CBCITY 2029
Council’s plan for the City
Delivery Program 2025-29
Operational Plan 2026/27
7 destinations
Safe & Strong
A proud inclusive community that unites, celebrates and cares
Safe & Strong documents cover such themes as being a child friendly city, social justice, children’s services, community safety and crime prevention, inclusiveness, community services, universal access, reconciliation, ageing, community harmony and youth.
Clean & Green
A cool, clean and sustainable city with healthy waterways and natural areas
Clean & Green documents cover such themes as managing our catchments and waterways, natural resources, environmental hazards and risks, weather/ climate emergencies, biodiversity, climate change, resilience, and corporate sustainability.
Prosperous & Innovative
A smart and evolving city with exciting opportunities for investment and creativity
Prosperous & Innovative documents cover such themes as economic growth and employment, investment, art, culture, heritage preservation, pursuing digital solutions and being creative.
Moving & Integrated
An accessible city with great local destinations and many options to get there
Moving & Integrated documents cover such themes as accessibility, pedestrian and cycling networks, pedestrian and road safety, transport hubs, and asset management.
Healthy & Active
A motivated city that nurtures healthy minds and bodies
Healthy & Active documents cover such themes lifelong learning, active and healthy lifestyles, open spaces, passive parks, play spaces, and providing quality sport and recreation infrastructure and programs.
Liveable & Distinctive
A well-designed, attractive city which preserves the identity and character of local villages
Liveable & Distinctive documents cover such themes as preserving the character and personality of centres and revitalising them, affordable housing, well-managed development, and complying with local laws.
Leading & Engaged
A well-governed city with brave and future focused leaders who listen
Leading & Engaged documents cover such themes as open government, managing assets, improving services, long term funding, operational excellence, monitoring performance, being a good employer, civic leadership, and engaging, educating and communicating with our community.
Clr Bilal El-Hayek MAYOR
Message from the Mayor
I am proud to present CBCity 2029, our revised Delivery Program and 2026/27 Operational Plan: documents shaped by the voices of our community, the needs of today, and our shared hopes for the future. This document, and its associated resourcing strategies, are about more than money. They are our shared roadmap for how we care for our City, our neighbourhoods and, most importantly, our people, investing in the future we are building together.
Our City, one of the largest local government areas in Australia, is experiencing major growth and expansion. A new hospital, Metro and leisure and aquatic centre alongside revitalised town centres are reshaping and modernising our City, and Council is committed to ensuring these changes support the diverse needs of our community.
This revised Delivery Program and Operational Plan outlines our priorities to 2029 and details our planned investment in services, projects and works for the 2026/27 financial year. In particular, it commits to:
• Delivering a new leisure and aquatic centre in Canterbury, opening in late 2026; progressing construction of a new community facility in Roberts Park, Greenacre and early works at the site of the new Campsie Hub; as well as finalising designs for the new Panania Library and Knowledge Centre;
• Attracting investors and visitors by activating our night-time economy, supporting signature events such as Lakemba Nights during Ramadan, the much-loved Bankstown Biennale, and the blue-ribbon CBEvolve annual business event;
• A greener future through increased tree planting, planning for a new Food Organics and Garden Organics service in 2029, more sustainable transport options, a solar farm and a community recycling facility;
• Upgrading playgrounds including three new destination play spaces at Wiley Park in Wiley Park, Tasker Park in Canterbury, and Goondah Reserve in Villawood, and a new sporting amenities building at Bill Delauney Reserve in Revesby Heights;
• Supporting programs that build pride and ownership in our town centres, including a mural program, upgrades in East Hills, and beautification works along Haldon Street, Lakemba; and
• Enriching our community by providing opportunities for young people to voice their thoughts and work collaboratively with the community, continuing to raise awareness of domestic and family violence, and investing more than $500,000 in grants for local projects.
Council will continue to be strong advocates for our community, working with the NSW Government to secure good local outcomes on major infrastructure such as hospitals, public transport and river catchments. We also remain committed to safeguarding our City’s unique character, rich culture and diversity, and above all, the wellbeing of our wonderful people.
On behalf of my fellow Councillors and the Chief Executive Officer, Matthew Stewart, I am excited to present our revised CBCity 2029 and the 2026/27 Operational Plan as the next step in building on what we have already achieved to create a City of which we can all be proud.
Matthew Stewart CEO
Message from the Chief Executive Officer
Every budget tells a story - not just of numbers, but of priorities, values and people: reflecting deliberate choices about how we invest, with every dollar assessed through the lens of value. CBCity’s focus remains on delivering efficient services, maintaining essential infrastructure, and making smart, forward thinking investment that benefits the entire community.
Like all councils and communities across Australia, CBCity is experiencing rising cost pressures driven by fuel prices and broader supply chain impacts. Many of these pressures mirror those faced by households - higher costs for materials, contracts and day to day expenses. Council is managing these challenges carefully and responsibly, maintaining a strong focus on essential services and making balanced decisions that serve the public interest.
In 2026/27, an ambitious $120.2 million capital works program will deliver lasting improvements across the City, including:
• $44�2 million for renewing roads and improving the footpath network;
• $19�9 million for upgrading community buildings and facilities;
• $10 million for enhancing local parks, playgrounds and sporting facilities;
• $6�7 million for improvements to the existing stormwater network; and
• $5�5 million for renewing town centres.
In total, more than $466 million will be invested across all operations in 2026/27. This investment reflects a clear focus on strengthening services, renewing infrastructure and positioning our City for long term success. This budget delivers new initiatives and service improvements across 28 service areas, including:
• Digital innovation across communications, online bookings and customer requests;
• An expanded pavement cleaning program and deep cleaning of paved areas in all Council owned multi level carparks;
• The use of artificial intelligence in areas such as development assessment, recycling, illegal dumping detection and asset condition monitoring; and
• Accelerated continuous improvement and organisational accountability to modernise service delivery, improve responsiveness and deliver more efficient, customer centred operations.
I encourage our community to share their views and take an active interest in what is planned for the City by visiting our Have Your Say website.
I look forward to working closely with the Mayor, Councillors, residents and our business community as we deliver projects that enhance our City and keep CBCity at the forefront of the Local Government Sector.
I am especially proud of our dedicated workforce of more than 1,500 people, whose professionalism, accountability and commitment ensure the delivery of high quality services, modern facilities and a shared vision for creating a City we love.
We work as one team We act with integrity
We are committed to safety Our Ambition Our community loves their community Our Purpose Together we create a great city we love
We care about our customers
Acknowledgement
The City of Canterbury Bankstown acknowledges the Traditional Custodians of the land, water and skies of Canterbury-Bankstown, the Darug (Darag, Dharug, Daruk, Dharuk) People.
We recognise and respect Darug cultural heritage, beliefs and relationship with the land.
We acknowledge the First Peoples’ continuing importance to our Canterbury-Bankstown Community.
Our Councillors
MAYOR Bilal El-Hayek (ALP)
Mayor @cbcity.nsw.gov.au 9707 9522
Councillor Khal Asfour (ALP) Khal.Asfour @cbcity.nsw.gov.au 0411 412 396
Clr George Zakhia (LIB) George.Zakhia @cbcity.nsw.gov.au 0433 336 886
DEPUTY MAYOR Rachelle Harika (ALP) Rachelle.Harika @cbcity.nsw.gov.au 0418 859 353
Councillor Saud Abu-Samen
Saud.AbuSamen @cbcity.nsw.gov.au 0410 464 501
Councillor Chris Cahill
Chris.Cahill @cbcity.nsw.gov.au 0407 948 684
Councillor Conroy Blood (GRN) Conroy.Blood @cbcity.nsw.gov.au 0461 449 289
Councillor Barbara Coorey (IND)
Barbara.Coorey @cbcity.nsw.gov.au 0409 754 747
Councillor Clare Raffan (ALP)
Clare.Raffan @cbcity.nsw.gov.au 0499 790 033
Councillor
Wendy Lindsay (LIB)
Wendy.Lindsay @cbcity.nsw.gov.au 0484 625 556
Councillor David Walsh (ALP)
David.Walsh @cbcity.nsw.gov.au 0408 740 120
Councillor Jennifer Walther (LIB) Jennifer.Walther @cbcity.nsw.gov.au 0474 173 413
Councillor Sherin Akther (ALP)
Sherin.Akther @cbcity.nsw.gov.au 0439 916 204
Councillor Hady Saleh (ALP) Hady.Saleh@ cbcity.nsw.gov.au 0497 500 895
Councillor Harry Stavrinos (OLC) Harry.Stavrinos @cbcity.nsw.gov.au 0498 318 977
Our Executive and Organisation
Chief Executive Officer (CEO) –Matthew Stewart
Matthew is responsible for Council's overarching management, strategic direction and communications.
Director City Future – James Carey
James is responsible for managing integrated planning and reporting, asset and infrastructure planning, city business and community engagement, events and activation projects, corporate and environmental sustainability, and delivering major strategies and projects which transform the City and improve public spaces and town centres.
Director Community Services – Graeme Beattie
Graeme is responsible for managing the delivery of major services to the community including waste and cleansing, libraries, community services, children services, leisure and aquatics, recreation and customer experience.
Director Corporate – Ken Manoski
Ken is responsible for Council's corporate service and support functions including finance, procurement, legal, governance, property, policy, audit and corporate assurance.
Director City Assets – Anthony Vangi
Anthony is responsible the design and construction of capital works projects, and the maintenance of Council’s asset portfolio which includes roads, stormwater, open space, buildings and fleet.
Director People and Performance – Simone Robards
Simone is responsible for setting the organisation's approach to people, technology and organisational performance. This includes human resources, payroll, people transformation, internal communications, work health and safety, risk management, corporate and workforce planning, talent management, organisational performance, digital innovation and information services.
Director Planning – Andy Sharp
Andy leads teams responsible for city-wide planning outcomes and all development and regulatory functions. This includes assessing applications for development or building, city strategy and design, and enforcement of local orders including animal control and illegal dumping.
Your City
17 kilometres southwest of the Sydney CBD
41 suburbs
110 square kilometres
160,000+ employed residents AREA
99,000+ local workers
YOUR ASSETS
$18�8 billion gross regional product
2�5+ million international visitor nights (2024/25)
42,700+ businesses
3 river catchments
270+ playgrounds
600+ parks
75+ sporting complexes
18 train stations
416+ Council buildings
900+ kilometres Council roads
1,200+ kilometres footpaths
5,400+ traffic management devices
Your Community
389,687 population in 2025
500,000 population by 2036
36 median age 45% born overseas 59% speak a language other than English at home 20�5% over 60 23�5% under 18
1 art centre
126 schools
1 university
2 TAFE campuses
2 hospitals
11 libraries
91 Gross Pollutant Traps
683km+ drainage conduits
City at a Glance
With more than 389,000 residents CanterburyBankstown is one of the most populous local governments areas (LGAs) in New South Wales. Located in Sydney’s south-west, it is 17 kilometres from the Sydney CBD.
Strategically positioned within Sydney’s primary transport and freight corridors, it is accessible by air, rail, and road and only 30 minutes from Sydney’s (Kingsford Smith) Airport and Port Botany. The 18 employment land precincts across the LGA comprise nearly 1,000 hectares, and provide an array of economic opportunities.
As a gateway to western and southern Sydney, Canterbury-Bankstown is traversed by major State and regional roads including the M5 Motorway, Hume Highway, King Georges Road, Henry Lawson Drive, Canterbury Road, Roberts Road and Stacey Street. These important freight routes provide a conduit for mineral and agricultural exports from regional NSW to Port Botany.
Three rail lines traverse the City: the Australian Rail Track Corporation (ARTC) freight line, East Hills (T8) commuter lines and the Bankstown (T6) line which now operates between Bankstown and Lidcombe and connects to the T3 Liverpool and Inner West line.
As the Sydenham to Bankstown Metro Project is expected to be finalised this year, the
City will benefit from faster, more frequent services, better accessibility, and a Metro train at least every four minutes.
On the far western border of the City lies Bankstown Airport, one of two leading general aviation airports in NSW. It is a major centre of economic activity, aviation training, and recreational flights. Bankstown Airport also plays a major role as a base for the State’s air emergency services and patient transfer.
Canterbury-Bankstown features two significant health precincts, Canterbury Memorial Hospital in Campsie and the Bankstown-Lidcombe Hospital in Bankstown. The NSW Government has committed $2 billion to redevelop Bankstown Hospital on the former TAFE NSW campus in the Bankstown City Centre, and a further $350 million to upgrade Canterbury Hospital. Early works began on the new Bankstown Hospital in February 2026.
In March 2023, a new ‘vertical city’ campus of Western Sydney University opened in the heart of the Bankstown City Centre. The building caters to 10,000 students and 700 staff, providing facilities for health, education, manufacturing and IT students. The NSW TAFE campus in Chapel Road, Bankstown, closed in late 2025 and a new service, TAFE NSW Bankstown City, co-located within the WSU campus, opened in February 2026.
We are a productive City: home to over 44,000 businesses and more than 119,000 local jobs.
This results in over $18.8 billion in output making Canterbury-Bankstown one of the largest economies in NSW, and a contributor of over 4% of Greater Sydney’s employment. The City is well placed to capitalise on the growth of knowledge intensive, healthcare and education employment sectors.
44,000 businesses
119,000+ local jobs
$18�8B 4�01% of Greater Sydney’s employment Gross Regional Product
We are a fast-growing City: expected to reach 500,000 people in the next 12 years.
We are a diverse City: 45% of our population were born overseas and nearly 60% speak any one of around 100 languages and dialects. This is almost double the diversity of Greater Sydney.
We are a young City: young people and children represent 32.7% of our population. This presents many opportunities as young people are tech-savvy, innovative and excited about a future which inspires them to lead.
We are a beautiful City: there are large expanses of native bushland, quality arts and sporting facilities, numerous recreational parklands and reserves, and access to the Cooks and Georges Rivers.
What You Said
In December 2025, Council conducted a telephone survey of 500 residents to establish their satisfaction for a range of Council services, and for living in the City generally. While the number may seem small, it is a statistically relevant sample on which to draw good conclusions about community satisfaction as a whole.
LIVING IN THE CITY
You agreed most strongly with these statements about living in the City:
You can access a diverse range of shopping, leisure, and dining experiences
You can access the natural environment You feel safe You can count on your neighbours if you were in trouble
79%
of residents rate their quality of life as ‘good’ to excellent’
THE SERVICES COUNCIL PROVIDES Top Satisfaction
Council encourages you to recycle 86% 90%
Council library and knowledge centres meet your needs
Council supports multicultural communities activities and programs of residents are at least somewhat satisfied with the services Council provides
Council community centres are great places to meet and socialise
of residents had used a Council library at least once in the past year 70% 88% 86%
of residents had used a Council pool at least once in the past year 62% 86% 86% of residents had used Council outdoor sports facilities at least once in the past year 64%
Council waste services meet my household needs
Council Should Invest In/Focus On
Keeping the streets looking clean and tidy
Easy car parking when you go to local places
Clean rivers and creeks Safe local roads for you to get around by car
Preventing illegal dumping of rubbish through education and enforcement
What You Said
Key Drivers of Satisfaction
1� Council’s efforts to inform residents
2� Council’s efforts to respond to residents
3� Council’s efforts to consult and/or involve residents
Scorecard
Childcare services suit the needs of my children and me
Older people are supported by Council activities and programs
Young people are supported by Council activities and programs
Multicultural communities are supported by Council activities and programs
Council has adequate programs to manage stormwater and protect local waterways
Council community centres and meeting rooms are great places to meet and socialise
Council waste services meet my household needs
Council has adequate programs to help me to protect native plants, animals and bushland
Rivers and creeks are clean
Council helps me do my bit for climate change
Council delivers a range of arts and culture programs to suit my needs
Council provides adequate footpaths that assist me when I walk places
Our local roads are safe for me to get around by car
Council cycleways help me to get around the City
Council encourages me to recycle I can park my car easily when I go to local places
Council education and enforcement helps to prevent dumping of rubbish
Council keeps the streets looking clean and tidy
Town centres look neat and tidy
Local parks and playgrounds look neat and tidy
Council indoor sporting facilities and programs meet my recreation needs
Council outdoor sporting facilities and programs meet my recreation needs
Local swimming centres and programs meet my health and exercise needs
Digital solutions improve my customer service experiene with Council
Local parks and playgrounds meet my or my family’s needs
Council library and knowledge centres meet my needs
Public safety (e.g. private swimming pool inspections, animal control) is effectively enforced by Council
Public health (e.g. littering, food premises inspections) is effectively enforced by Council
Local development has a good look and feel
Council’s customer service is understanding and supportive of my needs
Council is planning for my future needs
Council seeks my opinions on things that matter to me
Council is promoting the City as a great place to invest, visit and live
Council informs me about activities and what is going on in the City
Council is managing the City well
In February 2025, Council conducted an online survey regarding feedback on our City’s priorities for the Community Strategic Plan Review. 170 residents participated in the survey on our ‘Have Your Say’ webpage. Below highlights the top five challenges participants believed to be most important for the City to address:
Addressing crime and feeling safe
Keeping up with increasing costs of living
Managing litter and rubbish
Having clean and attractive streets and town centres
Having modern and upgraded community facilities
Integrated Planning and Reporting (IP&R)
Communities do not exist in isolation – they are part of a larger natural, social, economic and political environment. Council’s plans and strategies also do not exist in isolation – land use and infrastructure planning support social, environmental and economic outcomes, and vice-versa – they are all connected and must therefore be integrated.
Under the Local Government Act 1993, councils are required to develop a hierarchy of plans known as the Integrated Planning and Reporting (IP&R) Framework. IP&R requires councils to draw their various plans together and understand how they interact.
IP&R also acknowledges that the City is constantly changing and that decisions made now may have a long ‘lead’ time before they are realised in the future. Planning must prepare for a sustainable future, one that ensures that future generations aren’t left with an unsustainable legacy. IP&R allows councils to get the maximum leverage from their efforts by planning holistically for the future.
Importantly, IP&R opens the way for councils and their communities to have important conversations about funding priorities, service levels, preserving local identity and planning in partnership for a more sustainable future. The essentials of the IP&R Framework are shown in the adjacent image. Council’s IP&R obligations are detailed in Section 8c of the Local Government Act 1993 which outlines the principles for strategic planning that must be applied to the IP&R Framework.
These principles are to:
• Identify and prioritise key local community needs and aspirations and consider regional priorities;
• Identify strategic goals to meet those needs and aspirations;
• Develop activities, and prioritise actions, to work towards the strategic goals;
• Ensure that the strategic goals and activities to work towards them may be achieved within council resources;
• Regularly review and evaluate progress towards achieving strategic goals;
• Maintain an integrated approach to planning, delivering, monitoring and reporting on strategic goals;
• Collaborate with others to maximise achievement of strategic goals;
• Manage risks to the local community or area or to the council effectively and proactively; and
• Make appropriate evidence-based adaptations to meet changing needs and circumstances.
Decisions made by a council should:
• Recognise diverse local community needs and interests;
• Consider social justice principles – access, equity, rights and participation;
• Consider the long term and cumulative effects of actions on future generations;
• Consider the principles of ecologically sustainable development; and
• Be transparent and accountable in decision-making.
The Community Strategic Plan
CB2036 guides Canterbury-Bankstown on its journey to be a thriving, dynamic and real city of people who are interested and interesting –unapologetically themselves.
It’s based on thousands of conversations with residents, businesses and government agencies, and interprets their vision into a blueprint to transform Canterbury-Bankstown.
The essential elements of the IP&R Framework are:
CB2036 is for the people who live, visit and work in Canterbury–Bankstown now and in the future. These people want what everybody wants - to be happy, healthy and safe in a community that:
• Provides for their needs;
• Values their culture, religion, and heritage;
• Respects the environment;
• Considers the future; and
• Respects the past.
Council’s response to CB2036 can be found in its Delivery Program and annual Operational Plans.
The Delivery Program
The Delivery Program examines the important issues facing the Council and outlines the priorities for the Council term to ensure that services continue to meet community expectations in terms of quality and value for money.
The Operational Plan
Annual Operational Plans expand on the priorities in the Delivery Program by identifying the specific services and projects Council will provide annually.
The Resourcing Strategy
Other supporting strategies and plans ensure that Council’s work is integrated and well planned, chief amongst these, being the Resourcing Strategy, which comprises a 10year Asset Management Plan, 10-year Long Term Financial Plan and a four-year Workforce Strategy. The Resourcing Strategy ensures that Council has all of the resources it needs to deliver on its commitment to the community.
For more information, see: https://www�cbcity�nsw�gov�au/your-council/ measuringperformance-and-reporting
DELIVERY PROGRAM 2025-29
Council’s response to CB2036; a Community Strategic Plan for the City.
Introduction
The Delivery Program examines the important issues facing Council and outlines the priorities for the Council term to ensure that services continue to meet community expectations of quality and value for money. It is a statement of commitment to the community from their elected Council.
The Delivery Program translates the community’s strategic goals (as outlined in CB2036 (Community Strategic Plan)) into actions for a specific council term.
It identifies the priority activities that will be undertaken using the resources identified in the Resourcing Strategy. Delivering on those priorities will be monitored and reported on as an indicator of Council’s performance.
Community Strategic Plan (CSP) –
Community aspirations for 2036 are grouped across seven themes (destinations)
Council priorities deliver the CSP across 26 strategies (pathways) during the
Operational Plan
Details the
and projects for one year delivered through 28 services and over $6 billion in supporting assets
Safe & Strong
A proud inclusive community that unites, celebrates and cares�
Issues
• Ageing, single-use assets are at odds with the modern, multifunctional facilities that are desired by our community for diverse usage.
• International politics are having an increased impact in local communities.
• Maintaining social cohesion amidst rapid community change as distance can be created between groups with different values and beliefs.
• Meeting the needs of a diverse communitybalancing initiatives for all against those for specific target groups, particulatly as the population grows, demographics shift and needs change.
• Growing numbers in the youth and seniors demographics may necessitate a shift in program focus.
• Growing competition with a vast number of other providers in the childcare and meal provision sectors.
• Reliance on grant funding for some community programs.
• Balancing what the community wants with what we can reasonably provide and fund.
• Reduction in volunteerism in general affects a number of programs.
CB2036 Pathways:
SS1� Provide high quality community services and buildings.
SS2� Make the City safer and more accessible.
SS3� Promote harmony and inclusiveness.
SS4� Foster improved community wellbeing.
SS5� Value our shared history and identity.
Priorities
SS-P1 Reviewing Council’s early education and childcare services to ensure they balance available resourcing with the provision of high quality care for children and their families.
SS-P2 Renewing and consolidating our community facilities based on priorities from the Community Infrastructure Strategic Plan.
SS-P3 Implementing a prioritised program of maintenance to community meeting rooms, halls, buildings and facilities.
SS-P4 Taking a collaborative approach to community safety to prevent anti-social behaviour and support local crime prevention initiatives.
SS-P5 Delivering initiatives that generate a strong sense of pride within the community and for their City.
SS-P6 Addressing barriers to access and inclusion for people with disability.
SS-P7 Advancing reconciliation with our First Nations leaders and community.
SS-P8 Building the resilience of young people and improving their connection to the community and Council.
SS-P9 Improving services, access and information for seniors in our community.
SS-P10 Creating a welcoming, inclusive and equitable community by addressing cultural barriers, increasing access, support and connection.
SS-P11 Delivering on the commitments of the Social Justice Charter by nurturing a culture of inclusion, fairness, equity and empowerment.
Success looks like:
• Residents feel safe when out and about in the community and at home.
• Community facilities cater for a range of activities and programs.
• Quality childcare is widely accessible.
• There are lots of opportunities to volunteer in Canterbury-Bankstown.
• People enjoy and respect the culture and history of our City.
Clean & Green
A cool, clean and sustainable city with healthy waterways and natural areas�
Issues
• Litter and cleanliness impact community perceptions of the City and influence visiting preferences – this is particularly a concern for local centres.
• The required level of service to maintain the City in a clean and tidy manner will only increase.
• The community is placing increased importance on the health and accessibility of the natural environment.
• Low tree canopy cover contributes to a hotter urban environment and biodiversity loss - but it is also hard to find suitable locations to plant large canopy trees without impacting other amenity.
• Balancing growth with environmental preservation.
• The City’s ability to respond to the growing impact of climate change and extreme weather.
• Climate change has increased the occurrence and intensity of bushfire and flood events, necessitating improved hazard reduction and emergency planning and response.
• Increased stormwater runoff as a result of replacing natural areas with built up areas causes local flooding, erosion and water quality concerns.
• The volume and range of waste types is greater than ever before, and costs are rising due to competition and limited landfill capacity, resulting in the need for multi-faceted solutions to the complex problem of waste management.
• Implementing the new Food Organic Garden Organic (FOGO) waste stream will be resource intensive, costly and complex.
• Managing waste collection sites in new high density developments is a logistical challenge to the delivery of Council waste services.
CB2036 Pathways:
CG1� Reduce litter and illegal dumping.
CG2� Increase tree canopy.
CG3� Protect and promote local biodiversity.
CG4� Improve local waterway health.
CG5� Reduce our carbon footprint.
CG6� Keep the City clean and cool.
Priorities
CG-P1 Improving the cleanliness of our town centres, streets and open space.
CG-P2 Addressing illegal dumping and litter in priority areas.
CG-P3 Planting more trees in appropriate locations and increasing tree canopy in the City.
CG-P4 Implementing sustainability measures, targets and controls in development and planning instruments.
CG-P5 Addressing key sustainability challenges including biodiversity, urban heat, climate change, resilience, waterways, flooding, bushfire and renewable energy/net zero emissions.
CG-P6 Addressing the look and feel of our town centres with a focus on place management and relationship building with centre businesses.
CG-P7 Working with other councils and levels of government to create fundamental shifts in policy and action on clean and green issues affecting our City.
CG-P8 Planning and preparing for the delivery of FOGO waste service.
CG-P9 Lobbying the Government to address challenges in the funding and provision of waste infrastructure and processing facilities.
CG-P10 Supporting community grass roots biodiversity initiatives.
CG-P11 Continuing to support a catchment approach to the management of waterways with surrounding councils and organisations.
Success looks like:
• Our river systems are clean and healthy.
• There’s a lot more natural shade, especially in urban areas.
• People notice more native birds and animals.
• The streets are clean.
• We waste less, and reuse and recycle more.
• The City is resilient to climate disasters.
Prosperous & Innovative
A smart and evolving city with exciting opportunities for investment and creativity�
Issues
• Managing community expectations for varied and unique City events and experiences against available resourcing.
• External factors such as cost of living and government mandates, which can be at odds with local perspectives.
• Current levels of night time activity don’t meet community expectations for a modern night time economy.
• City growth and change creates a greater need for more local jobs, support for local business, and solutions to skills gaps as new sectors emerge.
• We are proud of our City and have lots to offer – but unfair and unfounded perceptions affect investment and local jobs.
• Technological advances are changing our way of life.
