DCP framework that improves usability, reduces duplication and complexity, and provides a clearer and more logical structure for development assessment.

Key outcomes include:

· a significantly simplified document structure

· consolidation of controls applying across multiple development types

· introduction of new chapters covering emerging planning issues

· improved alignment with current legislation and planning policy

· improved accessibility and readability

· separation of technical requirements into supporting appendices where appropriate

· consolidation of locality-specific planning controls; and

· creation of a framework capable of accommodating future strategic planning outcomes and amendment programs

The revised structure is intended to make the document easier to navigate for applicants, consultants, the community and Council staff while supporting efficient assessment of development applications.

Attachment B provides a detailed overview of the structure, purpose, key outcomes, issues considered and future considerations associated with each chapter of the draft WWDCP 2027 and has been prepared to assist Councillors and the community in understanding the content and rationale of the draft DCP.

Future Digital Delivery

The current review has focused primarily on the structure, content and operation of the WWDCP 2027.

Following adoption of the DCP, staff intend to commence a subsequent phase of work focused on the digital delivery of the document through a web-based platform. The objective of this work will be to improve accessibility, navigation and user experience for applicants, consultants, Council staff and the community while supporting more efficient maintenance and updating of the DCP over time.

The revised structure of the WWDCP 2027 has been specifically developed to support this future transition by reducing duplication, improving chapter hierarchy and establishing a framework that can be more readily adapted to digital publishing and online navigation.

Subject to adoption of the WWDCP 2027, it is anticipated that this work will be undertaken as part of the implementation process leading up to the commencement of the DCP, currently proposed for March 2027.

Proposed Structure of WWDCP 2027

The draft WWDCP 2027 adopts a revised and more logical structure designed to improve usability, reduce duplication and provide a clearer planning framework for applicants, Council staff and the community.

Part	Description
Part A – Introduction	Establishes the purpose, application and administration of the DCP.
Part B – General	Contains controls applying broadly across most forms of development, including: · engineering and infrastructure, · parking, · electric vehicle charging infrastructure, · waste management and resource recovery, · erosion and sediment control, · landscaping, · safety and security, · signage, · development adjoining open space, · development near high pressure gas pipeline infrastructure, · heritage, · natural hazards, and · natural resource and landscape management.
Part C – Subdivision	Provides subdivision planning and design controls.
Part D – Specific Development Types	Contains controls for: · Village Zone development, · rural development, · residential development, · employment zones and · other zones.
Part E – Specific Land Uses and Precincts	Contains controls for specific land uses and identified precincts.
Part F – Growth Areas	Provides planning guidance for identified growth areas.
Part G – Appendices	Contains supporting technical guidance, reference documents, character statements, vegetation registers, precinct plans and other supporting planning material.

The full draft WWDCP 2027 is provided as Attachment A, with a detailed summary of each chapter, including its purpose, key outcomes and issues considered during preparation of the document, provided in Attachment B.

Future Evolution of the DCP

A key consideration is that the WWDCP 2027 should not be viewed as a static planning document. The WWDCP 2010 demonstrates this principle, having undergone 28 amendments since its adoption.

Similarly, the WWDCP 2027 has been structured to continue evolving in response to:

· State Government planning reforms

· future Council strategic planning work

· rezoning proposals

· growth area planning

· precinct planning

· master planning projects

· strategic land use investigations

· implementation of adopted strategies and plans

· emerging development issues; and

· changing community expectations.

The review has therefore focused on creating a contemporary and maintainable framework capable of accommodating future amendment programs as additional planning work is completed.

Future Amendment Implementation Plan

As part of the review process, staff have prepared the WWDCP 2027 Future Amendment Implementation Plan and Schedule (Attachment C).

Given the scale of planning work currently underway across the local government area, it was recognised from the outset that a number of projects, studies and policy initiatives would fall outside the scope of the current review. In many cases, these projects have not yet reached a stage where their outcomes can be appropriately incorporated into the DCP.

Rather than delaying completion of the WWDCP 2027, these matters have been identified and captured within the Future Amendment Implementation Plan and Schedule.

The schedule identifies strategic planning projects, policy initiatives and other matters expected to inform future amendments to the DCP following adoption, including:

· Heritage Studies

· CBD Masterplan implementation

· Entry Point Housing reforms

· Urban Release Area planning

· Residential Development reforms

· Native Vegetation framework review

· Prime Agricultural Land investigations

· Rural Land Strategy outcomes

· Health and Knowledge Precinct planning

· Northern Growth Area planning

· Local Housing Strategy implementation actions

· Biodiversity Strategy implementation

· Urban Cooling Strategy implementation; and

· other future strategic planning initiatives

In addition to identifying future amendment opportunities, the schedule establishes indicative priorities, responsibilities, dependencies and implementation pathways to assist with the ongoing management and coordination of future DCP amendment programs.

The Future Amendment Implementation Plan and Schedule will also serve as an ongoing work planning and program management tool for the Strategic Planning Team and other relevant Council business units responsible for delivering strategic planning projects and related DCP amendments.

The Implementation Plan reinforces that adoption of the WWDCP 2027 represents the establishment of a contemporary planning framework rather than the completion of all planning policy work. Future amendments will continue to occur as additional strategic planning projects are completed, and new policy directions emerge.

Public Exhibition

Public exhibition of the draft WWDCP 2027 will be undertaken in accordance with the State Community Participation Plan, being the Community Participation Plan prepared by the Planning Secretary under the Environmental Planning and Assessment Act 1979. The State Community Participation Plan commenced on 1 September 2026 and replaced council-specific community participation plans for planning matters.

Given the significance of the first comprehensive review of the DCP since 2010, staff are proposing a proactive consultation program to maximise awareness of the exhibition and encourage participation from the community and development industry.

The exhibition will include:

· publication of the draft WWDCP 2027 and supporting information on Council's website

· targeted correspondence to planning consultants, developers and other regular users of the DCP;

· a series of public drop-in information sessions during the exhibition period;

· public notification through Council communication channels;

· promotion through Council's social media platforms;

· media release and press article; and

· opportunities for written submissions throughout the exhibition period.

In addition to external consultation activities, staff will continue to engage with relevant business units across Council throughout the exhibition period to seek final technical and operational feedback on the draft DCP. This process will provide an additional opportunity to identify improvements, resolve any outstanding issues and refine provisions prior to preparation of the post-exhibition report to Council.

Following completion of the exhibition period, all submissions and feedback received will be reviewed and considered prior to preparation of a report to Council recommending adoption of the WWDCP 2027 and any proposed amendments.

Conclusion

The draft Wagga Wagga Development Control Plan 2027 represents the first comprehensive review of the Wagga Wagga Development Control Plan since its adoption in 2010.

The review has resulted in a modernised and more maintainable DCP framework that improves usability, reduces duplication and complexity, updates outdated provisions and provides a clearer and more logical structure for development assessment across the Wagga Wagga Local Government Area.

