Annual Report 2024/25

1.1 Our natural environment is protected, enhanced and biodiverse

• Produced over 12,000 locally endemic plants, recorded 2,647 fauna observations including Swamp Wallabies, and delivered 42 workshops to foster biodiversity and community connection.
• Implemented key actions from the Bushland Plan of Management, repaired tracks, installed signage, and planted 1,349 native tubestock plants during National Tree Day.
• The Coal Loader attracted 230,000+ visits, delivered 125 sustainability activations, hosted 2,400 students, refreshed online learning resources, and strengthened partnerships with universities.
• Expanded Streets Alive to 28 sites, grew HarbourCare to 118 volunteers removing 20 tonnes of rubbish, enhanced water quality monitoring, and introduced a citizen pollution reporting tool.
• Fieldwork indicated increasing species diversity, with the final draft of the updated survey scheduled for community exhibition in late 2025.

1.2 Our natural environment is environmentally sustainable

• Delivered 18 sustainability workshops for 500+ residents, with 80% reporting improved knowledge and 90% motivated to adopt sustainable habits; Fix-It Hub continued and Sydney Library of Things secured a five-year lease.
• Hosted the 2024 expo at the Coal Loader, engaging 230+ students with peer-led sustainability activities promoting environmental awareness and practical skills.
• Ran four Compost Revolution webinars, secured 72 composting orders, attracted 225 participants to waste-focused workshops, reached 4,250 newsletter subscribers, and engaged 80 businesses in sustainability programs.
• Supported 23 new strata buildings through the Futureproofing Apartments program, driving energy and water efficiency upgrades and long-term sustainability in multi-dwelling settings.
• Installed solar PV, batteries, LED streetlights, heat pumps, and EV chargers, delivered 50+ sustainability workshops, and planned future upgrades under the Environmental Sustainability Strategy 2030.
• Completed manual fuel reduction and fire trail maintenance at key reserves and supported the Mosman-North Sydney-Willoughby Bushfire Risk Management Plan 2024.
• Advanced regional waste planning, expanded CRC services to include battery-embedded products, and explored new recycling options like reverse vending machines and polystyrene recovery.
• 35 volunteers planted 2,500 native plants during the 26th tree-planting weekend, contributing to nearly 75,000 trees planted since the project began

1.3 Our places are clean and green

• Welcomed 102 new volunteers and completed major upgrades at Milson Park and Coal Loader gardens to improve safety, accessibility, and support local food production.
• Planted 352 new street trees under the Street Tree Strategy to cool suburbs, improve air quality, and enhance the urban environment.
• Increased urban canopy cover by 2.5% since 2022 and renewed the Trees for Newborns program with 27 new trees delivered to families.

1.4 Our open spaces are well utilised

• Progressed planning for the pool’s reopening with focus on readiness and stakeholder engagement; withdrew development application for 1 Henry Lawson Avenue to enable foreshore master planning.
• Completed major park renewals including fencing, pathways, seating, and drinking fountain; advanced Grasmere Reserve upgrade and improved access at Quarantine Boat Depot.
• Delivered Bon Andrews Oval wicket reconstruction under budget; continued planning for major drainage upgrades at Primrose Park.
• Hosted high-profile sporting events and secured long-term venue agreements; planning for seat and public toilet upgrades and reviewed Business Plan for future use.
• Advocated for open space in Western Harbour Tunnel project; completed draft Sportsfields Plan of Management; some projects delayed due to lack of grant funding but remain priorities.

2.1 Infrastructure and assets meet diverse community needs

• Despite delays from severe weather and design issues, significant progress was made, with practical completion and a three-month commissioning period planned to deliver expanded aquatic and fitness facilities.
• Updated and adopted Asset Management Plans, Strategy, and Policy; began developing a framework aligned with Australian Standard (AS ISO 55011:2024); completed road and stormwater audits and valuation reports for key assets.
• Strengthened the Joint North Shore Emergency Management Committee with two new councils, delivered new pedestrian crossings, a 40km/h safety zone, and a cycleway, and advanced plans for further safety upgrades.
• Focused on reducing vacancy rates and identifying renewal opportunities for Council-owned properties, while seeking grant funding for community asset upgrades, which remain priorities despite limited state support.