• The value and role of art in modern society means something different to everyoneneed to cater to increasingly diverse artistic and cultural needs and desires, and manage unintended responses to artistic events and installations.
CB2036 Pathways:
PI1� Provide opportunities for a cosmopolitan, vibrant and dynamic City.
PI2� Pursue learning opportunities and smart thinking/digital innovation.
PI3� Promote long term economic and employment growth.
PI4� Provide and promote artistic and cultural opportunities.
Priorities
PI-P1 Marketing the City and continuing to promote “Where Interesting Happens” branding for the City.
PI-P2 Delivering a program of events that balances available resources, while still providing exciting experiences and attracting new visitors to the City.
PI-P3 Promoting and enhancing the local night time economy.
PI-P4 Aligning our services with the evolving creative and arts needs of our community.
PI-P5 Developing the Campsie Hub as a key creative and learning facility for the City.
PI-P6 Working with Federal and State governments, and delivering programs that encourage interest and investment in the City.
PI-P7 Advocating for supporting infrastructure and good design outcomes as part of the plans for the redevelopment of Canterbury and the new Bankstown Hospital.
PI-P8 Protecting sites of high heritage value and ensuring places and stories from the past can be shared in the future.
Success looks like:
• Town centres have a cosmopolitan feel and there’s a lot of activity day and night.
• There are a range of great places to shop across the City and always something fun and interesting to do.
• There is diversity of local jobs meaning that people can live and work in the City.
• There are more training and education opportunities available for all.
• The popularity of the City is attracting lots of investment.
Moving & Integrated
An accessible city with great local destinations and many options to get there�
Issues
• Inefficient journeys using public and private transport.
• Balancing available funding with the desired and required level of maintenance, repairs and investment in new/upgraded infrastructure.
• The age, condition and capacity of Council's infrastructure is often below-optimal and funding availability to address these concerns is limited.
• Many road replacement materials are nonrenewable with no cheaper or alternative options.
• The number, size of and reliance on cars in our City is growing, stretching the demand on already congested roads and carparks.
• The pace of deterioration of local roads is hastened by more car movements, greater numbers of heavy vehicles and changing weather patterns.
• Traffic congestion, limited parking opportunities, pollution and road safety all impact the liveability of our City.
• The need for a shift in transport behaviour from private to public and active transport options.
• Ensuring new developments provide adequate on-site parking (number, size and amenity of spaces).
• Electric and plug-in hybrid vehicles are often not an option for renters, people in strata complexes and those without off-street parking.
• Bridging the gap between promoting and providing for sustainable transport and meeting the demands for car access and parking.
• Increasing popularity of e-scooters and e-bikes (and their illegal usage) is often at odds with pedestrians, pedal-powered cyclists and other transport network users.
• Expectations for footpaths on both sides of every street are at odds with available funding for maintenance, upgrade and new infrastructure.
CB2036 Pathways:
MI1� Facilitate improved movement around the City for all users.
MI2� Provide convenient, equitable and accessible parking.
Priorities
MI-P1 Improving overall road condition, including pursuing technology solutions to optimise infrastructure maintenance and service provision.
MI-P2 Pursuing funding opportunities to support active transport such as new footpaths and cycleways.
MI-P3 Developing and implementing initiatives that encourage alternative transport modes and support change in transport behaviour from fossil fuelled to electric/hybrid/alternative fuelled, from private to public, and from powered to active transport.
MI-P4 Ensuring both the impact and benefits of the new Sydenham to Bankstown Metro are managed.
MI-P5 Advocating to Transport for NSW on the need for improvements to bus services connecting local centres, a new Bankstown City Centre interchange, delivering active transport links along the Sydenham to Bankstown Metro, and the future Kogarah to Parramatta via Bankstown rapid transport connection.
MI-P6 Pursuing funding opportunities with Transport for NSW for regional road maintenance and upgrades and to address blackspot locations.
MI-P7 Ensuring residential and commercial parking areas are patrolled to ensure safety and support businesses.
MI-P8 Implementing programs and initiatives that target traffic and speeding.
MI-P9 Ensuring future parking requirements are planned for in the Bankstown City Centre.
Success looks like:
• The range of public and active transport options in the City are increasing and making it easier to get around.
• It is easier to move within and across the City with local and regional connections improving journey times.
Healthy & Active
A motivated city that nurtures healthy minds and bodies�
Issues
• The expectations of our community are expanding beyond the capacity of our ageing, single use or under-sized facilities and assets.
• There is uneven distribution of open spaces combined with increasing population in higher density living.
• There are limited greenfield spaces for new parks and play spaces, and purchasing land for improving or upgrading open spaces is expensive.
• Higher usage of spaces and facilities requires high levels of maintenance, cleaning and waste collection.
• Maintenance of recreational spaces and facilities is resource intensive and costly, and maintenance of outdoor facilities is challenged by extreme weather.
• The City’s libraries are ageing and the purpose of libraries is undergoing a fundamental shift, with users wanting more access to spaces for activities and digital learning experiences over traditional physical borrowing.
• Preferences and patterns of participation change over time, requiring a reconsideration of the future of sites designed for specific purposes e.g. Dunc Gray Velodrome and Council-owned golf courses.
• Balancing the need for grass roots sport and recreation against increased pressure to support more professional competitions.
CB2036 Pathways:
HA1� Provide accessible parks and open space catering to all ages and cultures.
HA2� Promote healthy living and active lifestyles.
HA3� Promote life-long learning.
Priorities
HA-P1 Providing flexible, multi-purpose recreation facilities that maximise the use and access to address competing demands.
HA-P2 Completing Canterbury Leisure and Aquatic Centre and securing funding for the future development of Max Parker Leisure and Aquatic Centre.
HA-P3 Continuing to invest in, advocating for and identifying additional funding for playgrounds and play experiences.
HA-P4 Addressing the equitable provision and quality of open space across the City.
HA-P5 Reimagining future libraries to blend traditional and digital library services with flexible, multi-purpose spaces (including Campsie Hub, Panania Library and Knowledge Centre, and Roberts Park Community Hub).
HA-P6 Improving the maintenance of existing recreation and sporting facilities to support the user experience.
HA-P7 Actively engaging with sporting organisations and clubs, user groups and residents on matters affecting the future of sport and recreation assets and experiences.
HA-P8 Resolving the future of Dunc Gray Velodrome site.
Success looks like:
• People in Canterbury-Bankstown are healthier and more active due to the range of and easy access to recreation and social gathering spaces.
• All levels of government work together with other levels of government to provide more open space and more venues to play organised sport.
• There are more learning opportunities for all ages, cultures and abilities in quality educational facilities.
Liveable & Distinctive
A well-designed, attractive city which preserves the identity and character of local villages�
Issues
• Our population is growing and will be exacerbated by the Transport Oriented Development (TOD).
• TOD Precincts have overtaken Council masterplanning and take a one-size-fitsall approach – achieving quality planning outcomes against the speed of NSW Government decisions and mandated timeframes for planning processes can be a challenge.
• Housing affordability and diversity of housing options is a concern as families are growing and want to stay, and new residents are coming to the City.
• The needs of the City are rapidly changing with growth – development and associated infrastructure will transform the look and feel of the City.
• Our centres and their shops are ageing - there have been changes in human consumption, behaviours, and community wants and needs since they were built in the 1950s.
• Works to improve the look and feel of centres are complex and expensive –Council can only do so much, with much of the responsibility on business owners.
• Shifting regulatory responsibilities from state to local government, City growth and community diversity all increase resources required for effective regulatory enforcement.
CB2036 Pathways:
LD1� Deliver an attractive, sustainable and affordable built environment.
LD2� Ensure compliance with, and understanding of local laws.
Priorities
LD-P1 Balancing the delivery of required housing supply, choice and affordability while also providing the necessary supporting infrastructure.
LD-P2 Focusing on quality development and design excellence for developments, including continued operation of the Design Review Panel.
LD-P3 Continuing to review the effectiveness of the existing Local Environmental Plan, development control plans and associated policies.
LD-P4 Reviewing and improving development assessment processes to increase efficiency, improve decision times and deliver good planning outcomes.
LD-P5 Delivering on masterplanning for key centres to ensure growth targets are being met while preserving character and function.
LD-P6 Investing in our town centres to create dynamic and attractive spaces.
LD-P7 Advocating to the NSW Government for better planning outcomes and infrastructure provision and for funding to support regulatory imposts.
LD-P8 Preparing and updating strategic plans that address asset management, open space, transport, community facilities, environment and other key areas.
LD-P9 Providing regulatory compliance services consistent with state and local controls.
Success looks like:
• New buildings in the City are of high quality and energy efficiency, and include lots of green spaces, art installations and shade.
• People know and respect local laws.
• Housing affordability and design, and great public spaces are making the area more desirable to live in.
Leading & Engaged
A well-governed city with brave and future-focused leaders who listen�
Issues
• Balancing resource availability with the evolving needs and desires of the community for modern, new services and facilities.
• Increasing population will necessitate more customer transactions and interactions with Council – but the expectation for immediate, digital interactions is increasing.
• Cybersecurity for payments and personal information is becoming increasingly important as digital transactions increase.
• There will be a need for difficult decisions around consolidating assets, reviewing assets and service levels.
• Unfair and unfounded perceptions affect our City and community –maintaining transparency and combatting misinformation and bias with the rise of social media is a challenge.
• Better use of data and evidence can improve service delivery and community awareness of the variety and level of services Council provides.
• Increasing costs/cost shifting for items such as the Emergency Services Levy, along with escalating construction costs in recent years are reducing how far budgets can reach for critical Council assets and services.
• Increases in population and diversity presents challenges in obtaining community concensus on issues and requires more targeted communications and engagement.
CB2036 Pathways:
LE1� Engage, involve and empower the community to participate in decisions that affect them.
LE2� Customers can access more services through a digital front door.
LE3� Be innovative, responsive, forwardthinking leaders providing well managed, open government.
LE4� Be able to adapt and respond to change and challenges.
Priorities
LE-P1 Implementing innovative methods to engage and consult with the community so that they have an opportunity to have a say on the things that matter the most to them.
LE-P2 Improving communications and reporting to the community to deliver an improved understanding of what Council does and the services and projects Council delivers.
LE-P3 Focus on the customer by delivering our Customer Experience Vision - “We make great happen – every contact, every service, every day.”
LE-P4 Improving the way customers are able to interact with Council - face-to-face, by phone or through digital means.
LE-P5 Focusing on service innovation - improving the way Council delivers services to the community.
LE-P6 Enhancing leadership, culture, capability and performance of our workforce.
LE-P7 Identifying alternative funding mechanisms to balance increasing costs to Council.
LE-P8 Continuing to review and improve the efficiency and effectiveness of service delivery including undertaking service reviews.
LE-P9 Establishing robust measures of performance and service standards.
LE-P10 Continuing to ensure Council’s governance framework delivers probity and transparency.
LE-P11 Ensuring our finance, asset and people resources are sufficient to meet service demands now and in the future.
Success looks like:
• Most residents tell others that CanterburyBankstown is a good place to live.
• Residents have opportunities to engage with their leaders and feel they are well represented.
• Increased use of digital technologies and platforms provide seamless, convenient access to services.
• The City and the people who live in it are becoming more able to respond to change and recover quickly from difficult situations.
Business Efficiencies and Service Reviews
Council is committed to delivering high-quality services in the most efficient and effective way possible. We know that our community doesn’t have a choice in service providers when it comes to local government, and we take that responsibility seriously. It means that every year, we focus on:
• Future planning for our City, assets, people and the financial sustainability of Council;
• Investing in infrastructure and asset management;
• Enhancing the customer experience and identifying options for service innovation;
• Optimising operations and workforce development;
• Leading corporate sustainability efforts; and
• Expanding community engagement and inclusion programs to ensure our community is informed and involved in Council programs and initiatives.
Business Efficiencies
We also want to make sure that every year we aren’t just doing the same thing – we want to always be improving. One way to do this is to identify opportunities for operational or business efficiencies to deliver the same or better outcome more efficiently – through technology, automation, changing how we approach a task or process improvements. Recent examples include:
• Using artificial intelligence to improve response times and to detect issues like graffiti, road and footpath defects and illegal dumping;
• Automating development application lodgement and certificate registration;
• 3D modelling of assessments saving weeks in development applications determination times and cutting external costs;
• Moving to online group fitness bookings which saves significant staff time compared to manual bookings;
• Implementing a broader offering of internal training, resulting in upfront and annual savings on external training;
• Introducing a 3D building scanner to eliminate the need for manual measuring and drafting by contractors;
• Using online ReportIT and Household Cleanup bookings to offset staff time, allowing focus on customer service and call quality; and
• Establishing in-house business assurance and investigation functions has reduced spending on external expertise.
Service Reviews
Council is committed to evolving our services so that we can continue to respond to the needs of the community. Our community is diverse and changing rapidly – as a result, expectations around what the services Council provides and how, when, and where we provide them are also changing. To do this, we are constantly checking in and reviewing what we do.
We:
• Understand how, when and where we provide each service;
• Map out key processes associated with each service;
• Understand the performance of the service (e.g. through surveys, looking at participation trends and other measures);
• Understand the service’s customers, including who and where they are;
• Understand the costs associated with providing our services; and
• Understand innovative or different ways to provide a service and whether the service still has a role in the modern-day council.
Sometimes we might just do one of the above activities, and sometimes we undertake a more comprehensive service review which involves understanding how all of these elements fit together. A service review will then make recommendations about future service provision.
Over the next three years, Council will take a closer look at the following selected activities:
• Waterways maintenance
• Tree planting and maintenance/ management; and
• Footpath maintenance.
OPERATIONAL PLAN 2026/27
Introduction
The Operational Plan expands on the priorities in the Delivery Program by identifying the specific services and projects CBCity will provide annually, and the budget for delivering these.
The Operational Plan also identifies suitable measures to determine the effectiveness of the projects, programs and actions undertaken.
Delivering Through Services
SS1 Provide high quality community services and buildings.
SS2 Make the City safer, more accessible.
SS3 Promote harmony and inclusiveness.
SS4 Foster improved community wellbeing.
SS5 Value our shared history and identity.
CG1 Reduce litter and illegal dumping.
CG2 Increase tree canopy.
CG3 Protect and promote local biodiversity.
CG4 Improve local waterway health.
CG5 Reduce our carbon footprint.
CG6 Keep the City clean and cool.
PI1 Provide opportunities for a cosmopolitan vibrant and dynamic City.
PI2 Pursue learning opportunities and smart thinking/ digital innovation.
PI3 Promote long term economic and employment growth.
Prosperous & Innovative
P14 Provide and promote artistic and cultural opportunities. Moving & Integrated
M11 Facilitate improved movement around the City for all users.
MI2 Provide convenient, equitable and accessible parking.
HA1 Promote accessible parks and open space catering to all ages and cultures.
HA2 Promote healthy eating and active lifestyles.
& Active
Liveable & Distinctive
Leading & Engaged
HA3 Promote life-long learning.
LD1 Deliver an attractive, sustainable, affordable built environment.
LD2 Ensure compliance with, and understanding of local laws.
LE1 Engage, involve and empower the community to participate in decisions that affect them.
LE2 Customers can access more services through a digital front door.
LE3 Be innovative, responsive, forward thinking leaders providing well managed, open government.
LE4 Be able to adapt and respond to change and challenges.
1� Aquatics
2� Arts and Culture
3� Building and Development
4� Bushland and Biodiversity
5� Childcare and Youth Support
6� City Appearance, Amenity and Cleaning
7� Climate and Resilience
8� Commercial Waste
9� Communications and Engagement
10� Community Development and Capacity Building
11� Community Gathering
12� Council and Governance
13� Customer Service and Support
14� Domestic Waste and Recycling
15� Economic Development
16� Events and Activation
17� Future Planning
18� Indoor Recreation
To provide aquatic facilities with enjoyable, inclusive programs that enhance community health and wellbeing
To deliver exciting facilities and programs that promote artistic expression, a sense of place and identity, cultural development and community connectedness
To support the delivery of quality, compliant development
To protect, preserve and promote local plants and animals, and their habitats and interactions
To deliver quality services and facilities that support and empower children and young people in the local community and respond to their needs
To provide clean, attractive and well-maintained public spaces
To provide programs that promote resilience and minimise the effects of Council operations on our climate
To provide a commercial waste and recycling service to businesses in the City
To provide a variety of mediums that inform, educate and engage the community and offer opportunities for participation and collaboration
To deliver programs that promote access, equity, social justice and community wellbeing
To provide spaces for the community to gather and meet for a range of educational social and recreational needs
To ensure that governance of the City is responsible, representative, fair, open, accountable and transparent
To provide quality customer experiences through responsive, timely and professional customer relationship management, and resolution of issues
To provide a household waste and recycling collection service and educate residents on better ways to manage waste
To promote, deliver, and facilitate positive economic, employment and tourism outcomes for the City
To plan and deliver a unique, fun and engaging calendar of community events and festivals
To plan and advocate for a beautiful urban setting that provides housing, social, recreation, employment and movement opportunities, with consideration of the natural environment and cultural fabric of the City
To provide a diverse range of indoor, active recreation facilities and programs for the enjoyment and wellbeing of the community
Council is legally required to deliver Council is not required to deliver and/or other providers available
PURPOSE
19� Library and Knowledge
20� Outdoor Recreation
21� Parking
22� Parks and Open Space
23� Private and Public Transport
24� Public Health
25� Public Safety
26� Seniors Support
27� Walking and Cycling
28� Waterways and Stormwater
To provide library facilities, spaces and virtual environments that promote equal access to information, ideas and knowledge
To provide a diverse range of outdoor, active recreation facilities and programs for the enjoyment and wellbeing of the community
To provide safe, efficient and effective end-of-journey infrastructure
To provide a diverse range of parks and play spaces for the enjoyment and wellbeing of the community
To provide infrastructure for the safe, effective and efficient movement of people and vehicles around the City
To promote and enforce local laws, regulations, policies, and controls that ensure community and environmental health
To promote community safety, enforce local laws, regulations, policies, and controls, and to mitigate the impact of emergency events on Council services and the community
To provide community development and capacity building activities which address the needs of older people and support independent living
To provide for safe, effective and efficient movement across the City by walking and cycling
To manage urban water and promote clean and healthy river systems
* Council has traditionally delivered non-core aspects of this service
Council is legally required to deliver
Council is not required to deliver and/or other providers available
How
Council's 28 services are delivered through a range of methods, including:
• Managing assets - including planning, designing, building, upgrading and maintaining assets;
• Educating the community about important local issues and how to behave responsibly in Canterbury-Bankstown;
• Partnering with government, community organisations or business to achieve common goals;
• Delivering services direct to the community;
• Providing funding to community groups and residents who contribute to City outcomes;
• Administering local laws through regulation, inspections, penalties and education;
• Monitoring the environment and landscape;
• Communicating and informing the community, businesses, residents and visitors on matters of importance and interest;
• Engaging the community, businesses, residents, visitors, users and other stakeholders on matters which affect them;
• Advocating with other levels of government on issues important to the future of the City; and
• Planning/preparing strategic documents that address identified issues.
The Strategic Planning Framework maps out the role of current Council strategies and plans that work to deliver the vision for CB2036.
It is an interactive document which includes the links to the adopted plans, strategies and policies, outlines work in progress and is updated when new documents are completed.
Who Benefits?
• Residents
• Ratepayers
• Visitors
• Businesses
• Schools
• Community organisations
• Sporting associations, clubs and people who play sport
• Event holders
• Builders and developers
• Drivers and passengers
• Pet owners
• Walkers
• Nature lovers
• Cyclists
• Parents and children
• Artists and performers
• Media
• Local historians
• Learners
• Readers
• New migrants
• Job seekers
Let's Talk Money
Capital Works Summary
The 2026/27 Operational Plan identifies an investment of $120.2 million* across 162 projects as part of Council’s capital works program. With a strong focus on delivering, maintaining and renewing key community infrastructure across Canterbury-Bankstown, the program prioritises community needs and works towards creating spaces and facilities that everyone can enjoy. Building on existing projects already underway, this funding covers:
$44�2 million for renewing roads and improving the footpath network
$6�7 million for improvements to the existing stormwater network
$10 million for enhancing local parks, playgrounds and sporting facilities
$19�9 million for upgrading community buildings and facilities
$5�5 million for renewing town centres
*Figure excludes projects that will be carried over from 2025/26 financial year for delivery during 2026/27.
Key priorities scheduled to commence or be completed during 2026/27 include:
• Extending the footpath and shared pathway network for pedestrians and cyclists through the construction of 19 new footpaths;
• Resurfacing, rehabilitation and preventative maintenance of 42 local roads across the City;
• Refurbishing six community and park buildings, and six public amenities facilities in parks and town centres;
• Continuing the city-wide playground upgrade program, with a focus on improving play equipment and surfaces, enhancing shade and park furniture, and delivering new destination play spaces at Tasker Park, Canterbury and Wiley Park as well as 10 other new playgrounds across the City;
• Delivering sports facility upgrades including:
- New sports amenities building at Bill Delauney Reserve, Revesby Heights;
- Sportsfield, amenities and lighting upgrade at Gosling Park, Greenacre; and
- Sports lighting upgrades at Lance Hutchison Oval and Bland Oval in Riverwood, and Graf Park in Yagoona.
• The opening of the new Canterbury Leisure and Aquatic Centre; and
• Continuing the delivery of city-shaping infrastructure funded by the Western Sydney Infrastructure Grants Program including:
- Construction of a destination playspace at Goondah Reserve, Villawood;
- Early works to deliver the Campsie Hub incorporating a new customer service centre, library, multi-purpose community spaces, music hub and outdoor civic spaces;
- Construction of Roberts Park Community Hub in Greenacre;
- Finalising designs for town centre improvements in Belmore and Lakemba; and
- Finalising designs for the new Panania Library and Knowledge Centre.
Special Rate Variation
As our City continues to grow and thrive, CBCity is committed to delivering the modern infrastructure and services that our community expects. To support this commitment, Council secured approval for a Special Rate Variation (SRV) from the Independent Pricing and Regulatory Tribunal in May 2021.
The additional funds provided through the SRV strengthens CBCity’s ability to address community needs and deliver important local infrastructure and enhanced services. Following comprehensive community engagement, Council submitted a detailed SRV application confirming that the income generated would be strategically invested in:
• Maintaining and renewing existing assets;
• Providing new and enhanced services; and
• Providing new and enhanced leisure and aquatic facilities.
In 2026/27, this funding will deliver a range of projects and service improvements�
Road and Transport InfrastructurePreventative Maintenance and Resurfacing
A range of key projects will be delivered to enhance safety, connectivity and ease of travel across the City including:
• Russell Street, Greenacre;
• Hector Street, Bass Hill;
• Campsie Street, Campsie;
• Pivetta Street, Revesby; and
• Victoria Road, Punchbowl.
Recreational Facilities - Parks, Playgrounds, and Sportsfields
A range of key projects will be delivered to create vibrant spaces for relaxation and recreation including:
• A major upgrade of sportsfields and lighting at Gosling Park, Greenacre;
• Upgrades of playgrounds at key locations across the City including:
- Coleman Park, Georges Hall;
- Hoskins Reserve, Bankstown;
- Beaumont Park, Kingsgrove;
- Starr Reserve, Padstow; and
- George Cayley Reserve, Punchbowl.
• Upgrade of park furniture at priority locations including:
- Beaman Park, Earlwood;
- Bankstown City Sports Complex;
- Whitemore Reserve, Georges Hall; and
- Napoli Reserve, Padstow.
Community and Park Buildings
A range of key projects will be delivered to better meet the needs of residents and provide accessible and welcoming spaces including:
• Refurbishments of toilet amenities including:
- Virginius Reserve, Revesby;
- Coolabah Tennis Amenities Building, Beverly Hills;
- Anzac Mall, Campsie; and
- Earlwood Oval, Earlwood.
• Refurbishments of community and park buildings including:
- Bankstown YMCA, Revesby;
- Karingal KU Kindergarten, Greenacre;
- Lakemba Library, Lakemba;
- Earlwood Senior Citizens Centre, Earlwood;
- Sefton Community Hall, Sefton; and
- Memorial Oval Grandstand, Bankstown.
• Community buildings air conditioning renewal program including:
- Bankstown Arts Centre, Bankstown;
- Birrong Leisure and Aquatic Centre, Birrong;
- Canterbury Earlwood Caring Association, Earlwood;
- Greenacre Citizens Centre; Greenacre; and
- Max Parker Leisure and Aquatic Centre, Revesby.
Stormwater Infrastructure
A rolling program of stormwater pipe rehabilitation will be implemented at key locations to enhance drainage infrastructure, reduce flood risks and enhance resilience.
Leisure and Aquatic Facilities
2026/27 will see the much-anticipated opening of the new Canterbury Leisure and Aquatic Centre, delivered with funding from the SRV.
Cleaner Streets, Centres and Parks
CBCity is also investing SRV funds in essential services that keep streets, town centres and parks cleaner, safer and more enjoyable to use
every day, including:
•A scheduled under pruning program for street trees;
•A proactive pit and drainage cleaning program;
•Regular pavement cleaning across all 31 key centres and 26 neighbourhood centres;
•Scheduled deep cleaning of all paved areas in Council owned multi level car parks; and
•Enhanced town centre cleaning services, using smarter scheduling and improved methods to deliver better outcomes more efficiently.
Welcoming and Vibrant Town Centres and Parks
SRV investment also focuses on making our town centres and local parks places people are proud of, spaces that feel welcoming, attractive and well cared for.
Investments in 2026/27 include:
•Commencement of a new two-year mural program for priority town centres and parks, bringing colour, creativity and local identity to public spaces;
•Development of a lighting plan for priority town centres to improve safety, accessibility and night time activation; and
•A dedicated place based team focused on ensuring our places are clean and well maintained. You’ll see staff out and about talking with local businesses to understand their needs and working closely with other Council teams to lift standards.
Funding assumptions for services
The business of being a Council is incredibly complex – most companies and brands will fit into a particular niche and provide a narrow range of products and services to ensure they can make a profit. Local Government isn’t in the business of making a profit, rather one of making a difference to the community by providing a range of services.
Each service is not discrete – there is crossover between services in terms of what they achieve, how it is achieved, and the staff that carry them out. This means that a large proportion of Council’s staff contribute to more than one service. For example, staff may mow lawns at community centres (Community Gathering service) as well as pools (Aquatics service). Council plumbers may carry out maintenance on the drainage at sporting fields (Outdoor Recreation service), at a library (Library and Knowledge service) or at a multi-purpose facility that supports a range of services (Community Gathering service).
