Operational Plan & Budget 2026-27

Acknowledgement of Country Bayside Council acknowledges the Bidjigal Clan, the traditional owners of the land on which we meet and work and acknowledges the Gadigal people of the Eora Nation. Bayside Council pays respects to Elders past and present.

Introduction

Mayors Message

I am proud to present our Operational Plan and Budget for 2026-27, a roadmap that brings our long-term vision to life through clear, practical actions, delivering a more sustainable and vibrant future for Bayside.

Over the past year, Bayside has continued to grow, evolve and respond with resilience to emerging challenges and opportunities. From strengthening essential services and investing in critical infrastructure, to supporting local organisations and community initiatives, we have worked with purpose to ensure Bayside remains a safe, dynamic and inclusive place for all.

This comprehensive plan sets out a clear path for delivery while ensuring our community remains at the heart of every decision. It reflects our shared ambition and provides meaningful opportunities for residents to stay informed, and involved as we turn our vision into reality.

Council remains firmly committed to delivering the major projects outlined in our 10 Bold Moves, transformational initiatives that will shape Bayside’s future and deliver lasting community benefits. These include the Arncliffe Community Hub, creating a vibrant and collaborative local destination; the redevelopment of Botany Aquatic Centre into a contemporary, state-of-the-art facility; the Boulevarde Car Park, providing additional parking alongside a new community hub; expanded Active Transport Corridors to enable greater connectivity of our spaces; the Mascot Oval upgrade; and ongoing enhancements to Sir Joseph Banks Park.

Alongside these major projects, our community continues to benefit from regular upgrades to existing facilities, parks and playgrounds, ensuring our assets are well maintained, accessible and enjoyed by all. Together, these investments support the services our community relies on today while preparing for future growth.

This plan also delivers a diverse program of events and activities designed to energise our public spaces and strengthen connections across our vibrant and multicultural community.

I would like to acknowledge the dedication and professionalism of our staff, the leadership of Councillors, and the invaluable input of our community. Their collective contributions have shaped our achievements and made this plan possible.

Most importantly, I thank our residents for their continued engagement and trust. Council’s direction is guided by your ideas, feedback and participation. Through ongoing collaboration, we will continue to meet the needs of our community today while planning confidently for future generations

Councillor Edward McDougall

Mayor

Who we are Bayside Area & People

The Area

Located in the heart of Sydney, the Bayside Council area includes the following suburbs: Arncliffe, Banksia, Banksmeadow, Bardwell Park, Bardwell Valley, Bexley, Bexley North, Botany, Brighton Le Sands, Carlton (part), Daceyville, Dolls Point, Eastgardens, Eastlakes, Hillsdale, Kingsgrove (part), Kogarah (part), Kyeemagh, Mascot, Monterey, Pagewood, Ramsgate (part), Ramsgate Beach, Rockdale, Rosebery (part), Sandringham, Sans Souci (part), Turrella and Wolli Creek.

We are proud of our local area and all that it offers. With many parks, sporting facilities and picturesque foreshore, we surround Botany Bay (Kamay) with 8 kilometres of beach and parkland.

Our significant wetlands provide important corridors for native flora and fauna, as well as places for our community to engage with natural surroundings.

Bayside is well served with public transport with two main train lines and several busy bus routes. There are many great schools, boutique businesses, active laneways and precincts and a very vibrant mix of cultures.

Central to the area is the logistics core of NSW. Bayside has two major international transport hubs, the Sydney Kingsford Smith Airport in Mascot and Port Botany, the largest container port in NSW. These areas are significant as they enable people and products to travel around the world and to come to Australia. Goods arriving at our ports are transported right around the country and Sydney is the busiest airport in Australia

Our Community

Almost 183,000 residents live in Bayside and this is expected to increase by 30,000 by 2036. Bayside is home to a diverse community from Australia and all over the world, with almost half born overseas. People of all ages enjoy life in Bayside; many speak a language other than English at home. First Nations people have lived on the shores of Botany Bay (Kamay) for tens of thousands of years. All of these different cultures enrich our area with their traditions, celebrations and stories. Following are some statistics that demonstrate that diversity.

People & Households

Living & Lifestyle

Work & Travel

The Organisation

Our community’s wellbeing is at the heart of everything we do, with that vision in mind we have developed strategies and action plans to ensure our behaviours and decisions are customer centric. See our Customer Experience Strategy for more details.

Values

Values guide us in our interactions and relationships with all our customers. Internally there are also identifying statements and highlighted behaviours that strengthen our understanding of the values and clearly set the organisations expectations.

We go above & beyond - delivering an outstanding customer experience every time.

We are all leaders’ decisive, outward focused & forward thinking, setting the vision for Bayside Council today & into the future

We are courageous & innovative - committed to making a difference in our work.

We support & invest in each other - creating a strong collaborative culture

Prioritising our Customers

Stage 2 of our Customer Experience Strategy is underway, where we ‘Do Better’ by changing the way we do business and make improvements that enhance and support quality customer experiences.

Below is a summary of the stage 2 projects we are rolling out. These improvements will have a corporate wide focus, engaging with all levels of staff and building on the whole-of-organisation approach to delivering quality customer experiences

These priorities and strategies underpin all actions and objectives in this plan and are at the forefront of all decisions and planning at Bayside.

Internal Engagements

Learning & Development

Correspondence Management

Customer Data Intelligence

Improve Request Management

 Stage 2 leadership engagements to identify 'Do Better' improvements

 Monitoring and reporting on progress of identified improvements.

 Develop and implement ‘How to provide Quality Customer Service’ program available to all staff

 Explore existing system capabilities of correspondence management and reporting that supports continuous improvement across the organisation.

 Source a permanent solution that expands the pilot.

 Implementation of identified solution.

 Implementation of AI Speech Analytics function with existing call centre platform to capture call quality, insights and trends.

 Monitor and improve our service responses and align our service delivery priorities to meet those needs.

 Implementation of Business Event Notification selected customer request types for improved customer communication.

 Complete the existing categories

 Plan to expand the use of customer request management system and identify and implement improvements to better align with customer needs.

 Publish and promote the Customer Experience Charter to communicate clear service standards.

Service Standards

Customer Feedback

Staff Recruitment & Performance

Customer Journey Mapping

 Review service level agreements (SLA's) for customer requests to ensure alignment between expectations and operational delivery.

 Develop better complaint and unreasonable customer procedures and employee training.

 Explore opportunities to capture and report on customer experience satisfaction for both post-transactional service and place-based experiences.

 Review staff performance work plans and position descriptions to include outcome-based performance indicators focused on quality customer service.

 Continuous review of outcomes as progress occurs.

 Establish ongoing alignment with administration officers organisation wide

 Ongoing reviews of end-to-end customer journeys to identify improvements that align with customer needs and expectations, including both online and face-to-face services.

 Explore opportunities to enhance digital self-service capability and functionality to:

 help people find accurate information quickly and

 enable staff more time to focus on complex issues

Online Services

Governance Guidelines

 identify high volume transactions not yet digitally available

 Implement identified enhancements for digital self-service capability and expand digital transaction opportunities such as online parking permits, waste bookings, and rates information, planning information.

 Develop internal guidelines that enable staff to better identify and deliver quality customer experience in all plans and projects.

 Embed customer experience considerations into all planning and reporting.

10 Bold Moves

These are the projects and strategies that will transform Bayside’s future They will deliver significant benefits to the community by addressing current and future needs as Bayside grows.

The new community assets will help support the many services and facilities provided by Council for today’s community and future generations.

Details of yearly actions to deliver these are in this Operational Plan

Our 10 Bold Moves are presented on the following pages.

Arncliffe Community Hub

Council has entered into a Planning Agreement for works in kind with Billbergia development to deliver a multipurpose community facility at Arncliffe. The new facility will provide a welcoming, collaborative space where the community can connect, learn, work and create. Council is working on the design of the interior fit out.

For more details see Arncliffe Community Hub

Arncliffe & Banksia to Barton Active Transport Corridor

Improving connectivity of our open spaces is a priority so we are making it safer and easier for our community to move from one area to another using walking and cycling paths. Council is constructing a new active transport corridor linking Arncliffe and Banksia to Barton and Riverine Parks including:

 A new 2.5 m wide shared path along Spring Street between West Botany and Marinea Street

 Widening of the existing path along Spring Street between Marinea Street and the Princes Highway and on the east side of Marinea and Terry Street

 A raised pedestrian crossing on Spring Street at the Marinea Street intersection and raised thresholds at intersections along the southern side of Spring Street

 Cycle link from the Princes Highway to Forest Road including a slow zone in Townsend Lane and behind the Arncliffe Youth Centre

 Shared path along Wardell Street to Forest Road with improved lighting

 New landscaping and additional tree planting.

For more details see Arncliffe & Banksia to Riverine & Barton Pedestrian Links

Botany Aquatic Centre

The planned upgrade will future proof the much-loved centre for generations to come.

The upgrade will include:

 A 50-metre outdoor competition pool

 1 indoor 25 metre lap pool

 1 indoor program pool

 Adventure slides / major water play / splash pad

 A new building including entrance, amenities, change rooms and café

 New grandstand

 Landscaping works & picnic areas

 Gym & multipurpose room.

For more details see Botany Aquatic Centre Redevelopment

Boulevarde Car Park

The primary objective of the Boulevarde Car Park Redevelopment is to provide additional public car parking in Brighton Le Sands to support the community and local business.

The proposed new building will deliver a community hub / library, multilevel carparking and a commercial rooftop area to service the cost of the asset into the future.

Depena Reserve Cafe

Formally known as Le Beach Hut, The existing building is being replaced to improve facilities for the community including:

 Café/restaurant with associated kitchen, storage and outdoor dining

 New amenities with an accessible toilet and a unisex family toilet.

For more details see Depena Reserve Cafe

Kamay Greenway Active Transport Corridor

Council is progressing with a feasibility analysis of a walking and cycling route from Scarborough Park to Sans Souci.

The route will link existing green spaces and community recreation hubs and provide a direct connection to southern cycling paths.

Kamay Greenway will enhance:

 Ecology as a biodiversity corridor

 Active transport connectivity for our community and visitors

 Recreation providing a place which meets multiple recreational and lifestyle needs

 Accessibility as an accessible place for residents of all backgrounds, abilities and ages

 Culture as a place to celebrate local culture, and history.

Mascot Oval

This project is aimed at transforming the area into a safe, inclusive, high-quality modern sporting precinct that meets the needs of the community and local sporting clubs, supporting recreational and social activities. The proposed upgrade includes demolition of outdated structures and a new purpose-designed building with significant enhancements to public domain and increase in public seating

The concept design includes:

 New main entry to Mascot Oval with an arrival plaza space

 Improvements to other entry points, including from the carpark

 New grandstand, change rooms, function space, viewing (filming) platform, canteen, storage, meeting room, medical room, referee's room

 New public toilets and club space

 A new accessible walking path around the oval

 New integrated landscaping that includes seating

 New scoreboard

 New line marking to existing carpark

For more details see Mascot Oval Upgrade

Rockdale Centre Master Plan

The Rockdale Centre Master Plan aims to establish a unique identity for Rockdale by:

 Strengthening the Rockdale Civic Precinct

 Delivering new public open space as the heart of the community

 Creating a more walkable neighbourhood

 Creating an attractive public domain contributing to a vibrant centre

 Creating a new low and medium to higher density residential precinct close to public transport and amenity

 Providing sensitive density and built form transition

 Maximising the potential of council land holdings to deliver commercial and community infrastructure.