2.2 Vibrant public domains and villages

• Major paving works were completed for Crows Nest Public Domain in October 2024, with remaining tasks like streetlighting, underground power, and tree planting scheduled for late 2025.
• Design and documentation were finalized for Cremorne Plaza and Langley Place upgrades, but delivery is deferred to 2026–2027 pending funding and grant opportunities.
• 90% of lighting upgrades in North Sydney CBD were completed by year-end, with full completion expected early in 2025–2026 to improve safety and surveillance.
• Blues Point Reserve received a major upgrade with energy-efficient LED lighting, enhancing safety and amenity.
• Lighting improvements were delivered at key crossings, with additional upgrades under construction and designs completed for future sites.

2.3 Prioritise sustainable and active transport

• Delivered road safety initiatives including eight senior pedestrian talks, school education packs, 89 car seat safety vouchers, speed investigations, and targeted pedestrian safety measures.
• Secured over $1.1M for upgraded crossings and safety barriers, plus $850K for cycleway designs and continuous footpaths to improve connectivity and safety.
• Implemented school education programs, green travel plans, and hosted bike maintenance workshops and free tune-ups at 26 markets to encourage safe cycling and walking.
• Developed and exhibited a new Bike Plan to replace the 2014 strategy, guiding future cycling infrastructure investment.
• Completed Priority Route 2 (Young Street) and reviewed Route 3 options, with alternative designs to follow after Bike Plan adoption.

2.4 Efficient traffic mobility and parking

• Expanded car share parking with nine locations consulted and four installed to reduce congestion and support sustainable transport.
• Adopted Delivery Program 2025–2029, including plans for a comprehensive Parking Strategy in 2026–2027 to balance community needs.
• Continued collaboration with Transport for NSW to prioritise the North Sydney Integrated Transport Program for better outcomes.
• Worked with NSW Government agencies to progress the Miller Place project, ensuring it meets community expectations and integrates with transport plans.

3.1 Our commercial centres are prosperous and vibrant

• Delivered monthly activations with live music and lunchtime activities to attract workers, visitors, and residents, with a program review planned for 2025–2026.
• Issued six business e-newsletters reaching 5,900 recipients, growing subscriptions by 9%, and promoting local organisations and initiatives.
• Promoted 32 major commercial and community events through multiple channels, strengthening North Sydney’s reputation as a vibrant local economy.
• Adopted a new Economic Development Strategy in February 2025 to guide long-term growth, innovation, and sustainability in commercial centres.

3.2 Distinctive sense of place and design excellence

• The Design Excellence Panel continued guiding high-quality development, while planning proposals slowed due to the Housing Delivery Authority.
• Council engaged with major State reforms, including TOD precinct planning and housing changes, and updated the Development Control Plan to streamline provisions for key roads.
• Worked with Homes NSW, City of Sydney, and housing providers to explore new delivery models and an Affordable Housing Contribution Scheme for inclusive housing options.
• Strategic projects like the Public Domain Strategy, Heritage Review, and Ward Street Masterplan were delayed due to funding and market conditions, with plans to progress when feasible.
• Maintained strong engagement with Transport for NSW on major infrastructure projects, ensuring community concerns are addressed during Western Harbour Tunnel, Warringah Freeway Upgrade, Sydney Metro, and Harbour Bridge Cycleway works.