This is important to remember as you read this document. In the chapters to follow, you will see an estimation of the projected costs of each service. To estimate this cost, a number of reasonable assumptions/estimates have been made. This is something that will continue to be a focus – as further processes and technology are put in place to continue to increase the accuracy of these projections. General assumptions and estimations include but are not limited to:
• Staff time and budget contributions to various services where a single budget (or facility) contributes to more than one service – these have been estimated based on previous year timesheets, budget expenditure, related assets, staff numbers, and knowledge of upcoming service/project needs in 2026/27;
• The costs for internal services (with the exception of costs related to the staff support for the design and construction of capital works) have been shared across all services (the capital works support costs are separately covered in the “Internal Support” chapter);
• The projected income and expenditure are based on projected budgeting for 2026/27, noting that these are subject to change and have not been endorsed by Council at this point and will be subject to future quarterly review processes;
• The net cost of services is funded from rates income, interest income, financial assistance grants, surplus funds from services and relevant cash reserves; and
• Capital grants and contributions income is restricted for the capital works program.
1� Aquatics
To provide aquatic facilities with enjoyable, inclusive programs that enhance community health and wellbeing
Activities we provide
• Aqua fitness
• Indoor and outdoor recreational swimming (including school carnivals and private events)
• Kiosk/merchandise
• Learn to swim
• Squad swimming
Assets we look after
• Four Leisure and Aquatic Centres – Birrong, Canterbury (reopening late 2026), Max Parker (Revesby) and Roselands
What you told us when asked about this statement
Local swimming centres and programs meet my health and exercise needs
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Leisure and Aquatic Services
• Open Space and Buildings Operations
• Waste and Cleansing
Service Measures
Service Measures
Number of students who learn to swim 25 metres unassisted under Council programs ≥ 600 Every quarter
Occupancy (%) of swim school classes ≥ 85 Every quarter
Star safety rating (out of five - per centre) 5
Safety audit score (% per centre)
Number of visitors to pools ≥ 750,000
Indicates that more children can swim
Indicates efficiency of Council operations
Ensures that facilities are managed in line with current expectations and standards
Ensures that facilities are managed in line with current expectations and standards
Reflects how well we are meeting user needs
Indicates the appeal and use of Council aquatic facilities
Operational Plan 2026/27
1�1 Aquatic Services and Programs
• Investigate new technology to improve swimmer safety.
• Review digital components of aquatic services to enhance the customer experience.
1�2
Leisure and Aquatic Strategic Plan – Identified Priorities
• Prepare for the opening of the new Canterbury Leisure and Aquatic Centre.
Leisure and Aquatic Services
Leisure and Aquatic Services
Asset Construction Leisure and Aquatic Services
Completed
Completed
Completed
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed
Renewal Projects
• Air-conditioning renewal at priority sites including Birrong and Max Parker, Revesby Leisure and Aquatic Centres.
• Replacement of the indoor pool filtration system at Max Parker, Revesby and Roselands Leisure and Aquatic Centres.
Growth Projects
• Complete construction of the Canterbury Leisure and Aquatic Centre.*
• Replacement of the roof at Roselands Leisure and Aquatic Centre.
*Denotes capital works projects funded from previous years
Projected Costs 2026/27
2� Arts and Culture
To deliver exciting facilities and programs that promote artistic expression, a sense of place and identity, cultural development and community connectedness
Activities we provide
• Art exhibitions and installations
• Art performances
• Art programs
• Recognition and memorials
Assets we look after
• Bankstown Arts Centre
• Bryan Brown Theatre and Function Centre
• Spaces leased for arts and culture purposes e.g. Horizon Theatre, Wiley Park; Orion Function Centre, Campsie
• 140+ external art installations/murals
• Sporting Hall of Fame
What you told us when asked about this statement
Council delivers a range of arts and culture programs to suit my needs
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• Community and Cultural Services
• Customer Experience and Recreation
• Open Space and Buildings Operations
• Waste and Cleansing
Service Measures
Number of visitors to Bankstown Arts Centre ≥ 20,000 Every quarter
Number of visitors to Bryan Brown Theatre and Function Centre ≥ 40,000 Every quarter
Number of arts and cultural projects and programs
User satisfaction - selected events
Indicates community interest and interaction with arts and cultural programming
Indicates community interest and interaction with arts and cultural programming
Indicates the growth of arts and cultural programs within the City
Reflects how well we are meeting user needs and expectations
Operational Plan 2026/27
2�1 Arts and Culture
• Finalise and adopt a Public Art Action Plan and a Public Art Policy.
Community and Cultural Services
Completed
• Develop and adopt an Arts and Culture Policy. Community and Cultural Services Completed
2�2 Bankstown Arts Centre Program
• Deliver Bankstown Biennale festival of contemporary art.
Community and Cultural Services
Completed
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Projected Costs 2026/27 Renewal Projects
• Air-conditioning renewal at priority sites including Bankstown Arts Centre.
3� Building and Development
To support the delivery of quality, compliant development
What you told us when asked about this statement Activities we provide
• Building compliance and Principal Certifying Authority regulation
• Building, construction, and subdivision certificates
• Development applications and advice
• Land titles
• Work/development related permits
Local development has a good look and feel
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Contributing Business Units
• Development
• Infomation Communication and Technology
• Infrastructure Services
• Regulatory Services
• Sustainable Future
Service Measures
Service Measures
Average determination time for development applications Decreasing Every quarter
Proportion (%) of subdivision certificate applications assessed within 14 days ≥ 70
Proportion (%) of land title dealing applications assessed within 14 days
Value ($) of development applications
Proportion (%) of determined development applications audited ≥ 2
Number of building sites inspected during ‘Get the Site Right’ Program
Every quarter
Every quarter
Increasing Twice per year
Quicker timeframes for determination allow development applications to progress to activity sooner
Indicates service efficiency
Indicates service efficiency
Indicates investment in development across the City
Regular checks maintain quality and consistent processes, and promote public trust in planning decisions
Indicates activity to raise awareness about the harmful effects of sediment runoff on waterways, our natural environment and wildlife
Operational Plan 2026/27
3�1 Development Assessment
• Improve development assessment to increase efficiency, improve decision times and deliver good planning outcomes by:
- Continuing to implement actions to address NSW Government planning reform initiatives;
- Supporting the use of artificial intelligence (AI) in the pre-lodgement phase for development applications; and
- Reviewing and improving development assessment processes.
Projected Costs 2026/27
Development Ongoing
Development Completed
Development Completed
4� Bushland and Biodiversity
To protect, preserve and promote local plants and animals, and their habitats and interactions
Activities we provide
• Biodiversity enhancement – monitoring habitat health, and supporting native species
• Biosecurity weed and pest management - reducing the impact of pest plants and animals on native species
• Bush regeneration activities - including managing the bushcare volunteer program
• Tree management - including trees in public spaces, street trees and private tree management
Assets we look after
• Three river systems (115 kilometres) including Georges River, Cooks River and Duck River (Parramatta River)
• 403 hectares of natural areas
• 32 open water bodies
• 100,000+ street trees
What you told us when asked about these statements
Council has adequate programs to help me to protect native plants, animals, and bushland
I can access the natural environment
Agree or strongly agree
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• City Plan and Transformation
• Infrastructure Services
• Open Space and Buildings Operations
• Sustainable Future
Service Measures
Service Measures
Number of plants planted in parks and bushland areas (including trees, shrubs and groundcovers) Increasing Every quarter
Number of native plants given to residents ≥ 10,000
Number of habitat enhancement initiatives implemented ≥ 5
Attendee satisfaction (out of five) for biodiversity events ≥ 4.5
Weight (kg) weeds removed under bush regeneration activities ~ 9,000
Every quarter
Every quarter
Every quarter
Every quarter
Area (ha) addressed during contracted bush regeneration activities Increasing Every quarter
Number of street trees planted Increasing Every year
Indicates proactive measures to increase urban canopy and habitat
Supports biodiversity of native plants and wildlife across the City
Supports native wildlife and healthy natural environments
Indicates participant satisfaction with biodiversity programs and events
Weed removal benefits local biodiversity, restores habitats and promotes regeneration of native vegetation
Indicates a positive impact on local biodiversity
Increased tree coverage can dissipate and reduce the effects of urban heat
Operational Plan 2026/27
4�1 Urban Bushland and Biodiversity Strategic Plan
• Implement 2026/27 priority actions from the Urban Bushland and Biodiversity Strategic Plan including:
- Updating development controls including conservation zoning; and City Plan and Transformation Completed
- Creating an interactive conservation corridor map. City Plan and Transformation Completed
4�2 Special Rate Variation - Investing in Essential Services
• Implement a scheduled under-pruning program for street trees.
4�3 Urban Forest Strategic Plan
• Implement 2026/27 priority actions from the Urban Forest Strategic Plan including:
- Continuing to review development controls and provisions, standard conditions of consent, and development application requirements for tree protection and replacement.
4�4 Tree Management
• Improve tree management and planning through inventory, valuation and maintenance planning.
Infrastructure Services Completed
City Plan and Transformation Completed
Infrastructure Services Ongoing
Capital Works Project Highlights
Growth Projects •
Projected Costs 2026/27
5� Childcare and Youth Support
To deliver quality services and facilities that support and empower children and young people in the local community and respond to their needs
Activities we provide
• Children's programs
• Early education
• Family day care
• Occasional care
• Outside school hours care
• Pre-school
• Speech pathology
• Youth programs
Assets we look after
• Four long day care centres at Earlwood, Hurlstone Park, Punchbowl and Lakemba
• One occasional day care/pre-school at Carrington Preschool and Occasional Care Centre
• One outside school hour facility at Clemton Park
• Belmore Youth Resource Centre
• A number of Council owned facilities leased to private childcare providers
What you told us when asked about these statements
Childcare services suit the needs of my children and me
Young people are supported by Council activities and programs
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Systems and Planning
• Asset Construction
• Asset Design
• Children’s Services
• Community and Cultural Services
• Customer Experience and Recreation
• Open Space and Buildings Operations
Service Measures
Utilisation rate (%) of all children’s services
Proportion (%) of assessed centres meeting or exceeding Australian Children’s Education and Care Quality Authority rating
Ensures that Council facilities are being used to their best potential
Indicates how Council childcare services are operating compared to industry standards User satisfaction –childcare centres
Number of participants across all youth programs and events
Reflects how well we are meeting user needs
Indicates how well youth programs are meeting the needs of young people
Operational Plan 2026/27
5�1
Child Friendly City
• Complete the review of the Child Friendly City Action Plan.
5�2
Child Safe Organisation
• Finalise the Child Safe Organisation Risk Management Plan.
• Finalise the Child Safe Standards Plan.
5�3
Childcare
• Develop and implement an app to facilitate digitisation of childcare centre-based forms.
5�4
Youth Action Plan
• Implement 2026/27 priority actions of the new Youth Action Plan including:
- Supporting initiatives that foster meaningful peer connections and promote inclusive activities; and
- Supporting youth-led initiatives which enable young people to voice their thoughts and work collaboratively with community.
Children's Services Completed
Children's Services Completed
Children's Services Completed
Children's Services Completed
Community and Cultural Services Completed
Community and Cultural Services Completed
See 29.1 Service Reviews - Finalising and implementing the recommendations of the review of childcare services.
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Building refurbishment at priority locations including Karingal KU Kindergarten, Greenacre, and Bankstown YMCA, Revesby.
• Shade and shelter replacement program at priority locations including: - Chester Hill KU Children’s Centre; - Earlwood Children’s Centre; and - Roberts Park Early Learning Centre, Greenacre.
Projected Costs 2026/27
6� City Appearance, Amenity and Cleaning
To provide clean, attractive and well-maintained public spaces
Activities we provide
• Centre cleaning including pavement washing, graffiti removal and street sweeping
• Liveable Centres program
• Litter prevention and management
• Place management
• Vegetation and garden bed management
• Verge mowing
• Unbooked bulky waste and illegal dumping prevention/ removal/ regulation
Assets we look after
• 12 street sweepers
• 34 town centres
What you told us when asked about these statements
Town centres look neat and tidy
Council keeps the streets looking clean and tidy
Council education and enforcement helps to prevent dumping of rubbish
has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• City Improvement
• City Plan and Transformation
• Open Space and Buildings Operations
• Regulatory Services
• Sustainable Future
• Waste and Cleansing
Service Measures
Service Measures
Reduction (%) in incidents of unbooked bulky waste in priority areas
Number of informal engagements with businesses in prioritised town centres
Number of dumped rubbish investigations
Proportion (%) of illegal dumping prosecutions with successful outcomes for community
Community Place Score (out of five) - town centres
50 Every quarter
2,300 Every quarter
5,000
90
quarter
3 Every second year
Community Place Score (out of five) - open spaces Develop baseline Every second year
Distance (km) streets swept
Proportion (%) of centre pavements cleaned to schedule:
- Local centres - 6-8 times annually
- Village and small village centres - 2-6 times annually
- Neighbourhood centres - annually
Proportion (%) of Council open carparks cleaned to schedule
Proportion (%) of approved vs non-approved verges maintained
Proportion (%) of approved main road sites that are mown at least four times per year
Number of reactive street tree maintenance activities undertaken Decreasing
quarter
Number of street trees pruned/maintained > 6,000 Every quarter
Booked bulky waste clean ups allow Council to properly schedule work in a timely and efficient manner
Engagement helps Council to identify and rectify concerns, and educates and informs on local laws and issues
Indicates non-compliance and health risks in the City
Prosecution deters offenders and ensures they are fined and/ or made to remove their rubbish
Reflects how we are meeting user needs and expectations
Reflects how we are meeting user needs and expectations
Reflects positively on the look and feel of the City and local environments
Reflects positively on the look and feel of the City and local environments
Reflects positively on the look and feel of the City and local environments
Indicates the impact of non-approved verge mowing on Council's ability to maintain City appearance
Reflects positively on the look and feel of the City and local environments
Decreasing reactive street tree maintenance activity indicates better planning and management of the service
Indicates efforts to maintain tree health while managing public safety and keeping the streets clean and tidy
Operational Plan 2026/27
6�1 Public Domain
• Establish baseline data for scheduled maintenance of town centre garden beds.
Open Space and Buildings Operations Completed
• Develop a Town Centre Lighting Plan. City Improvement Completed
6 2 Litter Reduction
• Secure funding and commence implementation of the Litter Roadmap including:
- Collecting and analysing data from Australian Litter Measure counts; Sustainable Future Completed
- Delivering additional park bin infrastructure; Sustainable Future Completed
- Undertaking education and engagement in identified hotspots;
Sustainable Future Completed
- Investigating use of dashcams to identify and prosecute littering from vehicles; and Sustainable Future Completed
- Providing advocacy and support for partner Catchment Groups in implementing their litter roadmaps. Sustainable Future Completed
6�3 Place Management
• Deliver place, service and business improvements to enhance amenity and community satisfaction.
6�4
City Improvement Completed
• Identify and assess opportunities to provide contact signage on existing Council assets (e.g. bins, public toilets) to facilitate community reporting and enquiries. City Improvement Completed
Clean City Strategic Plan
• Implement 2026/27 priority actions from the Clean City Strategic Plan and Action Plan including:
- Continuing review of bin cleaning, servicing and maintenance service schedules for parks to guide and develop service standards and resource allocation; City Improvement Completed
- Replacing street bins in priority town centres; Sustainable Future Completed
- Delivering programs that build community pride and ownership in town centres; Sustainable Future Completed
- Delivering education programs to prevent littering and unsafe feeding of wildlife in our parks and public places; Sustainable Future Completed
- Improving management of illegal dumping; Sustainable Future Ongoing
Ref. Project /Program
- Undertaking enforcement and delivering education programs in prioritised public places; and Sustainable Future Completed
- Undertaking enforcement programs in town centres. Regulatory Services Completed
6�5 Proactive Business Engagement
• Build relationships with NSW Government agencies to ensure public places, including transportation corridors, are clean and well maintained. City Improvement Completed
6�6 Special Rate Variation - Investing in Essential Services
• Develop a two-year Mural Program for town centres and parks and commence implementation.
• Implement an expanded pavement cleaning program in 31 town centres.
• Implement an annual deep clean program for all paved areas in Council-owned multi-level carparks.
See 29.2
City Improvement Completed
Waste and Cleansing Ongoing
Waste and Cleansing Ongoing
Business Improvement and Efficiencies - Implementing 2026/27 priorities from the Waste and Cleansing Operations Continuous Improvement Plan.
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Town centre improvements at East Hills.*
Growth Projects
• Detailed designs for town centre improvements at Belmore.*
• Detailed designs for town centre improvements at Lakemba.*
• Detailed designs for town centre improvements at Revesby (south).
• Beautification works at Haldon Street, Lakemba.*
*Denotes capital works projects funded from previous years
Projected Costs 2026/27
7� Climate and Resilience
To provide programs that promote resilience and minimise the effects of Council operations on our climate
Activities we provide
• Renewable energy and energy efficiency
• Supporting green transport
• Urban heat management
• Water conservation and efficiency
Assets we look after
• 20 sites with solar panels
• Three public EV charging stations
• 25 charging stations for Council vehicles
• 100,000+ street trees
• 22,000+ street lights
• 102 hybrid/EV fleet vehicles
What you told us when asked about this statement
Council helps me do my bit for climate change
Your satisfaction 74%
Importance to you 80%
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Open Space and Buildings Operations
• Roads Operations
• Sustainable Future
Service Measures
Service Measures
Corporate CO2 emissions (tonnes) from electricity, gas, fuel and water ≤ 20,000 Every year
Number (≥ 16) of Council public electric vehicle chargers
Renewable energy capacity (kW) installed as part of the Solar Rebate Program
Proportion (%) of existing vehicles in Council's fleet that are alternate fuel or fuel efficient
Proportion (%) of new light passenger vehicles acquired for Council's fleet that are alternate fuel or fuel efficient
Reducing CO2 emissions lessens Council’s impact on the environment
Availability of charging sites can increase uptake of electric and hybrid vehicles
Increased installation of solar panels across the City decreases energy use from other sources
A fuel-efficient fleet lowers costs and emissions, helps to meet climate targets, and demonstrates responsible leadership
A fuel efficient fleet lowers costs and emissions, helps to meet climate targets, and demonstrates responsible leadership
Operational Plan 2026/27
7�1
Resilient City Strategic Plan
• Implement 2026/27 priority actions from the Resilient City Strategic Plan including:
- Undertaking heat benchmarking across the City to inform an Urban Heat Strategic Plan;
- Continuing to implement actions arising from collaboration with the Urban Heat Taskforce;
- Preparing Local Environmental Plan changes for development of a solar farm; and
- Developing and adopting a Net Zero Strategy for the community.
7�2
Resilient Sydney Strategic Plan
• Maintaining membership of the Resilient Sydney Program and implementing local actions for 2026/27.
Sustainable Future Completed
Sustainable Future Completed
Sustainable Future Completed
Sustainable Future Completed
Sustainable Future Completed
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Growth Projects
• Progress the establishment of a Solar Farm for the City.*
*Denotes capital works projects funded from previous years
Projected Costs 2026/27
8� Commercial Waste
To provide a commercial waste and recycling service to businesses in the City
Activities we provide
• Recycling collection
• Waste collection
Assets we look after
• One trade waste garbage truck
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Waste and Cleansing
Service Measures
Operational Plan 2026/27 Ref.
Projected Costs 2026/27
9� Communications and Engagement
To provide a variety of mediums that inform, educate and engage the community, and offer opportunities for participation and collaboration
Activities we provide
• Community engagement - in person
• Community engagement - online
• Communication services including advertising
• Creative services including in-house graphic design, photography and video
• Digital media services including media, social media, website and other digital communications
What you told us when asked about these statements
Council seeks my opinions on things that matter to me
Council informs me about activities and what is going on in the City
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• City Business and Engagement
• Communications
Service Measures
Service Measures
Number of community members reached by engagement activities ≥ 82,000 Every quarter
Number of Have Your Say members ≥ 6,900 Every quarter
Time spent (hours) on face-toface and digital engagement ≥ 1,000 Every quarter
Number of proactive communications campaigns ≥ 160 Every quarter
Number of social media followers (corporate) ≥ 64,000 Every quarter
Number of social media followers (all channels) ≥ 120,000 Every quarter
Number of page visits to Council website ≥ 3,000,000 Every quarter
Number of unique visitors to Council website ≥ 1,200,000 Every quarter
Number of subscribers to email database ≥ 15,000 Every quarter
Ensures Council is reaching intended audiences
Reflects community interest in local issues
Indicates opportunities for community involvement in decision making
Anticipates community needs by providing up-to-date and helpful information
Indicates growing digital community
Indicates growing digital community
Ensures Council is reaching online audiences
Ensures Council is reaching online audiences
Indicates growing digital community
Operational Plan 2026/27
• Implement 2026/27 priority actions from the Digital Communications Plan including:
- Evolving digital communications to grow the subscriber database;
- Enhancing social media content to reinforce positive perceptions; and
- Expanding content across multiple digital channels.
• Implement 2026/27 priorities from the Community Engagement Review to improve internal processes and deliver improved engagement.
Projected Costs 2026/27
10� Community Development and Capacity Building
To deliver programs that promote access, equity, social justice and community wellbeing
Activities we provide
• Providing support and programs to address the needs of various target groups including:
- Culturally and Linguistically Diverse Communities (CALD)
- First Nations
- People with disability
- Mental health/dementia
• Providing targeted support and programs to address:
- Domestic and family violence
- Social justice
Provision of this Service is
Contributing Business Units
• Community and Cultural Services
• City Strategy and Design
What you told us when asked about these statements
Multicultural communities are supported by Council activities and programs
Agree or strongly agree
Service Measures
Number of local projects funded through annual Community Grants and Event Sponsorship Program
Number of participants in events and programs
Locally funded projects address unmet community needs and support our community
Indicates community interest and participation in Council's programmed events
Operational Plan 2026/27
10�1
First Nations
• Implement 2026/27 priority actions from the Reconciliation Action Plan including:
- Reviewing the trial of the First Nations Cultural Hub and Resource Centre; and
- Developing a First Nations cultural protocol document.
• Undertake a city-wide indigenous cultural study to inform ongoing planning and integration of Connecting to Country principles into land use planning framework.
Community and Cultural Services Completed
Community and Cultural Services Completed
City Strategy and Design Completed
10�2
Disability Inclusion
• Implement 2026/27 priority actions from the new Disability Inclusion Action Plan including:
- Updating the Language and Accessible Events Guidelines and Checklists to promote inclusion and integration.
• Implement the Hidden Disabilities Sunflower Program to deliver an inclusive experience for residents and visitors with hidden disabilities accessing priority Council services, including staff awareness and capability building.
Community and Cultural Services Completed
People Transformation Progressed
10�3
Domestic and Family Violence
• Deliver a tug-of-war event and community walk to raise visibility and understanding of domestic and family violence.
• Implement 2026/27 priority actions from the Community Safety and Crime Prevention Plan including:
- Raising awareness of domestic and family violence and facilitating connections which link residents to support services.
Community and Cultural Services Completed
Community and Cultural Services Completed
10�4
Social Justice
• Implement 2026/27 priority actions from the Social Justice Charter Implementation Plan including:
- Supporting community organisations and local businesses to adopt social justice principles.
Community and Cultural Services Completed
10�5
Cultural Diversity
• Deliver 2026/27 priorities from the CBCity Cultural Diversity Plan including:
- Addressing language and cultural barriers;
- Increasing access to information and support;
- Increasing social connection and culture sharing; and
- Increasing employment opportunities.
Community and Cultural Services Completed
Community and Cultural Services Completed
Community and Cultural Services Completed
Community and Cultural Services Completed
• Deliver community/civic event to celebrate Oxi and Greek Independence.
• Deliver a Mayoral community fundraising event for mental health to raise community awareness of the importance of community connections in dealing with mental health challenges.
Projected Costs 2026/27
11� Community Gathering
To provide spaces for the community to gather and meet for a range of educational, social and recreational needs
Activities we provide
• Providing facilities for groups and organisations operating on Council land
• Providing a range of hireable facilities for public use
Assets we look after
• 22 facilities with 38 hireable spaces
• 400+ Council buildings
What you told us when asked about this statement
Council community centres and meeting rooms are great places to meet and socialise
Your satisfaction 86%
Importance to you 76%
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Customer Experience and Recreation
• Open Space and Buildings Operations
• Waste and Cleansing
Service Measures
Operational Plan 2026/27
Ref. Project /Program
11�1
Community Infrastructure Strategic Plan
• Implement 2026/27 priority actions from the Community Infrastructure Strategic Plan including:
- Undertaking a needs analysis for community facilities in Earlwood. City Plan and Transformation Completed
11�2
Community Facilities Hire
• Implement the Community Facilities Policy.
11�3 Asset Management
• Develop Conservation Management Plans for Council’s heritage listed buildings.
• Undertake controlled materials building audits for all nominated buildings.
• Review the proactive inspection program for building assets to ensure it operates efficiently, effectively, collaboratively and with identified accountabilities.
Customer Experience and Recreation Completed
Asset Systems and Planning Completed
Asset Systems and Planning Completed
Open Space and Buildings Operations Completed
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Building refurbishment at priority locations including Sefton Community Hall.
• Air-conditioning renewal at priority sites including Canterbury-Earlwood Caring Association, Earlwood.
Growth Projects
• Complete construction of the Roberts Park Community Hub.*
• See 19. Library and Knowledge
- Early works and detailed designs for Campsie Hub; and
- Detailed designs for the Panania Library and Knowledge Centre.
*Denotes capital works projects funded from previous years
Projected Costs 2026/27
12� Council and Governance
To ensure that governance of the City is responsible, representative, fair, open, accountable and transparent
Activities we provide
• Access to information (including NSW Government Information Public Access (GIPA) Act 2009) requests
• Civic events and citizenship ceremonies
• Council meetings
• Councillor support
• Governance/corporate legislative compliance
• Internal audit
• Policy making and advocacy
Assets we look after
• Council Chambers
What you told us when asked about this statement
Council is managing the City well
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Governance, Internal Audit and Property
• Audit and Corporate Assurance
• Office of the CEO
Service Measures
Number of new citizens conferred in the City
Number of freedom of information (GIPA Act) requests received
Number of freedom of information (GIPA Act) requests granted in full or part
Proportion (%) of formal freedom of information (GIPA Act) requests processed in required timeframes
Number of Council and Advisory Committee meetings held
Proportion (%) of the annual Audit Risk Improvement Plan completed
Number of policies due for review ≤ 20
Proportion (%) of Advisory Committee members who rate the Committee’s performance as three out of five or higher
Every quarter
Indicates the number of people electing to become Australian citizens
Freedom of information is an important component of transparent governance
Indicates the level of information that is legislatively required to respond to individual requests
Indicates efficiency of the activity
Demonstrates Council’s commitment to community representation and
Indicates that the Audit Risk Improvement Plan is being monitored and implemented
Indicates how well Council is reviewing policies within their expiration timeframe
Indicates whether members feel that the Committee is meeting its objectives
Operational Plan 2026/27
• Support Councillor participation in training and professional development programs.
and Corporate Assurance
• Implement an internal investigations framework. Governnance, Internal Audit and Property Completed
• Implement organisational probity guidelines. Governnance, Internal Audit and Property Completed
• Manage governance and Code of Conduct framework policies.