For more details see Draft Rockdale Centre Masterplan

Sir Joseph Banks Park Improvements

The ongoing upgrades will provide the community with enhanced facilities, including:

 New amenities building near Fremlin Street

 Upgrades to the Foreshore Road car parkincrease capacity, improve accessibility, reduce flooding issues

 Landscaping with accessible pathways into and throughout the park.

For more details see Sir Joseph Banks Park Carpark and Amenities

Council is also building a pump track facility in the park.

For more details see Sir Joseph Banks Park Pump Track

Continuing the goal to create a regional destination 2 new facilities are now being considered:

 New basketball / netball court and

 Additional amenities building near the Pump Track

Spring Creek Naturalisation

The naturalisation of Spring Creek will include:

 rehabilitation of the 700 m concrete channel

 rehabilitation of the existing Spring Creek Wetland

 creation of three new wetlands.

These works will improve waterway health, water quality, biodiversity and open space for our environment and our community.

The design will be developed to integrate with the Barton Park and Riverine Park Master Plans, and the overall Rockdale Wetlands corridor to landscape amenity, access and spatial between these areas.

For more details see Spring Street Naturalisation

Who we work with to make things happen

To respond to many of the community outcomes in our Community Strategic Plan, which captures our community’s long term goals for Bayside, we advocate to or partner with many community groups , professional organisations and government agencies - below is just a few

Events Snapshot

Council holds many events throughout the year to celebrate our community, specific national and international days and to provide an opportunity for our community to come together and enjoy Bayside. Below is a snapshot of the events planned. Events are held in our parks, libraries and other community facilities. For details please visit our website at What’s On

Budget Snapshot

Council generates income from several sources, as shown below

Rates include residential, business, and other rate categories, such as Special Rate Variations, detailed in the Revenue Policy section of this report. Annual charges is from services like domestic waste, additional waste management, and stormwater management, detailed in the Annual Charges Policy section of this report

Grants & Contributions consist of both operational and capital funding used for specific Council projects. A significant portion of the contributions received are development contributions, accounting for 64% of Council's cash and investment balances. Income in this category is restricted so it can only be used to fund specific projects and services.

User Fees & Charges arise from various activities, including sports and recreational facilities, child care, building and regulatory services, and private works.

Interest and investment income is from Council's investments, although a large portion is generated from development contributions, making these returns similarly restricted.

Other revenue includes income from car parking fines, ex-gratia payments, and other Council business activities. Rent is income from Council owned properties

Council’s expenses are varied due to the broad nature of our business, as shown below

Expenditure ($’000)

Materials & Services includes contract costs (eg waste disposal), contractor and consultancy fees, utility bills, vehicle related expenses, audit services, and legal fees. Employee salary & Oncosts covers wages, salaries, leave entitlements, superannuation, workers compensation and taxes.

Depreciation is a non-cash expense that allocates the capital cost of an asset over its operational life, reducing the asset's value due to wear and tear, aging, or obsolescence. It reflects the extent of asset use during the year and indicates the need for asset replacement or renewal at the end of its useful life.

Other expenses include statutory payments, such as the Emergency Services Levy, a mandatory contribution to fund fire, rescue, and state emergency services.

What we will do

Operational Plan

Council’s annual action plan and budget.

Community Strategic Plan 10 Years 2025-2035

Delivery Program 4 years 2025-2029

Operational Plan 2025-26 Operational Plan 2026-27 Operational Plan 2027-28

How this Plan fits in

Operational Plan 2028-29

The Community Strategic Plan (CSP) has 4 themes that represent the community’s long term goals for Bayside. Each theme has Community Outcomes identified as well as strategies to address them. To better understand these Themes, Outcomes and Strategies, please refer to the CSP on our website

Theme One

In 2035 Bayside will be a vibrant and liveable place

Theme Two

In 2035 our Bayside community will be connected and feel that they belong

Theme Three

In 2035 Bayside will be green, resilient and sustainable

Theme Four

In 2035 Bayside will be financially sustainable and support a dynamic local economy

The Delivery Program Objectives respond to the 4 CSP themes and are what Council commits to deliver over the period of this Program For more information on our 4 year plan please refer to the Delivery Program on our website

Operational Plans are Council’s annual action plans and budgets to achieve the objectives in the Delivery Program. This is the Operational Plan for 2026-27.

How to read this Plan

Council in Action Pages

This page, one per Theme, provides a summary of the actions Council delivers to achieve the objectives in the Delivery Program They are in addition to those include in the Specific Actions tables

Specific Actions Pages

These tables, by Theme, have the detailed actions, measures and targets for specific actions in this plan to achieve the objectives in the Delivery Program

 The table colour links these actions to the CSP theme For details please see the CSP

 Delivery Program Objective - what we will deliver by 2029. For details please see the Delivery Program (DP)

 Operational Plan 2026-27 Action - what we will do in 2026-27 to implement the DP

 Measure & Target - how and when we will know we have completed the action

 Funding Source - to implement the OP Action

 Responsible Directorate - implementing and reporting on the OP Action

 Deliver / Partner / Advocate symbol showing how we are going to implement the objective

 The symbol to show that this objective is linked to 1 of our 10 Bold Moves

 OP Action number linking the action to the CSP and DP

 1st number = CSP Theme

 2nd number = CSP Community Outcome

 3rd number = CSP Strategy

 4th number = DP Objective

 5th number = OP Action

Deliver / Partner / Advocate

Throughout these plans and programs, some strategies are clearly Council’s responsibility, and some are the responsibility of other levels of government, or rely on input from industry groups, community groups or individuals. In the Community Strategic Plan and the Delivery Program we have indicated whether Council will Deliver, Partner or Advocate to achieve the stated outcome or strategy.

Deliver Council will deliver the action

Partner

Council will investigate opportunities to partner with / enable agencies, business, community groups to deliver the outcomes

Advocate Council will speak up on behalf of the community to agencies, industry bodies / Ministers and strategic / regional forums to advocate for the delivery of this issue.

Funding Source

All actions in this Plan have a nominated funding source, showing that we have considered these actions when developing our budget or if the action is dependent on a successful grant application.

 General - Ordinary rates, Council-defined fees and charges, fines, rent, and interest from investments.

 Reserved - Comprises funds collected for specific purposes, such as special levies (eg infrastructure levy, stormwater levy, community safety levy), development contributions, domestic waste charges, approved grants, and interest from investments.

 Grant - Funding opportunities from external bodies. These funds are not guaranteed, and projects or services relying on them may not proceed if the grant bid is unsuccessful and alternative funding cannot be secured.

Council In Action

In addition to the specific actions included in the Operational Plan tables that follow, Council also delivers the following to help make Bayside a vibrant and liveable place.

Capital Projects Program

120+

Projects

$104 m

 Brighton Pavilion remediation

Spend Deliver the Program as planned including:

 Town Centre upgrades

 Mascot Station area traffic controls & new footpath

 Mascot depot repurposed as multi-use building

 Scarborough Park improvements

 Brighton Le Sands Librarydemolition & youth upgrade

The full list of projects & expenditure for the year can be found here

New development in Bayside improves the amenity

 100% of Design Review Panel (DRP) findings sent to applicants for implementation

 Planning Proposals assessed within 90 Days

DAs referred to

 Effective Public Domain advice and compliance service delivered with 100% Compliance with conditions

DAs approved

 Advocate for Bayside on state significant development by responding to 100% of proposals by deadlines

Theme One

In 2035 Bayside will be a vibrant and liveable place

Opportunities to activate our places and spaces have been optimised

 Deliver Library Programs =>80% attendance rate to programs | =>80% participants are satisfied

 Deliver Sport Ground Allocation through bi-annual EOI* campaign

 Community Venues Allocation Policy adopted

 Encourage 4 venues and performers to register on NEON Marketplace

 Promote Footway Trading

*EOI = Expression of Interest

Bayside’s places and spaces are fit for purpose and well maintained

 Deliver the turf mowing maintenance program for all parks and reserves - ≥ 98% within SLA*

 Deliver the seasonal sports field renovation works program - ≥ 95% completed within SLA*

 Landscape and maintain Council’s gardens - ≥ 98% within SLA*

 Deliver mechanical residential street sweeping program - 95% swept twice a month (weather permitting)

*SLA = Service Level Agreement

Council has effectively developed and maintained key partnerships to improve community safety

 Develop and maintain the partnership with NSW Police to support Council programs and initiatives - attend quarterly meting

 Investigate traffic and road safety issues identified and recommend changes to the Local Transport Forum for consideration

Specific Actions

Delivery Program Objective By 2029

1.1.1.3

Our Community Safety Strategy is relevant and actively implemented

Operational Plan 2026-27 Action

1.1.1.3.1

Deliver the Summer Foreshore Program

1.1.1.3.2

Review and consider opportunities for expansion of the Smart CCTV network

1.1.1.3.3

Update the Community Safety Strategy

1.1.1.3.4

Advocate for the enforcement of laws to ensure responsible jet ski use on the bay to protect our community

1.1.1.3.5

Advocate for the use of smart technology for detection of breaches under the Marine Safety Act 1998 and the Marine Safety Regulation 2016

1.1.1.3.6

Develop a concept plan, including jet ski landing exclusion zones, to protect our children, beaches and wildlife from dangerous jet ski use and conduct extensive community consultation to gauge public sentiment for further action

1.1.1.3.7

Implement Public Spaces (Unattended Property) Policy to manage abandoned vehicles, shopping trolleys etc

1.1.2.1

The Boulevarde Car Park construction has commenced

1.1.2.1.1

Develop detailed design for the Boulevarde Car Park

1.1.2.1.2

Deliver the Community Engagement Plan for the Boulevarde Car Park

&

Measure: Program delivered Target: Easter 2027

Measure: Review complete, funding source identified for any expansion

City Life

Target: Easter 2027 Reserved General Manager’s Office

Measure: Strategy adopted Target: 30 June 2027 General City Life

Measure: Write to relevant Ministers & Government Agencies

Target: 31 July 2026 General City Life

Measure: Write to relevant Ministers & Government Agencies

Target: 31 July 2026 General City Life

Measure: Engagement Plan delivered

Target: 30 June 2027

General City Futures

Measure: # complaints

Target: Reduced General City Life

Measure: Design complete

Target: 31 December 2026

Measure: Community engagement outcomes reported Target: 30 June 2027

Reserved General Manager's Unit

Reserved General Manager’s Unit

1.1.3.1

The Affordable Rental Housing Strategy is developed and being implemented

1.1.4.1

Bayside’s parks and open spaces are fit for purpose and well-maintained

1.2.1.1

Kamay Greenway Active Transport Corridor construction has commenced

1.2.1.2

1.1.3.1.1

Prepare a Planning Proposal to implement an Affordable Rental Housing Contribution Scheme

1.1.3.1.2

Prepare amendment to the DCP to specify the quality of building required for in kind housing contributions