The revised structure has been designed to support ongoing maintenance, future amendments and future digital delivery through a web-based platform. Consistent with this approach, staff have prepared the WWDCP 2027 Future Amendment Implementation Plan and Schedule (Attachment C), which identifies strategic planning projects and policy initiatives expected to inform future amendments following adoption and will assist in guiding future DCP review and amendment programs.

The draft WWDCP 2027 is provided as Attachment A, while Attachment B has been prepared to assist Councillors and the community in understanding the structure, content, key outcomes and review considerations associated with each chapter of the draft DCP.

Public exhibition represents the next stage of the review process and will provide the community, development industry, government agencies, internal Council stakeholders and other interested parties with an opportunity to review the draft document and provide feedback prior to finalisation and adoption.

Financial Implications

The review has been undertaken primarily by staff within the Planning Directorate as part of Council's operational planning functions. To support delivery of the project, existing operational budgets have been utilised to engage a limited number of external consultants to provide specialist advice, peer review services and assistance with the drafting and refinement of selected sections of the draft WWDCP 2027.

Costs associated with public exhibition, community consultation and preparation of the final adoption report are also expected to be accommodated within existing operational budgets.

Policy and Legislation

· Environmental Planning and Assessment Act 1979

· Environmental Planning and Assessment Regulation 2021

· Applicable State Environmental Planning Policies

· Wagga Wagga Local Environmental Plan 2010

· Community Participation Plan (State)

· Wagga 2040 Local Strategic Planning Statement

· Wagga Wagga Community Strategic Plan

Link to Strategic Plan

Sustainable

Sustainable built environment

Balance the built and natural environment in planning decisions.

Risk Management Issues for Council

Failure to undertake a comprehensive review of the DCP would result in continued reliance on a document that has evolved through numerous amendments over a fifteen-year period, increasing complexity and reducing usability.

The draft WWDCP 2027 provides a more contemporary, accessible and maintainable framework for development assessment while retaining flexibility to accommodate future strategic planning outcomes.

Public exhibition provides an opportunity to identify and address issues raised by Councillors, the community, industry stakeholders, government agencies and internal Council business units prior to adoption.

Internal / External Consultation

Subject to Council endorsement, the draft WWDCP 2027 will be publicly exhibited for a period of 28 days.

The proposed consultation activities are intended to maximise awareness of the exhibition and provide opportunities for input from the community, development industry, government agencies and internal Council stakeholders. The proposed engagement methods are summarised 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

Consult

Involve

Collaborate

Other methods (please list specific details below)

Attachments

1.	Attachment A - Draft Wagga Wagga Development Control Plan 2027 - Provided under separate cover
2.	Attachment B - Draft DCP2027 - Structure Overview, Key Outcomes and Issues Considered - Provided under separate cover
3.	Attachment C - Draft DCP2027 - Amendment Implementation Plan and Schedule - Provided under separate cover

Report submitted to the Ordinary Meeting of Council on Monday 21 September 2026

RP-7

RP-7 COMMUNITY LEASES & LICENCES POLICY REVIEW - INTERIM REPORT

Author: Matthew Dombrovski

Executive: Fiona Piltz

Summary:

This report provides an interim response to Resolution 26/107 of 13 April 2026, outlining research undertaken to date and the next steps in the review of Council’s community lease and licence arrangements.

Recommendation

That Council:

a note the update provided in this report

b provide direction to Council officers in relation to the three identified options and other issues raised in the body of this report

c receive a further report at its meeting of 30 November 2026, including proposed draft amended policies based on the feedback referred to in Item b above

Report

Background

At its meeting of 13 April 2026, Council resolved as follows.

RP-10 REVIEW OF COMMUNITY LEASE AND LICENCE AGREEMENT FEES - INITIAL REPORT

26/107 RESOLVED:

On the Motion of Councillors R Foley and J McKinnon

That Council:

a note the contents of this report

b receive and note the petition regarding the request to waive the Council community licence fees for the Demonstration Gardens Wagga Wagga on a permanent basis

c grant financial assistance by way of a one-off waiver of the community licence fee for Demonstration Gardens Wagga Wagga for the 2025/26 financial year, in accordance with Section 356 of the Local Government Act 1993, noting that:

i the waiver is provided pending completion of the policy review initiated by Resolution 25/384 of 1 December 2025

ii future community licence fee arrangements, including any tiered structure, will be considered as part of that review; and

iii this decision does not determine ongoing arrangements for this or other licence holders

d note that the $880 fee waiver represents less than 0.05% of the $1.8 million subsidy Council already provides annually to community licence holders and that declining the waiver while the policy review is incomplete would be inconsistent with the intent of Resolution 25/384

e request a report be presented to the first Ordinary Meeting of Council in September 2026 with proposed amendments to Financial Assistance Policy (POL 078) and Acquisition, Disposal and Management of Land Policy (POL 038), specifically addressing a tiered fee structure, recognition of in-kind contributions, equity between licence holders and Crown land statutory fee obligations

This report provides an interim response to Item e of the resolution, summarising the research that has been undertaken to date to facilitate the policy review, and outlining next steps.

In order to consider this request in detail, Council officers reached out via an Australian Local Government Property Professional email group to a number of other NSW Councils to determine what other Councils were doing in this space. in particular, Councils were asked to comment on:

· How does your Council determine which community groups are entitled to a reduced or subsidised fee rather than being charged a market rental. Is there a set criteria used by Council to determine eligibility?

· How has your Council calculated the community licence fee structure ie tiered system, a flat fee etc.

· How does your Council determine what community groups are granted the use of a Council owned facility? What criteria does your Council consider when reviewing an initial enquiry regarding the lease or licence of a parcel of community land.

The response to this enquiry was substantial, with numerous Councils requesting similar information and sharing their own policies, practices and fee subsidy calculations or metrics. As a result of the enquiry, a Community Leases and Licences Working Group was established. A Microsoft Teams meeting was held on 27 May 2026 for interested councils, attracting more than 100 attendees. The working group also distributed a questionnaire to gather information across the board on how councils manage community leases and licences. The survey asked questions around the licence fee calculation methods, subsidy arrangements, and the criteria used to define a community group. The results of this survey are yet to be released.

Separately, in July 2026, Council was contacted directly by Albury City Council, who are undertaking a business analysis of a number of functions of their operations, including property. In that analysis, Albury City Council engaged with a number of similar sized Councils in NSW, and Wodonga City Council in Victoria, to specifically interrogate how Council are managing their lease and licence portfolio. A summary of the results of that engagement is annexed as Confidential Attachment A.

It is clear from the responses to both enquiries that there is no one process or approach for managing community lease and licences. Every Council takes a different approach to their management which depends highly on their community and their property portfolio. Some apply a fixed annual fee similar to Council’s current approach, while others assess a market rental value and then apply subsidies based on factors such as eligibility criteria, community benefit, and/or the financial capacity of the group.