Projected Costs 2026/27
and Property Completed
13� Customer Service and Support
To provide quality customer experiences through responsive, timely and professional customer relationship management and resolution of issues
• After hours call service
• Direct customer service contact points
• Case management, issue tracking and resolution
• Customer self-service including Report IT platform Activities we provide
Assets we look after
• Two Customer Service Centres (Bankstown City Centre and Campsie Library)
What you told us when asked about these statements
to you 91% Council’s customer service is understanding and supportive of my needs
Your satisfaction 79%
Digital solutions improve my customer service experience with Council
Provision of this Service is
Contributing Business Units
• City Improvement
• Digital Transformation
• Customer Experience and Recreation
• Office of the CEO
Service Measures
Service Measures
Number of counter enquiries ≤ 14,000 Every quarter
Average call waiting time (seconds) ≤ 120 Every quarter
Customer satisfaction rating (%) from post call SMS surveys ≥ 90 Every quarter
Use of Report IT to book online Council services
Proportion (%) household clean-up completed online ≥ 60 Every quarter
Ensures that customers are effectively leveraging faceto-face and digital options
Reflects an improved customer experience
Indicates call centre customer satisfaction with the service they received
Ensures digital solutions are meeting customer needs
Reflects community awareness and uptake of digital service options
Operational Plan 2026/27
13�1
Customer Experience Strategy
• Finalise and adopt a Customer Experience Strategy to align services with customer needs, improve satisfaction, and drive long-term service success. Digital Transformation Completed
13�2
Customer Experience Initiatives
• Deliver customer service improvements, cost savings, and operational efficiencies through targeted projects, including investment in call centre technologies and AI enabled digital strategies.
• Manage the relocation and operation of Campsie Customer Service operations from the Campsie Library during the construction of the Campsie Hub.
Projected Costs 2026/27
Customer Experience and Recreation Completed
Customer Experience and Recreation Completed
14� Domestic Waste and Recycling
To provide a household waste and recycling collection service and educate residents on better ways to manage waste
Activities we provide
• Bulky waste collection
• Circular economy - organics, Wheelie Good
Compost distribution
• Domestic green waste collection
• Domestic recycling collection
• Domestic waste collection
• Problem waste
Assets we look after
• 42 waste trucks
What you told us when asked about these statements
Council waste services meet my household needs
Council encourages me to recycle
Provision of this Service is Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• City Plan and Transformation
• Sustainable Future
• Roads Operations
• Waste and Cleansing
Service Measures
Service Measures
Number of booked bulky waste clean-ups
Weight (kg) of e-waste recycling collected from buildings involved in the Supplementary Recycling Service program
Volume (m³) of polystyrene and cardboard recycling collected from buildings involved in the Supplementary Recycling Service program
Weight (kg) of problem waste collected at Council events
Proportion (%) of missed bins vs total collection
Number of bags of Wheelie Good Compost distributed
Weight (kg) of household waste generated per person
Every quarter
65,000
0.2 Every quarter
Reflects an awareness and use of Council’s online facility to book bulky waste clean-ups
Reflects increased participation in responsible waste practices
Reflects increased participation in responsible waste practices
Reflects increased participation in responsible waste practices
Reflects the effectiveness of the service
Indicates community participation in Council’s program to recycle and reuse garden waste
year
Number of bulky waste education programs Increasing Every quarter
Provides understanding of waste and population growth
Improved resident bulky waste disposal practices reduce illegal dumping
Operational Plan 2026/27
14�1 Community Recycling Facility
• Progress the establishment of a Community Recycling Facility. City Plan and Transformation
Future Progressed
14�2
Artificial Intelligence (AI) for Recycling
• Roll out updated AI for improved detection of contaminated recycling including a community awareness program.
14�3 Problem Waste
• Deliver local campaigns in partnership with regional councils to raise awareness on the dangers of incorrect disposal of batteries.
14�4 Clean-up Bookings
• Complete implementation of updated Clean Up Booking Site.
14�5 Food Organics and Garden Organics (FOGO)
• Plan and prepare for the delivery of a future FOGO waste service including:
Future Completed
Future Completed
- Undertaking community engagement and education in relation to a FOGO waste service; and Sustainable Future Completed
- Commencing planning for the possible establishment of a FOGO waste transfer station. Sustainable Future Commenced
14�6 Waste and Circular Economy Strategy
• Develop a Waste and Circular Economy Strategy. Sustainable Future Completed
See 29.2
Service Improvements and Business Efficiencies – Roll out use of AI-equipped waste service vehicles across domestic waste operations to identify instances of illegal dumping
Projected Costs 2026/27
15� Economic Development
To promote, deliver, and facilitate positive economic, employment and tourism outcomes for the City
• Business engagement/support
• Employment land-use planning
• Marketing and promotion
• Night time economy initiatives
• Studioventure
Assets we look after
• Studioventure - a photo, video and podcast studio available for businesses and organisations to hire with end-toend production services
Contributing Business Units
Service Measures
Service Measures
Proportion (%) of residents identifying with the City brand ‘Where Interesting Happens’ ≥ 35
Collected every second year
Number of night time economy stimulation activities and events in town centres ≥ 4 Every quarter
Weekly time (hours) billed at Studioventure ≥ 15 Every quarter
Number of businesses engaged digitally and directly
Number of new followers on ‘Where Interesting Happens’ social media pages
Number of ‘Where Interesting Happens’ webpage views
Increasing Every quarter
Increasing Every quarter
Increasing Every quarter
Why it is important
High awareness indicates success of current market strategies
A thriving night time economy in town centres increases activity and prosperity across the City
Reflects community uptake of the service and how well we are meeting user needs and expectations
Reflects level of engagement with business community
Reflects how effectively our content engages the community and encourages participation in City-wide activities
Provides insight into the demand for experiences across the City
Operational Plan 2026/27
15�1
New Business
• Hold events to welcome and encourage new start-up business owners to the City.
15�2
Kick Start Program
• Implement Special Entertainment Precincts in Bankstown city centre and Campsie town centre.
15�3 City Investment
• Implement initiatives to attract investment into the City to complement current and future major developments including:
- Delivering the CBEvolve event attracting potential investors and showcasing the opportunities in our City;
- Investigating a City Prospectus to promote and highlight opportunities;
- Investigating initiatives to encourage and promote local entrepreneurs to build their business and support City growth; and
- Collaborating with organisations (e.g. Canterbury Bankstown Business Chamber, Committee for Sydney) that promote and support investment in the City.
15�4 Night Time Economy
• Review, update and adopt the Night Time Economy Action Plan.
• Seek reaccreditation for Haldon Street Lakemba under the NSW State Government’s Purple Flag Program.
City Business and Engagement Completed
City Strategy and Design Completed
City Business and Engagement Completed
City Business and Engagement Completed
City Business and Engagement Ongoing
City Business and Engagement Completed
City Business and Engagement Completed
City Business and Engagement Completed
Projected Costs 2026/27
16� Events and Activation
To plan and deliver a unique, fun and engaging calendar of community events and festivals
• Activations
• Major events
Activities we provide
What you told us when asked about this statement
I attend local events and festivals 30%
Agree or strongly agree
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• City Business and Engagement
• Regulatory Services
• Waste and Cleansing
Service Measures
Service Measures
User Satisfaction score (%) for major events from at least 80% of responders ≥ 75
Number of events and activations ≥ 10
Every quarter
Every quarter
Indicates good planning and community interest
Indicates effort to celebrate our diverse City, and to attract visitors and investment
Operational Plan 2026/27
16�1 Events and Activation Program
• Deliver the 2026/27 Calendar of Major Events and Activations including Australia Day Party in the Park, Lakemba Nights during Ramadan, Bankstown Bites, Love Earlwood Festival and the Christmas program. City Business and Engagement Completed
Projected Costs 2026/27
17� Future Planning
To plan and advocate for a beautiful urban setting that provides housing, social, recreation, employment and movement opportunities, with consideration of the natural environment and cultural fabric of the City
Activities we provide
• Design quality and review
• Heritage planning and support
• Land-use planning
• Planning proposal assessment
• Preparing planning documentation including:
- Local Environmental Plan
- Development Control Plan
- Master Plans
• Public asset planning
• Transport and accessibility initiatives
Provision of this Service is
What you told us when asked about these statements
Council is planning for my future needs
Your satisfaction 71%
Importance to you 85%
Agree or strongly agree
Housing is affordable I would recommend Canterbury-Bankstown to others as a good place to live
Agree or strongly agree
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• City Plan and Transformation
• City Strategy and Design
Service Measures
Service Measures
Number of submissions or efforts to advocate for priority issues affecting the City
Value ($) of contributions to affordable housing
Number of state and regionally significant projects referred to Council for consideration
Number of applicants using Council's Design Review Panel
Why it is important
Effective advocacy reflects community concerns and influences policy decisions to achieve better outcomes for our City
Affordable housing promotes more balanced, sustainable, and inclusive urban development
Indicates the complexity of Council’s planning workload, our strategic role in shaping future growth, and the volume of big projects/investment occurring in the area
Indicates stronger focus on the visual appeal and functionality major design projects
Operational Plan 2026/27
17�1 Advocating for Good Planning Outcomes
• Implement 2026/27 priority actions from the Advocacy Strategic Plan including:
- Advocating for supporting infrastructure and good design outcomes as part of the planned redevelopment of Canterbury Hospital and construction of the new Bankstown Hospital.
17�2 Place Planning
• Develop and adopt Masterplans for local centres including:
- Earlwood; and
- Riverwood North Masterplan (subject to discussions with Homes NSW and Georges River Council).
• Develop a Planning Proposal to implement the Belfield Small Village Masterplan.
17�3 Statutory Land-Use Planning
• Review Council’s planning framework to respond to NSW Government policy changes and community expectations.
• Review residential development controls.
• Review the Canterbury-Bankstown Infrastructure Contributions Plan, including the works schedule.
• Review city-wide strategic plans following implementation of the NSW Government’s Regional Plan for Sydney.
City Strategy and Design City Plan and Transformation Ongoing
City Strategy and Design Completed
City Strategy and Design Completed
City Strategy and Design Completed
City Strategy and Design Ongoing
City Strategy and Design Commenced
City Plan and Transformation Completed
City Strategy and Design Ongoing
Projected Costs 2026/27
18� Indoor Recreation
To provide a diverse range of indoor, active recreation facilities and programs for the enjoyment and wellbeing of the community
Activities we provide
• Exercise and fitness classes
• Indoor kiosks/merchandise
• Indoor sports and events - facility management and hire for organised sports and recreation, and for social and corporate events
Assets we look after
• Four indoor sports centres:
– Morris Iemma Indoor Sports Centre (MIISC), Riverwood
– Memorial Oval, Bankstown
– Bankstown Basketball Centre, Condell Park
– Dunc Gray Velodrome, Bass Hill
• Indoor facilities at four Leisure and Aquatic Centres - Birrong, Revesby, Roselands, Canterbury (reopens late 2026)
What you told us when asked about these statements
Council indoor sporting facilities and programs meet my recreation needs
Your satisfaction 75%
I can view and/or participate in sport and recreation
48%
Agree or strongly agree
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Customer Experience and Recreation
• Leisure and Aquatic Services
• Open Space and Buildings Operations
• Waste and Cleansing
Service Measures
Service Measures
Number of visitors to the Morris Iemma Indoor Sports Centre (MIISC)
User satisfaction (out of five) for hirers of the MIISC
Time booked (hours) for the MIISC
Number of group fitness sessions in Leisure and Aquatic Centres
120,000 Every quarter
4 Every quarter
3,500 Every quarter
1,800 Every quarter
Indicates the appeal of the programs and activities provided
Indicates how well Council indoor recreation facilities are meeting community needs
Indicates whether the Centre is being used to capacity
Indicates the appeal of the programs and activities provided
Operational Plan 2026/27
18�1 Indoor Recreation Strategic Planning
• Secure the management agreement for the Dunc Gray Velodrome with AUS Cycling. Customer Experience and Recreation Completed
• Determine the long-term future for Dunc Gray Velodrome.
Projected Costs 2026/27
City Plan and Transformation Completed
19� Library and Knowledge
To provide library facilities, spaces and virtual environments that promote equal access to information, ideas and knowledge
Activities we provide
• Customer support
• E-services
• Family and local history
• Library programs
• Little libraries
• Physical collections
• Space hire
• Technology
• Visitor support
Assets we look after
• Nine Library and Knowledge Centres
• Physical collections - 300,000+ items including a local history collection
• Digital collections - 50,000+
• Five Little Free Libraries at Belmore, Lakemba, Campsie, Canterbury and Hurlstone Park stations, and Canterbury Day Care (some closed during Metro construction)
What you told us when asked about this statement
Council library and knowledge centres meet my needs
Your satisfaction 88%
Importance to you 88%
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Community and Cultural Services
• Open Space and Buildings Operations
• Waste and Cleansing
Service Measures
Service Measures
Number of library visits
Number of events and programs held
≥ 900,000
≥ 5,500
Proportion (%) of attendees vs capacity at library events and programs ≥ 75
Number of physical and digital items borrowed
New memberships and re-registrations
Number of areas (maximum of 13) where service meets, exceeds or is within range of NSW Public Libraries Objectives and Standards
≥ 600,000
≥ 150,000
≥ 30,000
≥ 6
Every quarter
Every quarter
Every quarter
Every quarter
Every quarter
Every year
Indicates in-person library usage
Indicates the range of events and programs catering to diverse needs
Indicates how well the community are engaging with the offered program and events
Reflects Council’s ability to provide relevant and appealing library resources
Indicates appeal of library lending services
Indicates Council’s rating against recommended minimum standards for public library services in NSW
Operational Plan 2026/27
Ref.
19�1
Library Systems and Management
• Deliver a new library management system
• Deliver the 'Let's Go to the Library' project to promote library services and increase understanding of community needs.
• Increase the library digital collection to provide greater accessibility, inclusivity, and lifelong learning opportunities.
• Evaluate current library operations against the new NSW Public Libraries Objectives and Standards to promote compliance and drive continuous improvement.
Community and Cultural Services
Community and Cultural Services
Community and Cultural Services
Community and Cultural Services
Completed
Completed
Completed
Completed
Capital Works Projects Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Lighting replacement at Lakemba Library and Knowledge Centre.
Growth Projects
• Complete early works for the Campsie Hub.
• Deliver detailed designs for the Campsie Hub incorporating a new customer service centre, library, multi-purpose community spaces, music hub and outdoor civic spaces.*
• Deliver detailed designs for the Panania Library and Knowledge Centre incorporating new library with children’s spaces, digital support and private study areas, a large multipurpose space and meeting rooms, a landscaped public plaza, green spaces, covered outdoor seating, and public amenities.*
• See 11. Community Gathering - Construct the Roberts Park Community Hub
*Denotes capital works projects funded from previous years
Projected Costs 2026/27
20� Outdoor Recreation
To provide a diverse range of outdoor, active recreation facilities and programs for the enjoyment and wellbeing of the community
Activities we provide
• Court sports
• Field sports
• Sefton Golf Course
• Sporting events
• Sports programs including Active CB
Assets we look after
• 600+ parks (449 hectares) including:
- 75 sports complexes
- Two public golf courses, Sefton (managed by Council) and Canterbury (managed separately)
• Seven boat ramps including one kayak/canoe launch at Hurlstone Park
What you told us when asked about these statements
Council outdoor sporting facilities and programs meet my recreation needs
I can view and/or participate in sport and recreation
Agree or strongly agree
Provision of this Service is Mandatory
is responsible for or legally required to deliver Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Customer Experience and Recreation
• Leisure and Aquatic Services
• Open Space and Buildings Operations
• Waste and Cleansing
Service Measures
Service Measures
Number of participants in Active CB Programs
User satisfaction (out of 10) of outdoor recreation facility hirers (summer and winter surveys)
Number of rounds of golf played at Sefton Golf Course
Number of participants in disc golf at Sefton Golf Course
16,500
Indicates community interest and uptake of various Council events and programs
Indicates how well Council outdoor recreation facilities are meeting community needs
Indicates level of activity at the course
Monitors uptake of new service
Operational Plan 2026/27
Ref.
20�1 Centre of Excellence – Belmore Oval
• Continuing to support the proposal to develop a Bulldogs Centre of Excellence at Belmore. City Plan and Infrastructure Ongoing
20�2 Outdoor Recreation Asset Management
• Undertake condition audits of lighting poles in outdoor recreation facilities.
Asset Systems and Planning Completed
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Lighting upgrades at Lance Hutchison Oval and Bland Oval in Riverwood, and Graf Park*, Yagoona.
• Facility upgrade at Gosling Park, Greenacre including sportsfield renewal, and lighting and amenities upgrades.
• A new sports amenities building at Bill Delauney Reserve, Revesby.*
*Denotes capital works projects funded from previous years
Projected Costs 2026/27
21� Parking
To provide safe, efficient and effective end-of-journey infrastructure
• Off-street parking
• On-street parking
• Parking compliance Activities we provide Assets we look after
• 360 ground level carparks
What you told us when asked about this statement
I can park my car easily when I go to local places
• Six multi-level carparks Your satisfaction 63% Importance to you 86%
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Infrastructure Services
• Open Space and Buildings Operations
• Regulatory Services
• Waste and Cleansing
Service Measures
Service Measures
Number of parking complaints investigated ≤ 6,000 Every quarter
Number of school safety zone patrols completed ≥ 1,000 Every quarter
Number of heavy vehicle parking investigations ≤ 4,000 Every quarter
Number of disabled parking infringements served Decreasing Every quarter
Indicator of parking behaviour
Regular school safety zone patrols maintain and increase child safety
Reflects the scale of non-compliance
Reflects the scale on non-compliance
Operational Plan 2026/27
Ref. Project /Program
21�1 Strategic Transport Planning
• Prepare a Parking Management Study. City Plan and Transformation Completed
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Upgrade of carparks at Earlwood Oval and Kelso Park South
Projected Costs 2026/27
22� Parks and Open Space
To provide a diverse range of parks and play spaces for the enjoyment and wellbeing of the community
Activities we provide
• Dog off leash areas
• Outdoor gyms
• Passive parks
• Playgrounds
• Skateparks
• Splash parks and water play areas
Assets we look after
• 600+ parks with: - 280+ play spaces
- 11,000+ pieces of park furniture, - 1,600+ parks lights
- One dedicated splash park
- 26 outdoor gyms
- 10 dog off leash areas
Provision of this Service is
What you told us when asked about this statement
Local parks and playgrounds meet my needs and/or or those of my family
Your satisfaction 84%
Importance to you 91%
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Customer Experience and Recreation
• Leisure and Aquatic Services
• Open Space and Buildings Operations
• Waste and Cleansing
Service Measures
Service Measures
User satisfaction (out of 5) with the service
Establish baseline
Proportion (%) of parks and buildings customer requests actioned within 60 days > 90
Proportion (%) of time maintenance of open space service operations delivered within set timeframes > 85
Every year
Every quarter
Every quarter
Why it is important
Understanding the user experience helps to inform future service provision
Indicates the responsiveness and effectiveness of maintenance services
Indicates the responsiveness and effectiveness of maintenance services
Operational Plan 2026/27
Ref. Project /Program
22�1
Parks and Open Space Strategic Planning
• Develop and adopt a consolidated Open Space Strategic Plan.
• Develop a Signage Strategy for park and buildings.
• Investigate options for Council land at 75A-75C Marco Avenue, Revesby, including undertaking any associated community engagement as part of future precinct plans in the broader Revesby locality.
• Develop Plans of Management including review and adoption of The Crest of Bankstown Plan of Management and the Bankstown Memorial Oval Plan of Management.
• Develop and adopt a Precinct Plan for Clemton Park, Clemton Park.
• Develop a contractor management module to capture completed work against asset databases to inform future maintenance priorities.
22�2 Playgrounds and Play Spaces
• Review and adopt the Playground and Play Spaces Strategic Plan.
City Plan and Transformation Completed
City Plan and Transformation Completed
City Plan and Transformation Completed
City Plan and Transformation Completed
City Plan and Transformation Completed
Open Space and Buildings Operation Completed
City Plan and Transformation Completed
See 29.1
Service Reviews:
- Implementing the recommendations of the review of servicing and maintenance of playgrounds and play spaces
- Implementing the recommendations of the review of verge mowing
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Park furniture, park bins and fencing replacement program at various locations including:
- Bankstown City Sports Complex;
- Beaman Park, Earlwood;
- Croydon Park;
- Napoli Reserve, Padstow; and
- Whitemore Reserve, Georges Hall.
• Playground surfaces upgrade program at priority locations including:
- Bankstown Women’s Health Centre;
- Gazzard Park, Yagoona;
- Mount Lewis Park, Mount Lewis (exercise equipment);
- Neptune Park, Revesby Heights; and
- SJ Harrison Reserve, Earlwood.
• Upgrade of 14 playgrounds and exercise equipment at locations across the City including:
- Beaumont Reserve, Kingsgrove;
- Coleman Park, Georges Hall;
- Harold Bull Reserve, Lakemba;
- Hoskins Reserve, Bankstown; and
- Starr Reserve, Padstow.
Growth Projects
• Deliver a new destination play space at Tasker Park, Canterbury.*
• Deliver a new destination play space at Wiley Park, Wiley Park.*
• Deliver a new destination play space at Goondah Reserve, Villawood.*
*Denotes capital works projects funded from previous years
Projected Costs
2026/27
23� Private and Public Transport
To provide infrastructure for the safe, effective and efficient movement of people and vehicles around the City
Activities we provide
• Heavy vehicle compliance
• Public bus stops
• Road safety
• Roads applications
• Supporting motorists and managing traffic
• Traffic studies/ plans/committees
Assets we look after
• 900+ kilometres local road pavements
• 5,300+ traffic management infrastructure devices
• 1,800+ kilometres kerb and gutters
• 36,000+ street and navigational signs
• 6,000+ street furniture e.g. seating and bus shelters
• 150+ bridges
• 22,000+ street lights
What you told us when asked about these statements
Our local roads are safe for me to get around by car
satisfaction 71%
I can usually get where I usually go in 30 minutes
or strongly agree
I have access to reliable and efficient public transport
or strongly agree
Provision of this Service is Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Infrastructure Services
• Roads Operations
Service Measures
Service Measures
Area (m²) of road constructed or replaced
Number of road safety activities conducted
Number of black spot locations in the City
Number of pot holes filled/repaired
Number of new traffic calming/ control/management measures installed
Ensures roads are being upgraded to provide a better driver, cyclist and pedestrian experience
Indicates Council’s proactive efforts to improve safe travel on the City’s roads
Reflects success in local efforts to address safety issues in the City’s most needed location
Ensures roads are being maintained upgraded to provide a better driver, cyclist and pedestrian experience
Ensures roads are being maintained upgraded to provide a better driver, cyclist and pedestrian experience
Operational Plan 2026/27
Ref. Project /Program
23�1
Strategic Transport Planning and Program
• Finalise and adopt a Transport Strategic Plan.
• Implement actions to address reforms resulting from the NSW Government E-micromobility Action Plan 2025.
• Advocate for community needs and good design outcomes on State and regionally significant transport projects including:
- Sydney Metro Line upgrade including Metro Way; and
- West Terrace carpark.
City Plan and Transformation Completed
City Plan and Transformation Completed
City Plan and Transformation Completed
City Plan and Transformation Completed
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Comprehensive program of preventative maintenance, road resurfacing and rehabilitation at 42 sites across the City including:
⚬ Russell Street, Greenacre (from Waterloo Road to Maiden Street);
⚬ Church Road, Yagoona (from Auburn Road to Hume Highway);
⚬ Woolcott Street, Earlwood (from William Street to Fuller Avenue);
⚬ Park Road, East Hills (from Cook Crescent to Forrest Road); and
⚬ Penshurst Road, Narwee (from Shorter Avenue to Grove Avenue).
Projected Costs
2026/27
24� Public Health
To promote and enforce local laws, regulations, policies and controls that ensure community and environmental health
Activities we provide
• Health investigations
• Hygiene and infection control training
• Public toilets
• Sharps collections
Assets we look after
• 42 public toilets in town centres and parks
What you told us when asked about this statement
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• Open Space and Buildings Operations
• Regulatory Services
• Waste and Cleansing
Service Measures
Service Measures
Number of health investigations
Proportion (%) of public toilets cleaned to schedule
Proportion (%) of eligible food premises passing on first inspection
Number of free hygiene and infection control courses provided
Proportion (%) of major event stall holders completing free food handling course
quarter
Indicates that Council education and enforcement programs are reducing incidents of non-compliance and health risks in the City
Indicates Council’s ability to meet expected service standard
Reflects awareness, understanding of, and commitment to, proper food handling procedures at local food premises
Indicates uptake of Council’s proactive efforts to reduce non-compliant food premises
Indicates uptake of Council's proactive efforts to promote safe food handling at major events
Operational Plan 2026/27
24�1 Public Toilets
• Implement 2026/27 priorities of the public toilet servicing review focussing on availability, opening hours and cleaning standards. City Improvement Completed
24�2
Hygiene and Infection Control – Food Handling
• Provide free food handler training for stall holders in major events e.g. Lakemba Nights during Ramadan.
24�3
Allergen Awareness
• Conduct allergen management inspections and education at school canteens and childcare centres as part of the Scores on Schools program.
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Toilet amenities renewal at priority locations including: - Virginius Reserve, Padstow; - Coolabah tennis amenities building, Beverly Hills; - Anzac Mall, Campsie; - Earlwood Oval, Earlwood; and - Garrison Point, Georges Hall.
Projected Costs 2026/27
25� Public Safety
To promote community safety, enforce local laws, regulations, policies, and controls, and to mitigate the impact of emergency events on Council services and the community
Activities we provide
• Animal management
• Community safety
• Crime prevention
• Emergency planning and response (including backburning)
• Environment and safety regulation (including swimming pool and petrol station inspections)
• Street lighting
Assets we look after
• 22,000+ street lights
• Fixed and portable CCTV cameras at various locations
Provision of this Service is
What you told us when asked about these statements
Public safety (e.g. private swimming pool inspections and animal control) is effectively enforced by Council
I feel safe
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Community and Cultural Services
• Information Communication and Technology
• Open Space and Buildings Operations
• Regulatory Services
• Roads Operations
• Waste and Cleansing
Service Measures
Service Measures
Number of crime prevention program and events held or supported
Number of occasions support provided to emergency services
Number of hazard reduction initiatives undertaken
Number of animals impounded
Number of private swimming pools inspected
quarter
Reflects Council’s proactive measures to improve community safety
Reflects the number of incidents where emergency events required coordinated responses from Council
Hazard reduction keeps people and property safe, is cost efficient, and helps communities cope with disasters
Reflects responsible animal ownership
Reflects Council’s proactive measures to improve swimming pool safety
Operational Plan 2026/27
25�1
Community Safety and Crime Prevention Plan
• Implement 2026/27 priority actions from the Community Safety and Crime Prevention Plan including:
- Supporting and upskilling staff, services and community members in homelessness awareness;
- Developing and adopting a Homelessness Policy and/or Guideline/Procedure; and
- Addressing and improving perceptions of safety.