1.1.4.1.1

Develop designs and lodge approvals for the 3 sporting fields endorsed to be upgraded for improved resilience

1.2.1.1.1

Deliver Community Engagement Plan for the Kamay Greenway Draft Master Plan and report the outcomes to Council

Arncliffe to Barton Park Active Transport Corridor is open and being enjoyed by the community

1.2.3.1

Council’s spaces and places are better connected

1.2.1.2.1

Prepare approval documents for construction of Stage 1 of the Arncliffe to Barton Park Active Transport Corridor

1.2.1.2.2

Award construction contract for Stage 1 of the Arncliffe to Barton Park Active Transport Corridor

1.2.3.1.1

Complete funded short term actions in the Bike Plan

1.2.3.1.2

Investigate opportunities to implement the unfunded short term actions in the Bike Plan

1.2.3.1.3

Investigate and report opportunities for marked share bike designated parking, no go and go slow zones across Bayside

Measure: Planning Proposal gazetted

Target: 30 June 2027

Reserved City Futures

Measure: Amendment endorsed by Council for exhibition

Target: 31 December 2026

Measure: Approvals lodged

Target: 30 June 2027

City Futures

Reserved General Manager’s Unit

Measure: Kamay Greenway Master Plan adopted

Target: 31 December 2026

Measure: Approvals lodged

Target: 31 December 2026

General City Futures

Reserved General Manager’s Unit

Measure: Contract awarded Target: 30 June 2027

Measure: # actions completed

Target: Report 6 monthly

Measure: # opportunities scoped

Target: Report 6 monthly

Measure: Reported to Council for endorsement

Target: 31 December 2026

Reserved General Manager’s Unit

General City Futures

General City Futures

General City Futures

Delivery Program Objective By 2029 …

Operational Plan 2026-27 Action

1.2.3.1.4

Implement endorsed marked share bike designated parking, no go and go slow zones across Bayside

Measure & Target Funding Source Responsible Directorate

Measure: Zones implemented Target: 30 June 2027

Grant City Futures

1.2.4.1

Our Arts & Culture Strategy is relevant and actively implemented

1.2.4.1.1

Activate Carlton creative suburb through delivery of the second event

1.2.4.1.2

Develop a program to activate laneways across Bayside

Measure: Event delivered Target: 31 March 2027

Measure: Program endorsed Target: 31 December 2026

Measure: 2 laneways activated Target: 30 June 2027

Grant General Manager’s Unit

General / Reserved General Manager’s Unit

General / Reserved General Manager’s Unit

1.2.4.2

Opportunities to activate our public spaces have been optimised

1.2.4.1.3

Deliver annual arts and culture events: Chapel Nights, Writers Festival & Creative Handmade Markets

1.2.4.1.4

Deliver Creative Arts Forum

1.2.4.2.1

Deliver the Major Events Program including Diwali, Luna New Year, Ramadan, Food & Wine Festival and Spring Fair

1.2.4.2.2

Investigate and report opportunities to extend the decorative lighting program

1.2.4.2.3

Implement and manage Outdoor Market Policy and Guide

1.2.4.2.4

Develop and report a Functional Plan for Mascot Memorial Park

1.2.4.2.5

Develop and report an Open Space and Recreation Plan

Measure: Events delivered Target: 30 June 2027

General General Manager’s Unit

Measure: Annually Target: October 2026

Measure: Events delivered Target: 100%

Measure: Attendance at events Target: Year 1establish baseline

Measure: Report to Council on options Target: 6 monthly

Measure: # markets held Target: Report 6 monthly

Measure: Plan endorsed Target: 31 December 2026

Measure: Plan endorsed Target: 31 December 2026

General General Manager’s Unit

General General Manager’s Unit

General General Manager’s Unit

General General Manager’s Unit

General City Life

General City Futures

General City Futures

1.3.2.1

Rockdale Centre Master Plan is adopted and being actively implemented.

1.3.2.1.1

Prepare a Planning Proposal to implement the rezoning changes in the Rockdale Centre Master Plan

1.3.2.1.2

Prepare a Concept design for the new town park in the Rockdale Centre Master Plan

Measure: Reported to Council for Gateway Determination

Target: 30 June 2027

Reserved City Futures

1.3.2.2

Bayside’s public spaces are maintained to maximise their attractiveness

1.3.2.3

The Arncliffe Community Hub is open and being enjoyed by the community

1.3.2.1.3

Prepare a land divestment & acquisition plan to implement the key actions in the Rockdale Centre Master Plan

1.3.2.2.1

Deliver the Town Centre Uplift Program

Measure: Concept design endorsed for community engagement

Target: 31 March 2027

Measure: Plan endorsed

1.3.2.4

Mascot Oval is open and being actively enjoyed by the community

1.3.2.3.1

Develop detailed design for the Arncliffe Community Hub

1.3.2.3.2

Deliver the Community Engagement Plan for the naming of the Arncliffe Community Hub

1.3.2.4.1

Complete detailed design for Stage 1 of the Mascot Oval Upgrade

1.3.2.4.2

Prepare tender documents for Stage 1 of the Mascot Oval Upgrade

City Futures

1.3.2.5

The Botany Aquatic Centre is open and being enjoyed by the community

1.3.2.5.1

Continue construction of the Botany Aquatic Centre

Target: 31 March 2027 General City Futures

Measure: Actions in the endorsed Program delivered Target: 100% (weather dependent) General / Reserved City Presentation

Measure: Documentation complete and endorsed

Target: 31 December 2026

Measure: Proposed name reported to Council for endorsement Target: 30 June 2027

Measure: Detailed design complete

Target: 31 December 2026

Measure: Tender advertised

Target: 30 June 2027

Measure: Construction substantially completed

Target: 30 June 2027

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

1.3.2.6

Sir Joseph Banks Park improvements are completed and being enjoyed by the community

1.3.2.6.1

Finalise construction of the new amenities building near Fremlin Street in Sir Joseph Banks Park

1.3.2.6.2

Finalise construction of the Foreshore Road car park upgrade in Sir Joseph Banks Park

1.3.2.6.3

Commence construction of the pump track in Sir Joseph Banks Park

1.3.2.6.4

Finalise construction of the pump track in Sir Joseph Banks Park

1.3.2.6.5

Prepare Concept design for a basketball / netball court in Sir Joseph Banks Park

1.3.2.6.6

Prepare Concept design for amenities building near pump track in Sir Joseph Banks Park

Measure: Construction completed Target: 31 December 2026

Measure: Construction completed Target: 31 December 2026

Measure: Construction commenced Target: 31 December 2026

Measure: Construction completed Target: 30 June 2027

Measure: Concept design endorsed Target: 30 June 2027

Measure: Concept design endorsed Target: 30 June 2027

Reserved General Manager’s Unit

1.3.3.2

The Le Beach Hut Dolls Point (renamed Depena Reserve Café) has been upgraded and is open to the public

1.3.3.2.1

Award tender for construction for Depena Reserve Cafe

1.3.3.2.2

Commence construction of Depena Reserve Cafe

1.3.4.1

Our strategic plans are relevant and being actively implemented

1.3.4.1.1

Develop and adopt the Brighton Le Sands Master Plan

1.3.4.1.2

Develop and report a Complete Streets Plan for the Bay Street Brighton Le Sands to Rockdale Project

Measure: Tender awarded Target: 31 December 2026

Measure: Construction commenced Target: 30 June 2027

Measure: Reported to Council for adoption Target: 30 June 2027

Measure: Reported to Council for exhibition Target: 30 June 2027

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved City Futures

Reserved City Futures

Delivery Program Objective By 2029

Operational Plan 2026-27 Action

1.3.4.1.2

Negotiate with Sydney Water to resolve land tenure in Astrolabe Park so the Master Plan can be implemented

1.3.4.1.3

Prepare detailed design and approval documents for Stage 2 of the funded short term actions in the Riverine Park Master Plan

1.3.4.1.4

Negotiate with relevant stakeholders to resolve land tenure at Muddy Creek so the Master Plan can be implemented

1.3.4.1.5

Develop detailed design of funded short term actions in the Muddy Creek Master Plan

1.3.4.1.6

Award tender for design for the Adaptive reuse of Mascot Depot Project

1.3.4.1.7

Complete Concept design for the Adaptive reuse Project Mascot Depot endorsed

1.3.4.1.8

Deliver endorsed new play space in Mutch Park (near Hefron Road) from the Mutch Park Master Plan

1.3.4.1.9

Negotiate with Sydney Water to resolve land tenure in Mutch Park so the Master Plan can be implemented

1.3.4.1.10

Develop and report a Master Plan for Sir Joseph Banks Park (West)

&

Measure: Position on land tenure reported to Council

Target: 6 months from adoption of the Master Plan

Measure: Tender endorsed & contract awarded

Target: 30 June 2027

General City Futures

Reserved General Manager’s Unit

Measure: Position on land tenure reported to Council

Target: 31 December 2026 General City Futures

Measure: Detailed design endorsed

Target: 6 months from land tenure resolution

Measure: Tender endorsed & contract awarded

Target: 31 December 2026

Measure: Design endorsed

Target: 30 June 2027

Measure: Play space opened

Target: 30 June 2027

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Reserved General Manager’s Unit

Measure: Position on land tenure reported to Council

Target: 30 June 2027

Measure: Plan endorsed

Target: 31 December 2026

General City Futures

General City Futures

Delivery Program Objective By 2029

1.3.4.1.11

Review Council’s property holdings and community facilities in Arncliffe, and develop options for future use following the opening of the new Arncliffe Community Hub

Measure: Options reported to Council for direction.

Target: 30 June 2027 General City Futures

1.4.3.1

Bayside’s Transport systems, infrastructure and plans are robust

1.4.3.1.1

Complete funded short term actions in the Transport Strategy

1.4.3.1.2

Investigate opportunities to implement the unfunded short term actions in the Transport Strategy

Measure: # actions completed

Target: 3 General City Futures

Measure: # opportunities scoped

Target: report 6 monthly General City Futures

In addition to the specific actions included in the Operational Plan tables that follow, Council also delivers the following to help make our Bayside community connected and feel that they belong

Our social and sports facilities are effectively managed and valued by the community

 Botany Golf Course - =>80% customer satisfaction | 2 Golf programs delivered

 Arncliffe Youth Centre - 6 programs / activities delivered | bookings stable or increasing

 Council managed tennis courts => bookings

Theme Two

In 2035 our Bayside community will be connected and feel that they belong.