Based on the information received to date, officers have identified three broad approaches that could be considered.

These include:

Option 1 – Nil Fee Structure

Council could consider an option where no licence fee is charged to community groups.

Analysis of the option is as follows:

Benefits	Risks
Simplified administrative process	Loss of income
Consistent approach across all tenants	Potential increase in applications for community tenancies that cannot be accommodated within existing Council infrastructure.
Reputational benefit associated with additional support of current community tenants	Reputational risk associated with not providing support to new and/or emerging community organisations.
	Reputational risk associated with failure to collect income for general purpose revenue

The potential financial impact of this arrangement would be:

· Loss of community licence fee income – currently $69,000 per annum including GST (this includes the equivalent of current Crown Land statutory rental paid of $18,247 per annum)

If Councillors wished to progress this option, the resolution could be amended as underlined below.

That Council:

a Note the update provided in this report

b Direct the General Manager or delegate to proceed with review of Acquisition, Disposal and Management of Land Policy POL 038 and Financial Assistance Policy POL 078 on the basis of Option 1 contained in the body of this report.

c Receive a further report at its meeting of 30 November 2026, including proposed draft amended policies ~~based on the feedback referred to in Item b above~~

Option 2 – Subsidised Fee Structure (status quo position)

Council could maintain the existing approach of issuing the same (subsidised) community licence fee to all community licence holders.

Analysis of the option is as follows:

Benefits	Risks
Retention of current income	Reputational risk associated with not providing support to new and/or emerging community organisations.
Consistent approach across all community tenants
No change to current operational requirements pursuant to existing leases / licences

There would not be any financial impact if this approach was adopted (assuming retention at the current rental of $920 including GST per annum). If the community licence fee was reduced to an amount equivalent to the statutory minimum amount for Crown Land, the potential loss of income would currently be approximately $18,247 per annum.

In cases where a tenant was experiencing financial hardship, they could continue make application for financial assistance pursuant to s356 of the Local Government Act 1993 and Council’s Financial Assistance Policy (POL 078) and those applications would be assessed by Council on a case-by-case basis. To provide greater clarity for applicants and assist staff in managing the volume of funding requests received by Council, specific eligibility criteria should be established. For example, non-commercial organisations may be required to provide evidence of their not-for-profit status, details of current bank account balances, and a forecast of income and expenditure for the forthcoming financial year. This information would assist Council in assessing the financial need of applicants and prioritising support for organisations with limited financial capacity.

If Councillors wished to progress this option, the resolution could be amended as underlined below.

That Council:

a Note the update provided in this report

c Receive a further report at its meeting of 30 November 2026, including proposed draft amended policies ~~based on the feedback referred to in Item b above~~

Option 3 – Tiered Fee Structure

Council could adopt a new tiered fee structure, which would require determination of the different fee levels. Different Councils use different methodologies for determining rental tiers, which can be based on the market value of premises, the income or existing assets of the tenant.

Analysis of the option is as follows:

Benefits	Risks
May result in additional income, dependent on tier.	Inconsistent approach between tenants, dependent upon tier
	Additional administrative burden (ie chasing evidence of income/assets)
	Increased risk of malfeasance (ie insufficient or incorrect evidence being provided)
	Depending on metric used, potential to penalise tenants who have been financially prudent or who are saving for future capital works.
	Operational risk of losing existing tenants if fees increase for certain users.
	Reputational risk associated with change in approach that may negatively impact some tenants.
	Reputational risk associated with not providing support to new and/or emerging community organisations.

Financial implications are unable to be determined at this point in time. Pending a decision on whether to progress this option, further consideration to be given to tiers and how they are best calculated, with recommendations to be provided as part of a further report. Given the risks identified, it is not recommended that further consideration be given to tiered licence fees.

If Councillors wished to progress this option, the resolution could be amended as underlined below.

That Council:

a Note the update provided in this report

c Receive a further report at its meeting of 30 November 2026, including proposed draft amended policies ~~based on the feedback referred to in Item b above~~

In response to the specific queries raised in Item e of the resolution, Council officers provide the following responses:

i) Tiered fee structure. See above comments of the pros and cons of a tiered fee structure.

ii) Recognition of in-kind contributions. Following the meeting of 13 April 2026, Council officers undertook a review of the in-kind contributions made by community licence holders. That review noted the following:-

· Most, if not all, community licence holders provide significant psychosocial benefits to the members of each such organisation, including reducing isolation, supporting mental health and positive ageing. The community licence supports the provision of places where members can gather and partake in activities with likeminded users.

· Many community licence holders provide services or run events either privately or in conjunction with Council that directly contribute to managing issues identified in the Community Strategic Plan (eg community childcare services which allow for workforce participation etc)

· Many community licence holders contribute to upgrades to their facilities (either directly through the use of their own money or through obtaining grant funding to support their activities on the site) which Council would not otherwise be able to deliver. Those upgrades can be either generic in nature (eg accessibility or energy efficiency upgrades) or specific to the use of the facility by the community licence holder (eg resurfacing of playing surfaces by clubs).

It is therefore considered that whatever option is adopted, the in-kind contributions of tenants have already been factored in as part of the decision to grant a community lease or licence and do not require additional separate consideration.

iii) Equity between licence holders. Council should adopt a consistent policy approach when dealing with its community licence holders, with each group having the same rights and responsibilities under the lease / licence agreements.

iv) Crown Land statutory fee obligations. Council has certain statutory obligations in respect of leases / licences where it is the manager of Crown Land. Where Crown land is leased or licenced, Council must charge a statutory minimum fee (currently $701.80 per annum), with those funds retained for the purpose of managing the Council Crown land. The current community licence fee of $920 exceeds that amount. In considering the above options, Councillors should note that if options of a nil cost or a tier which results than less than $701.80 being charged are adopted, Council will need to cover the shortfall.

Council officers are of the view that Option 2 is the most appropriate structure, as it attempts to balance providing support to community organisations who may struggle to remain financially viable without Council subsidy, with ensuring that community groups are treated equally and make some financial contribution (albeit, a nominal one) in recognition of the use of the Council owned or managed land & buildings.