4.1 North Sydney is connected, inclusive, healthy and safe

• Advanced the Disability Inclusion Action Plan with playground upgrades, staff training, workplace reviews, and community events; completed access reviews and prepared for the 2026–2030 plan.
• Delivered webinars on school refusal and screen time, supported 120 families through Family Day Care, upgraded Planet X Youth Centre, and engaged school leaders through the School Leaders Expo.
• Convened a regional roundtable on domestic and family violence, reinforcing a whole-of-community approach and ongoing collaboration with police and service networks.
• Hosted inclusive cultural programs like Pride Picnic and Gai-mariagal Festival, supported domestic violence prevention campaigns, and strengthened multicultural engagement through workshops and Refugee Week.
• Delivered 18 Seniors Festival events, reviewed community transport, progressed affordable housing projects, and celebrated volunteers across Bushcare, HarbourCare, and community programs.
• Stanton Library grew its reach with a 22% rise in newsletter subscribers and 275% increase in Instagram followers, expanded diverse collections, and supported inclusion through community initiatives.
• Some initiatives, including the Affordable Housing Contributions Scheme, Visitor Economy Strategy, and Ward Street Masterplan, were delayed due to funding and market conditions, with revised timelines set for 2025–2027.

4.2 A centre for creativity and learning

• Delivered Colour Fest 2025 during Youth Week with 1,500+ attendees and hosted the North Sydney Seniors Festival with 18 events for 600 seniors to foster connection and wellbeing.
• Refreshed artist studio programs, launched Creating Wellbeing initiatives, and supported a diverse calendar of cultural events including Twilight Food Fair, Pride Picnic, and major partnerships like Vivid Sydney.
• Continued successful Artisan Markets and collaborated with major community markets, while pursuing grants and sponsorships to sustain and expand arts initiatives.
• Delivered 36 library events to 2,100 participants, launched a redesigned app with new features, and completed refurbishments to improve accessibility and user experience.
• Provided 124 Tech Help sessions, introduced new book clubs, and expanded school engagement through tours, outreach, and Storytimes to boost literacy and digital skills.
• Deferred delivery of the Public Arts Masterplan and new public art projects, with future work to align with the Culture and Creativity Strategy for coordinated cultural development.

4.3 Our heritage is preserved and recognised

• Delivered seven exhibitions and 34 events engaging 768 participants, showcased collections at external venues, and formed new partnerships with local heritage organisations.
• Supported research projects, assisted schools and Nutcote staff, and digitised significant historical resources for online access.
• Consolidated heritage collections on the eHive platform and trained staff in digitisation and digital preservation to safeguard historical assets.
• Continued managing Don Bank Museum, Sexton’s Cottage, and St Thomas’ Rest Park, recruited four new volunteers, and scheduled roof repairs for Don Bank.
• Celebrated 100 years of May Gibbs at Nutcote with exhibitions, themed events, and children’s activities to honour her legacy.
• Added a new exhibition at The Coal Loader and conserved artefacts from North Sydney Olympic Pool for future display upon reopening.

5.1 Lead North Sydney’s strategic direction

• Maintained strong collaboration with NSROC and State/Federal Governments on advocacy, reforms, and major projects, renewing the shared Internal Audit program for 2025–2026.
• Secured external funding for community and infrastructure projects and partnered with NSROC and other councils to amplify regional representation.
• Delivered progress reports, financial audits, and submissions to government bodies, reinforcing transparency and alignment with community priorities.
• Adopted a comprehensive Governance Strategy with eight strategic directions, introducing initiatives like a public performance dashboard, risk management framework, and robust project management model.
• Enhanced payroll and leave management processes, initiated a Capital Value Register review, and identified major ICT upgrades pending funding.
• Improved development assessment performance by reducing average determination times by 21%, from 158 days in January to 125 days in June.
• Finalised a draft project management framework with a pilot scheduled for 2025–2026, with full implementation dependent on funding and system upgrades.