Our community’s health and wellbeing is supported through information and education

 Deliver 2 food handling courses / education for relevant businesses

 Deliver a Library Service to meet community needs and support lifelong learning - membership > than last period | visits > than last period

 Angelo Anestis Aquatic Centre - membership increasing | attendance stable or increasing | Learn to Swim stable or increasing Safety Programmed

Vulnerable people are supported and empowered through program initiatives, community connections and networks

 Facilitate 4 Bayside Youth Advisory Group meetings

 Support older Australians by delivering activities that increase understanding about healthy ageing

 Deliver a program of activities to encourage social connection in neighbourhoods where older people live and including people from CALD and First Nations communities

Our community’s safety is supported through proactive, programmed activities

 Deliver 100% of Council’s properties and facilities meet statutory fire and safety requirements

 Playground equipment is inspected and maintained regularly

 Partner with relevant services to increase beach safety awareness among CALD community members

 Implement priorities in the Child Safe Action Plan

Diverse community encouraged

Bayside’ encourages participation and creativity from our diverse community

 Deliver Early Education Dharawal Language and Culture Program across all early education and care centres annually

 Manage 100% of externally run events in line with the adopted Community Event Guide

Our community is proud that they live in Bayside

 Deliver regular ceremonies to facilitate Bayside residents completing their Australian Citizenship

 Provide support to the Mayor and Councillors to enable them to fulfill their civic responsibilities

Specific Actions

Delivery Program Objective By 2029 …

2.1.1.1

Council respects and celebrates its history and heritage

Operational Plan 2026-27 Action

2.1.1.1.1

Implement Local History and Heritage initiatives

Measure: # local history exhibitions hosted

Target: 2

Measure: Historical Markers program implemented

General City Life

2.1.1.2

Cultural diversity is supported and celebrated in Bayside

2.1.1.1.2

Implement short term actions in the Heritage Strategy, including a review of potential items recommended in the 1991 Rockdale Heritage Study that did not proceed to being listed as Items of Environmental Heritage.

2.1.1.1.3

Investigate, in consultation with Botany Historical Trust, the viability of relocating the George Hanna Memorial Collection previously at AMAC house, to 149 Coward Street Botany

2.1.1.2.1

Implement funded Year 1 actions in the Reconciliation Action Plan - Stage 2 - Innovate

2.1.1.2.2

Investigate opportunities to implement unfunded Year 1 actions in the Reconciliation Action Plan - Stage 2 - Innovate

2.1.1.2.3

Partner with community organisations to deliver funded community events

2.1.1.2.4

Partner with community organisations to deliver unfunded activities eg IDPwD, Reconciliation Week

Target: Report 6 monthly General City Life

Measure: Implement Ron Rathbone Local History Competition

Target: 30 June 2027 General City Life

Measure: Report on review of 1991 Rockdale Heritage Study submitted to Council for direction

Target: 31 December 2026

City Futures

Measure: Outcome reported to Council for endorsement

Target: 31 December 2026 General City Life

Measure: # actions completed

Target: 3

Measure: # opportunities scoped

Target: Report 6 monthly

Measure: # initiatives implemented

General City Life

General City Life

Target: 15 General City Life

Measure: # activities delivered

Target: 3

General City Life

2.1.2.1

Bayside’s events, arts and culture activities encourage participation and creativity from our diverse community

2.1.3.2

All ages in our community have the opportunity to thrive

2.1.2.1.1

Investigate opportunities to activate sites or deliver art to reflect our commitment to arts and culture

Measure: # opportunities investigated Target: 5

Measure: # opportunities scoped for delivery

Target: 2

Measure: # new public art installations delivered Target: 2

General / Grant General Manager’s Unit

General / Grant General Manager’s Unit

General / Grant General Manager’s Unit

2.1.4.1

People with disability are included and considered in Council’s planning and decision making

2.1.3.2.1

Deliver Seniors Festival event

2.1.3.2.2

Implement the Youth Plan in collaboration with young people and partners to deliver youth focused programs

2.1.3.2.3

Deliver a well-managed high quality early education and care service

2.1.4.1.1

Deliver Year 1 funded actions from the Disability Inclusion Action Plan

2.1.4.1.2

Deliver upgrades to coastal amenities at Kyeemagh, Ramsgate and Brighton Le Sands to enable a better experience for people with a disability

Measure: Event delivered Target: 1

Measure: # programs delivered Target: > 12

General City Life

General / Grant City Life

2.2.1.2

Council’s Digital Strategy makes it easier for the community to do business with Bayside

2.2.1.2.1

Consolidate and centrally manage Council’s digital assets (websites and socials etc) to enable a consistent customer experience

Measure: Rating under the National Quality Framework

Target: Meet or exceed

Measure: # actions delivered Target: 3

Measure: Upgrade 3 amenity blocks Target: 30 June 2027

General City Life

General City Life

Reserved City Projects

Measure: New website and socials for our Aquatic Centres launched Target: 30 June 2027

Measure: Other priority digital assets (ie blogs, socials, apps) consolidated Target: 31 December 2026

General General Manager’s Unit

General General Manager’s Unit

2.2.2.1

Council’s Communications and Engagement Strategy is relevant and being actively implemented

2.2.3.2

Pets are valued and welcome in Bayside

2.2.4.2

Our community enjoys sporting and recreation facilities that are active, safe, functional and vibrant.

2.2.5.1

Vulnerable people in our community are supported

2.2.1.2.2

Deliver website user experience improvements

Measure: Chatbot launched for Council’s website

Target: 31 December 2026

Measure: Services Hub to centralise access to all online services, including apps, launched

Target: 30 June 2027

Measure: The search engine on Council’s website is optimised to improve user access to our information

Target: 31 December 2026

General General Manager’s Unit

General General Manager’s Unit

General General Manager’s Unit

2.2.2.1.1

Ensure Communications and Engagement projects are delivered in line with the Strategy

2.2.2.1.2

Deliver community newsletters via email (fortnightly) and letterboxes (quarterly)

2.2.3.2.1

Deliver Linear Park fenced off-leash dog area

2.2.4.2.1

Implement and manage Sportsground Advertising & Signage Policy and guidelines

Measure: Projects for new initiatives or major service changes delivered in line with the Strategy Target: 100%

Measure: Newsletters delivered

Target: Report 6 monthly

Measure: Upgrades delivered Target: 31 December 2026

Measure: Priority actions implemented Target: Report 6 monthly

General General Manager’s Unit

2.2.5.1.1

Deliver the anniversary of the Domestic Violence Memorial event

2.2.5.1.2

Participate in the annual 16 Days of Activism against Gender-Based Violence campaign

Measure: Event delivered Target May 2026

Measure: # activities organised Target: 3

General General Manager’s Unit

Reserved General Manager’s Unit

General City Life

General General Manager’s Unit

Reserved City Life

Delivery Program Objective By 2029

2.2.5.1.3

Deliver funded actions from the Domestic & Family Violence Action Plan

2.2.5.1.4

Review and update Council’s Domestic and Family Violence Action Plan

Measure: # actions delivered Target: 2

Measure: Action Plan adopted Target: 30 June 2027

City Life

City Life

2.3.1.1

Community connections and networks are stronger in Bayside through Council and Community led programs

2.3.1.1.1

Celebrate Mardi Gras

Measure: Event delivered Target: 31 March 2027

City Life

Council in Action

In addition to the specific actions included in the Operational Plan tables that follow, Council also delivers the following to help make Bayside green, resilient and sustainable.

Waterways protected 10.7 km

Creeks & Channels

31.4 km

Retaining & Sea Walls 94 Pollutant Traps & Devices

8 km

Beachfront

Bayside’s beachfronts are clean, safe, accessible and our waterways and wetlands are improving

 Deliver mechanical beach cleaning along Botany Bay (Kamay) beachfront 3 times a week (weather permitting) Target 95%

 Inspect & clean Stormwater Gross Pollutant Traps (GPTs) quarterly

Waste diverted from landfill has increased through the community’s increased participation in resource recovery programs

 Deliver 23 community waste drop off events

 Deliver quarterly cleanup services to households

 Deliver commercial waste & recycling management to subscribed businesses

 Assess 100% Waste Management Plans in new high-rise developments to ensure appropriate storage and collection of waste facilities

Theme Three

In 2035 Bayside will be green, resilient and sustainable

Council’s Urban Forest Strategy is actively implemented

 Inspect & carry out work on Council’s trees including replanting - 2 new for every 1 removed

 Inspect and advise residents on tree management options for private trees - 100% within SLA*

*SLA = Service Level Agreement

Resilient to natural disasters

371 km

Sealed Roads 690 km Kerbs & Gutters

656 km Paved Footpaths 8,228

Drainage Pits

240 km

Pipes & Culverts 42 Bridges

Built & natural environments are more resilient to natural disasters

 Deliver road resurfacing 100% within program

 Deliver stormwater drainage rehabilitation & renewal 100% within program

 Deliver kerb & gutter renewal 100% within program

 Deliver footpath repair & renewal 100% within program Actively involved in local & regional emergency response programs & organisations

 Chair & support the Bayside Local Emergency Management Committee & assist other agencies

Getting Climate Change Ready 5 Sustainability Solutions Installed

450+

Flood Advice To improve our sustainability Council will  Deliver renewable/energy efficiencies and/or rainwater harvesting, storage & recycling in new/renewed Council facilities where efficient

Our community has greater understanding regarding the impacts of climate change through increased education

 Provide flood level advice to the community 100% within SLA*

*SLA = Service Level Agreement

Specific Actions

Delivery Program Objective By 2029

3.1.1.1

Council’s Environment & Resilience Strategy is relevant and actively implemented

Operational Plan 2026-27 Action Measure & Target

3.1.1.1.1

Deliver Community Environmental Education Program

3.1.2.1

Council’s built and natural environments are more resilient to natural disasters

3.1.1.1.2

Deliver the Keep it Cool Program

3.1.1.1.3

Develop a plan to implement measures to protect endangered shorebirds for the areas endorsed by Council

3.1.1.1.4

Implement Year 1 funded measures from the Implementation Plan to protect endangered shorebirds.

3.1.2.1.1

Progress priority initiatives from the Botany Bay Foreshore Beach Floodplain Risk Management Plan

3.1.2.1.2

Progress priority initiatives from the Mascot, Rosebery and Eastlakes Floodplain Risk Management Plan

Measure: # education sessions held Target: 30

Measure: # residents participated Target: 3,000

Measure: Program implemented Target: 30 April 2027

Measure: Implementation Plan endorsed Target: 31 March 2027

Measure: 100% Year 1 funded actions implemented

Target: 30 June 2027

General / Grant City Life

General / Grant City Life

General City Life

General City Life

General / Reserved City Life

3.1.3.1

Our community has greater understanding regarding the impacts of climate change through increased education

3.2.1.1

Council’s greenhouse gas emissions are reduced to 89% by deliberate actions to improve our sustainability

3.1.3.1.1

Collaborate with UNSW and Botany Historical Trust to deliver the Nancy Hillier Memorial Lecture

Measure: Report progress to Bayside Floodplain Risk Management Committee

Target: Quarterly Reserved / Grant City Futures

Measure: Report progress to Bayside Floodplain Risk Management Committee

Target: Quarterly Reserved / Grant City Futures

Measure: Event delivered

Target: 31 December 2026

General / Grant City Life

3.2.1.1.1

Investigate fit for purpose green fleet options for commercial tool of trade vehicles and integrate more into Council’s fleet.