Other considerations

In reviewing the existing Lease and Licence Policy, there are a number of additional issues identified by Council staff that should be considered

i) Legal Costs. The current adopted policy position is that all legal fees incurred by Council in relation to the creation of a formal lease or licence should be reimbursed in full by the tenant. Council prepares a number of documents in house, with current charges being $315 for a new community licence, and $175 for a variation to an existing licence (ie where the area being leased has changed). Where the documents are more formal external legal services are engaged to prepare the documents, and costs are recovered on a 100% cost recovery basis. It is recommended that this position continue.

ii) Rates and outgoings. The current adopted policy position is that the tenant should be responsible for the payment of all outgoings including rates (if applicable), land tax, water, electricity, gas, telephone, and any other operating costs associated with their respective activities unless otherwise approved by Council. Not all land parcels which are the subject of community leases and licences are rateable - certain parcels of land, such as public reserves, are classified as exempt from land rates under the Local Government Act 1993. Councillors may wish to consider the waiving of rates payments for community licences. Where rates are not recovered from a tenant, Council will need to allow for the foregone revenue.

iii) Maintenance. The current adopted policy position is that Council is generally responsible for structural building repairs to Council buildings, whilst all other general maintenance obligations rest with the tenant. Where the building belongs to the tenant or where the improvements have been made by the tenant, Council is not responsible for maintenance. The current community licence fee, whilst modest, contributes to Council’s general purpose revenue and is therefore able to be used to support Council’s maintenance obligations.

iv) Expressions of Interest. Council currently does not go through a process of Expressions of Interest for sites that are the subject of community leases or licences on their expiry. Most of Council’s current tenants have been in situ for many years (if not decades) on rolling 5 year leases. These organisations have received the benefit of heavily subsidised lease / licence agreements for many years. This creates a level of institutionalised inequality, where incumbent tenants are preferenced merely because they are incumbent. Council regularly receives enquiries about whether it has facilities available for other community groups to access, to which the answer currently is no. Councillors may wish to consider whether there should be a requirement for a public process on the expiry of a community lease or licence (noting that in some cases, due to the nature of the property, there may be limited public interest in the site).

If Councillors wished to give direction to officers concerning any of these particular issues, the resolution could be amended as underlined below (with confirmation provided to which Option should apply, and whether a particular issue should be addressed, as indicated in bold.).

That Council:

a Note the update provided in this report

i That a community lease / licence holder should / should not be responsible for the payment of all legal costs associated with the preparation of an agreement.

ii That a community lease / licence holder should / should not be responsible for the payment of Council land rates (where levied).

iii That a community lease / licence holder should / should not be responsible for undertaking the general maintenance of the lease / licenced

iv That a property that is the subject of a community lease or licence should / should not be taken to market by way of an Expression of Interest campaign at the conclusion of each such lease or licence.

c Receive a further report at its meeting of 30 November 2026, including proposed draft amended policies ~~based on the feedback referred to in Item b above~~

Conclusion

Noting the above, it is clear that the approach taken by each Council to its community licences is unique and based upon its local community. As such, it is considered appropriate to seek direction from Councillors as to the preferred strategic direction to be taken by Council when undertaking the drafting of policy amendments. It is therefore recommended that Council consider the recommendation and the various options listed through the paper, and confirms its preferred approach to community licensing so that policy revisions consistent with that proposed strategic direction can be prepared.

Financial Implications

There are no financial implications directly flowing from this report. Financial implications may flow from future reports, depending on Council’s preferred approach. A more detailed financial analysis will accompany any subsequent report.

Policy and Legislation

Local Government Act 1993

Acquisition, Disposal and Management of Land Policy POL 038

Financial Assistance Policy Pol 078

Link to Strategic Plan

Regional Leadership

Ethical Leadership

Deliver accountable and transparent leadership.

Risk Management Issues for Council

Council has a responsibility to appropriately manage its property assets. The adoption of a clear, structured policy around community leasing and licencing will ensure that community groups know exactly where they stand and what opportunities are available to them.

Internal / External Consultation

Internal cross-directorate consultation has been undertaken as part of the review of the existing community leases and licences.

External consultation has been undertaken with other NSW Councils in relation to how they manage their community leases and licences. Council has also received external communications from one current licensee (Demonstration Gardens Wagga Wagga) in relation to the policy review.

Report submitted to the Ordinary Meeting of Council on Monday 21 September 2026

RP-8

RP-8 FINANCIAL PERFORMANCE REPORT AS AT 31 AUGUST 2026

Author: Carolyn Rodney

Summary:

This report is for Council to consider information presented on the 2026/27 budget and Long Term Financial Plan, and details Council’s external investments and performance as at 31 August 2026.

Recommendation

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 31 August 2026 in accordance with section 625 of the Local Government Act 1993

e rescind resolution 26/165 of 25 May 2026 to enter into a contract with WesTrac Pty Ltd (ABN 63 009 342 572) for the supply, delivery and servicing of one medium articulated wheel loader

f not proceed with the execution of the contract with WesTrac Pty Ltd due to the inability to reach agreement on Council’s standard contract terms and conditions

g undertake a Request for Quotation process under the LGP Panel contract NPN123 for the supply, delivery and servicing of one medium articulated wheel loader

Report

Wagga Wagga City Council (Council) forecasts a balanced budget position as of 31 August 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 August when compared to budget ($466,865 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 64% 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 18% which is slightly ahead of budget for August.

OPERATING EXPENSES

Total operating expenditure is 23% 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 at the start of the year for the full 2026/27 financial year.

CAPITAL INCOME

Total capital income is 76% of approved budget, which is mainly attributed to the Accelerated Infrastructure Fund (AIF) grant funding that has been received for the Southern Growth project. It is important to note that the actual income from capital is influenced by the timing of the receipt of capital grants and contributions in relation to expenditure incurred on the projects.

CAPITAL EXPENDITURE

Total capital expenditure including commitments is 38% of approved budget. Significant commitments have been raised for the Southern Growth project for the full contracted amount, with the budgets for these projects phased over the next two financial years. Excluding commitments, the total expenditure is 3% when compared to the approved budget.

2026/27 Revised Budget Result – (Surplus) / Deficit

$’000s

Original 2026/27 Budget Result as adopted by Council

Total Budget Variations approved to date

Budget Variations for August 2026

$0K

Proposed Revised Budget result for 31 August 2026 - (Surplus) / Deficit

$0K

The proposed Operating and Capital Budget Variations for 31 August 2026 which affect the current 2026/27 financial year are listed below.