25�2 Emergency Management Planning
• Undertake 2026/27 emergency management priorities including:
- Developing a recovery plan with the NSW Reconstruction Authority to help the community recover and rebuild after a disaster event.
Community and Cultural Services Completed
Community and Cultural Services Completed
Community and Cultural Services Completed
Roads Operations Completed
Projected Costs 2026/27
26� Seniors Support
To provide community development and capacity building activities which address the needs of older people and support independent living
Activities we provide
• Meals on Wheels
• Seniors programs/events
What you told us when asked about this statement
Older people are supported by Council activities and programs
Assets we look after
• 10 Senior Citizen’s Centres (also contribute to Community Gathering service)
• Meals On Wheels kitchen
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Community and Cultural Services
• Customer Experience and Recreation
• Open Space and Buildings Operations
• Waste and Cleansing
Service Measures
Service Measures
Number
Number of residents attending Seniors Week activities
Indicates the number of meals distributed to support health and wellbeing of older people
Indicates level of interest and participation from senior community
Operational Plan 2026/27
Ref. Project /Program
26�1 Positive Ageing Plan
• Implement 2026/27 priority actions from the Positive Ageing Plan including:
- Developing awareness and educational initiatives to promote positive ageing stories, rights and safety.
Community and Cultural Services
Completed
29.1 Service Reviews - Implementing recommendations of the review of Meals on Wheels.
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Projected Costs 2026/27 Renewal Projects
• Building refurbishment at priority locations including Earlwood Senior Citizens Centre.
• Air-conditioning renewal at priority sites including Greenacre Citizens Centre.
27� Walking and Cycling
To provide for safe, effective and efficient movement across the City by walking and cycling
Activities we provide
• Supporting cycling
• Supporting pedestrians
Assets we look after
• 1,200+ km footpaths, cycleways and shared paths
• 36,000+ navigational and regulatory signs
• 22,000+ street lights
What you told us when asked about these statements
Council provides adequate footpaths that assist me when I walk places
Council cycleways help me to get around the City
I
Agree or strongly agree
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
and Transformation
• Open Space and Buildings Operations
• Infrastructure Services
• Roads Operations
Service Measures
Service Measures
Length (m) of new cycleway constructed
Length (m) of new footpath constructed
Number of footpath repair and maintenance activities
Increasing Every quarter
Increasing Every quarter
Indicates expansion of the cycleways network encouraging people to use active transport
Indicates expansion of the footpath network assisting people to walk places they need to go locally
Indicates efforts to keep footpaths safe, accessible and maintained
Operational Plan 2026/27
/Program
27�1
Complete Streets Program
• Finalise and adopt the Campsie Complete Streets Place Plan.
• Implement 2026/27 priority actions from the Bankstown Complete Streets Plan including:
- Commencing planning and concept designs for The Mall, The Appian Way, Fetherstone Street and Chapel Road, including signage and wayfinding for the precinct.
27�2 Walking and Cycling Supporting Infrastructure
• Identify opportunities and actions to encourage walking and cycling.
City Plan and Transformation
City Plan and Transformation
Completed
Completed
See 29.2
Asset Systems and Planning
Completed
Service Efficiencies and Business Improvements - Continuing to trial footpath defect detection using artificial intelligence (AI).
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Reconstruction of footpaths at 14 locations across the City including:
- Reynolds Avenue, Bankstown from Avon Street to Carmen Street;
- Floss Street, Hurlstone Park from Crinan Street to Mill lane (right side);
- Lancelot Street, Condell Park from Simmat Avenue to Taylor St (both sides);
- Canarys Road, Roselands north of King Georges Road; and
- The River Road, Revesby Heights, from Henry Lawson Drive to Sandakan Road (right side).
Growth Projects
• Construction of new footpaths at locations across the City including:
- Cardigan Road, Greenacre from Hillcrest Avenue to Waterloo Road;
- Alan Street, Yagoona from Hume Highway to Ferrier Road;
- High Street, Canterbury from Berna Street to cul-de-sac;
- Raleigh Road, Milperra from Henry Lawson Drive to Prescot Parade; and
- The Boulevarde, Lakemba from The Boulevarde car park to Peel Street.
Projected Costs 2026/27
28� Waterways and Stormwater
To manage urban water and promote clean and healthy river systems
Activities we provide
• Aquatic and riparian habitat enhancement, planning and management
• Regional waterways planning/collaboration
• Stormwater quality management
• Stormwater volume management (including flood planning and management)
• Waterways management
• Waterways regulatory compliance
Assets we look after
• Three river catchments with 28 subcatchments and 115 km of river systems
• 32 open water bodies
• 98 hectares natural wetland and 15 constructed wetlands
• 90+ gross pollutant traps and 100+ biofilters
• 680+ kilometres drainage conduits and 24,400+ drainage devices
• Seven boat ramps including one kayak/canoe launch at Hurlstone Park
What you told us when asked about these statements
Council has adequate programs to manage stormwater and protect local waterways
and creeks are clean
Agree or strongly agree
creeks
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available
Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Open Space and Buildings Operations
• Regulatory Services
• Roads Operations
• Sustainable Future
Service Measures
Service Measures
Number of regional catchment management relationships supported 3 Every year
Number of catchment management activities
Length (m) of drainage network renewed
Number of water quality analysis sites
10
Every quarter
quarter
18 Every quarter
Length (m) of waterways restored Actual
Number of riparian/ vegetation sites improved ≥ 3 Every quarter
Weight (kg) of gross pollutants removed from traps Decreasing Every quarter
Number of street pits cleaned Actual Every quarter
Indicates formal support provided for cross-council catchment initiatives
Indicates Council’s commitment to educating and engaging the community about waterways
Indicates Council is continuing to address drainage issues
Indicates catchment health
Indicates efforts to restore natural processes and habitats
Indicates activity to involve the community in improving catchment health
Gross pollutant traps intercept pollution before it damages the environment, and protect water quality and aquatic species
Indicates efforts to keep stormwater flowing freely, reduce flooding, and prevent pollution from entering waterways
Operational Plan 2026/27
28�1 Floodplain Studies and Risk Management Planning
• Prepare and adopt a Flood Risk Management Study and Plan for the sub-catchments of the Duck River.
• Seek funding to progress flood risk management projects in line with the NSW Flood Risk Management Manual Guidelines.
• Review and update the Cooks River Overland Flood Study for the sub-catchments of:
- Cooks River;
- Cup and Saucer Creek;
- Greenacre Park;
- Hurlstone Park;
- Rookwood Road; and
- Wolli Creek.
28�2 Catchment and Waterways Strategic Planning
• Implement 2026/27 priorities from the Catchment and Waterways Strategic Plan including:
- Updating development controls and environmental mapping to deliver best practice catchment and flooding outcomes for the City.
28�3 Waterways and Stormwater Asset Management
• Undertake closed-circuit television condition rating and update geographic mapping for the drainage network.
28�4 Special Rate Variation – Investing in Essential Services
• Undertake scheduled pit and drainage cleaning program; and
• Undertake a waterways maintenance program.
City Plan and Transformation Completed
Asset Systems and Planning Completed
Asset Systems and Planning Completed
City Plan and Transformation Completed
Asset Systems and Planning Progressed
Roads Operations Ongoing
Roads Operations Ongoing
Capital Works Project Highlights
(See Annexure I in the Financial Statements for a detailed capital works program)
Renewal Projects
• Design and construction of drainage upgrade works at 12 priority locations across the City including:
- Hillcrest Avenue, Greenacre; - Clapham Road, Sefton; - Osroy Avenue, Earlwood; - Orient Road, Padstow; and - Wiggs Road, Punchbowl.
• Stormwater pipe rehabilitation works at priority sites including: - Wallace Lane, Hurlstone Park; - Walter Street, Roselands; and - Fourth Street, Ashbury.
Projected Costs 2026/27
Internal Support
To provide internal planning, support and resources to achieve quality City outcomes, ensure a safe, productive work environment, and a strong workplace culture
Activities we provide
• Asset design and construction
• Digital service enhancement
• Financial management
• Fleet supply and management
• Human resources/workforce planning
• Information management and technology including cyber security
• In-house legal
• In-house printing
• Integrated planning and reporting
• Office and depot maintenance and security
• Organisational culture
• Organisational engagement and communication
• Organisational learning and training
• Procurement
• Property services
• Rates management
• Safety and risk
• Service reviews
Assets we look after
• 38 buildings for administration, operational and support services
• 29 tenanted properties for investment purposes
What you told us when asked about these statements
Council is managing the City well
Your satisfaction 74%
Importance to you 93%
Digital solutions improve my customer service
Provision of this Service is
Mandatory Council is responsible for or legally required to deliver
Non-Core Council is not required to deliver and/or other providers available Council has traditionally delivered non-core aspects of this service
Contributing Business Units
• Asset Construction
• Asset Design
• Asset Systems and Planning
• City Plan and Transformation
• Customer Experience and Recreation
• Digital Transformation
• Finance
• Fleet
• General Counsel
• Governance, Internal Audit and Property
• Human Resources
• Information Communication and Technology
• Open Space and Buildings Operations
Service Measures
Cumulative number of capital projects constructed
Number of capital projects in design
Proportion of design projects delivered in-house
Proportion (%) of planned inspections for Council building assets
Compliance rate (%) with legislative requirement for issuing rates notices
Proportion (%) of staff turnover vs total full-time equivalent
• People Transformation
• Procurement
• Roads Operations
• Safety and Risk
• Sustainable Future
• Waste and Cleansing
Renewal and upgrade of assets ensures that they keep up with current and future community needs
Renewal and upgrade of assets ensures that they keep up with current and future community needs
In-house delivery reduces costs, speeds delivery, and produces better design outcomes
Proactive inspections identify problems before they escalate and allow for improved and integrated maintenance of assets
Ensures required timeframes are being met to issue notices and provide rate payers with sufficient time to respond
Indicates workforce is stable, resulting in improved efficiency and effectiveness of service delivery
Operational Plan 2026/27
Ref. Project /Program
29�1
Service Reviews
• Undertake service reviews and implement recommendations to improve the efficiency and effectiveness of Council services including:
- Finalising and implementing the recommendations of the review of childcare services;
- Implementing the recommendations of the review of servicing and maintenance of playgrounds and play spaces;
- Implementing the recommendations of the review of verge mowing;
- Reviewing the provision of the commercial waste collection service;
- Implementing the recommendations of the review of Meals on Wheels; and
- Reviewing the provision of Waterways maintenance.
29�2 Service Efficiencies and Business Improvements
• Deliver service efficiencies and business improvements including:
- Completing revaluation of the stormwater asset group as required by the Asset Management Strategy;
- Transferring key asset systems into a new cloud platform to improve integration across Council systems;
- Exploring opportunities to enhance notification processes for capital works projects;
- Implementing the recommendations of the review of project management systems and processes within the Project Management Office;
- Implementing improved tracking and monitoring practices to support timely and transparent reporting of the capital works program;
Children’s Services Completed
Open Space and Buildings Operations Completed
Open Space and Buildings Operations Completed
Waste and Cleansing Completed
Community and Cultural Services Completed
City Plan and Transformation Completed
Asset Systems and Planning Completed
Asset Systems and Planning Completed
Asset Construction Completed
City Plan and Infrastructure Completed
City Plan and Transformation Completed
- Further developing fleet software reporting for improved transparency; Fleet Completed
- Implementing the annual Chain of Responsibility compliance review program; Fleet Completed
Ref.
- Continuing to trial footpath defect detection using artificial intelligence (AI);
- Rolling out use of AI-equipped waste service vehicles across domestic waste operations to identify instances of illegal dumping; and
- Implementing 2026/27 priorities from the Waste and Cleansing Operations Continuous Improvement Plan.
29�3 Digital Innovation
• Implement the 2026/27 priority actions of the Service Transformation Program, including:
- Enhancing services through future technology and delivering efficiencies for customers, the community and staff.
29�4 Human Resources
• Undertake a comprehensive review of the Equal Opportunity Management Plan.
• Implement 2026/27 priorities from the myhr program to improve, optimise and digitise human resources processes.
29�5 Information and Communications Technology (ICT)
• Implement 2026/27 priority actions from the Cyber Security Roadmap to protect and support data and systems, mitigate risk, and enhance Council’s security posture.
• Implement the 2026/27 priority actions from the ICT Strategy, ensuring they are planned, resourced and implemented to improve service delivery, operational efficiency, cyber security and community outcomes.
29�6 People and Culture
• Implement 2026/27 priority actions from the People Strategy (Workforce Strategy) to ensure the right leadership, capabilities, culture and performance are in place to implement Council’s Delivery Program.
29�7 Safety, Wellbeing and Risk Management
• Implement the 2026/27 priority actions from the Safety and Wellbeing Strategy and Risk Strategy to protect people, promote a healthy culture, reduce risks and support performance through safety, wellbeing and good decision making.
Roads Operations Completed
Waste and Cleansing Completed
Waste and Cleansing Complete
Digital Transformation Completed
Human Resources Completed
Human Resources Completed
Information Communication and Technology Completed
Information Communication and Technology Completed
People Transformation Completed
Safety and Risk Completed
• Undertake planning and scoping the requirements for a new Safety and Wellbeing software system.
29�8 Landfill Management
• Implement 2026/27 priority actions from the Kelso Waste Management Facility including:
- Implementing soil recovery programs to reduce disposal costs and support sustainable waste management outcomes;
- Redesigning the layout of the recycling area to improve operational efficiency and ensure compliance with NSW Environment Protection Authority (EPA) standards;
- Undertaking a review of the Operational Plan for submission to NSW EPA to provide continuing site operation until 2035-38 (space dependent); and
- Reviewing operational pricing schedules.
• Implement a monitoring program for legacy landfill sites within the City.
29�9 Procurement Framework and Strategy
• Conduct a comprehensive review of Council’s Corporate Procurement Framework to further improve compliance and efficiency including streamlining processes and enhancing technology and documentation.
• Develop a Procurement Strategy; and
• Implement 2026/27 priority actions from the Procurement Strategy including:
- Work practices; - Documentation; and - Resourcing and training.
29�10 Property Management
• Develop and adopt a Property Policy to guide decisions for property related matters and to ensure transparency, accountability and compliance.
Safety and Risk Completed
Roads Operations Completed
Roads Operations Completed
Roads Operations Completed
Roads Operations Completed
Roads Operations Ongoing
OD Special Projects Completed
Procurement Completed
Procurement Commenced
City Plan and Transformation Completed
Projected Costs 2026/27
While most internal costs have been distributed across all other services (and have been captured in the projected costs for each service), the above costs are directly related to supporting the delivery of capital works.
FINANCIAL MANAGEMENT AND BUDGET
2026/27
2026/27 Financial Management
Our Long-Term Financial Plan
For Council to be financially sustainable, resources need to be managed so that financial commitments can be met both now and into the future whilst also ensuring that the community needs are being met.
The Financial Management Strategy (FMS) guides Council’s budgetary framework and informs funding decisions to maintain fiscal discipline and align Council expenditure with funding priorities.
Council’s budgetary framework links Council’s Statement of Revenue Policy with its funding priorities as follows:
1� Funding Council Liabilities;
2� Funding Council’s dedicated reserves in accordance with Council Policy; and
3� Funding Council’s Operational and Capital Budgets.
Council’s FMS is guided by certain financial objectives which provide the very framework for developing its Long Term Financial Plan (LTFP) and support consistent and informed decision-making –particularly in terms of:
• Financial sustainability: Generate sufficient income to fund ongoing services, renew and replace assets, meet future commitments, and maintain sufficient cash levels to support liquidity needs and unplanned events;
• Safeguard our financial future: Create and safeguard our financial future by making prudent and responsible decisions that consider the financial impact on future generations;
• Deliver a balanced budget: Council must achieve a fully funded operating position reflecting that Council collects enough revenue to fund operational expenditure, the repayment of debt and depreciation;
• Maintain current levels of service: The operating budget is designed to deliver current services and service levels;
• Fund infrastructure renewal: A disciplined approach is undertaken in fully using depreciation for the renewal of assets, informed by asset management plans and the prioritisation of assets in poor condition; and
• Responsible funding of new community assets: Surplus funds and other funding sources are sought to meet additional infrastructure needs of the community in a prudent, ethical and responsible manner.
Council’s FMS and LTFP, set out the parameters which look to respond to the ongoing challenges to long-term financial sustainability, and to manage liabilities for future generations.
More broadly, Council’s FMS provides scenarios to address its long-term financial sustainability challenges including a commitment to slow expense-growth, adequately fund the maintenance and renewal of infrastructure, and to manage liabilities for future generations.
Financial Framework Considerations
Council’s current financial position is considered sound – particularly from a cashflow perspective. This means that Council has the cashflow to efficiently and effectively run its operations and provide quality services to our community.
In 2021, the Independent Pricing and Regulatory Tribunal (IPART) approved Council’s Special Rate Variation (SRV) – and provided the very basis for it to both address the former Councils’ financial constraints and its longer-term financial challenges – and importantly to create a well-balanced path towards financial sustainability.
At the time - Council’s LTFP provided the appropriate balance and surety to safeguard Council’s financial sustainability – and importantly have the capacity to fund around 80% of our depreciation expense, an amount considered quite sound and appropriate to manage Council’s ongoing long-term asset management requirements.
That said – and since implementing Council’s SRV - the broader economic landscape and the constraints imposed on Council’s SRV (rate-peg component) by IPART have placed further financial pressure on Council’s longer-term financial forecast – particularly its ongoing ability to both renew and replace its current $6.4 billion infrastructure asset base.
By way of background – when approving Council’s SRV back in May 2021 – IPART set Council’s rate-peg for the duration of the SRV period, being for a four (4) year period. Given the broader economic climate – particularly increasing inflation and interest rates that was experienced during and after the COVID pandemic – subsequent rate-peg increase for NSW councils have been significantly higher than that set by IPART for Council.
A comparison of Council’s rate-peg versus the general peg approved for all other NSW councils is as follows:
The financial impact of the rate-peg gap is quite significant for Council – and has a significant financial consequence in the long term. When combined with Council’s SRV component, the comparison is as follows:
In financial terms, the cumulative effect by 2034/35, of the rate-peg gap is as follows:
Importantly, the rate-peg gap significantly changes Council’s original long-term financial strategy in terms of funding depreciation.
The repercussions of this means that Council will only be able to fund depreciation up to a value of around 58%which ultimately will lead to a deterioration of our assets and increased maintenance costs at a more rapid rate than planned.
The comparison between Council’s intended Depreciation Funding Strategy as part of the SRV and Council’s current path is as follows:
Regrettably, Council’s SRV constraints have now altered its path to achieving long-term financial sustainability – and thereby requires reconsideration of its approach to addressing the funding shortfall over the medium term.
Council’s revenue base remains constrained by the rate pegging framework administered by the IPART, which limits the annual increase in general income from rates. While rate pegging provides certainty for ratepayers, it restricts Council’s capacity to respond to escalating costs and emerging service demands without seeking alternative revenue sources or implementing expenditure controls.
Council continues to experience increasing community expectations and service demands, including requests for enhanced infrastructure, improved amenity and expanded services. Balancing these expectations within a constrained revenue environment presents an ongoing challenge and requires careful prioritisation of available resources.
While grant funding and developer contributions provide important opportunities to deliver new or upgraded infrastructure, they often require Council to provide matching funding or commit to the ongoing maintenance and renewal of completed assets. Securing the initial capital funding is therefore only part of the financial consideration.
From a costs perspective – and as has been discussed at length – like all councils, CBCIty continues to feel the effects of several longstanding policies which continue to erode our ability to ‘keep-up’ with the growth in operating costs and our limited ability to expand our income base.
The broader economic/external environment we operate in is having a significant influence on our operation, particularly issues such as:
• Limited/reducing Government funding/grants;
• Inflationary pressures;
• The impact of increasing non-discretionary costs such as energy costs, levies and the current labour market;
• Lack of suppliers, inflated contract/tender pricing and prevailing weather conditions;
• Revaluation of assets and its impact on the cost of replacing/renewing asset; and
• Government cost-shifting.
The delivery of new assets and infrastructure also creates future financial obligations, including additional renewal, maintenance and operational costs over the asset lifecycle. Without a commensurate increase in recurrent revenue, these additional liabilities place further pressure on Council’s long-term financial sustainability and asset management capacity.
Remaining financially sustainable is paramount. Notwithstanding the above, Council’s LTFP demonstrates a balanced approach to managing its long-term fiscal position. It also outlines the relevant strategies/scenarios required to address the challenges Council is expected to face over the next decade.
That said, Council also recognises that addressing this through any additional SRV at this time is not appropriate – particularly given the current-cost of living pressures faced by many throughout the community.
When adopting its 2025/26 Operational Plan and Budget, Council clearly agreed that, prior to considering a preferred scenario on how best to address the long-term financial challenge, there is opportunity to firstly undertake further efficiency and continuous improvements as a means of addressing the significant rise in costs. This would include:
• Reviewing the level and extent of services currently provided to our community;
• Continuing to assess and rationalise existing assets, particularly those nearing the end of their useful life;
• Exploring the appropriateness/optimal level of pricing for the use/leasing Council facilities; and
• Ensuring system and process improvements leveraging greater digital capability for both what we do and how we engage with our community.
Our ability to find savings, despite the challenges posed by our current rate-peg gap, stands as a testament to the effectiveness of our strategies and the dedication of our staff. Through rigorous efficiency reviews, process enhancements, and the strategic incorporation of technology, – particularly during this term of Council – Council will be in a better position to understand the impact of any future scenario chosen.
It will also have greater confidence in establishing robust foundation principles and a future funding strategy to address the long-term asset sustainability and enhanced capacity to meet future community needs.
On that basis – and given its ongoing consideration and application of the above efficiency options
- Council has made a commitment to no new SRV during this term of Council.
Financial Framework and Objectives
Council’s financial approach provides the required framework for managing objectives and financial decision making. This focuses on ensuring that the financial parameters, principles and objectives applied in developing the budget continue to achieve a balance between financial stability, sustainability, asset maintenance, construction and the provision of services to our community.
Building the Right Financial Capacity
In managing both expectations and deliverables, Council needs to ensure we have the financial capacity to be able to deliver on agreed outcomes. This requires Council to develop sustainable revenue strategies, which are both equitable and affordable for our community.
Council will develop actions, in consultation with its community, to move towards and maintain:
• Surplus budgets in the future based on the Net Operating Result (pre-capital);
• Annual growth in general funded expenses being less than the long-term average general funded revenue growth;
• Policy decisions are made having regard to their financial effects on future generations;
• The current generation funds the annual cost of recurrent services;
• Alignment of Council services with community expectations continuing to play an important part in determining the future needs and operations of the organisation;
• Doing the right things in the most efficient way;
• Measurement of performance to provide a sound platform for communicating and planning to meet agreed community expectations;
• Ongoing review of services, better defining service requirements and delivery methods, and balancing service aims against affordability for both the Council and our customers; and
• Restricting and holding for strategic priorities any cash surpluses of a general fund nature, as determined by Council.
Managing Our Operations
Council will plan for the provision of services and assets by setting clear and appropriate priorities, as determined by the community. This will be undertaken within a strategic planning environment focused on retaining a financially sustainable and viable position.
Council's approach will be to establish relevant and appropriate operational strategies to ensure that it is able to have the flexibility and freedom to respond to community demands in a balanced approach, as and when appropriate.
Maintaining Our Assets
Council is the custodian of around $6.4 billion in public assets throughout our Local Government Area. Our responsibilities and/or obligations to ensuring they appropriately support our services, are fittingly maintained and/or renewed, is of the highest priority.
Being Efficient
Council recognises any decision it makes must represent value for money and remain affordable for our community. In ensuring this, Council will apply reasonable measures, which:
• Establish clear links/relationships for all our strategies as part of Council’s Integrated Planning and Reporting framework;
• Maximise efficiency savings through its on ongoing assessment of its services, improvements in its operations, digital transformation, procurement, and tendering processes; and
• Partnering with others, particularly other levels of government, and investigating alternative funding mechanisms to support the expected growth throughout our City.
Council’s 2026/27 Budget and
Consistent with the adopted Budget Framework, the draft Budget reflects the financial strategy and principles previously considered by Council, including responsible fiscal management, prioritisation of essential services and infrastructure, and maintaining financial sustainability over the long term. The figures, presented here, build on those settings, translating the high-level assumptions and directions into the detailed operational budget for the 2026/27 financial year.
Economic / Geopolitical Context
Despite the current economic landscape, Council’s draft 2026/27 Budget has been prepared on an optimistic basis, and focused on delivering effective services throughout the community, driving efficiencies throughout its operations and setting a large capital works program for delivery throughout 2026/27.
That said, it should be acknowledged that the global economic environment remains uncertain, particularly in light of emerging geo-political tensions, including conflict in the Middle East. The potential impacts of such events, particularly on inflation, supply chains, fuel costs and broader economic activity, are difficult to quantify at this stage, both in terms of duration and magnitude. As such, there is a risk that these external factors will have an effect on Council’s financial position over the course of the financial year.
Notwithstanding the uncertainty, Council is well positioned to respond. Council’s financial strategies, its strong financial position and dedicated cash reserves are well placed and indeed structured in such a way to deal with unforeseen events.
Council maintains sufficient contingency reserves to absorb unforeseen financial pressures, providing a level of resilience and flexibility to manage emerging risks without compromising service delivery.
Council will continue to carefully monitor the current economic events and their impact on operations - and importantly convey any necessary changes to its 2026/27 Budget through the relevant quarterly budget review process throughout the financial year.
Indeed, the timing is a common concern across the Local Government Sector more broadly. A recent joint meeting with the Southern Sydney Regional Organisation of Councils (SSROC) confirmed that all councils are:
Revenue Policy
• Taking a similar approach to carefully consider the ongoing financial impacts, and specifically utilise their exhibition period to review their operational plan and budget, at the appropriate time;
• Prioritising the delivery of programs and projects during this time – and where appropriate delaying necessary works until such time as the situation normalises;
• Applying a measured approach to working with relevant suppliers to ensure value for money is obtained, where reasonably possible; and
• Ulitising the quarterly budget review process to address/correct budgets, at the appropriate time.
Importantly, Council’s budget is balanced and fully allocated. Funding adjustments for any further items will need to be accommodated from either cuts to existing service levels and/or programs currently outlined throughout the Operational Plan, as required.
Budget Parameters
The budget framework for the 2026/27 financial year has been developed with direct reference to Council’s FMS and LTFP, and incorporates the following key assumptions and parameters:
Council’s Rating Structure
Council’s parameters in terms of setting its rating structures for 2026/27, are as follows:
• Apply the approved IPART rate peg increase of 4.1% to general rates revenue;
• Increase minimum rates by 4.1%, consistent with the rate peg;
• Reflect an anticipated staged growth of around 750 dwellings throughout the year;
• Maintain Council’s existing ad valorem rate differentials in accordance with Council’s previously adopted business sub-categorisation approach;
• Maintain Council’s voluntary additional pensioner rate rebate of $40, in addition to the statutory concession of $250; and
• Continue Council’s adopted rate harmonisation program, being Year 6 of an 8-year transition.