Measure: Increase % of fit for purpose green commercial tool of trade vehicles in our fleet

Target: Report Annually

General City Performance

3.2.2.1

Council facilitates new transport technologies to improve sustainability

3.2.2.1.1

Deliver the Net Zero Emissions Pathway Plan Year 1 key actions

3.2.2.1.2

Deliver Electric Vehicle (EV) infrastructure

3.3.1.1

Council’s Urban Forest Strategy is relevant and actively implemented

3.3.2.1

The Bayside community will be more actively involved in improving our natural environment and biodiversity

3.3.1.1.1

Deliver the Urban Forest Strategy Year 3 key actions

3.3.1.1.2

Develop a replacement management plan for the Cook Park Norfolk Pines

3.3.1.1.3

Implement year 1 actions from the management plan for the Cook Park Norfolk Pines

3.3.2.1.1

Deliver the Biodiversity Strategy Year 1 key actions

3.3.2.1.2

Deliver the Bushcare Volunteer program

Measure: # key actions implemented Target: 100%

Measure: # EV charging station installed

Target: Report 6 monthly

/ Grant City Life

City Life

3.3.3.1

Bayside’s green grid corridors are improved

3.3.5.1

Spring Creek Naturalisation Project has commenced and is in the construction phase

3.3.2.1.3

Deliver Project Planet Event

3.3.3.1.1

Prioritised tree planting to create links between green corridors.

3.3.5.1.1

Complete detailed design for the Spring Creek Naturalisation Project

3.3.5.1.2

Complete and lodge approval documents for the Spring Creek Naturalisation Project

Measure: # key actions implemented Target: 100% Reserved / Grant City Life

Measure: Plan endorsed

Target: 31 July 2026

Measure: Actions implemented

Target: 30 June 2027

City Life

/ Grant City Life

Measure: # key actions implemented Target: 100% General City Life

Measure: # volunteers Target: => previous period General City Life

Measure: # bushcare activities Target: => previous period General City Life

Measure: Event delivered Target: 31 October 2026 General City Life

Measure: # green corridors improved Target: 3 Reserved City Life

Measure: Detailed Design endorsed Target: 31 December 2026 Reserved General Manager’s Unit

Measure: Approvals lodged Target: 30 June 2027

Reserved General Manager’s Unit

3.3.5.2

Priority areas of Lady Robinsons Beach are rejuvenated and resilient

3.4.1.1

Illegal dumping of waste in Bayside is reduced as alternate disposal options are well known

3.4.2.1

Bayside’s circular economy has increased through better community participation

3.4.3.1

The volume of waste diverted from landfill has increased through the community’s increased participation in resource recovery programs

3.3.5.2.1

Investigate funding opportunities to deliver Precinct 2 | Teralba Road (Brighton Le Sands) to Solander Street (Monterey) of the Lady Robinsons Beach Management Plan

3.3.5.2.2

Complete Concept design for Precinct 9 | Sandringham Baths of the Lady Robinsons Beach Management Plan including the Vanston Baths seawall and accessible Bay platform and facilities

3.3.5.2.3

Complete detailed design and lodge required approvals for Precinct 9 | Sandringham Baths of the Lady Robinsons Beach Management Plan including the Vanston Baths seawall and accessible Bay platform and facilities

3.4.1.1.1

Implement Illegal Dumping Prevention Program with social housing properties and other hot spots

3.4.2.1.1

Deliver the Sustainable Waste Management Strategy Year 2 actions

3.4.2.1.2

Investigate opportunities to deliver a Circular Economy Hub

3.4.3.1.1

Develop an implementation plan, including trials, for the introduction of a FOGO (food organics & garden organics) waste collection to households

3.4.3.1.2

Deliver trial for FOGO (food organics & garden organics) waste collection to households

Measure: Opportunities investigated

Target: Report 6 monthly General City Futures

Measure: Concept design endorsed

Target: 31 December 2026

Measure: Approvals lodged

Target 30 June 2027

Reserved General Manager’s Unit

Measure: Implement funded campaigns Target: 100%

Reserved General Manager’s Unit

Grant City Life

Measure: # actions delivered Target: 15

Measure: Opportunities investigated and reported to Council Target: 30 June 2027

Measure: Implementation plan endorsed and funded

Target: 31 December 2026

Reserved City Life

General City Life

Reserved City Life

Measure: Trial started Target: 30 June 2027

Reserved City Life

Council in Action

In addition to the specific actions included in the Operational Plan tables that follow, Council also delivers the following to help make Bayside financially sustainable and support a dynamic local economy.

Supported businesses 11 Business Newsletters 5 Small Business Workshops 439 Workshop Attendees

Businesses in Bayside are supported & encouraged to flourish

 Subscription to Bayside’s business newsletter > last period

Theme Four

In 2035 Bayside will be financially sustainable and support a dynamic local economy

Community Engagement

 Deliver 2 activities to local businesses to promote Business Development support Employee safety

 Hold 2 Community Sports Forums

 Hold 3 Walking & Cycling Forums

 100% Community Engagement Plans are inclusive, timely & targeted

Mental Health First Aiders Council respects the health, safety & wellbeing of its workforce and implements programs to support this

 Deliver the WHS* inspection program

 Deliver 4 WHS* awareness activities a month

 Manage WHS* claims to encourage return to work - lost time injuries < last period

A positive customer experience is central to all our actions & decisions

 Council’s ‘Be Better for Bayside’ program is robust, embedded, & valued in all business practises

 Assess Development Applications in line with NSW Government’s Statement of Expectations Order - average within 95 days from lodgement

 Process & administer Planning Agreements - 100% benefits delivered in line with agreements

Council’s Governance Framework & Procurement Policy is embedded & valued in all business practises

 Deliver annual & as needed training & awareness programs to establish & embed staff understanding of key policies & strategies

 Policies & Procedures reviewed & endorsed 100% within timeframes

 Access to Information requests actioned 100% within timeframes

 Endorsed annual internal audit plan implemented - 100% reporting of audits conducted

 All expenditure reviewed & purchase orders monitored & reported >80% compliant

with Modern Slavery

*WHS = Work Health & Safety Required Infrastructure respected

Council is compliant with the IP&R Framework which supports the organisation to deliver for its community

Proposals assessed 7 Development Contributions Plans Development in Bayside respects required infrastructure

 100% planning proposal assessments preserve industrial & employment lands

 All Development Contributions Plans are fit for purpose & maximising benefits for our community

 Develop, review, implement Community Strategic Plan, Delivery Program, Operational Plans & Budgets

 Develop, review, implement Resourcing StrategiesLong-Term Financial Plan, Workforce Management & Asset Management Strategy & Plans

 Prepare & report Statutorily required financial information

 Prepare & submit required IP&R reports

Specific Actions

Delivery Program Objective By 2029

4.2.1.1

Council respects and celebrates Botany Bay (Kamay)

4.2.2.1

Businesses in Bayside are supported and encouraged to flourish

Operational Plan 2026-27 Action

4.2.1.1.1

Deliver ‘Caring for our Sea Country’ program in partnership with Gamay rangers during summer foreshore program

4.2.2.1.1

Deliver Small Business Month program

4.2.2.1.2

Deliver Bayside Local Business Awards

4.2.3.1

Businesses in Bayside have improved their sustainability

4.3.1.4

Council’s Service Review Program adds value to the organisation’s outcomes for our community

4.2.3.1.1

Work with identified businesses to improve skills and knowledge in line with the Net Zero Emissions Pathway Plan

4.3.1.4.1

Conduct Rates & Revenue Service Reviews in line with the adopted framework

4.3.1.4.2

Conduct Workforce Management Service Reviews in line with the adopted framework

4.3.1.7

Council’s systems support the optimal service delivery to maintain or improve customer experiences

4.3.2.1

Council’s Data & Information Management Policy is embedded and valued in all business activities and practices

4.3.1.7.1

Deliver Year 1 priority actions from the Technology Strategy

4.3.1.7.2

Implement the outcomes of the customer request management review, including supporting systems, and identify improvement opportunities

4.3.2.1.1

Conduct a systems of record review for compliance with the Information Management Policy for improvement opportunities

&

Measure: Program delivered Target: Easter 2027

City Life

Measure: Program delivered Target: 31 December 2026

Measure: Awards ceremony held Target: 30 November 2026

Measure: # businesses engaged

Target: Report 6 monthly

City Life

City Life

/ Grant City Life

Measure: Rates & Revenue Service Review endorsed Target: 31 December 2026 General General Manager’s Unit

Measure: Workforce Management Service Review endorsed Target: 30 June 2027

Measure: # actions delivered Target: Report 6 monthly

Measure: # outcomes implemented

Target: Report 6 monthly

General General Manager’s Unit

General / Reserved City Performance

General / Reserved City Performance

Measure: # improvement opportunities delivered

Target: Report 6 monthly

General City Performance

4.3.2.2

Council’s Cyber Security Framework is robust, embedded and valued in all business activities and practices

4.3.3.1

The organisations culture reflects that a positive customer experience is central to all our actions and decisions

4.3.2.2.1

Continue to improve cyber security posture in line with OLG Cyber Security Guidelines

4.3.3.1.1

Monitor the look and feel of Councils’ places by conducting Ward Audits

Measure: Report # improvement opportunities delivered

Target: Quarterly to IT Steering Committee & 6 monthly to ARIC

Measure: Identify improvement opportunities

General City Performance

4.3.3.2

Council’s ‘Be Better for Bayside’ program is robust and embedded, and valued in all business activities and practices

4.3.3.3

Council’s use of AI (Artificial Intelligence) and technology has enhanced our customers experience

4.3.3.1.2

Develop and conduct a new Staff Satisfaction Survey and Improvement Action Plan

Target: Report 6 monthly General City Performance

Measure: # opportunities implemented

Target: 80% General City Performance

Measure: Survey conducted and reported

Target: 31 December 2026

Measure: Improvement action plan endorsed

Target: 30 June 2027

General General Manager’s Unit

General General Manager’s Unit

4.3.3.1.3

Monitor customer channel interactions to identify trends and opportunities for improvement

4.3.3.2.1

Implement funded ‘Do Better’ (Stage 2) improvement projects from the Customer Experience Strategy

4.3.3.3.1

Investigate and report opportunities to improve customer experience using AI

4.3.3.3.2a

Implement endorsed opportunities to improve customer experience using AI

Measure: Report to City Performance Committee

Target: Quarterly

Measure: # improvement projects implemented

Target: Report 6 monthly

General City Performance

General City Performance

Measure: # opportunities reported

Target: Report 6 monthly General City Performance

Measure: # opportunities implemented

Target: Report 6 monthly

General City Performance

4.3.4.1

Council respects the health, safety and wellbeing of its workforce and actively implements programs to support this

4.3.4.2

Council’s workforce is skilled and dynamic to deliver the services and outcomes for our community now and into the future

4.3.3.3.3

Investigate and report opportunities to improve efficiencies and quality of Council’s services using AI

4.3.3.3.4

Implement endorsed opportunities to improve efficiencies and quality of Council’s services using AI

4.3.4.1.1

Embed a safety culture by implementing Health & Wellbeing Framework initiatives including Safety Week, fitness programs, MHFA, wellness app, and health checks

4.3.4.2.1

Deliver the Corporate Training Plan to upskill Council’s workforce

Measure: # opportunities reported

Target: Report 6 monthly

Measure: # opportunities implemented

Target: Report 6 monthly

Measure: # initiatives delivered

Target: Report 6 monthly

General Manager’s Unit

General Manager’s Unit

General Manager’s Unit

4.3.4.3

Opportunities for apprentices, trainees and graduates have increased in Council’s workforce