*Budget Variation*	*Amount*	*Funding Source*		*Net Impact* *(Fav)/ Unfav*
*1 – Regional Leadership*
Alan Turner Depot Air Conditioner Upgrade	$95K	Plant Replacement Reserve ($95K)	Nil
Funding is required for the upgrade of the Air Conditioners at the Alan Turner Depot Workshop. Currently the workshop is operating with mobile evaporative AC units that require power leads and water hoses to run across the workshop floor to operate. Being evaporative units, they also require drain lines which are also laying on the ground and often leak. It is proposed to fund the variation from the garaging component of the Plant Replacement Reserve. Estimated Completion: 30 June 2027 Job Consolidation: 26238
*3 - Growing*
Flood Barrier Purchase Johnson Street	$140K	Civil Infrastructure Reserve ($70K) Existing Stormwater Maintenance Budgets ($70K)	Nil
Funding is required for the purchase of a prefabricated flood barrier system for use during flood events at Johnson Street, near the Riverside Precinct. Temporary closure of the open section of the levee at this location is a known operational requirement during flood events and has previously been achieved using clay. Following assessment of available options, it has been determined that the purchase of a prefabricated flood barrier system represents the most economical and efficient long term solution. The barrier components would be stored in secure cages at the Alan Turner Depot, transported to the site by truck, and installed as required during flood events. It is proposed that the budget variation be funded through a combination of the Civil Infrastructure Reserve and existing Stormwater Maintenance budgets. Estimated Completion: 30 June 2027 Job Consolidation: 26252
Regional Roads Block Capital Works	$1,266K	Pavement Rehabilitation ($669K) Reseal Program ($398K) Supplementary Block ($199K)	Nil
It is proposed that Regional Roads Block funding be reallocated from the various Roads Programs to a dedicated Regional Roads expenditure section on a permanent basis. This approach will assist Council Officers in allocating funding to specific eligible roads and will streamline the project acquittal process. Estimated Completion: 30 June 2027 Job Consolidations: 16532, 16529, 15883 & 26253
Pavement Rehabilitation	$2,258K	Heavy Patching ($1,176K) Urban Asphalt ($1,082K)	Nil
It is proposed to consolidate the Pavement Rehabilitation, Heavy Patching and Urban Asphalt programs on a permanent basis. This will simplify the allocation of the roads program for Council Officers by enabling works to be done based on priority rather than the type of treatment. Estimated Completion: 30 June 2027 Job Consolidations: 16532, 16531 & 30044
Reseal Program	$2,777K	Kerb & Gutter Replacement ($629K) Sealed Roads Maintenance ($2,148K)	Nil
It is proposed that the Kerb and Gutter Program budget allocation of $629K be reallocated to the Reseal Program for 2026/27 only, as these works will be undertaken as part of the resealing program prior to sealing works being completed. It is proposed that $2,148K be reallocated from the Sealed Roads Maintenance budget to the Reseal Program for 2026/27 only. This will enable Council to take a proactive approach by resealing roads before they deteriorate to a condition that requires more extensive maintenance works. Estimated Completion: 30 June 2027 Job Consolidations: 39868, 17887 & 16529
Soft Plastics Recycling Program	$15K	Solid Waste Reserve ($15K)	Nil
Council is implementing a trial of a soft plastics recycling program that will allow participating households to place their soft plastics, such as shopping bags, food packaging and wrappers, into designated orange bags which will then be placed into the existing yellow lid recycling bin. The trial will build on Council’s existing soft plastics collection service, make recycling more convenient for residents, reduce the amount of soft plastics going to landfill, and support the development of Australia’s emerging soft plastics recycling industry. The total cost of the 12‑month trial is estimated at $15,000, which will cover the purchase of orange bag starter packs, transport and program delivery cost. The program is based on research and this is an opt in program for residents and more information will be made available upon receipt of the bags. The intention is to launch this program in early 2027 with a targeted communication strategy to support the roll out. It is proposed to fund the variation from the Solid Waste Reserve. Estimated Completion: 30 June 2027 Job Consolidation: 70216
*4 - Vibrant*
GRAS Security Upgrade	$87K	Workers Compensation Reserve ($30K) Buildings Reserve ($37K) Existing Companion Animal Operational Budgets ($20K)	Nil
Funds are required to undertake a security upgrade at the Glenfield Road Animal Shelter (GRAS). The proposed works include the supply and installation of new gates and fencing including remote access to control the gate. The works are required due to recent security concerns at the location. Estimated Completion: 30 June 2027 Job Consolidation: 26241

2026/27 Capital Works Summary

*Capital Works*	*Approved Budget*	*Proposed Movement*	*Proposed Budget*
One-off	$132,260,669	$322,000	$132,582,669
Recurrent	$36,208,895	$2,147,922	$38,356,817
Total Capital Works	$168,469,564	$2,469,922	$170,939,486

Current Restrictions

Due to finalisation of the 2025/26 financial year figures, reserve balances have not been included in this report.

Wheel Loader Purchase – proposed resolutions e) f) and g)

At its meeting held on 25 May 2026, Council resolved to enter into a contract with WesTrac Pty Ltd (ABN 63 009 342 572) for the supply, delivery and servicing of one medium articulated wheel loader as provided below.

CONF-1 RFT CT2026044 WHEEL LOADER GWMC

Councillors A Condron, M Henderson and J McKinnon declared Significant Non-Pecuniary Interests and vacated the chamber, the time being 7:47pm.

26/165 RESOLVED:

On the Motion of Councillors R Foley and L Tanner

That Council:

a accept the submitted tender offer from WesTrac Pty Ltd (ABN: 63 009 342 572) for the Supply, Delivery & Servicing of one (1) Medium Articulated Wheel Loader with 4 in 1 bucket for Gregadoo Waste Management Centre for the lump sum of $731,450.00 excluding GST

b authorise the General Manager or their delegate to enter into a contract with WesTrac Pty Ltd (ABN: 63 009 342 572) for the supply, Delivery & Servicing of one (1) Medium Articulated Wheel Loader with 4 in 1 bucket for Gregadoo Waste Management Centre

c authorise the affixing of Council’s Common Seal to all relevant documents as required

Subsequent contract negotiations were undertaken; however, agreement could not be reached on Council’s standard contract terms and conditions that formed part of the original tender documentation. As a result, it has been determined that Council will not proceed with the contract award to WesTrac Pty Ltd.

To ensure the operational requirement for the wheel loader is met, Council will instead undertake a Request for Quotation process through the Local Government Procurement (LGP) panel contract NPN123.