Separately, in accordance with section 566(3) of the Local Government Act 1993, the Minister determines the Maximum Interest Rate on Overdue Rates and Charges for the period 1 July 2026 to 30 June 2027 (inclusive). The Maximum Interest Rate has not yet been determined. Nevertheless – and as is the case each year - the maximum amount/percentage will be applied, as required.
Business Sub-Categories
As part of its 2021/22 Operational Planning process, Council established subcategories for the business rating category. Council’s business rating subcategories are structured in accordance with the hierarchy of commercial and industrial centres identified within Council’s adopted Local Strategic Planning Statement. These subcategories are intended to ensure that rating differentials appropriately reflect land use intensity, strategic role, and relative economic capacity across business areas.
The Business Sub-Categories are now fully implemented and apply as follows:
Business Sub-Categories Local Strategic Planning Statement (LSPS) Hierarchy
Business - Commercial Large
Major shopping centres (Bankstown / Roselands)
Business - Commercial General Bankstown CBD, Campsie, local centres
Business - Industrial Large
Business Parks, major industrial areas
Business - Industrial General All other industrial areas
Business – Ordinary Village, small and neighbourhood centres
Based on the above, each business throughout the local government area has been assigned to their relevant subcategory. The differential between the residential ad valorem rate and the business ad valorem are as follows:
At the time of implementing the current business subcategory structure, properties located within the Belmore Local Centre were inadvertently not included within the Business – Commercial General subcategory and instead remained within the Business Ordinary subcategory. Based on the adopted strategic planning hierarchy, these properties should have originally been classified within the Business – Commercial General subcategory.
The following graph illustrates the difference between the business ad valorem rate differential that has historically applied to properties within the Belmore Local Centre and the differential that should have applied under Council’s adopted Business – Commercial General sub-category. It also shows the estimated ad valorem rate over the approved transitional period until it reaches the correct Business – Commercial General differential of 1:3 by 2029/30. This visual representation highlights both the historical variance and the gradual alignment of the Belmore Local Centre with Council’s broader business rating structure.
It is important to note that this adjustment will not retrospectively recover the lower rates that have applied to affected properties since the introduction of the business sub-category structure. Businesses within the Belmore Local Centre have effectively received a lower differential than intended since 2021/22, and the financial benefit experienced over this period will not to be recouped by Council.
This change does not generate any additional overall rate revenue for Council but rather ensures the rating structure operates as originally intended and that the distribution of the rates burden across business areas remains equitable and consistent with Council’s adopted local strategic planning hierarchy.
To minimise financial impacts on affected ratepayers, Council deferred the correction of this anomaly until completion of the implementation phase of Council’s Special Rate Variation (SRV) and the most recent land valuation cycle. This approach is consistent with Council’s broader rating strategy of introducing structural rating changes gradually to support transparency, equity, stability and affordability.
In line with the methodology applied when the new business subcategories were first introduced, this adjustment to the applicable ad valorem rate for affected properties will be implemented progressively over a four-year period, with equal incremental changes applied annually. This transitional approach is intended to phase in the correction in a measured way, while aligning the rating structure with Council’s adopted strategic land use framework.
The ad valorem differential will be gradually/equally changed over a four-year period. The differentials for business ad valorem rates in the Belmore local centre are as follows:
Approach to Rates Harmonisation
Over the years, the NSW Government has passed a number of changes to the Local Government Act 1993, including changes relating to the harmonisation of rate paths for newly merged councils.
By way of background, in 2016 the NSW Government mandated that amalgamated councils must maintain their former Council’s rate path (rate freeze) till 30 June 2020 which was extended to 30 June 2021.
In accordance with the amendment, Council resolved that its residential and business ad valorem rates will be gradually harmonised over an eightyear period from 1 July 2021 in order to have one harmonised rating structure by 1 July 2028. The gradual harmonisation of residential and business ad valorem rates will minimise the harmonisation impact on our ratepayers in any one financial year.
Minimum Rates
Council commenced its minimum rates harmonisation from 1 July 2021 in accordance with its approved IPART proposal. The main purposes of Council’s minimum rate application to IPART in 2021 was to:
• Harmonise the former Council’s rating structures; and
• Deliver a fairer and more equitable rating structure.
By way of background, in 2020/21, 30.6% of Council’s ratepayers were paying the minimum rate. Without the minimum rate increase the dollar gap between ratepayers paying the minimum rate and ratepayers paying the ad valorem rate would continue to grow in the future.
Residents living in standard houses would effectively bear a greater percentage of the rating burden if the minimum rate was not increased, despite all ratepayers having the same access to Council services. IPART had considered the Council’s approach and determined it to be appropriate/reasonable.
On that basis, the 2026/27 Minimum Rate for both Residential and Business properties will be $1,131.36 – reflecting an increase of 4.1% - being the rate-peg amount approved by IPART.
Pensioner Rates
Approximately 20,309 pensioner ratepayers qualify for Council’s voluntary rate rebate and the State Government’s mandatory rate rebate, which are granted to people in receipt of pensioner concession cards. The maximum mandatory rebate, which is 55% funded by the NSW Government, is $250.00 per year.
In accordance with Council’s Rates and Charges, Debt Recovery and Hardship Assistance Policy, an additional voluntary rebate which equates to $40.00 per year will be provided to all eligible pensioners.
Ex Gratia Rates
Ex gratia rates are payments made in lieu of rates on properties that are otherwise non-rateable under the Local Government Act 1993, but where it is considered reasonable and equitable for a contribution to be made toward the cost of local government services.
Ex gratia rates most commonly apply to properties owned or occupied by relevant government agencies and public authorities that are subject to commercial leasing arrangements. Although these properties may be exempt from the requirement to pay general rates, leasing and/or other conditions generally recognise this anomaly and thereby impose the need for an ex gratia payment for general rates, given that they have access to Council services such as roads, waste management, stormwater drainage, and community infrastructure.
Like general rates, ex gratia contributions help ensure a fair sharing of costs across the City. Council currently applies ex-gratia rates on the following properties:
• Commercially leased properties within the Bankstown Airport precinct; and
• Defence Force residential housing.
Council applies the rate categories to ex gratia properties in a manner consistent with how comparable rateable properties within the local government area are classified. This involves assessing the dominant land use and zoning of the property—such as residential, commercial and industrial areas consistent with Council’s Local Strategic Planning Statement - and assigning the corresponding rate category for the purpose of calculating the notional rates payable.
Similarly to neighbouring ratable properties, commercially leased properties within the Bankstown Airport precinct are categorised as Industrial Large and ex-gratia rates calculated on the ad valorem rate applicable for Industrial Large subject to a minimum amount plus the applicable business stormwater charges.
Defence Force residential housing properties are categorised as residential and ex-gratia rates calculated on the ad valorem rate applicable for residential subject to a minimum amount plus the applicable domestic waste and residential stormwater charges.
The applicable rate in the dollar and any relevant service charges is then used to determine the ex gratia amount payable. Council’s general approach to ex-gratia rates is to apply the same methodology, principles, and differential rate structures used for rateable land to ensure transparency, consistency, and equity in the treatment of these properties.
Domestic Waste Management Fee
During 2020/21, Council implemented its harmonised domestic waste operations. The new service and contracts reflect increased/ standardised service levels throughout the Local Government Area, across all waste services.
The income generated by the domestic waste management fee must be tied to the “reasonable cost” to provide the domestic waste service. The fee will reflect the various components of the reasonable cost calculation including the expected level of service delivery for the year, the accumulated domestic waste reserve, and provision for any changes in the nature of service delivery costs in future years. The domestic waste management fee will include the required revenue for Council to:
• Provide the day-to-day operations in managing the domestic waste service;
• Manage future increases in NSW Government Levies and Council’s capacity to respond to unplanned events/contingencies;
• Future replacement of garbage bins;
• Future replacement of vehicles;
• Rehabilitating former domestic waste tip sites; and
• Preparing for the introduction of the Food Organics and Garden Organics (FOGO) recycling service by July 2030 – as mandated by the NSW Government.
The fuel shortage is by far having the biggest impact on domestic waste operations for all NSW councils. Given its regulatory nature - the current level of uncertainty somewhat creates a quandary for councils in that they need to strike an annual levy as part of its annual budget process, and which in turn is expected to adequately cover the operational running costs of the service for the entire year. Council is certainly not alone in having to deal with this issue.
Nevertheless – and based on the information on hand at this time – it is proposed that Council’s annual Domestic Waste Levy for residential properties will increase by $25 (4.1%) per year (from $620 to $645 per annum) which reflects the estimated general increase in the cost of providing the service, as well as the longer-term costs associated with replacing plant, bins and rehabilitating various waste facilities.
It’s important to note that the increase is commensurate with the approved IPART rate-peg of 4.1% - particularly to deal with CPI increases in costs and the significant hike in fuel pricing anticipated throughout the financial year. Indeed, many NSW councils are facing similar decisions though they appear to be factoring in much larger increases to their Annual Levy to accommodate the crisis.
That said, Council is reasonably confident that it will be able to manage the escalating cost within the parameters of the annual charge being set. Indeed, Council’s approach when setting its annual charge has always been one based on applying a longer-term approach/strategy, whereby it foreshadows anticipated future costs (ie. FOGO and tip rehabilitation) and in turn applies a stable annual pricing structure (smoothing) to eliminate unnecessary spikes in the levy when funding is required.
Any increase in costs for the 2026/27 financial year - beyond what is allowed for to deal with the fuel issue in the budget - will similarly be dealt with when setting future annual levy charges.
The domestic waste management fee will increase by 4.1% to $645.00 ($620 in 2025/26), consistent with the reasonable cost recovery requirements outlined above.
Stormwater Levy
The City of Canterbury Bankstown is the principal authority responsible for the local management of stormwater. On behalf of the public, Council:
• Maintains stormwater drainage pipes;
• Implements essential flood mitigation measures to protect life, property and infrastructure; conserves the natural waterways of the City;
• Harvests and reuses stormwater to reduce potable water use;
• Protects water quality in our creeks and rivers by installing water sensitive urban design features and pollution control devices; and
• Protects riparian bushland and other natural assets from the impacts of urban runoff.
In recognition of Council’s key role in stormwater management, the NSW Government made amendments to the Local Government Act 1993 (amended October 2005) and the Local Government (General) Regulation 2021 (amended April 2006) to allow councils the option of levying a stormwater management service charge.
The charge was introduced to help councils to cover some or all of the costs of providing new or additional stormwater management services to eligible land, above and beyond those that a council could provide with their own funds.
The implementation of the charge recognises that increasing urbanisation has resulted (and continues to result) in a significant increase in impervious surfaces and has significantly increased the volume of stormwater (and therefore pollutant loads) flowing into urban waterways and urban drainage systems.
These pressures have increased the costs of stormwater management for local councils. In accordance with Section 496A of the Local Government Act 1993 and Local Government (General) Regulation 2021, Council has in place a stormwater charge on eligible properties within Canterbury-Bankstown. In managing the annual charge, the following structure will be applied:
Residential Properties
Annual Residential Charge of $25.00 per property. Annual Residential Strata Charge of $12.50 per property.
Business Properties
Annual Charge of $25.00 per property plus an additional $25 for each 350 square metres or part of 350 square metres by which the area of the parcel of land exceeds 350 square metres. Annual Business Strata Charge of $25 for each 350 square metres or part there of subject to a minimum amount of $5 per strata.
Mixed Development
Adopt the dominant rating category as applied to the parcel of land as determined by the Valuer General and apply to each relevant property. In the event that a mixed development is 50% residential and 50% business, Council will apply a residential charge.
Exemptions
In addition to the exemptions stipulated in the Local Government Act 1993 and the Local Government (General) Regulation 2021, the following exemptions will also apply in managing the service:
• Council-owned land;
• Bowling and Golf Clubs - where the dominant use is open space; and Properties zoned:
− Open space 6(a)
− Private Recreation 6(b)
− Rural.
It should be noted that this charge, set by legislation, has not changed since being introduced. In reality, this is a decline in value and/or Council’s ongoing ability to deliver the stormwater initiatives proposed under the plan.
Planned 2026/27 Budget
Council’s 2026/27 Budget continues to build on Council’s sound and stable financial position, a position which was recently endorsed by our External Auditors.
Council’s prudent and disciplined approach to setting its budget has ensured that it can continue to deliver a balanced budget for our community.
At a snapshot, Council’s Budget features a number of highlights, which are quite significant, particularly amidst the current economic pressures faced by many throughout our Sector. Some of these elements include:
• Maintaining our strong short/medium term financial position (from a cashflow perspective) and delivering an improvement to our Operational Result (before Depreciation and Capital Grants/Contributions) of $2.9M;
• Despite inflationary pressure and escalating non-discretionary costs (Government Charges, Utility Costs, Award Agreements) in excess of rate-peg levels, Council has been able to constrain growth in its discretionary operating expenditure and deliver an improved forecasted Operating Result – particularly by containing the increase in costs to around 2.5% (IPART rate-peg 4.1%) and resulting in approximately $700,000 in savings;
• Council’s disciplined approach to managing its operational costs remains our focus and critical to maintaining our financial sustainability, particularly amidst a constrained revenue environment and ongoing financial uncertainty.
• Planned to deliver another significant capital works program, totalling $120.2 million (excluding carry overs) including around $44.2 million on roads, bridges, traffic management, pathways and boardwalks and car parks, $19.9 million on our community facilities and buildings, around $10 million throughout our parks and open spaces, $6.7 million on improving our existing stormwater network, and $5.5 million upgrading our town centres throughout our city;
• Maintaining sound level of liquidity and cash reserves of $518 million (projected level as at 30 June 2027) in meeting our legislative requirements, protecting our liabilities, maintaining dedicated reserves to manage the replacement/renewal of our $6.4 billion asset base and ensuring funding is available to deal with unforeseen contingencies, as they arise; and
• Ensuring our financial ratios remain at acceptable industry levels.
Council’s expected operating result for the 2026/27 financial year is as follows:
The 2026/27 Budget is assessed against the 2026/27 Original Budget given that it provides a comparable base to assess the broader movement between financial years.
Council’s Net Operating Result before Capital Grants and Contributions for 2026/27 is estimated to be negative $22.7 million, this is a decrease of $6.9 million when compared to Council’s 2025/26 Original Budget.
Once capital grants and contributions are added, Council’s projected Operating Result for the year is expected to be positive $23.4 million.
A break-up of both the Revenue and Operating Budgets proposed for the forthcoming financial year is shown below.
Revenue Budget
Council’s Revenue Budget (excluding capital grants and contributions) for 2026/27 is expected to be $443.5 million, an increase of $22.1 million (5.2%) to that originally planned for 2025/26
Revenue projections for 2026/27 have been set to reflect known elements and/or current year trends. An explanation of the major variations is as follows:
• Reflected the approved 4.1% rate-pegging limit to its rating revenue budget and expected growth in properties throughout the Local Government Area. As indicated in Council's report on the 2026/27 Budget Framework in March 2026, necessary adjustments to business rated properties in the Belmore Local Centre will be transitioned over a four-year period to accord with all other businesses throughout the Local Government Area;
• Council’s annual Domestic Waste Levy for residential properties will increase by $25 (4.1%) per year which reflects a general increase in the cost of providing the service and the longerterm costs associated with replacing plant, bins and rehabilitating various waste facilities;
• Operating Grants, including the Financial Assistance Grant, are included where the grant has been confirmed and the level of funding can be reliably calculated, and additional grant funds will be reported during the year as part of the quarterly budget reviews; and
• Council’s level of interest income is expected to increase by $1.5 million, which is a reflection expected market conditions and the estimated level of cash on hand throughout the year.
In terms of specific purpose capital grants and contributions, Council expects to receive approximately $46.1 million in funds for various capital outcomes throughout 2026/27.
Interest Income
Council will continue to carefully manage its investment portfolio having regard to prevailing market conditions, industry benchmarks and allowable investment opportunities, as they arise.
Council’s investment portfolio is forecast to achieve a weighted average return on investment (ROI) of 4.5% for the 2026/27 financial year, reflecting current market conditions and prevailing short- to mediumterm interest rate expectations. This assumption is considered reasonable based on the current cash rate environment and available term deposit and fixed income opportunities.
Interest rates are influenced by a range of domestic and global economic factors including inflation, employment, economic growth, and financial market conditions, which can shift over time. As such, Council has applied a prudent methodology to mitigate the risk of over-estimating future investment income.
In total, Council expects to receive interest income of around $25.0 million throughout 2026/27. Only a proportion of the expected increase – around 45% – is available for general operational purposes (General Funds). Council is required to restrict the remaining amount given that the interest earned relates to cash reserves held for specific/statutory purposes (e.g., Domestic Waste Reserve and Development Contributions Reserve).
Other Fees and Charges
The general principle being applied is that fees should reflect true costs less the amount Council is willing to subsidise as a community service obligation.
In general, the 2026/27 budget was developed with an increase in non-statutory fees and charges by 4.1% - being the general rate-peg increase set for Council by IPART, subject to demand sensitivity, rounding and market considerations.
Statutory fees and charges to be set in accordance with relevant legislation and regulations.
Pricing of Goods and Services (Pricing Policy)
Council establishes its pricing levels through a range of factors, which are broadly dependent on the nature of the good or service being provided and the extent to which Council recognises an obligation to subsidise provision of the good or service. Council’s Pricing Policy is subject to review on an annual basis or where appropriate, according to need. Where appropriate, Council will assess and apply a user pays model in setting its pricing based on the following provisions:
•
Cost of Provision
The cost to Council of providing goods or services is a primary consideration when determining pricing. Council recognises that rational and relevant pricing decisions can only be made when there is a full understanding of the cost to Council and the community, of resourcing specific service areas.
• Community Service Obligations
Council acknowledges that it has an obligation to provide some goods and services as a community service. As a result, Council accepts responsibility for at least partially funding these goods and services from other sources of revenue. This is reflected in varying degrees of pricing subsidy, dependent on the nature of the good or service being provided. Where it is not feasible to collect fees from private beneficiaries for a good or service, which provides a wider community benefit, full subsidy will be applied.
Where cost-recovery can be achieved but Council recognises an obligation in terms of equity and social justice considerations, and the merit and well-being of the community, an appropriate level of subsidisation will be applied.
• Private Benefit
Some goods and services provided by Council are not provided on the basis of wider community benefit and are used by private beneficiaries. Goods or services of a commercial nature will be subject to commercially competitive pricing principles, which reflect market conditions and full cost recovery.
Where Council is engaged in providing any commercial/business operations, it will price such services at full cost recovery, to cover both the cost of capital and a commercial rate of return.
Council looks to generate an agreed positive return on assets so as to not reduce financial viability. Where required, Council will ensure compliance with ‘competitive neutrality’ provisions of the National Competition Policy and categorisation (i.e., category 1 or 2 business activity). Council has not identified any category 1 or 2 business activities for the 2026/27 budget.
• Statutory Limitation
It is acknowledged that certain fees, charges and levies are set by legislation and Council has no control over pricing in these circumstances.
Loan Borrowings
Council’s long-term Financial Management Strategy reflects a budgeting model whereby General Fund Revenue is generated to maintain our infrastructure asset replacement program and that loans will only be acquired to support certain community selffunding initiatives that Council endorses.
As part of Council’s approved Special Rate Variation by IPART funding has been made available to service new loan borrowings for the implementation of Council’s adopted Leisure and Aquatic Strategic Plan.
Council began its scheduled borrowing program to fund Council’s adopted Leisure and Aquatic Strategic Plan. An initial loan of $44 million was borrowed to fund the Canterbury Leisure and Aquatics Facility. Council’s LTFP also foreshadows a further loan for the Max Parker Leisure and Aquatic Centre (in Revesby) in 2030/31.
Specific timing, budgets and loan funding for other projects in the Leisure and Aquatic Strategic Plan will be identified as part of future annual Operational Plans.
Costing Parameters and Assumptions
Council, like all other businesses and households is experiencing a particularly difficult economic environment, particularly for building and construction costs. It is expected that this inflationary pressure – as it relates to councils - will remain in 2026/27.
The 2026/27 operational expenditure budget has been prepared to reflect current economic conditions and the assumptions endorsed by Council within the adopted Budget Framework.
However, it is acknowledged that the global economic environment remains uncertain, particularly in light of emerging geo-political tensions, including conflict in the Middle East. The potential impacts of such events—particularly on inflation, supply chains, fuel costs and broader economic activity—are difficult to quantify at this stage, both in terms of duration and magnitude. As such, there is a risk that these external factors may adversely affect Council’s financial position over the course of the financial year.
Notwithstanding this uncertainty, Council is well positioned to respond to changing conditions. Council’s established quarterly budget review process provides a structured mechanism to monitor financial performance and adjust the budget as required should any impacts materialise.
In addition, Council maintains sufficient contingency reserves to absorb unforeseen financial pressures, providing a level of resilience and flexibility to manage emerging risks without compromising service delivery.
Significant effort has also been undertaken in the development of the draft Budget to constrain growth in discretionary operating expenditure. Council has successfully limited increases in this area to 2.5%, resulting in approximately $700,000 in savings.
These outcomes have not been achieved through service reductions, but rather through a continued focus on operational efficiencies, process improvements, and productivity gains across the organisation. This disciplined approach to expenditure management has been critical in maintaining financial sustainability in a constrained revenue environment and ongoing financial uncertainty.
Operating Expenses (OPEX)
Council’s operating expenditure budget is analysed to ensure that allocations are comparable to current trends. Council’s Operating Expenditure Budget is expected to be $466.2 million, an increase of $28.9 million (6.6%) to that adopted for 2025/26.
A break-up of each operating expenditure category is as follows:
A summary of the major variations by category is as follows:
Employee Costs
Employee costs have been provisionally modelled using an assumed award increase of 4% pending finalisation of the new Local Government State Award (2026). At the time of preparing the draft budget, the award negotiations between Local Government NSW and the relevant unions have not yet concluded, and any agreed award increase is therefore unknown.
Based on current advice, negotiations are expected to be finalised around May 2026. The assumed provision has been included to ensure prudent financial planning and risk management for the 2026/27 budget. The employee cost allocation will be reviewed and adjusted, if required, prior to final adoption of the Operational Plan and Budget once the confirmed award outcomes are known.
Council’s employee costs in the 2026/27 Budget include the superannuation guarantee rate of 12.0%. Council’s full time equivalent (FTE) employee resources for the 2026/27 financial year are set at 1,514 being 1,500 permanent FTEs and 14 temporary grant funded FTEs – and still one of the lowest in terms of employees per resident amongst metropolitan councils.
The above FTE allocation and budget also incorporates the re-establishment of an additional 13.7 FTE associated with casual labour resourcing to support the expanded operations of the new Canterbury Leisure and Aquatics (CLAC) facility upon its anticipated re-opening later in the year.
These positions have been included to ensure that adequate staffing levels are in place to safely and effectively deliver services at the facility, with the use of casual resources providing operational flexibility to align staffing with demand during the initial ramp-up period. Importantly, it should also be noted that this increased cost has been offset by a commensurate increase in income for the CLAC facility – given the added offerings/services which will be provided from the centre.
Borrowing Costs
Borrowing costs have decreased by $0.1 million in 2026/27 which is the actual interest charges on the loan for the Canterbury Leisure and Aquatics facility and estimated cost changes for tip remediation costs related to Council’s Kelso landfill site.
Depreciation Expense
Council’s operating expenses include an amount for Depreciation Expense, a non-cash item which aims to broadly account for the level of use/consumption of assets on an annual basis. An amount of $113.5 million has been reflected in the 2026/27 Budget to reflect this cost – an increase of around $9.8 million compared to that originally planned for 2025/26.
Council’s depreciation expense has increased substantially over the years. This increase is largely driven by significant escalation in infrastructure costs and the requirement to fair value infrastructure, property, plant and equipment in accordance with the Office of Local Government’s Infrastructure, Property, Plant and Equipment Fair Value Code.
While this approach ensures that asset values reflect current replacement costs, it has the effect of materially increasing depreciation charges in Council’s Income Statement.
The current fair value mandate, as applied, is arguably inconsistent with the principles of intergenerational equity underpinning the Local Government Act, 1993 , as it effectively requires today’s ratepayers to fund the future, inflated replacement cost of assets that will primarily benefit future communities.
Furthermore, the Independent Pricing and Regulatory Tribunal’s (IPART) current rate-peg methodology does not adequately account for these increased depreciation expenses, placing additional financial pressure on councils. This is not an isolated issue, but one that is being experienced across the Local Government Sector and continues to present a structural challenge to long-term local government financial sustainability.
NOTE: sustained fuel increases may raise the cost (and somewhat have a permanent effect) of replacing our infrastructure assets - and ultimately result in a significant increase in their ongoing replacement cost. Given the size and scale of our asset base, this could potentially result in an increase of millions of dollars to replace core assets such as roads, buildings and stormwater infrastructure assets.
To demonstrate the impact, the following scenarios depict what the likely effect that an increase to Council’s depreciation cost would have on our ability to replace our road network.
As can be seen above, a simple 2% increase above our current annual Depreciation Costs would have a cumulative 10-year impact of around $8M of additional funding required to cover the replacement cost for our road network, a further $21M if the increase was 5% and a staggering $41M if it were to increase by 10% - which would not be unrealistic.
Interestingly, if we were to apply the same logic by simply picking five roads on our program for next year, the impact (ie. increased cost to replace a road) on our ability to deliver these roads with our existing funding capacity, would be as follows:
Again, as can be seen above, a simple 2% increase above our current depreciation costs would mean that we would only be able to deliver four of the five roads planned to be delivered, two if the increase was 5% and none of the projects if depreciation costs went up by 10%. Funding allocated for these projects would need to be re-allocated to cover the increased cost of the remaining projects identified in our in our roads program budget. The impact would be quite serious and would create a significant financial sustainability issue for Council.
Material / Services and Other Expenses
Materials, Services and Other Expenses are expected to increase by around $7.1 million or 4.8% when compared to Council’s adopted 2025/26 budget. As indicated earlier, Council has been able to maintain a number of expenditure items within the Materials, Services and Other Expenses category, well below Consumer Price Index (CPI) and other relevant industry indicators.
Council’s current financial performance, although considered sound from a financial perspective, suggests that the impact of increasing nondiscretionary costs (those largely imposed upon us by the NSW Government) will continue to grow at a rate far greater than planned inflation/CPI. Indeed, the impact of the IPART rate-peg further compounds Council's financial constraints when Council’s revenue does not keep pace with rising non-discretionary costs.
These issues will have an ongoing impact on our longer-term ability to absorb similar cost increases in the coming years and/ or continue to preserve our current sound financial position.
Capital Works (CAPEX)
Council, like all other businesses and households is experiencing a particularly difficult economic environment, particularly for building and construction costs. It is expected that this inflationary pressure – as it relates to councils – may plateau but remain elevated above the Reserve Bank’s target range for inflation of 2-3% in 2026/27.