4.3.4.2.2

Develop, review and deliver individual training plan for students, graduates, apprentices and trainees

4.3.4.2.3

Deliver Year 2 actions in the Workforce Management Strategy

4.3.4.3.1

Deliver the Fresh Start For Local Government Apprentices, Trainees And Cadets Program

Measure: Learning needs analysis conducted

Target: 31 March 2027

Measure: Topic retention and implementation

Target: Report annually

Measure: Provide training topics outlined in training plan

4.3.4.3.2

Develop, review and deliver a Graduate Program

General Manager’s Unit

General Manager’s Unit

Target: 31 December 2026 General General Manager’s Unit

Measure: # actions delivered

Target: Report 6 monthly

Measure: # positions advertised

Target: Report 6 monthly

Measure: # positions filled

Target: Report 6 monthly

Measure: Advertise annually at relevant institutions

Target: 31 December 2026

General Manager’s Unit

General Manager’s Unit

General Manager’s Unit

General Manager’s Unit

4.3.5.2

Council’s Land & Property Strategy is relevant and actively implemented, meeting our community’s expectations for these assets

4.3.5.4

Council’s Asset Management Strategy and Asset Management Plans are relevant and actively implemented

4.3.5.2.1

Implement Year 1 actions from the Land & Property Strategy

4.3.5.2.2

Implement Year 1 actions from the Depot Accommodation Strategy

4.3.5.2.3

Implement adopted option for optimisation of 72 Laycock Avenue Bexley North

4.3.5.2.4

Review land tenure agreements for Council assets to ensure they are fit for purpose to deliver Council services

4.3.5.4.1

Deliver actions from the Asset Management PlanTransport Improvement Plan

4.3.5.4.2

Deliver actions from the Asset Management PlanStormwater Improvement Plan

4.3.5.4.3

Deliver actions from the Asset Management PlanProperty Improvement Plan

4.3.5.4.4

Deliver actions from the Asset Management PlanOpen Space Improvement Plan

Measure: Participate in networking opportunities

Target: Report 6 monthly

Measure: # actions delivered Target: 30 June 2027

Measure: # actions delivered Target: 31 March 2027

Measure: Planning Proposal reported and ready for Gateway determination Target: 30 June 2027

Measure: Review Complete Target: 31 March 2027

Measure: # actions implemented Target: 80%

General Manager’s Unit

City Futures

City Futures

General City Futures

City Futures

General City Futures

4.3.6.1

Council’s Capital Projects Program is well-managed and meeting the community needs

4.3.6.1.1

Develop and review Council’s Capital Projects Program

Measure: # actions implemented Target: 80% General City Futures

Measure: # actions implemented Target: 80%

Measure: # actions implemented Target: 80%

Measure: Annually Target: 30 June 2027

City Futures

City Futures

General City Futures

4.3.6.2

Council’s Development Contributions Plans are fit for purpose and maximising benefits for our community

4.3.6.3

Council actively seeks revenue opportunities to enhance its financial sustainability

4.3.6.2.1

Create new Development Contributions Plan to consolidate Botany Bay and Rockdale Plans

4.3.6.3.1

Investigate and develop new or improved income opportunities

4.3.6.3.2

Maintain Grant Database by actively investigating opportunities and encourage applications

4.3.6.3.3

Identify and deliver opportunities to improved income from the property portfolio

4.3.6.3.4

Identify and market new outdoor advertising opportunities across Bayside

4.3.6.3.5

Review existing rating categories to enable better access to funds to deliver outcomes for our community

4.3.6.3.6

Implement Brighton Pavilion Refurbishment Strategy

4.3.6.3.7

Implement Brighton Pavilion Leasing Strategy

Measure: New plan adopted by Council Target: 31 December 2026

Measure: Approved by the Minister and in force

Target: 30 June 2027

Measure: Opportunities identified and reported

Target: Report quarterly General City Performance

Measure: Opportunities identified and reported

Target: Report quarterly

Measure: Opportunities identified and reported

General General Manager's Unit

Target: Report 6 monthly General City Futures

Measure: # sites marketed Target: 3

Measure: Review endorsed

Target: 30 June 2027

General City Futures

General City Performance

Measure: Refurbishment complete

Target: 31 March 2027

Measure: Leases issued

Target: 30 June 2027

Reserved / General General Manager’s Unites

General City Futures

The Budget

2026-27 Budget

The table below summarises Council’s budget for 2026-27 which shows a balanced budget surplus of approximately $52 thousand

Context

The NSW Local Government Act 1993 requires Councils to adopt an annual budget by 30 June each year as part of its Operational Plan

Like most Councils in NSW, Bayside faces several budget challenges. A key issue is the permanent loss of part of its rate base in previous years due to the lag in the Independent Pricing and Regulatory Tribunal’s (IPART) rate pegging system, which has artificially suppressed our main source of income.

As a result, it is difficult to keep pace with increasing service delivery costs or to introduce new services that respond to the community’s needs.

In addition, cost shifting remains a concern, with responsibilities transferred from Federal and State governments to local Councils without adequate funding. This places further strain on Council’s finances and risks its longterm sustainability.

Bayside is continuing to investigate strategies to address these issues whilst remaining committed to maintaining a balanced budget - ensuring that anticipated expenses are met through available revenue, and, where appropriate, making use of restricted reserves in line with its Financial Reserves Policy

Assumptions

The annual budget forecasts a cash surplus of $52 thousand for 2026-27 which has been achieved by using the following parameters:

 Rate Peg set at 3.9% by IPART.

 Council defined user fees and charges indexed by 4%.

 Other operational income indexed by 4%.

 Other operational expenditure indexed by 3%.

These parameters are applied to the 2024-25 actual results to create the base budget for 2026-27, ensuring that updated service costs are accounted for. Further reviews are then conducted before finalising the budget including, but not limited to, the following:

 Comparing past years’ results to identify trends and adjust for any one-time costs or revenue.

 Incorporating the revised 2025-26 budget (December review) to account for new services introduced in 2025-26.

 Adjusting for contractual price increases in materials and services as needed.

 Factoring in the expected early payment of Financial Assistance Grants.

 Including only capital grants that have already been awarded to Council.

 Reviewing and aligning key user fees and charges with the relevant pricing policies.

 Budget for employee cost is based on the establishment and an estimate on the award increase, which is still under negotiation

 Applying a 2% vacancy rate to employee costs and transferring the equivalent amount to Council’s Strategic Priorities Reserve, as per the Financial Reserves Policy.

 Continuously exploring funding opportunities for operational projects and, where appropriate, using Council reserves to partially or fully fund them. This approach frees up general revenue for other unfunded projects, cost escalation in service delivery, or additional transfers to internal reserves.

 Also identifying approximately $9 million in budget efficiencies and allocating them to Council’s internal reserves, such as the Infrastructure Maintenance Reserve, Plant and Equipment Reserve, IT Reserve, and Council Election Reserve. This ensures financial sustainability, supports future costs, and secures funding for essential projects and services

Cost Shifting

Cost shifting occurs when the Federal or State government transfers responsibilities to Council without providing adequate funding. In NSW, this forces Councils to cover additional expenses for services such as rate exemptions, public libraries, companion animals, emergency services levy, environmental regulations, cyber security and infrastructure maintenance.

With restricted revenue raising options, such as rate pegging laws, Councils' ability to manage these costs effectively is limited.

The financial impact of cost shifting can lead to budget constraints, reduced service quality, and longterm debt risks.

Without sufficient funding, Councils may need to cut essential services or increase fees, impacting community wellbeing. The growing infrastructure backlog is another concern, as Councils struggle to maintain roads, public facilities, and other assets.

Ultimately, cost shifting threatens the financial sustainability of all NSW Councils. If this issue is not addressed, Councils will face ongoing financial stress, risking their ability to provide essential services and infrastructure. Ensuring proper funding and revenue raising powers is crucial for Councils to continue meeting the needs of their communities in the long-term.

$315 per rateable property

The cost shifting report submitted to LGNSW in 2023-24 indicated that it costs Bayside ratepayers approximately $23 million, or an approximate average of $315 per rateable property. The top 5 contributors to these costs for Bayside are shown below.

$6 million Waste Levy

$5 million Library Services

$4 million Emergency Services Levy

$3 million DA Services $3 million Rates Exemptions

 Waste Levy - The cost of the levy to the NSW Government is dependent on the amount of waste produced by Council less any amounts recovered through grant programs. The waste levy applies to the Sydney metropolitan area and many regional Councils.

 Library Services - The NSW Government originally committed to funding 50% of library operations; however, this has now reduced to less than 10%. The shortfall in funding must be covered by Councils, meaning the cost of maintaining library services is increasingly shifted onto ratepayers.

 Emergency Services Levy (ESL) - NSW Councils contribute approximately 12% of the total costs of the Fire & Rescue NSW, the NSW Rural Fire Service, and the NSW State Emergency Service through the ESL. Meanwhile, 74% of the funding is collected through insurance premiums, and only 14% is directly funded by the NSW Government. Additionally, Council’s often provide financial contributions beyond the ESL, further increasing the cost burden on local ratepayers.

 Development Application Services - Under the Environmental Planning and Assessment Act 1979 (NSW), the fees Councils can charge for processing development applications are capped and do not fully recover the costs of providing this service. As a result, Councils must absorb the shortfall, effectively shifting the financial burden of DA processing onto ratepayers.

 Rates Exemptions - Councils are required to grant rate exemptions to certain government and nongovernment organisations, including government departments, private schools, and social housing providers. These organisations benefit from local government services and infrastructure but do not contribute financially through rates. This results in a cost shift, where ratepayers must cover the funding shortfall created by these exemptions.

Statement of Borrowings

Council is expecting to have no external borrowings as of 1 July 2026.

Council provides a diverse range of services, which we have classified into Service Groups. For further details on the service groups and categories, please review Council’s Delivery Program.

* Net cost of service refers to the amount funded by ordinary rates, calculated after accounting for user fees, charges, grants, subsidies, or contributions generated from these services.

Long Term Financial Sustainability

Councils across NSW face challenges in managing their finances over the long term. Bayside looks after a large and ageing network of infrastructure (roads, buildings etc), which is expensive to maintain and replace. The value of these assets continues to grow, increasing ongoing costs.

Depreciation is used to estimate how much assets wear out over time and how much it will cost to replace them. If Council does not bring in enough income to cover these costs, a funding gap is created. In the past, some of this gap has been covered by grant funding.

In the former Rockdale Council area, a special rate generates about $15 million each year for asset renewal. However, this is still less than half of what is needed annually. Over the next 10 years, Council expects a funding shortfall of about $82 million, mainly due to planned investment in better quality and more environmentally friendly infrastructure.

To help manage this, Council is taking several actions, including:

 Applying for grants to help fund major projects (around $11 million secured in the past two years)

 Setting aside about $4 million in the 2026-27 budget for infrastructure maintenance

 Aiming to increase returns on investments where possible

Despite these efforts, the funding gap is likely to remain. Council may need to consider additional income options, such as a one-time rate increase above the usual level, to maintain essential services and stay financially sustainable. More details are available in the Long-Term Financial Plan that forms part of Council’s Resourcing Strategies

Capital Projects Program

The Capital Projects Program outlines Council’s plan for renewal, expansion and/or new infrastructure, property, plant and equipment assets.