Investment Summary as at 31 August 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 31/07/2026 $	Closing Balance Invested 31/08/2026 $	August EOM Current Yield %	August EOM % of Portfolio	Investment Date	Maturity Date	Term (months)
*At Call Accounts*
CBA	AA-	16,583,393	23,382,575	4.35%	6.83%	N/A	N/A	N/A
CBA	AA-	45,025,802	45,194,063	4.40%	13.21%	N/A	N/A	N/A
Macquarie Bank	A+	10,540,606	10,578,079	4.15%	3.09%	N/A	N/A	N/A
CBA	AA-	49,187,201	48,894,871	4.35%	14.29%	N/A	N/A	N/A
*Total At Call Accounts*		121,337,002	128,049,589	4.35%	37.43%
*Short Term Deposits*
State Bank of India	BBB-	2,000,000	2,000,000	5.60%	0.58%	25/06/2026	25/06/2027	12
Bank of Sydney	NR	2,000,000	0	0.00%	0.00%	18/08/2025	18/08/2026	12
ICBC	A	2,000,000	2,000,000	4.50%	0.58%	28/11/2025	30/11/2026	12
Police Credit Union	NR	1,000,000	1,000,000	4.50%	0.29%	28/11/2025	30/11/2026	12
P&N Bank	BBB+	3,000,000	3,000,000	4.80%	0.88%	15/12/2025	15/12/2026	12
Bank of Sydney	NR	1,000,000	1,000,000	5.56%	0.29%	11/06/2026	11/06/2027	12
Bank of Sydney	NR	2,000,000	2,000,000	5.56%	0.58%	11/06/2026	11/06/2027	12
State Bank of India	BBB-	2,000,000	2,000,000	5.60%	0.58%	25/06/2026	25/06/2027	12
State Bank of India	BBB-	2,000,000	2,000,000	5.60%	0.58%	29/06/2026	29/06/2027	12
State Bank of India	BBB-	2,000,000	2,000,000	5.60%	0.58%	30/06/2026	30/06/2027	12
ICBC	A	0	2,000,000	5.46%	0.58%	19/08/2026	19/08/2027	12
State Bank of India	BBB-	0	1,000,000	5.45%	0.29%	25/08/2026	25/08/2027	12
ICBC	A	0	2,000,000	5.54%	0.58%	27/08/2026	27/08/2027	12
ICBC	A	0	2,000,000	5.60%	0.58%	31/08/2026	31/08/2027	12
*Total Short Term Deposits*		19,000,000	24,000,000	5.33%	7.02%
*Medium Term Deposits*
ICBC	A	3,000,000	3,000,000	5.07%	0.88%	30/06/2022	30/06/2027	60
ICBC	A	1,000,000	0	0.00%	0.00%	25/08/2021	25/08/2026	60
Australian Military Bank	BBB+	2,000,000	2,000,000	4.06%	0.58%	2/09/2025	4/09/2028	36
P&N Bank	BBB+	2,000,000	2,000,000	4.85%	0.58%	16/12/2024	16/12/2026	24
Police Credit Union	NR	2,000,000	2,000,000	4.75%	0.58%	17/02/2025	17/02/2027	24
P&N Bank	BBB+	2,000,000	2,000,000	5.00%	0.58%	14/03/2023	15/03/2027	48
P&N Bank	BBB+	2,000,000	2,000,000	5.20%	0.58%	20/04/2023	20/04/2027	48
ING Bank	A	2,000,000	2,000,000	5.38%	0.58%	28/06/2024	28/06/2029	60
ING Bank	A	1,000,000	1,000,000	4.90%	0.29%	29/11/2024	29/11/2026	24
ING Bank	A	2,000,000	2,000,000	4.93%	0.58%	5/01/2026	5/01/2029	36
P&N Bank	BBB+	2,000,000	2,000,000	5.10%	0.58%	4/01/2024	4/01/2027	36
Bank Australia	BBB+	1,000,000	1,000,000	5.25%	0.29%	9/03/2026	9/03/2028	24
ING Bank	A	2,000,000	2,000,000	5.10%	0.58%	23/04/2024	24/04/2028	48
ING Bank	A	1,000,000	1,000,000	5.12%	0.29%	24/05/2024	24/05/2027	36
ING Bank	A	1,000,000	1,000,000	5.26%	0.29%	31/05/2024	31/05/2028	48
ING Bank	A	1,000,000	1,000,000	4.24%	0.29%	3/06/2025	4/06/2029	48
ING Bank	A	2,000,000	2,000,000	5.26%	0.58%	6/06/2024	6/06/2028	48
BankVic	BBB+	2,000,000	2,000,000	4.00%	0.58%	26/06/2025	26/06/2028	36
BankVic	BBB+	2,000,000	0	0.00%	0.00%	27/08/2024	27/08/2026	24
ING Bank	A	2,000,000	0	0.00%	0.00%	30/08/2024	31/08/2026	24
ING Bank	A	1,000,000	1,000,000	4.51%	0.29%	16/09/2024	18/09/2028	48
Westpac	AA-	2,000,000	2,000,000	4.45%	0.58%	27/09/2024	28/09/2026	24
ING Bank	A	2,000,000	2,000,000	4.79%	0.58%	17/10/2024	19/10/2026	24
Westpac	AA-	1,000,000	1,000,000	4.70%	0.29%	8/10/2024	8/10/2026	24
Westpac	AA-	2,000,000	2,000,000	4.73%	0.58%	21/10/2024	21/10/2027	36
Hume Bank	BBB+	2,000,000	2,000,000	4.95%	0.58%	7/11/2024	7/11/2026	24
ING Bank	A	2,000,000	2,000,000	5.02%	0.58%	14/11/2024	16/11/2026	24
ING Bank	A	1,000,000	1,000,000	5.00%	0.29%	27/11/2024	27/11/2026	24
ING Bank	A	2,000,000	2,000,000	5.07%	0.58%	28/11/2024	28/11/2028	48
P&N Bank	BBB+	3,000,000	3,000,000	4.85%	0.88%	16/12/2024	16/12/2027	36
ING Bank	A	2,000,000	2,000,000	4.80%	0.58%	21/01/2025	21/01/2028	36
Australian Military Bank	BBB+	1,000,000	1,000,000	4.82%	0.29%	30/01/2025	29/01/2027	24
Australian Military Bank	BBB+	2,000,000	2,000,000	4.73%	0.58%	10/02/2025	10/02/2028	36
Australian Military Bank	BBB+	1,000,000	1,000,000	4.79%	0.29%	4/02/2025	4/02/2028	36
Regional Australia Bank	BBB+	2,000,000	2,000,000	4.71%	0.58%	12/02/2025	12/02/2027	24
Hume Bank	BBB+	2,000,000	2,000,000	4.75%	0.58%	12/02/2025	12/02/2029	48
Westpac	AA-	2,000,000	2,000,000	4.70%	0.58%	12/02/2025	14/02/2028	36
ING Bank	A	1,000,000	1,000,000	4.77%	0.29%	26/02/2025	28/02/2028	36
ING Bank	A	2,000,000	2,000,000	4.62%	0.58%	3/03/2025	3/03/2028	36
State Bank of India	BBB-	2,000,000	2,000,000	4.65%	0.58%	14/03/2025	15/03/2027	24
State Bank of India	BBB-	2,000,000	2,000,000	4.65%	0.58%	31/03/2025	31/03/2027	24
ING Bank	A	1,000,000	1,000,000	4.81%	0.29%	1/04/2025	1/04/2030	60
State Bank of India	BBB-	2,000,000	2,000,000	4.25%	0.58%	5/05/2025	5/05/2027	24
State Bank of India	BBB-	1,000,000	1,000,000	4.25%	0.29%	29/05/2025	31/05/2027	24
State Bank of India	BBB-	2,000,000	2,000,000	4.15%	0.58%	25/06/2025	25/06/2027	24
State Bank of India	BBB-	2,000,000	2,000,000	4.15%	0.58%	2/07/2025	2/07/2027	24
State Bank of India	BBB-	1,000,000	1,000,000	4.05%	0.29%	7/07/2025	7/07/2027	24
ING Bank	A	2,000,000	2,000,000	4.18%	0.58%	8/07/2025	9/07/2029	48
Regional Australia Bank	BBB+	1,000,000	1,000,000	4.00%	0.29%	30/07/2025	30/07/2027	24
Westpac	AA-	1,000,000	1,000,000	4.00%	0.29%	12/08/2025	14/08/2028	36