This situation provides challenges in terms of delivering Council’s capital works program. Given the ongoing pressures in the labour market, wage growth and competition for the supply of goods/ services, Council tenders and quotes for larger construction projects have increased by around 10% – 15% throughout the current year and this is likely to continue for 2026/27. Naturally, Council will carefully assess all tenders and quotes to ensure that they represent value for money.
Council continues to improve its approach to managing its infrastructure, with a rolling schedule of comprehensive condition assessments of infrastructure assets from year to year. This allows Council to clearly determine the extent of funding required to restore or rationalise certain assets within the City.
Although the management and financial impact requires a long-term commitment well beyond the 2026/27 budget, the identified framework provides Council with a level of confidence in determining an effective approach to formulate its long-term planning.
In 2026/27, Council’s focus will largely be to ensure the timely replacement / maintenance of existing assets throughout the Local Government Area.
As outlined previously, Council’s ability to maintain its ongoing funding for asset management purposes is aligned to the approved special rate variation from IPART. Without increasing its revenue base (Rates) Council’s ability to fund depreciation would have continued to erode/reduce quite considerably. Council is now starting to see the benefits of the SRV and indeed, the increase in available funding for asset replacement projects.
Council’s total expenditure on assets throughout 2026/27 (excluding any potential carryovers from the current financial year) is expected to be approximately $120.2 million
As in previous years, the 2026/27 Budget is well balanced with a strong focus on asset maintenance/ replacement. Some of the 2025/26 capital works projects are anticipated be rolled over into the 2026/27 program and budget carried over to enable completion of these important community projects. The current environment, namely due to the supply chain issues, resourcing, market conditions and the ability to attract contractors has led to some delays with projects.
Efficiency and Productivity
The 2026/27 budget will continue to incorporate the efficiency dividend assumptions embedded in Council’s approved 2021 Special Rate Variation (SRV) application and prioritise process, digital, and service delivery efficiencies to support long-term financial sustainability.
Cash Reserves
The 2026/27 budget provides for the maintenance of Council’s cash and investment balances at levels consistent with the targets and principles outlined in Council’s adopted Financial Management Strategy and Long-Term Financial Plan. This includes both externally restricted reserves, which are held for specific legislative or contractual purposes, and internally restricted reserves established by Council to fund future commitments, asset renewal, and financial risk mitigation.
Maintaining adequate reserve balances is a key element of Council’s long-term financial sustainability and liquidity management strategy. This approach ensures that sufficient cash resources are retained to meet operational requirements, deliver the approved capital program, and manage unforeseen financial pressures without reliance on short-term corrective measures.
Consistent with Council’s Financial Management Strategy, the use of reserves in 2026/27 will be limited to their intended purposes, and reserve balances will be monitored throughout the budget process to ensure alignment with long-term funding strategies, asset management objectives and financial performance benchmarks.
Some of the more pertinent internally restricted cash reserves held by Council are as follows:
• Having regard Council’s payment experience, ageing statistics and the extent of accrued leave balances, Council will maintain a reserve equivalent to a minimum of 40% of the total employee entitlements as at 30 June each financial year. This reserve ensures that the funding of leave entitlements is provided for in the year that it accrues, thereby ensuring future years’ ratepayers are not burdened with the payment of liabilities from prior years;
• Council currently maintains a self-insurance license for workers compensation purposes. Annually, Council gets independent actuarial advice to assess its outstanding workers compensation liability and determine the adequacy of required funding to be preserved in order to manage our workers compensation obligations. Council holds a bank guarantee that matches the assessed liability which is also cash backed by this reserve as an internal restriction;
• Both Council’s SRV and general asset renewal reserve funding allocations will be annually indexed by the approved IPART rate-peg for Council – 4.1% for 2026/27. This will ensure that in part, Council maintains some alignment between depreciation funding, asset renewal expenditure, and long-term infrastructure backlog targets identified in the LTFP and relevant SRV reporting requirements - as set out as condition of IPART’s approval for its SRV; and
• Notwithstanding Council’s funding constraints, Council also acknowledges the need to plan for growth throughout our Local Government Area. As a growing city and with increasing community expectations, there is a requirement to provide additional infrastructure over time. Also, given long infrastructure lives, infrastructure needs can change or require rationalisation by the time it comes to renew that infrastructure.
In order to support these strategic initiatives – and since implementing its SRV in 2020/21Council has restricted income generated from additional properties for the purposes funding future operations, assets and infrastructure.
New or upgraded infrastructure is generally funded from other funding sources such as grants, developer contributions, and stormwater levies. However, there is often a requirement to supplement these funding sources with Council general funds. Funding from these reserves will assist in the provision of assets, infrastructure and increased operational expenditure to cater for the population growth.
The decision to release funding from these reserves will be considered by Council at the appropriate time – and released as part the relevant Integrated Planning and Reporting (IP&R) process;
• Land investment fund - Bankstown CBDCouncil restricts any net proceeds from land sales in the Bankstown CBD and releases funds for agreed renewals and/or initiatives in the Bankstown CBD; and
• Macro and micro economic factors can impact Council’s budget during the financial year. Council makes every effort to accurately budget taking into consideration all economic factors known at the time of setting the annual budget. Council is required to undertake regular reviews of the budget every quarter to account for any variations to the original budget.
Council has set aside dedicated cash reserves to provide assurance that it would be able to ensure business continuity particularly due to unexpected fluctuations (reduced operational income and/or increased expenditure) that cannot be readily offset by other budget adjustments (increased operational income and/or decreased expenditure).
Council’s policy is that as a minimum, the balance of the reserves is set at 10% and a maximum 15% of Council’s annual original budget for total operating expenditure (excluding depreciation charges). The reserve is reviewed annually when setting the original budget to ensure these balance requirements are met.
A large component of Council’s capital works program is reliant on the use of dedicated Reserve funds, held to fund future projects and/or initiatives throughout the City and the prudent management of its liabilities.
In addition, Council’s Development Contribution Reserves form an integral part of Council's capital works program.
In net terms, Council’s level of Reserves, both those imposed by legislation or established by Council are forecast to total $518.5 million by 30 June 2027, an expected net increase of $25.5 million.
Liquidity and Performance Indicators
Based on the 2026/27 budget, Council’s major financial indicators continue to meet accepted industry standards and convey a sound financial position.
Council’s major financial indicators for the 2026/27 financial year are expected to be as follows:
Based on all the cash movements noted above, Council’s budget reflects an increase in cash of $25.5 million, which accounts for both internal and external restricted funds expected to be received and utilised throughout 2026/27.
Council will continue to maintain a sound level of liquidity and reserves to manage any foreseen fluctuations and / or uncertainties that may eventuate. This, together with other measures, are demonstrated by Council’s financial indicators, which, with the exception of the operating performance ratio (as highlighted in Council’s Long Term Financial Plan), continue to meet, and in some cases, are estimated to exceed accepted industry levels.
FOUR YEAR PLAN
FOR YEAR ENDING 30 JUNE
STATEMENT
CITY OF CANTERBURY BANKSTOWN
Flows from Investing / Financing Activites
Cash Reserves Restricted for Specific Projects/Programs
CITY OF CANTERBURY BANKSTOWN
CALCULATION OF NOTIONAL REVENUE
F 2026-2027 BUDGET
* Excludes Growth Projections Minor changes to the ad-valorem rate and total
received from the Valuer-General.
DOMESTIC WASTE MANAGEMENT REVENUE
2026-2027 BUDGET
STORMWATER MANAGEMENT REVENUE 2026-2027 BUDGET
CITY OF CANTERBURY BANKSTOWN
CANTERBURY BRANCH
CALCULATION OF NOTIONAL REVENUE ANNEXURE G 2026-2027 BUDGET
* Excludes Growth Projections
Minor changes to the ad-valorem rate and total estimated yield maybe made to the above table
or amended valuations received from the Valuer-General.
DOMESTIC WASTE MANAGEMENT REVENUE
STORMWATER
MANAGEMENT REVENUE
2026-2027 BUDGET
and construction of drainage upgrade works at 20 Nelson Road
and construction of drainage upgrade and footpath works at 18-24 Onslow St, Canterbury
Redman Pde and LarkSt-drainage stage 2 Construction of drainage upgrade works near 1-5 Redman Parade and 2-4 LarkStreet, Belmore - Stage 2
CITY OF CANTERBURY BANKSTOWN
CAPITAL EXPENDITURE SUMMARY ( $000)
SecondAve-bridgeculvertreplacement
Refurbishmentofcommunityandparkbuildingsatprioritylocations including:
•BankstownYMCA,Revesby-flooringreplacement
CommunityandParkBuildingsProgram
•KaringalKUKindergarten,Greenacre-paintingandrefresh
•LakembaLibrary -lightingreplacement
•EarlwoodSeniorCitizensCentre-brickworkrefurbishment
•SeftonCommunityHall-toiletsandkitchenrefurbishment
•MemorialOvalgrandstand,Bankstown-paintingrefresh
Refurbishmentoftoiletamenitiesatprioritylocationsincluding:
•VirginiusReserve,Revesby-toiletrefresh
•PivettaReserve,Revesby-toiletroofrenewal
ToiletAmenitiesRefurbishment Program
RoselandsL&ACentre-roof replacement
MaxParkerL&A-indoorpoolfilter
RoselandsL&ACentre-indoorpoolfilter
GarrisonPoint-newpublictoilets
748PunchbowlRd-variousworks
BirrongL&ACentre-solarpanels
GoslingPark-amenitiesupgrade
•CoolabahTennisAmenitiesBuilding,BeverlyHills-toilet refurbishment
•AnzacMall,Campsie-Exelootoiletrefresh
•EarlwoodOval-newaccesibletoilet
ConstructionofRoselandsLeisureandAquaticCentreroof replacementworks 2026/27 Roselands Roselands
ReplacementofindoorpoolfiltrationsystematMaxParkerLeisure& AquaticCentre 2026/27 Revesby Revesby
ReplacementofindoorpoolfiltrationsystematRoselandsLeisure& AquaticCentre 2026/27 Roselands Roselands
DesignandconstructionofnewpublictoiletfacilitiesatGarrisonPoint 2026/27 GeorgesHall BassHill
ProtectiveworkstotheformerPunchbowlBabyHealthCarebuildingto prepareforfutureoptions 2026/27 Punchbowl Roselands
InstallationofsolarpanelsatBirrongLeisureandAquaticCentre 2026/27 Birrong BassHill
Upgradeofkioskandtoiletsincludingconstructionofaccessibletoilet atGoslingPark 2026/27 Greenacre Bankstown
Communitybuildingsair-conditioningrenewalprogramatprioritysites including:
•BankstownArtsCentre
CommunityBuildingsACProgram
•BirrongLeisure&AquaticCentre
•CanterburyEarlwoodCaringAssociation
•GreenacreCitizensCentre
•MaxParkerLeisure&AquaticCentre,Revesby
TheCrestAthletics-newamenities
DesignofnewamenitiesbuildingatTheCrestAthleticsComplex 2026/27 GeorgesHall BassHill
RoselandsL&ACentre-officeupgrade UpgradeswimschoolofficeatRoselandsLeisureandAquaticCentre 2026/27 Roselands Roselands
MIISC-lightingupgrade
L&APlantEquipmentReplacement Program ReplacementofpriorityplantandequipmentatLeisureandAquatic Centres
BirrongL&ACentre-concourse resurfacing
BLAKC-directionalsignage
KelsoSouth-carparkresurfacing
RefurbishmentoftheconcoursethroughouttheBirrongLeisure& AquaticCentre,Yagoona
NewwallmounteddirectionalsignageforBankstownLibraryand KnowledgeCentreandBryanBrownTheatreonRickardRd
KelsoSouth-resurfacinganddrainageimprovementsatthesports fieldcarpark
RedmanPdeandLarkSt-drainage stage2
StormwaterPipeRehabilitationWorks
Constructionofdrainageupgradeworksnear36OsroyAvenue, Earlwood
Constructionofdrainageupgradeworksnear1-5RedmanParadeand 2-4LarkStreet,Belmore-Stage2
2026/27 Belmore Roselands
OrientRd-drainageupgrade
HuttonSt-drainagerenewal
NelsonRd-drainageupgrade
OnslowSt-drainageupgrade
HillcrestAv-drainageupgrade
ClaphamRd-drainagerenewal
WiggsRd-drainageupgrade
SurreyReserve-floodmitigation
CatherineSt-drainageupgrade
FlossSt-drainageupgrade
Reliningandpatchingofstormwaterinfrastructureatprioritysites, including:
•WallaceLane,HurlstonePark
•WalterSt,Roselands
•FourthSt,Ashbury 2026/27
Designandconstructionofdrainageupgradeworksat24OrientRoad 2026/27 Padstow Revesby
Designandconstructionofdrainagerepairandoutletrectificationwork nearHuttonStreet 2026/27 Hurlstone Park Canterbury
Designandconstructionofdrainageupgradeworksat20NelsonRoad 2026/27 Earlwood Canterbury
Designandconstructionofdrainageupgradeandfootpathworksat1824OnslowSt,Canterbury 2026/27 Canterbury Canterbury
Designandconstructionofdrainageupgradeworksnear88Hillcrest Ave,Greenacre 2026/27 Greenacre Bankstown
Designandconstructionofdrainagerenewalworksnear34Clapham Road 2026/27 Sefton BassHill
ConstructionofdrainageupgradeworksatWiggsRoadandMoxon Road 2026/27 Punchbowl Roselands
DesignandconstuctionoffloodmitigationworksnearSurreyReserve 2026/27 GeorgesHall BassHill
Designandconstructionofdrainageupgradeworksnear32Catherine Street 2026/27 Punchbowl Bankstown
Investigationanddesignofdrainageupgradeat99FlossStreetand neighbouringproperties 2026/27 Hurlstone Park Canterbury
KnoxStReserve-drainageupgrade DrainageupgradeworksalongKnoxStreetReserve,Belmore 2026/27 Belmore Roselands
MalvernSt-drainageupgrade
DrainageupgradeworksinMalvernStreet,Panania 2026/27 Panania Revesby
PurchasenewandreplacementpriorityDomesticWasteFleet 2026/27 Various
LakembaTownCentre-renewalworks ConstructionofLakembatowncentrerenewalandupgrades-WSIG 2026/27 Lakemba Roselands
AppianWay-publicdomainworks AppianWay-publicdomainworksattheintersectionofAppianWay andTheMall 2026/27
TownCentreStreetTreeReplacement Program Replacementofstreettreeswithinpriotitytowncentressites 2026/27 Various
BankstownCompleteStreets-design DesignofupgradesatTheMall,AppianWay,FetherstoneStreetand ChapelRoad,aspartofBankstownCompleteStreets 2026/27
PlanningandinvestigationforBankstownRingRoadupgradeworksas partofBankstownCompleteStreets
RehabilitationofGowStreetfromCanterbuyRoadtoSaltPanCreek crossing(IndustrialImprovementProgram)
Playgroundsurfacereplacementatprioritylocationsincluding: •NeptunePark,RevesbyHeights
•GazzardPark,Yagoona
•SJHarrisonReserve,Earlwood
•MountLewisParkfitnessstation,MountLewis •BankstownWomensHealthCentre,Bankstown
BeaumontReserve
Upgradeorreplaceshadeatpriorityplaygroundsincluding: •CanterburyParkPlayground
•EarlwoodChildren’sCentre
•RobertsParkEarlyLearningCentre,Greenacre
•ChesterHillKUChildren’sCentre
HaroldBullReserve-playground
KelsoParkSouth-exerciseequipment
StarrReserve-playgroundupgrade
GeorgeCayleyReserve-playground upgrade
BettinaCourt-playgroundupgrade
Constructionofnewlevel2playgroundatHaroldBullReserve 2026/27 Lakemba Roselands
ConstructionofnewexerciseequipmentandseatingatKelsoPark South 2026/27 Panania Revesby
Constructionofnewlevel2playgroundatStarrReserve 2026/27 Padstow Revesby
Constructionofnewlevel2playgroundatGeorgeCayleyReserve 2026/27 Punchbowl Roselands
Constructionofnewlevel3playgroundatBettinaCourt 2026/27 Greenacre Bankstown
MarieStreetReserve-newplayground Constructionofnewlevel3playgroundatMarieStreetReserve 2026/27 Belmore Canterbury
AlcoomieReserve-playgroundupgrade
SeftonGolfCourse-greens&tees renewal
GoughWhitlamPark-cricketnets upgrade
Constructionofnewlevel3playgroundatAlcoomieReserve 2026/27 Villawood BassHill
RenewalofgolfcoursegreensandteesatSeftonGolfCourse 2026/27
Upgradeofparksheltersandshadestructuresatprioritylocations including:
•RuddPark,Belfield
•DeepwaterPark,Milperra •WiseReserve,Riverwood
Upgradefencingatprioritysitesincluding •KinchReserve,CondellPark •GirraweenReserve,Earlwood
Upgradeofparkfurnitureatprioritylocationsincluding: •BankstownCitySportsComplex •WhitemoreReserve,GeorgesHall •CroydonPark •NapoliReserve,Padstow
Upgradewaterrefillstationsatprioritysitesincluding: •BankstownMemorialOvalPrecinct •MitchellReserve,CondellPark •EarlwoodOval •PeelPark,Lakemba
Streetfurniturereplacement
Replacementofstreetfurnitureatprioritylocations,including:
•BeaconsfieldStreet,Revesby-seats
•WellingtonRoad,Sefton-seatsandtables
•CourthouseReserve,Bankstown-seats
•BeamishSt,Campsie-seats
•HaldonStreet,Lakemba-busseat
GoslingPark-sportsfieldlighting UpgradesportsfieldlightingatGoslingPark
GoslingPark-carparklighting
SaltPanCreek-boardwalk
AlanSt-newfootpath
HumeHwy-newfootpath
CardiganRd-newfootpath
CarltonPde-newfootpath
RaleighRd-newfootpath
TheRiverRd-footpathreconstruction
WarejeeSt-newfootpath
GroveAve-newfootpath
BroadSt-newfootpath
StoneSt-newfootpath
HighSt-newfootpath
BairdLn-footpathreconstruction
TheBoulevarde-newfootpath
WycombeSt-newfootpath
AshbyAve-newfootpath
ReynoldsAve-footpathreconstruction
TalomaSt-newfootpath
ReplacementofSaltPanCreekboardwalkatHenryLawsonDriveroad bridge(sectionunderthebridge) 2026/27 Padstow Revesby
AlanStreet-newfootpathfromHumeHighwaytoFerrierRoad-WSIG 2026/27 Yagoona BassHill
HumeHighway-newfootpathbetweenbothFarrellRoadintersections -WSIG 2026/27 BassHill BassHill
CardiganRoad-newfootpathfromHillcrestAvenuetoWaterlooRoadWSIG 2026/27 Greenacre Bankstown
CarltonParade-newfootpathfromMoxonRoadtoCullensRoadWSIG 2026/27 Punchbowl Roselands
RaleighRoad-newfootpathfromHenryLawsonDrivetoPrescot Parade-WSIG 2026/27 Milperra Revesby
TheRiverRoad-footpathreconstructionfromHenryLawsonDriveto SandakanRoad(rightside) 2026/27 Revesby Heights Revesby
WarejeeStreet-newfootpathfromArinyaStreettoFlatrockRoadWSIG 2026/27 Kingsgrove Canterbury
GroveAvenue-newfootpathfromKarneStreetNorthtoPenshurst Road-WSIG 2026/27 Narwee Roselands
BroadStreet-newfootpathfromHectorStreettoBairdStreet-WSIG 2026/27 BassHill BassHill
StoneStreet-newfootpathfromCarolineStreettoLouisaStreetWSIG 2026/27 Earlwood Canterbury
HighStreet-newfootpathfromBernaStreettocul-de-sac-WSIG 2026/27 Canterbury Canterbury
BairdLane-footpathreconstructionfromSpencerStreettoMorella Avenue 2026/27 Sefton BassHill
TheBoulevarde-newfootpathfromTheBoulevardecarparktoPeel Street-WSIG 2026/27 Lakemba Roselands
WycombeStreet-newfootpathfromBrodieStreettoFerrierRoadWSIG 2026/27 Yagoona BassHill
AshbyAvenue-newfootpathfromTerpentinePlacetoBrunkerRoadWSIG 2026/27 Yagoona BassHill
ReynoldsAvenue-footpathreconstructionfromAvonStreettoCarmen Street(bothsides) 2026/27 Bankstown Bankstown
TalomaStreet-newfootpathfromKennedyStreettoThomasStreetWSIG 2026/27 PicnicPoint Revesby
CullensRd-newfootpath
FlossSt-footpathreconstruction
LeopoldSt-footpathreconstruction
BanksRd-newfootpath
LakembaSt-footpathreconstruction
AshbyAve-footpathreconstruction
CullensRd-newfootpath
PenshurstRd-newfootpath
LancelotSt-footpathreconstruction
LakembaSt-footpathreconstruction
CullensRoad-newfootpath,southofJoyceStreet-WSIG 2026/27 Punchbowl Roselands
FlossStreet-footpathreconstructionfromCrinanStreettoMilllane (rightside) 2026/27 Hurlstone Park Canterbury
LeopoldStreet-footpathreconstructionfromAlisonStreettoCouncil boundary(bothsides) 2026/27 Ashbury Canterbury
BanksRoad-newfootpathfromFinlaysAvenueto2BanksRoadWSIG 2026/27 Earlwood Canterbury
LakembaStreet-footpathreconstructionfromWangeeRoadtoYerrick Road(leftside) 2026/27 Lakemba Roselands
AshbyAvenue-footpathreconstructionfromPalomarParadetoArnold Avenue(rightside) 2026/27 Yagoona Bankstown
CullensRoad-newfootpathfromMitchamStreettoCanterburyRoadWSIG 2026/27 Punchbowl Roselands
PenshurstRoad-newfootpathfromGroveAvenuetoShorterAvenueWSIG 2026/27 Narwee Roselands
LancelotStreet-footpathreconstructionfromSimmatAvenuetoTaylor Street(bothsides) 2026/27 CondellPark BassHill
LakembaStreet-footpathreconstructionfromErnestStreetto CroydonStreet(leftside) 2026/27 Lakemba Roselands
JohnMountfordRes-footpathreconstuct JohnMountfordReserve-footpathreconstructionaroundbuilding pavers 2026/27 Narwee Roselands
CarlingfordSt-footpathupgrade CarlingfordStreet-upgradedfootpathfromNo.24-28 2026/27 RegentsPark BassHill
Preventativemaintenance-Bankstown PreventativeroadmaintenanceatprioritysitesinBankstownWard 2026/27
Preventativemaintenance-BassHill PreventativeroadmaintenanceatprioritysitesinBassHillWard 2026/27 Various BassHill
Preventativemaintenance-Roselands PreventativeroadmaintenanceatprioritysitesinRoselandsWard 2026/27
ParkRd-roadresurfacing ParkRoadresurfacingfromCookCrescenttoForrestRoad 2026/27 EastHills Revesby
WaldronRd-regionalroadresurfacing WaldronRoadresurfacingfromKemblaAvenuetoHelenStreet 2026/27 Sefton BassHill
ChurchRd-roadresurfacing ChurchRoadresurfacingfromAuburnRoadtoHumeHighway 2026/27 Yagoona BassHill
RussellSt-roadrehabilitation RussellStreetrehabilitationfromWaterlooRoadtoMaidenStreet 2026/27 Greenacre Bankstown
HectorSt-roadresurfacing HectorStreetresurfacingfromBuistStreettoMorellaStreet 2026/27 BassHill BassHill
BurwoodRd-regionalroadrehabilitation BurwoodRoadrehabilitation(shoulderlanes)fromBridgeRoadto LeylandsParade 2026/27 Belmore Roselands
CampsieSt-roadresurfacing CampsieStreetresurfacingfrom55toLochStreet 2026/27 Campsie Canterbury
PenshurstRd-roadresurfacing
PenshurstRoadresurfacingfromShorterAveintersectiontoGrove Ave 2026/27 Narwee Roselands
SecondAve-resurfacing SecondAvenueresurfacingfromNo.42tothecouncilboundary 2026/27 Canterbury Canterbury
VictoriaRd-roadresurfacing VictoriaRoadresurfacingfromMitchamStreettoCanterburyRoad 2026/27 Punchbowl Roselands
BondsRd-regionalroadresurfacing BondsRoadresurfacingfromEarlsAvenuetoJindaleeParade 2026/27 Riverwood Roselands