These community owned assets help to support the many services and facilities provided to our community such as parks and open space, playgrounds, footpaths, public swimming pools, roads, stormwater systems, community buildings and libraries.

The investment of community funding in these assets helps to ensure the availability of these services for current and future generations of Bayside.

Our Capital Projects Program for 2026-27 amounts to $123 million. The details of this expenditure are on the following pages including the funding sources in the below graph ($’000), projects by ward and suburb over the page and lastly a map showing the location of each project

Funding Sources

Developer Contributions

Infrastructure Levy Reserve

Infrastructure Maintenance Reserve

Plant & Equipment Reserve

Community & Environmental Projects Reserve (SACL)

Voluntary Planning Agreements

Advertising Sign Planning Agreement

Stormwater Levy Reserve

Domestic Waste Management Reserve

Strategic Priorities Reserve

Brighton Baths Amenities Building Reserve

Suburb

Ward 1

Banksmeadow Floodvale drain upgrade

Banksmeadow McPherson Street Bridge culvert remediation

Botany Booralee lighting upgrade

Botany Botany Aquatic Centre

Botany Botany Golf Course dam rehabilitation & irrigation

Botany Sir Joseph Banks Park Basketball/Netball court & new amenities (near pump track)

Botany Sir Joseph Banks Park Foreshore Road car park

Botany Sir Joseph Banks Park new amenities (Fremlin Street)

Botany Sir Joseph Banks Park Pump Track

Daceyville Rowland Park lighting upgrade

Eastgardens Hillsdale Early Education & Care Centre extension

Hillsdale Rhodes Street Pedestrian Crossing

Pagewood Astrolabe Park upgrade

Pagewood Banks Avenue Active Transport Corridor (ATC)

Pagewood Jellicoe Park sports field upgrade

Pagewood Mutch Park amenities building

Pagewood Mutch Park playground renewal

56,020,640

Stormwater Drainage

Buildings & Property

Open Spaces

Buildings & Property

Open Spaces

Open Spaces

Open Spaces

Buildings & Property

Open Spaces

Open Spaces

Buildings & Property

Roads & Transport

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Open Spaces

Pagewood Wentworth Avenue & Page Street intersection & cycleway Roads & Transport

Ward 2 20,409,600

Arncliffe 139 Forest Road roof repair

Arncliffe Arncliffe & Banksia to Barton Park ATC*

Arncliffe Arncliffe Central Community Hub

Arncliffe Arncliffe Park basketball court

Arncliffe Arncliffe Park picnic shelters

Arncliffe Belmore Street traffic improvements

Arncliffe Riverine Park - Stage 1

Arncliffe Riverine Park sports field upgrade

Arncliffe Spring Street naturalisation

Arncliffe Wardell Street shared path

Arncliffe Wickham Street (24-28) stormwater

Banksmeadow Springvale drain upgrade

Mascot Baxter & Robey Road flood mitigation

Mascot Botany Administration Building demolition

Mascot Botany Road (816, 818 & 820) demolition

Mascot Botany Town Hall - Fire Detection System install

Mascot Hollingshed Street / Botany Lane flood mitigation

Mascot L’Estrange Park sports field upgrade

Buildings & Property

Roads & Transport

Buildings & Property

Open Spaces

Asset Planning

Roads & Transport

Open Spaces

Open Spaces

Asset Planning

Open Spaces

Stormwater Drainage

Stormwater Drainage

Stormwater Drainage

Buildings & Property

Buildings & Property

Buildings & Property

Stormwater Drainage

Open Spaces

Suburb

Mascot Linear Park fitness station, landscaping & dog park

Spaces

Mascot Mascot depot repurposing Buildings & Property

Mascot Mascot Early Education & Care Centre extension Buildings & Property

Mascot Mascot Library renewal Buildings & Property

Mascot Mascot Library structural steel roof support Buildings & Property

Mascot

Mascot Memorial Aloha Tennis Court renewals Buildings & Property

Mascot Mascot Memorial Park playground upgrade

Mascot Mascot Memorial power & water

Mascot Mascot Oval upgrade

Mascot Mascot Seniors deck & seating

Spaces

Spaces

& Property

& Property

Mascot Mascot Station Precinct traffic implementation Roads & Transport

Mascot Sparkes Street Reserve dog park refurbishment Open Spaces

Wolli Creek Guess Avenue pedestrian improvements Roads & Transport

Wolli Creek Wolli Creek Traffic Study - delivery Roads & Transport

Ward 3

Banksia Banksia Town Centre upgrade

Banksia Bestic Street shared path

Banksia Gardiner Park lighting

Banksia Gardiner Park playspace design

Banksia Gardiner Park retaining wall replacement

6,707,850

& Transport

& Transport

Spaces

Spaces

Spaces

Banksia Railway Street pedestrian improvements Roads & Transport

Bardwell Park Bardwell Park Shopping Centre upgrade Roads & Transport

Bardwell Park Ron Gosling Reserve off-leash dog area Open Spaces

Kogarah M6 ATC* Interface & associated works Open Spaces

Kogarah Victory Reserve playground renewal Open Spaces

Kogarah Scarborough Park improvements Open Spaces

Kogarah Scarborough Park (north) facility upgrade Open Spaces

Monterey Scarborough Park (central) lighting Open Spaces

Rockdale Ador Reserve synthetic playing surface replacement Open Spaces

Rockdale CA Redmond main sewer connection

Rockdale Civic Park Picnic Shelter

Rockdale King Street Mall Playspace renewal

Rockdale Lydham Hall heritage conservation works stage 2

Rockdale Rockdale administration building bathroom refresh

& Property

& Property

Spaces

& Property

& Property

Rockdale Rockdale Town Centre upgrade Roads & Transport

Rockdale Rockdale Town Hall signage Buildings & Property

Rockdale West Botany Street over Muddy Creek bridge platform Roads & Transport

Ward 4 2,775,500

Bexley 37 Mimosa Street Bexley demolition Open Spaces

Suburb

Bexley Angelo Anestis Aquatic Centre Car Park

Roads & Transport

Bexley Angelo Anestis Aquatic Centre rockface remediation Open Spaces

Bexley Barwell Park Playspace renewal

Bexley Bexley Depot fuel bowsers replacement

Bexley Preddys Road Fatal Crash Program

Bexley North Canonbury Grove retaining wall remediation

Open Spaces

Buildings & Property

Roads & Transport

Roads & Transport

Bexley North Gilchrist Park sports court Open Spaces

Kingsgrove Kingsgrove Avenue Reserve sports field upgrade Open Spaces

Ward 5 12,669,500

Brighton Le Sands Boulevarde Car Park redevelopment

Brighton Le Sands Branch Library demolition & youth upgrade

Brighton Le Sands Brighton Le Sands angle parking

Buildings & Property

Buildings & Property

Buildings & Property

Brighton Le Sands Brighton Le Sands foreshore upgrade - Precinct 2 Open Spaces

Brighton Le Sands Teralba Road closure & additional parking

Brighton Le Sands Brighton Pavilion amenities upgrade

Brighton Le Sands Brighton Pavilion Building remediation

Brighton Le Sands Moate & Gordan Streets roundabout

Brighton Le Sands Sybil Lane & 45 Crawford Road car park

Dolls Point Depena Reserve Cafe

Roads & Transport

Buildings & Property

Buildings & Property

Roads & Transport

Roads & Transport

Buildings & Property

Dolls Point Dolls Point Pier & Decking demolition & art Installation Open Spaces

Dolls Point Russell Avenue kerb & gutter

Kyeemagh Cook Park C Side amenities upgrade

Kyeemagh Cook Park new amenities building

Kyeemagh Cook Park restaurant roof repairs

Stormwater Drainage

Buildings & Property

Buildings & Property

Buildings & Property

Kyeemagh Muddy Creek Master Plan implementation Open Spaces

Ramsgate Kamay Greenway design Asset Planning

Ramsgate Sans Souci Literary Institute Buildings & Property

Ramsgate Beach Ramsgate Beach amenities upgrade

& Property

Sandringham Depena Reserve & Cook Park car park upgrade Roads & Transport

Sandringham Lena Lane drainage & road pavement Roads & Transport

Sandringham Sandringham Baths & adjacent seawall Open Spaces

Sans Souci Fontainebleau & Brantwood Streets roundabout

Sans Souci Fraters Avenue parking bays

Sans Souci Sans Souci Precinct traffic improvements

Bayside wide

Roads & Transport

Roads & Transport

Buildings & Property

24,693,000

Capital Projects Program Map

Revenue Policy

Rates

The Rate Peg

The amount of funds Council can levy through rates annually is limited by the rate peg set by the Independent Pricing and Regulatory Tribunal (IPART) under delegation from the Minister for Local Government.

Each year, IPART estimates the allowable increase by calculating the Base Cost Change (BCC) for a Council’s usual operating costs. These costs include employee expenses, asset costs, and other operating expenses. From this base, adjustments are made for productivity, election costs, population changes and growth, and the Emergency Services Levy (ESL).

For the rating year commencing 1 July 2026, IPART has determined the rate pegging limit for Bayside Council to be 3.9%.

Ordinary rating categories and subcategories

The Local Government Act requires land to be categorised according to their dominant use as either residential, farmland, mining or business where the business category is the default category. Council’s ordinary rating categories and subcategories are as follows:

 Residential - Ordinary

 Business - Ordinary

 Business - Industrial*

Business - Port Botany*

Business - Mall*

Farmland

* The boundaries of the business subcategories are shown in Diagrams 2, 3 & 4 on the following pages.

Rate Summary

The following tables provide a summary of the 2026-27 rates structures. It sets out:

 The number of rateable properties within the rating categories (and subcategories) listed according to those to be rated at the minimum amount.

 The rate in the dollar applicable to each rating category and subcategory.

 The projected total rate revenue to be collected by rating category and subcategory for 2026-27.

* With regards to the Ramsgate Beach Local Area Rates, the base component of the levy represents 47.67 % of the total forecasted yield.

Ordinary Rate Mix

The total ordinary rates have been apportioned across the categories as follows - residential 70%, business 30% with a minimal amount being collected from properties (5 in total) categorised as Farmland.

Council continually reviews the above to ensure rates are distributed fairly across Bayside, however, these percentages may be adjusted to comply with legislation or as to not disadvantage properties within a rate category where there has been significant development requiring a change of use (for example where commercial properties are redeveloped as residential flat buildings).