Arab Bank Australia	NR	2,000,000	2,000,000	3.95%	0.58%	22/08/2025	24/08/2027	24
Australian Military Bank	BBB+	2,000,000	2,000,000	4.05%	0.58%	27/08/2025	27/08/2027	24
Australian Military Bank	BBB+	3,000,000	3,000,000	4.07%	0.88%	29/08/2025	29/08/2028	36
Police Credit Union	NR	1,000,000	1,000,000	4.06%	0.29%	8/09/2025	8/09/2027	24
Australian Military Bank	BBB+	1,000,000	1,000,000	4.08%	0.29%	9/09/2025	11/09/2028	36
BankVic	BBB+	2,000,000	2,000,000	4.09%	0.58%	15/09/2025	15/09/2028	36
Australian Military Bank	BBB+	2,000,000	2,000,000	4.05%	0.58%	16/09/2025	16/09/2027	24
BankVic	BBB+	2,000,000	2,000,000	4.15%	0.58%	21/10/2025	21/10/2027	24
Police Credit Union	NR	1,000,000	1,000,000	4.55%	0.29%	14/11/2025	15/11/2027	24
Police Credit Union	NR	2,000,000	2,000,000	4.56%	0.58%	17/11/2025	17/11/2028	36
Westpac	AA-	1,000,000	1,000,000	4.45%	0.29%	20/11/2025	20/11/2028	36
Westpac	AA-	2,000,000	2,000,000	4.53%	0.58%	28/11/2025	28/11/2028	36
Westpac	AA-	1,000,000	1,000,000	4.66%	0.29%	4/12/2025	4/12/2028	36
Westpac	AA-	1,000,000	1,000,000	4.64%	0.29%	8/12/2025	8/12/2027	24
P&N Bank	BBB+	2,000,000	2,000,000	4.90%	0.58%	15/12/2025	15/12/2027	24
Westpac	AA-	2,000,000	2,000,000	4.79%	0.58%	15/12/2025	15/12/2028	36
Police Credit Union	NR	1,000,000	1,000,000	4.76%	0.29%	8/01/2026	10/01/2028	24
Westpac	AA-	2,000,000	2,000,000	4.82%	0.58%	29/01/2026	31/01/2028	24
BankVic	BBB+	2,000,000	2,000,000	5.05%	0.58%	26/02/2026	26/02/2029	36
Westpac	AA-	2,000,000	2,000,000	4.90%	0.58%	2/03/2026	2/03/2029	36
Westpac	AA-	1,000,000	1,000,000	5.18%	0.29%	9/03/2026	9/03/2028	24
NAB	AA-	2,000,000	2,000,000	5.15%	0.58%	10/03/2026	10/03/2028	24
Westpac	AA-	2,000,000	2,000,000	5.22%	0.58%	11/03/2026	12/03/2029	36
Westpac	AA-	2,000,000	2,000,000	5.35%	0.58%	17/03/2026	19/03/2029	36
BankVic	BBB+	2,000,000	2,000,000	5.50%	0.58%	6/05/2026	8/05/2028	24
BankVic	BBB+	1,000,000	1,000,000	5.40%	0.29%	25/05/2026	25/05/2028	24
Westpac	AA-	1,000,000	1,000,000	5.40%	0.29%	26/05/2026	28/05/2029	36
BankVic	BBB+	1,000,000	1,000,000	5.40%	0.29%	2/06/2026	2/06/2028	24
BankVic	BBB+	2,000,000	2,000,000	5.40%	0.58%	15/06/2026	15/06/2028	24
Bank of Us	BBB+	2,000,000	2,000,000	5.35%	0.58%	19/06/2026	19/06/2028	24
Westpac	AA-	1,000,000	1,000,000	5.26%	0.29%	10/07/2026	10/07/2028	24
Westpac	AA-	0	2,000,000	5.40%	0.58%	18/08/2026	20/08/2029	36
*Total Medium Term Deposits*		136,000,000	133,000,000	4.74%	38.88%
*Floating Rate Notes*
Newcastle Permanent	BBB+	1,013,381	1,004,697	BBSW + 100	0.29%	10/02/2022	10/02/2027	60
Suncorp	AA-	1,118,821	1,123,755	BBSW + 125	0.33%	14/12/2022	14/12/2027	60
Bank Australia	BBB+	1,929,504	1,909,351	BBSW + 155	0.56%	22/02/2023	22/02/2027	48
Bendigo-Adelaide Covered	AAA	1,019,971	1,024,483	BBSW + 115	0.30%	16/06/2023	16/06/2028	60
CBA	AA-	2,548,694	2,526,082	BBSW + 95	0.74%	17/08/2023	17/08/2028	60
ANZ	AA-	2,132,922	2,142,091	BBSW + 93	0.63%	11/09/2023	11/09/2028	60
Bank Australia	BBB+	1,652,858	1,660,915	BBSW + 150	0.49%	30/10/2023	30/10/2026	36
ANZ	AA-	2,556,086	2,533,488	BBSW + 96	0.74%	5/02/2024	5/02/2029	60
Suncorp	AA-	1,015,333	1,019,924	BBSW + 98	0.30%	19/03/2024	19/03/2029	60
ING Bank	A	504,325	506,609	BBSW + 95	0.15%	22/03/2024	22/03/2027	36
BoQ	A-	1,671,905	1,680,098	BBSW + 128	0.49%	30/04/2024	30/04/2029	60
Bendigo-Adelaide	A-	811,989	804,729	BBSW + 100	0.24%	14/05/2024	14/05/2027	36
ANZ	AA-	1,521,053	1,527,514	BBSW + 86	0.45%	18/06/2024	18/06/2029	60
Teachers Mutual	BBB+	909,801	914,227	BBSW + 130	0.27%	21/06/2024	21/06/2027	36
ING Bank	A	2,244,870	2,224,021	BBSW + 102	0.65%	20/08/2024	20/08/2029	60
CBA	AA-	1,527,536	1,513,382	BBSW + 87	0.44%	22/08/2024	22/08/2029	60
Suncorp	AA-	2,430,334	2,441,519	BBSW + 92	0.71%	27/09/2024	27/09/2029	60
Bendigo-Adelaide	A-	755,201	759,207	BBSW + 96	0.22%	24/10/2024	24/10/2028	48
ANZ	AA-	1,322,477	1,310,581	BBSW + 81	0.38%	18/02/2025	18/02/2030	60
Rabobank	A+	1,321,452	1,309,520	BBSW + 85	0.38%	20/02/2025	20/02/2030	60
The Bank of Nova Scotia	A+	2,034,326	2,044,209	BBSW + 140	0.60%	21/03/2025	21/03/2030	60
Suncorp	AA-	1,019,040	1,009,955	BBSW + 93	0.30%	21/05/2025	21/05/2030	60
Macquarie Bank	A+	1,408,613	1,415,892	BBSW + 82	0.41%	17/07/2025	17/07/2030	60
ANZ	AA-	3,803,475	3,766,717	BBSW + 71	1.10%	12/05/2026	12/05/2031	60
Macquarie Bank	A+	0	1,504,102	BBSW + 71	0.44%	13/08/2026	13/08/2031	60
*Total Floating Rate Notes*		38,273,966	39,677,067		11.16%
*Fixed Rate Bonds*
ING Covered	AAA	752,193	0	1.10%	0.00%	19/08/2021	19/08/2026	60
Northern Territory Treasury	AA-	3,000,000	3,000,000	1.50%	0.88%	24/08/2021	15/12/2026	64
BoQ	A-	1,897,099	1,905,177	2.10%	0.56%	27/10/2021	27/10/2026	60
BoQ	A-	2,025,224	2,027,893	5.30%	0.59%	30/04/2024	30/04/2029	60
ANZ	AA-	1,205,683	1,177,325	4.65%	0.34%	18/02/2025	18/02/2030	60
The Bank of Nova Scotia	A+	2,014,661	2,013,717	5.23%	0.59%	21/03/2025	21/03/2030	60
Macquarie Bank	A+	1,652,419	1,649,895	4.37%	0.48%	17/07/2025	17/07/2030	60
Northern Territory Treasury	AA-	2,000,000	2,000,000	1.50%	0.58%	6/08/2021	15/12/2026	64
Northern Territory Treasury	AA-	1,000,000	1,000,000	1.50%	0.29%	14/07/2021	15/12/2026	65
*Total Fixed Rate Bonds*		15,547,279	14,774,008	3.18%	4.32%
*Managed Funds*
NSW Tcorp	NR	2,596,042	2,620,618	-0.25%	0.77%	17/03/2014	N/A	N/A
*Total Managed Funds*		2,596,042	2,620,618	-0.25%	0.77%
TOTAL CASH ASSETS, CASH EQUIVALENTS & INVESTMENTS		332,754,289	342,121,283		100.00%