5.2 Strong civic leadership and customer focused services

• Advanced the Resilient Sydney Program through ambassador engagement, launched a community safety webpage, contributed to the 2025–2030 strategy, and completed staff training for implementation.
• Delivered Code of Conduct training, completed disclosure returns, adopted the Community Engagement Strategy and Public Participation Plan, and prepared for new committees in 2025–2026.
• Maintained best practice governance through the Audit, Risk and Improvement Committee, with updated Terms of Reference endorsed in November 2024.
• Deferred approval of Delegations of Authority and Corporate Policy Manual review; workplace safety initiatives slowed due to staffing gaps. Training updates planned for 2025–2026.

5.3 Community is engaged in what council does

• Delivered 70 media releases, 206 e-newsletters, 34 mayoral speeches, and three editions of North Sydney News, reaching 47,000 residents, alongside 59 community engagements and extensive digital content creation.
• Adopted the Community Engagement Strategy 2025–2029, introducing new advisory committees and reinforcing the precinct system to strengthen community participation.
• Endorsed the Community Strategic Plan 2025–2035 after extensive engagement, setting North Sydney’s long-term vision and guiding decision-making from July 2025.
• Launched an upgraded Your Say platform with improved functionality, interactive features, and clearer reporting to enhance user experience and feedback accuracy.
• Delivered on-demand training for precinct office bearers, reviewed guidelines and code of conduct, and prepared updated materials for implementation in 2025–2026.

5.4 Council services are efficient and easy to access

• Council collaborated with regional partners to leverage purchasing power, achieved cost efficiencies, and delivered organisation-wide procurement training for transparency and best value outcomes.
• Transitioned the Customer Service Contact Centre to a cloud-based platform, improved system efficiency, and progressed plans for a customer portal, while focusing on optimising existing technology.
• Updated retention and disposal schedules, implemented recommendations from the Records Management Review, introduced a new SaaS records system, and advanced digitisation of hard copy files.
• Launched the Personal Best Performance framework, advanced Equal Employment Opportunity and Respect@Work initiatives, supported trainees, and streamlined recruitment through enhanced e-recruitment systems.
• Deferred GIS upgrades, laptop rollout, secure file sharing solution, and organisational values review due to funding and leadership changes, with plans to resume in 2025–2026.

North Sydney Olympic Pool

Council also continued work on the redevelopment of the North Sydney Olympic Pool. As this is an ongoing project, it has been removed from this Annual Report page to ensure there is no confusion for people looking for current information. 

Projects Delivering Community Outcomes

Willoughby Road Upgrade

• The Willoughby Road upgrade in Crows Nest enhances the streetscape with wider footpaths, modern seating, pedestrian lighting and underground electrical infrastructure to reduce visual clutter.
• Sustainable features, including native plantings and water-sensitive design, reinforce Council’s commitment to environmentally responsible development.
• The revitalised streetscape supports local businesses by encouraging foot traffic and creating a safer, more inviting pedestrian environment.
• Final works, including removal of overhead power lines and additional lighting, are scheduled for early 2026.

Miller Street – Affordable Housing

• North Sydney Council, in partnership with Link Wentworth, is delivering 12 new affordable studio units on Miller Street.
• The development will provide safe housing for people at risk of homelessness, including two units for women leaving domestic violence situations.
• Features include accessible units, shared laundry facilities, communal spaces and outdoor areas to foster a supportive living environment.
• Completion is expected in November 2025, with tenants moving in before the end of the year.

In 2024–2025:

• Council’s statements show a net operating surplus after grants and contributions for capital purposes of $15.18 million.
• The result excluding capital grants and contributions is a surplus of $1.3 million
•  As at 30 June 2025, improvements to Council’s financial position were largely attributable to one-off income items and savings measures to mitigate liquidity risks 
• Although $40.66 million was invested in capital projects, the allocation of $18.6 million to the NSOP project limited renewal of other infrastructure, exacerbating the backlog
• Total assets increased by 6% to $1.9 billion
• Total liabilities increased to $98.6 million
• Community equity increased by 6% to $1.8 billion