Diagram 1 - Bayside Council - Rating Categories

Diagram 2 - Industrial Subcategory Boundary

Diagram 3 - Mall Subcategory Boundary

Diagram 4 - Port Botany Rating Subcategory

Land with a dominant business use in the area bounded by:

 1717 Botany Road to 1813 Botany Road Banksmeadow (odd side only),

 Start to 48-50 Beauchamp Road Hillsdale

 Rhodes Street Hillsdale (odd side only),

 19 Smith Street Eastgardens to end Smith Street (odd side only)

 Corish Circle Banksmeadow (odd side only)

 96 to 132 Wentworth Avenue Pagewood (even side only)

 32-52 to 70 Page Street Pagewood (even side only)

 Collins Lane Pagewood

 2 to 26 Spring Street Pagewood (even side only)

 20 & 22 Ocean Street Pagewood

 Stephen Road Botany (odd side only)

Land with a dominant use of business in the area bounded by:

 Wentworth Avenue Eastgardens

 Bunnerong Road Eastgardens

 Tingwell Boulevarde Eastgardens

 Banks Avenue Eastgardens

All rateable land on southern side of Foreshore Road

Safer City Program (funded by the Community Safety Levy)

This levy is to be continued for all rateable properties in the former Rockdale City Council area The levy is funded by a Special Rate Variation, which came into effect on 1 July 2007 and continues in perpetuity and will yield approximately $595,000 in 2026-27 The base component of the levy represents 48% of the total forecasted yield. Please refer to Diagram 5 for the collection area

The Safer City Program comprises of four key components:

 Graffiti - Assess and Remove Graffiti (provides for 12,000 square meters per year)

 CCTV - Maintenance Costs, and Coordination of Facility

 Safer Places - Undertake Safety Audits and Identify Improvement Measures. Works identified are to be prioritised and scheduled as part of the Capital Works Program

 Community Education - Raising Awareness through community programs.

Asset Rehabilitation & Improvements Program (funded by the Infrastructure Levy)

This levy is to be continued for all rateable properties in the former Rockdale City Council area This levy which is funded by a Special Rate Variation, which came into effect on 1 July 2007, and which was supplemented by a further Special Rate Variation granted for the 4 years from the 1 July 2014 and will yield approximately $15,170,000 in 2026-27 A detailed program listing individual projects has been developed which is reviewed annually. The base component of the levy represents 30.8% of the total forecasted yield. Diagram 5 shows the collection area

Diagram 5 - Existing Rockdale Community Safety & Infrastructure Levy Boundaries

Local Area Rates

Special rates are levied on properties categorised as business for rating purposes within designated commercial districts to cover the cost of any works, services, facilities or activities carried out for the benefit of those specific local business areas. Please refer to Diagram 6 for the collection area. Rates collected are principally used for providing the following works:

 Provision and maintenance of car parking facilities.

 Street scaping and beautification of shopping centres

Diagram 6 - Local Area Plans

Banksia

Ramsgate Ramsgate Beach

Rockdale West Botany Street

Pension Rebates

Each year Council is required to grant a pension rebate to ratepayers deemed eligible under the provisions in the Local Government Act 1993

The rebate is calculated as 50% of the ordinary rates and waste charges levied, up to a maximum of $250 per annum.

Interest on Overdue Rates & Annual Charges

Council applies interest on overdue rates & annual charges at the maximum rate, as determined in accordance with section 566(3) of the Act and published annually by the Office of Local Government

Rates Hardship Policy

Council recognises that from time-to-time certain ratepayers may have difficulty in paying their Council rates and charges. The Local Government Act allows Council to provide a range of assistance to these ratepayers in circumstances detailed in our Rates Hardship Policy.

Annual Charges Policy

Fees & Charges

Under Section 608 of the Local Government Act 1993 and other legislation, Council levies a range of fees and charges that we use to help us provide services and facilities. All fees and charges are reviewed annually, prior to finalisation of the operating budget. The full schedule of fees and charges is available as a separate document

Waste Service Charges

Domestic Waste Management Service Charge

Council is committed to supplying a cost-effective waste service and complying with objectives of the Waste Avoidance and Resource Recovery Act 2001.

The Domestic Waste Charge is levied, as required by the Local Government Act, for the availability of the domestic waste management services to each parcel of rateable residential land, regardless of whether the waste and recycling collection service is used

These charges cover the reasonable cost of providing this service and are influenced by collection contract price, disposal / tipping fees, processing, treatment, community education, government levies and other activities. The Act also allows Council to levy added charges if additional bins are requested.

The Domestic Waste Administration Fee is levied on all domestic properties and includes the availability of services like the kerbside household clean up service, community waste drop offs, waste regulation & education, and illegal dumping removal.

This year, in response to ongoing fluctuations in diesel fuel prices, Council has implemented a Temporary Domestic Waste Fuel Surcharge to help cover mandated increased operating costs across the entire waste service chain. These costs extend beyond kerbside collection to include the transport of waste and recoverable materials to processing facilities, as well as the fuel required for handling, processing, recycling and resource recovery downstream

The domestic waste fees for 2026-27 are:

Note: Where a property is classified non-strata or not subdivided, irrespective if owned by one entity, one owner, or a group of owners (including state bodies, organisations, businesses, private owners and investors), each unit or sub-housing within that parcel will be subject to a fee or charge according to the services provided, for example:

 a non-strata multi-unit development used for domestic purposes on one parcel of land that has 8 units will be subject to 8 relevant fees and charges

 a serviced apartment complex with 10 units will be subject to 10 relevant fees and charges

 an affordable housing complex with 10 units will be subject to 10 relevant fees and charges

 a property with 2 houses, whether subdivided or not, will be subject to 2 relevant fees and charges

Standard Domestic Waste Services

Based on the availability of the service, not use If you live in a house, villa, townhouse, or terrace: Waste

General

Recycling

Garden Organics

litre

litre

litre

(W)

Fortnightly - Alternate (F)

Fortnightly - Alternate (F)

If you live in a unit, bin sizes may vary from 240 litre (standard) to 1,100 litre depending on site, and capacity conversions* will apply:

General

Recycling

For unit buildings without onsite general waste compaction, the ratio of standard size bins (240 litre) allocated are:

General

1 bin per 2 units No onsite compaction

Recycling 1 bin per 2 unitsGarden Organics 1 bin per 5 units Maximum 10 bins per site

For unit buildings with onsite general waste compaction (up to 1:2), the ratio of standard size bins (240 litre) allocated are:

General Waste 1 bin per 4 units 1:2 onsite compaction

Recycling 1 bin per 2 units -

Garden Organics 1 bin per 5 units

Maximum 10 bins per site

Commercial or Community Waste and Recycling Service Charges

Being non-residential, an organisation or business owner can choose to use any third-party waste collection provider The Commercial or Community Waste Service is an optional service that Bayside Council offers for non-residential properties, such as commercial (business) or community premises within Bayside.

There are 2 service options available:

 A Standard Commercial or Community Waste Service which provides a weekly kerbside garbage (red lid) bin, and fortnightly recycling (yellow lid) bin collection service.

 A Flexible Commercial or Community Waste Service which provides greater flexibility and capacity, as bins can be picked up as many times per week as required. Larger waste bins are also available.

Waste from these premises (including recyclable materials) is defined as ‘generated as part of ordinary business activities’. It does not include:

 Construction and demolition waste;

 Waste defined by the NSW EPA Waste Classification Guidelines 2014 as special waste, such as clinical and related waste (including pharmaceutical and sharps), asbestos and tyres;

 Liquid waste; and

 Restricted solid waste.

Note: Any organisation or business owner and/or third-party operator must get approval from Council to place any waste or waste storage containers in a public place.

Commercial or Community Waste Service Charges

Additional services are available on a per lift basis where bins can be emptied more often than the above scheduled services. Details for the cost of these, which will be

via a

debtor invoice payable within 30 days, can be found in the Waste Section of

2026-27 Fees and Charges

Stormwater Levy

Council charges a Stormwater Levy to every household and business in accordance with the policy gazetted by the Minister in October 2005 to improve the management of stormwater. The maximum amount of the Levy is set by Legislation and is outside the capped rates to improve the management of stormwater within Bayside The Stormwater Levy allows Council to undertake significant improvements to the stormwater system to provide a cleaner and safer environment for the benefit of owners, residents and visitors. The stormwater levies proposed for the 2026-27 rating year are:

Residential Properties

Units / Strata

Single Dwellings

Business Properties

$12.50 per lot

$25.00 per assessment

Units / Strata Total fee for entire building (using calculation for business premises below) apportioned by the unit entitlement or $5 per lot (whichever is the greater)

Business Premises

$25 per 350 m² of site area, to a maximum of $250 (see table below)

For businesses over 3,500 m² the full levy will be applied and then discounted to the maximum levy of $250 per year. This provides an incentive for larger businesses to recycle their stormwater onsite rather than off site. For those properties that choose not to recycle, Council has the option of reducing the discount and therefore increasing the levy for individual assessments.

Developer Contributions

The amount charged for these contributions are calculated based on the formulas contained in the relevant Developer Contributions Plans

Section 7.11

Section 7.11 of the Environmental Planning and Assessment Act (1979) enables Council to levy contributions for public amenities and services required as a consequence of development.

 Recreational facilities (including open space acquisitions and embellishments)

 Stormwater and Pollution Control Facilities

 Town Centre / Street scaping Improvements

 Community Facilities & Car Parking

 Roads and Traffic Management Facilities

 Plan Administration and Project Management

Section 7.12

Council’s Plans allow for the collection of a fixed development consent levy (between 0.5%-1.0%) on applicable development proposals that don’t pay Section 7.11 contributions. The contribution plans have been prepared in accordance with the Environmental Planning and Assessment Act (1979)

Airport Land

Income for airport land in the Bayside Council Valuation District is to be increased in accordance with the IPART issued rate peg of 3.9% in 2026-27.

Work on Private land

Council carries out work on private land on a cost recovery basis subject to the provisions of the Local Government Act (1993) unless there are extenuating circumstances and/or are part of Council’s existing processes & procedures

Rating of Gas Mains

Council charges AGL in accordance with the rating of gas mains provisions.

Commercial Activities

Council does not conduct any significant activities of a business or commercial nature.

Financial Assistance Provided by Council

Council may seek to advance its strategic and operational objectives by providing financial and other support to individuals, community groups and business entities. In line with Section 356 of the Local Government Act, Council may by way of resolution, contribute money or otherwise grant financial assistance.

To facilitate the provision of financial assistance to individuals, community groups and business entities, Council has adopted a Community Grants & Donations Policy.

The Community Grants & Donations Program provides for the following categories of financial assistance:

 Student Excellence Award - where Council provides an annual donation to every primary and secondary school in the Bayside area to award to a student who has made a significant and positive contribution to their school environment.

 Community Grants - where community groups or business entities can apply for financial assistance to stage not-for-profit civic, community or cultural events which addresses a community need or objective identified in Council's adopted strategic and other plans.

 Donations - where members of the public or community groups can apply for one off donation under the categories of youth representation, seniors’ groups and general donations.

 Fee waivers - where not for profit community organisations and clubs and in special circumstances, government entities, may be eligible for the waiver of 50% of the fee for use of Council operated venues and facilities.

In addition to these categories of financial assistance, Council has a Rental Assessment and Subsidy Policy (RASP) providing a property rental subsidy based on specific criteria under the Policy as well as a Community Facilities Occupancy Renewal Policy

Online

Email - council@bayside.nsw.gov.au

Website - www.bayside.nsw.gov.au

Phone 1300 581 299 or +61 2 9562 1666

Visit our Customer Service Centres

MondaytoFriday8:30am–4:30pm

Rockdale Library - 444-446 Princes Highway Rockdale Westfield Eastgardens - 152 Bunnerong Road Eastgardens

Post

Bayside Council 444-446 Princes Highway ROCKDALE NSW 2216