Council’s investment portfolio is dominated by Term Deposits, equating to approximately 46% of the portfolio across a broad range of counterparties. Cash equates to 37%, with Floating Rate Notes (FRNs) around 11%, fixed rate bonds around 5% 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 predominantly 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 $332.75M to $342.12M. This increase is reflective of the first quarter rates instalment being due on 31 August 2026.

Monthly Investment Movements

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

Institution and Type	Amount	Investment Term	Interest Rate	Comments
Bank of Sydney (Unrated) Term Deposit	$2M	12 months	4.17%	This term deposit was redeemed on maturity, and these funds were reinvested in a new 3-year Westpac Bank term deposit (as below).
ICBC (A) Term Deposit	$1M	5 years	1.32%	This term deposit was redeemed on maturity, and these funds were reinvested in a new 12-month State Bank of India term deposit (as below).
BankVic (BBB+) Term Deposit	$2M	2 years	4.65%	This term deposit was redeemed on maturity, and these funds were reinvested in a new 12-month ICBC term deposit (as below).
ING Bank (A) Term Deposit	$2M	2 years	4.63%	This term deposit was redeemed on maturity, and these funds were reinvested in a new 12-month ICBC term deposit (as below).
ING Covered (AAA) Fixed Rate Bond	$900K	5 years	1.10%	This fixed rate bond was redeemed on maturity, and these funds were used to reinvest in a new 12-month ICBC term deposit (as below).

New Investments – Council purchased the following investment securities during August 2026:

Institution and Type	Amount	Investment Term	Interest Rate	Comments
Westpac Bank (AA-) Term Deposit	$2M	3 years	5.40%	The Westpac rate of 5.40% compared favourably to the rest of the market for this term. The next best rate for this term was 5.34%.
State Bank of India (BBB-) Term Deposit	$1M	12 months	5.45%	The State Bank of India rate of 5.45% compared favourably to the rest of the market for this term. The next best rate for this term was 5.38%.
ICBC (A) Term Deposit	$2M	12 months	5.54%	The ICBC rate of 5.54% compared favourably to the rest of the market for this term. The next best rate for this term was 5.45%.
ICBC (A) Term Deposit	$2M	12 months	5.60%	The ICBC rate of 5.60% compared favourably to the rest of the market for this term. The next best rate for this term was 5.46%.
ICBC (A) Term Deposit	$2M	12 months	5.46%	The ICBC rate of 5.46% compared favourably to the rest of the market for this term. The next best rate for this term was 5.45%.
Macquarie Bank (A+) Floating Rate Note	$1.5M	5 years	BBSW +71bps	Council’s independent investment advisor advised this floating rate note represented fair value, with a view of holding this for 3-3 ½ years.

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

Monthly Investment Performance

Interest/growth/capital gains/(losses) for the month totalled $1,300,956, which compares favourably with the budget for the period of $834,090 - outperforming budget for the month by $466,865.

Council’s outperformance to budget for August 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 AIF funding in June 2024. For the 2026/27 financial year to date, Council has accrued $362,592 on this AIF funding received. As the project progresses 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 August, with the fund returning +0.95% (or $24,576) as domestic (+1.54%) and international shares (+2.60%) contributed to the fund’s performance over the month.

In comparison to the AusBond Bank Bill Index* of 4.53% (annualised), Council’s investment portfolio returned approximately 4.65% (annualised) for the month of August – performing in line with the benchmark for the month.

Over the past year, Council’s investment portfolio has returned 4.32%, outperforming the AusBond Bank Bill index by 0.33%. Council’s investment portfolio has continued to perform in line with the AusBond Bank Bill Index* over the longer-term time period, returning 4.18% per annum over the past 3 years – slightly underperforming the benchmark by -0.03% 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

I hereby certify that all of the above investments have been made in accordance with the provision of Section 625 of the Local Government Act 1993 and the regulations there under, and in accordance with the Investment Policy adopted by Council on 21 July 2025.

Carolyn Rodney

Responsible Accounting Officer

Policy and Legislation

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

Link to Strategic Plan

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

Risk Management Issues for Council

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

Internal / External Consultation

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.

Attachments

1 ⇩.

Capital Works Program 2026/27 to 2035/36

1.	Draft Wagga Wagga DCP 2010 Section 17 - Rowan Urban Release Area - For Adoption - Provided under separate cover or ‘Click here’ to access the document.
2.	Amendment No.29 - Public Submissions - Redacted - Provided under separate cover
3 .	Amendment No.29 - Submissions Summary - Provided under separate cover
4 .	Rowan Urban Release Area Zone 1 - Tracked Changes - Provided under separate cover