OgmoreCrt-roadresurfacing OgmoreCourtresurfacingfromNorthamAvenuetocul-de-sac 2026/27 Bankstown Bankstown
PivettaSt-resurfacing PivettaStreetresurfacing 2026/27 Revesby Revesby
SphinxAve-roadresurfacing SphinxAvenueresurfacingfromDoyleRoadtoPyramidAvenue 2026/27 Padstow Revesby
EganSt-roadrehabilitation EganStreetrehabilitationfromMarionStreettotheend/cul-de-sac 2026/27 Bankstown Bankstown
NapoleonRd-roadresurfacing NapoleonRoadresurfacingfromWaterlooRoadtoAcaciaAvenue 2026/27 Greenacre Bankstown
KeiraAve-roadrehabilitation KeiraAvenuerehabilitationfromTerryStreettoLawfordStreet 2026/27 Greenacre Bankstown
BarrowSt-roadresurfacing BarrowStreetresurfacingfromPivettaStreettoWilberforceRoad 2026/27 Revesby Revesby
NormanSt-roadresurfacing NormanStreetresurfacingfromHunterStreettoMarketStreet 2026/27 CondellPark Revesby
TheCrescent-roadresurfacing TheCrescentresurfacingfromDuttonStreettoLittleRoad 2026/27 Yagoona BassHill
YorkSt-roadresurfacing YorkStreetresurfacingfromWilliamStreettoMarketStreet 2026/27 CondellPark Revesby
ReplaceguardrailsatSouthParade,CampsieandRichmondAvenue, PadstowHeights
improvedrainage
SouthTerraces,Bankstown
trapatBrayAvenue
15-21WangeeRd&20GarrongRd, Lakemba
45,47&49QuiggSt,Lakemba
CivicTower-publictoilet&EOTworks
CivicTower-watercooledpackageunits
CivicTower-replacefancoilunits
Demolitionofpropertiesat15,17,19,21WangeeRdand20Garrong Rd,Lakembaforfutureopenspace
Demolitionofpropertiesat45,47and49QuiggSt,Lakemba 2026/27 Lakemba Roselands
Upgradeexistingend-of-tripfacilities,bikestorageandpublictoilet, includingaccessibletoilets,onP1andleveltwotoiletsoftheCivic Tower 2026/27 Bankstown
Replacementofwatercooledpackageunitsandassociated infrastructureattheCivicTower 2026/27
Replacementofchilledfancoilunitsandassociatedinfrustructureat theCivicTower
CivicTower-securityofficeupgrade RefurbishmentofsecurityandmaintenanceofficeattheCivicTower 2026/27
BransgroveRd-depotworkshopBransgroveRoadDepotworkshopmechanicsadjustableheight platform 2026/27 Panania Revesby
Dunstaffenage-drainageupgrade
FlossSt-drainageupgrade
Designandconstructionofdrainageupgradeworksnear12CollinsCr (MarionReserve),Yagoona 2027/28 Yagoona Bankstown
ConstructionofdrainageupgradeworksnearDunstaffenageStreet, WallaceLaneandCrinanLane,HurlstonePark 2027/28 Hurlstone Park
Constructionofdrainageupgradeat99FlossStreetandneighbouring properties 2027/28 Hurlstone Park Canterbury
betweenRoslynStreetandHarmonyStreet
Reliningandpatchingofstormwaterinfrastructureatprioritised locations
AquaticCentre
MarloweStReserve-playground upgrade
TaylorReserve-playgroundupgrade
MaxwellPark-playgroundupgrade
TheCrest-cricketnetsupgrade
GreenInfrastructureImprovement Program
WalshawPark-playgroundupgrade
AllumPark-offfielddrainageworks
ValeofAhReserve-DOLAfootpath
SawyerReserve-playgroundupgrade
Constructionofnewlevel3playgroundatMarloweStreetReserve 2027/28 Campsie Canterbury
Constructionofnewlevel3playgroundatTaylorReserve 2027/28 EastHills Revesby
Constructionofnewlevel3playgroundatMaxwellPark
ConstructionofnewcricketnetsatTheCrest 2027/28 GeorgesHall BassHill
ImplementplantingprioritiesinaccordancewiththeUrbanForest StrategicPlan 2027/28 Various
Constructionofnewlevel3playgroundatWalshawPark 2027/28 BassHill
Constructionofdrainageimprovementsadjacenttofield2atAllum Park 2027/28 Greenacre
Constructionofnewfootpatharounddogoffleasharea(DOLA)at ValeofAhReserve 2027/28 Milperra Revesby
SeftonGolfCourse-greens&tees renewal RenewalofgolfcoursegreensandteesatSeftonGolfCourse 2027/28
WarrickReserve-playgroundupgrade Constructionofnewlevel3playgroundupgrade(landscapeplay)at WarrickReserve
BroughtonStreet-sharedpath underpass
GlassopStCycleway-sharedpath
UpgradeofthesharedpathrailwayunderpassonBroughtonStreet 2027/28 Canterbury Canterbury
GlassopStreetcyclway-sharedpathconstructionfromNevilleStreet toColechinStreet 2027/28 Yagoona BassHill
EdisonLaneway-footpathreconstruction EdisonLaneway-footpathreconstructionfromBowlingClubcarpark toTudorStreet 2027/28 Belmore Roselands
FenwickSt-footpathreconstruction
FenwickStreet-footpathreconstructionfromMarionStreettoGlassop Street(bothsides) 2027/28 Bankstown Bankstown
BelmoreRd-footpathreconstruction BelmoreRd-footpathreconstructionfromalonside1TrumanAvenue 2027/28 Riverwood Canterbury
BransgroveRd-footpathreconstruction BransgroveRoad-footpathreconstructionfromPreslandAvetoEly St(bothsides) 2027/28 Revesby Revesby
EldridgeRd-footpathreconstruction
EldridgeRoad-footpathreconstructionfromEthelStreettoSimmat Ave(bothsides) 2027/28 CondellPark BassHill
WoodlawnAve-footpathreconstruction WoodlawnAvenue-footpathreconstructionfromWolliAvenueto HomerStreet(rightside) 2027/28 Earlwood Canterbury
BrightonAve-footpathreconstruction BrightonAvenue-footpathreconstructionfromBeamishStreetto DrydenStreet(bothsides)
AntwerpSt-footpathreconstruction AntwerpStreet-footpathreconstructionfromEldridgeRoadtoOstend Street(bothsides) 2027/28
Street(rightside) 2027/28
Motorway(rightside)
Crt 2027/28
HaldonStreetrehabilitationfromGillestoCanterburyRoad(traffic lanes) 2027/28 Lakemba
LaumaAve-roadresurfacing
ParkRd-roadresurfacing
RogersSt-roadresurfacing
CloseSt-roadimprovement
TheBoulevarde-roadresurfacing
SaltashSt-roadresurfacing
LambethSt-roadresurfacing
LaumaAveresurfacingfromRawsonRoadtocul-de-sac 2027/28 Greenacre Bankstown
ParkRoadresurfacingfromChildsStreettoTowerStreet 2027/28 Panania Revesby
RogersStreetresurfacingfromMcCullumStreettoChapelStreet 2027/28 Roselands Roselands
CloseStreet-roadimprovementfromNo.2totheendofcul-de-sac 2027/28 Canterbury Canterbury
TheBoulevarderesurfacingfromAliceStreettoNo.100 2027/28 Lakemba Roselands
SaltashStreetresurfacingfromGlassopStreettoInvestigatorAvenue 2027/28 Yagoona BassHill
LambethStreetresurfacingfromDalzielAvenuetoPhilipStreet 2027/28 Panania Revesby
WilliamSt-RegionalRoadResurfacing WilliamStRegionalRoadResurfacefromFerrierPdeToHilltopSt 2027/28 ClemtonPark Canterbury
PriamSt-resurfacing PriamStreetresurfacingfromEllistonStreettoPlymouthAvenue 2027/28 ChesterHill BassHill
EvalineSt-roadresurfacing
EvalineStreetresurfacingfromDukeStreettoWongaStreet 2027/28 Campsie Canterbury
LancelotSt-roadresurfacing LancelotStreetresurfacingfromWilliamStreettoTaylorStreet 2027/28 CondellPark Revesby
RobertsRd-regionalroadresurfacing RobertsRoadresurfacingfromWattleStreettoWileyAvenue 2027/28
WyattAve-roadresurfacing WyattAvenueresurfacingfromAlmaRoadtoCourtneyRoad 2027/28 Padstow Revesby
OsroyAve-roadresurfacing OsroyAveresurfacingfromBayviewAvetoBayviewLn 2027/28
CraggSt-roadrehabilitation
CraggStpartialrehabilitationfromNormanStreetto33CraggStreet andfromMarionStreetto7CraggStreet
Carriageway)
BUDGET2028-2029 ProjectName
AuburnRd-bridge
CuttingReserve-pedestrianbridge
GlenoreRoadReserve-pedestrian bridge
JimRingReserve-pedestrianbridge2
Planning,investigation,detaildesignandapprovalsfor AuburnRoadBridge 2028/29 BassHill BassHill
ConstructionofpedestrianbridgereplacementatCutting Reserve 2028/29 Padstow Revesby
DesignandconstructionofGlenoreRoadReservepedestrian bridgereplacement 2028/29 Canterbury Canterbury
Replacementofpedestrianbridge2atJimRingReserve 2028/29 Birrong BassHill
locations
EarlwoodMultipurposeCommunity
JohnstoneReserve-publictoiletupgrade Upgradepublictoiletfacilitiesincludingconstructionofnew accessibletoiletatJohnstoneReserve 2028/29 Revesby
KinchReserve-amenities&roof upgrade Upgradeexistingchangeroomsandtoiletsincluding constructionofanaccessibletoiletandroofreplacement 2028/29 CondellPark
LanceHutchinsonOval-newamenities
DesignandconstructionofnewamenitiesbuildingatLance HutchisonOval 2028/29 Riverwood Roselands
PadstowMultipurposeCommunity Centre DesignofnewmulitpurposecommunityfacilityatPadstow 2028/29 Padstow
PunchbowlStationcarpark
RuddPark-newamenitiesbuilding DesignandconstructionofnewamenitiesbuildingatRudd Park 2028/29 Belfield
StuartStreetReserve-amenities upgrade
Refurbishmentofchangeroomsandtoiletsincluding constructionofnewaccessibletoiletatStuartStreetReserve 2028/29 Padstow Revesby
TheCrestAthletics-newamenities ConstructionofnewamenitiesbuildingatTheCrestAthletics Complex 2028/29 GeorgesHall
Buildingmaterialsabatement Managementandremovalofenvironmentallysensitive materialsfrombuildings 2028/29 Various
2028/29 Various
AquaticCentres 2028/29 Various
BankstownBasketball-newvehicle access
YagoonaLane-carparkrenewal
Constructnewasphaltaccessway
2028/29 CondellPark BassHill
RenewalofasectionofthecarparkatYagoonaLane 2028/29 Yagoona BassHill
AnzacSquare-drainageupgrade
CroydonAve-drainageupgrade
FirstSt-drainageupgrade
OrchardRd-drainageupgrade
PageSt-drainagerenewal
ShelleySt-drainageupgrade
ConstructionofdrainageupgradeworksatAnzacSquare nearCampsieRSL
DesignandconstructionofdrainageworksatCroydon AvenueandAlbertRoad,Croydon
Designandconstructionofdrainageupgradeworksat57A FirstSt,Ashbury
Designandconstructionofdrainageupgradeworksat149 OrchardRd,ChesterHill
2028/29 Campsie Canterbury
2028/29 CroydonPark
2028/29 Ashbury
2028/29
Designandconstructionofdrainagerenewalworksnear8 PageSt,Canterbury 2028/29
Designandconstructionofdrainageupgradeworksnear8to 16ShelleyStreet 2028/29 Campsie
StormwaterPipeRehabilitationWorks Reliningandpatchingofstormwaterinfrastructureat prioritisedlocations 2028/29
Constructionofdrainageupgradeworksnear1-5Redman Paradeand2-4LarkStreet,Belmore-Stage3
Earlwood 2028/29
Punchbowl 2028/29
Designoftowncentreupgrade-63-76KingGeorgesRoad, WileyPark 2028/29 WileyPark
ClarkeReserve-upgradeproject
ClemtonPark-playgroundupgrade
ColemanPark-tenniscourtupgrade
rings,postsandparkfurniture
Constructionofnewlevel2playgroundandexercise equipmentatClemtonPark 2028/29 ClemtonPark Roselands
UpgradeandrenewaloftenniscourtsatColemanPark 2028/29 GeorgesHall
Reserve 2028/29 HurlstonePark
JohnMountfordRes-tenniscourt upgrade UpgradeandrenewaloftenniscourtsatJohnMountford Reserve 2028/29 Narwee
atLeePark 2028/29
PunchbowlPark-sportsfieldupgrade
RuddPark-playgroundupgrade
SmithPark-playgroundupgrade
SutcliffeReserve-playgroundupgrade
MarcoReserve-cricketnetsupgrade
CroydonPark-sandstonegarden
HillviewStreetReserve-upgrade
PeterMooreField-dogoffleasharea
SeftonGolfCourse-greens&tees renewal
Majorupgradeofsportsfields1,2,3and4atPunchbowl Park 2028/29 Punchbowl Roselands
Constructionofnewlevel2playgroundatRuddPark 2028/29 Belfield Canterbury
Constructionofnewlevel2playgroundatSmithPark 2028/29 EastHills Revesby
Constructionofnewlevel2playgroundatSutcliffeReserve 2028/29 GeorgesHall BassHill
ConstructionofnewcricketnetsatMarcoReserve 2028/29 Panania Revesby
UpgradeofexistinggardenbedandsurroundsatCroydon Park 2028/29 CroydonPark Canterbury
Upgradeallfurniture,gardenbedsandincorporateretaining walls 2028/29 Roselands Roselands
Upgradedogoffleasharea(DOLA)atPeterMooreField 2028/29 Belmore Canterbury
RenewalofgolfcoursegreensandteesatSeftonGolfCourse 2028/29 Sefton BassHill
CambridgeAve-footpathreconstruction
CanterburyRd-footpathreconstruction
CroydonSt-footpathreconstruction
ForsythSt-footpathreconstruction
GurneyRd-footpathreconstruction
HumeHwy-footpathreconstruction
ProctorPde-footpathreconstruction
SaltPanCreek-boardwalk-north
CambridgeAvenue-footpathreconstructionfrom20 CambridgeAvenuetoNorthamAvenue(rightside)
CanterburyRoad-footpathreconstructionfromDunkeld AvenuetoCrinanStreet(rightside)
CroydonStreet-footpathreconstructionfromTheBoulevarde toCanterburyRoad(bothsides)
2028/29 Bankstown Bankstown
2028/29 Canterbury Canterbury
2028/29 Lakemba Roselands
ForsythStRec-footpathreconstructionfromChapelStreetto NelsonAvenue(bothsides) 2028/29 Kingsgrove Roselands
GurneyRoad-footpathreconstuctionfromCampbellHill RoadtoMillerRoad(leftside)
TowerSt-footpathreconstruction
2028/29 ChesterHill BassHill
HumeHighway-footpathreconstructionfromShellcoteRoad toWaterlooRoad(rightside) 2028/29 Greenacre Bankstown
ProctorParade-footpathreconstructionfromVeronicaStreet toHectorStreet(bothsides)
2028/29 ChesterHill BassHill
ReplacementofSaltPanCreekboardwalkatHenryLawson DriveRoadBridge(sectionnorthofthebridge) 2028/29
ReplacementofSaltPanCreekboardwalkatHenryLawson DriveRoadBridge(rampsouthofthebridge) 2028/29 Padstow Revesby
TowerStreetfootpathreconsructionfromBruntonStreetto ThompsonRoad(bothsides) 2028/29 Panania Revesby
Preventativemaintenance-Revesby
SharpSt-roadrehabilitation
LakembaSt-regionalroadrehabilitation
PreventativeroadmaintenanceatprioritysitesinRevesby Ward 2028/29
SharpStreetrehabilitationfromCanterburyRoadtoLeylands Parade 2028/29 Belmore Roselands
LakembaStreetrehabilitationfromKingGeorgesRoadto AliceStreet 2028/29 WileyPark Roselands
LilianSt-roadrehabilitation LilianStreetandLilianLanerehabilitationfromCarrington StreettoBeamishStreet 2028/29 Campsie Canterbury
CroydonAve-roadresurfacing CroydonAvenueresurfacingfromLeithStreettoAlbertRoad 2028/29 CroydonPark Canterbury
BrunkerRd-regionalroadresurfacing BrunkerRoadresurfacingfromCooperRoadtoAshbyAve 2028/29 Yagoona BassHill
LambethSt-resurfacing LambethStresurfacingfromPhilipStreettoDonaldStreet 2028/29 Panania Revesby
WindsorRd-roadresurfacing
FifthAve-roadresurfacing
WindsorRoadresurfacingfromChamberlainRoadto FaradayRoad 2028/29 Padstow Revesby
FifthAvenueresurfacingfromRailwayParadetoYanderra Street 2028/29 CondellPark BassHill
GoodwinAve-roadrehabilitation
EnterpriseAve-resurfacing
AcaciaAve-roadresurfacing
MacquarieRd-roadresurfacing
LawlerSt-roadresurfacing
AlbertSt-regionalroadrehabilitation
BrandonAve-RegionalRoad Resurfacing
DavidSt-roadrehabilitation
YangooraRd-roadresurfacing
CarlingfordSt-resurfacing
GoodwinAvenuerehabilitationfromOldKentRoadtocul-desac 2028/29 MountLewis Bankstown
EnterpriseAveresurfacingfromWatsonRoadtocul-de-sac 2028/29 Padstow Revesby
AcaciaAvenueresurfacingfromNapoleonStreettoNo.143 2028/29 Greenacre Bankstown
MacquarieRoadresurfacefromRiverviewRoadtoWellington Road 2028/29 Earlwood Canterbury
LawlerStreetresurfacingfromLambethStreettoPicnicPoint Road 2028/29 Panania Revesby
AlbertStreetrehabilitationfromBaltimoreStreettoLincoln Street 2028/29 Campsie Canterbury
BrandonAve-ResurfaceFromChapelRdToGreenwood Ave 2028/29 Bankstown Bankstown
DavidStreetrehabilitationfromWaterlooRoadtoMaiden Street 2028/29 Greenacre Bankstown
YangooraRoadresurfacingfromNealeStreettoBurwood Road 2028/29 Belmore Roselands
CarlingfordStreetresurfacingfromClaphamRoadtoCouncil boundary 2028/29 RegentsPark BassHill
JensonSt-resurfacing JensonStreetresurfacing(fulllength) 2028/29 CondellPark BassHill
ChertseyAve-roadresurfacing
ChertseyAvenueresurfacingfromOxfordAvenuetoChapel Road 2028/29 Bankstown Bankstown
FenwickSt-roadresurfacing FenwickStreetresurfacingfromNo.70toGlassopStreet 2028/29 CondellPark Bankstown
FrostLn-roadresurfacing
BowdenBlvd-roadresurfacing
TownsendSt-roadresurfacing
FrostLn-roadresurfacing
FrostLaneresurfacingfromBentStreettoPriamStreet 2028/29 ChesterHill BassHill
BowdenBoulevardresurfacingfromAshbyAvenuetocul-desac 2028/29 Yagoona Bankstown
TownsendStreetresurfacingfromSimmatAvenuetoLee Street 2028/29 CondellPark BassHill
FrostLaneresurfacingfromCampbellHillRoadtoBrent Street 2028/29 ChesterHill
SecondAvenueresurfacingfromFourthAvenuetoSixth Avenue 2028/29 CondellPark
DoonkunaStreetresurfacingfromMoorefieldsRoadto CarbethonCresent 2028/29 BeverlyHills Roselands
BanksiaRdReplaceRubberSpeed Cushions BanksiaRd-Install1RowofTrafficCalmingatNo85 2028/29 Greenacre Bankstown
HillcrestAvenue 2028/29 Greenacre
Install2rowsofrubberspeedcushionsat23and47Pelman Avenue 2028/29 Greenacre Bankstown
Install2rowsofrubberspeedcushionsat62and40Railway Parade 2028/29 CondellPark BassHill
ScottSt-rubberspeedcushions
MonierSquare-waterqualitydevice
Install2rowsofrubberspeedcushionsontheapproachside ofroundaboutwithMaidenStreet
Install3rowsofrubberspeedcushionsat53,31and17Scott Street
AccessiblePublicTransportProgram(APTP)busstopsat prioritysites
Constructionofwaterqualityimprovementworks,includinga grosspullutenttrap,atMonierSquare,Villawood
CivicTower-foyerupgrades Refurbishgroundfloorfoyerandinstallplatformchairliftat theCivicTower
KelsoPark-pedestrianbridgeupgrade
Upgradeofpedestrianbridge5atKelsoParkNorth,Panania 2029/30 Milperra
RusePark-pedestrainbridge RenewalofthepedestrianbridgeatRusePark,Bankstown 2029/30 Bankstown
ShortlandBrush-pedbridge1 RenewalofpedestrianbridgeNo.1atShortlandBrush, Lansdowne 2029/30 Lansdowne
RenewalofthepedestrianbridgeatWarburtonParade, Earlwood 2029/30 Earlwood
BlickOval-amenitiesupgrade
2029/30 ChesterHill
Refurbishmentoftheclubroomandchangeroomswithinthe BlickOvalamenitiesbuilding 2029/30 Ashbury
materialsfrombuildings 2029/30
PottsPark-amenitiesupgrade Refurbishtheexistingtoiletsandchangeroomsincludingnew accessibletoilet 2029/30 Yagoona
AquaticCentres
HoskinsReserve-carparkrenewal RenewalofthecarparkatHoskinsReserve,Bankstown 2029/30
AnzacSt-drainagerenewal
BelmoreSportsGround-drainage renewal
BondsRd-drainagerenewal
CarleneAve-drainagerenewal
ClarenceSt-drainagerenewal
HenrySt-drainagerenewal
LeithSt-drainageugrade
LittleRd-drainagerenewal
MarshallSt-drainagerenewal
PunchbowlRd-drainageupgrade
Constructionofdrainagerenewalworksnear22AnzacStreet 2029/30
Designandconstructionofdrainagerenewalworksnear BelmoreSportsGround 2029/30 Belmore
Designandconstructionofdrainagerepairworksat91Bonds Road,Punchbowl 2029/30 Punchbowl
Designandconstructionofexistingstormwaterinfrastructure renewalnear5CarleneAvenue 2029/30 Padstow
Designandconstructionofexistingstormwaterinfrastructure renewalnear57ClarenceStreet 2029/30 CondellPark Revesby
Designandconstructionofdrainagerenewalworksnear97 HenryStreet 2029/30
Designandconstructionofdrainageworksinconjunctionwith theroadrehabilitationworksatLeithStreet 2029/30 CroydonPark Canterbury
DesignandconstructionofdrainagerenewalworksnearLittle RoadandBraunbeckStreet 2029/30 Bankstown Bankstown
Designandconstructionofdrainagerenewalworksnear37 MarshallStreet 2029/30
Designofdrainageupgradeworksnear839PunchbowlRoad 2029/30 Punchbowl
StormwaterPipeRehabilitationWorks Reliningandpatchingofstormwaterinfrastructureat prioritisedlocations 2029/30 Various
ThirdStreet-drainageupgrade
DesignandconstructionofdrainageupgradeworksatThird Street,Ashbury 2029/30
CampsieSt-floodmitigation ConstructionoffloodmitigationworksnearHN43-45 CampsieSt,Campsie 2029/30
2029/30
Constructionofnewlevel3landscapeplayatAnnePringle Reserve 2029/30
2029/30 Campsie Canterbury
2029/30 Greenacre
DunkeldReserve-playgroundremoval RemovalofplaygroundatDunkeldReserve 2029/30 HurlstonePark
HMMcPhersonReserve-playground upgrade Constructionofnewlevel2playgroundatHMMcPherson Reserve 2029/30 Earlwood
JohnstoneReserve-playgroundupgrade Constructionofnewlevel2playgroundatJohnstoneReserve 2029/30 Panania Revesby
KardellaReserve-playgroundupgrade
KinchReserve-playgroundupgrade
2029/30 Narwee
Constructionofnewlevel3playgroundatKawanaReserve 2029/30 BassHill BassHill
Constructionofnewlevel2playgroundatKinchReserve 2029/30 CondellPark BassHill
2029/30
2029/30 Padstow
MajorupgradeofO'NeilParkincludingsportsfields1,2and3, drainage,furnitureandlandscaping 2029/30 Yagoona BassHill
Park 2029/30 CroydonPark
BrayAve-footpathreconstruction
Ave(leftside)
Place(rightside)
AvenuetoPunchbowlRoad(rightside)
BoxleyCr-footpathreconstructionfromBoxleyCrto MichaelsCr(leftside) 2029/30 Bankstown
BrayAvenue-footpathreconstructionfromWolliAvenueto AiredaleAvenue(bothsides) 2029/30 Earlwood
CanterburyRd-footpathreconstruction CanterburyRoad-footpathreconstructionfromBeamishSt toDukeSt(R) 2029/30 Campsie
CanterburyRd-footpathreconstruction CanterburyRoad-footpathreconstructionfromBelembaAve toDreadnoughtSt(rightside) 2029/30 Roselands
ChurchRd-footpathreconstruction
HelenSt-footpathreconstruction
ChurchRd-footpathreconstructionfromMcMahonRoadto AuburnRoad(bothsides) 2029/30 Yagoona
HelenStreet-footpathreconstructionfromAmesburyAvenue toChifleyAvenue(bothsides) 2029/30 Sefton
HowardRd-footpathreconstruction
KennedySt-footpathreconstruction
McMahonRd-footpathreconstruction
PermanentAve-footpathreconstruction
PicnicPointRd-footpathreconstruction
PunchbowlRd-footpathreconstruction
HowardRd-footpathreconstructionfromDoyleRoadto SegersAvenue(bothsides)
KennedySt-footpathreconstructionfromBurnsRoadto StrethamAvenue(rightside)
2029/30 Padstow Revesby
2029/30 PicnicPoint Revesby
McMahonRd-footpathreconstructionfromGrayCrescentto LavingtonStreet(rightside) 2029/30 Yagoona BassHill
PermanentAve-footpathreconstructionfromKaroolAvenue toWardellStreet(rightside) 2029/30 Earlwood Canterbury
PicnicPointRd-footpathreconstructionfromBruntonStreet toThompsonRoad(bothsides)
PunchbowlRd-footpathreconstructionfromBurwoodRoad toKingGeorgesRd(leftside)
2029/30 Panania Revesby
2029/30 Belfield/Lakemba Roselands
PreventativeroadmaintenanceatprioritysitesinBankstown Ward 2029/30 Various
PreventativeMaintenance-BassHill
PreventativeMaintenance-Canterbury
PreventativeroadmaintenanceatprioritysitesinBassHill Ward 2029/30 Various BassHill
PreventativeroadmaintenanceatprioritysitesinCanterbury Ward 2029/30 Various
PreventativeMaintenance-Revesby PreventativeroadmaintenanceatprioritysitesinRevesby Ward 2029/30 Various Revesby
PreventativeroadmaintenanceatprioritysitesinRoselands Ward 2029/30 Various Roselands
BraesmereRd-resurfacing
ShorterAve-roadresurfacing
BraesmereRoadresurfacingfromChildsStreettoBatchelor Avenue 2029/30 Panania Revesby
ShorterAvenue-resurfacingfromKarneStreettoRaymond Avenue 2029/30 Narwee
LeithSt-rehabilitation LeithStreetrehabilitationfromGoodletStreettoHayStreet 2029/30 Ashbury
PandoraStreetresurfacingfromJunoParadetoRawson Road 2029/30 Greenacre
CahorsRd-resurfacing
WhitfieldAve-roadresurfacing
WilburSt-roadresurfacing
CahorsRoadresurfacingfromWatsonRoadtoMemorial Drive 2029/30 Padstow Revesby
WhitfieldAvenueresurfacingfromTrevenarStreettoCouncil boundary 2029/30 Ashbury
WilburStreetresurfacingfromAcaciaAvenuetoRoberts Road 2029/30 Punchbowl Bankstown
BuistSt-roadresurfacing BuistStreetresurfacingfromHectorStreettoAustraliaStreet 2029/30 BassHill BassHill
EdgarStreetregionalroadresurfacingfromLancelotStreetto NormanStreet 2029/30 CondellPark Revesby
SimmatAve-partialrehabilitation
IvySt-resurfacing
SimmatAvenuepartialrehabilitationfromTownsendStreetto AinsliePlace 2029/30 CondellPark BassHill
DenmanRoadresurfacingfromHenryLawsonDrivetoEthel Street 2029/30 GeorgesHall BassHill
IvyStreetresurfacingfromWaterlooRoadtoMaidenStreet 2029/30 Greenacre Bankstown
ClarkeSt-resurfacing
WilliamSt-roadresurfacing
HomerSt-resurfacing
KaruahSt-resurfacing
PrinceSt-roadresurfacing
BroadarrowRd-resurfacing
BroadarrowRd-resurfacing
ClarkeStreetresurfacingfromHumeHighwaytoNeville Street 2029/30 BassHill BassHill
WilliamStreetresurfacingfromKingsgroveRoadtoHillside Avenue 2029/30 Earlwood Canterbury
HomerStreetresurfacingfromSummitStreettoLeonora Street 2029/30 Earlwood Canterbury
KaruahStreetresurfacefromMaidenStreettoRobertsRoad 2029/30 Greenacre Bankstown
PrinceStreetresurfacingfromThomasStreettoTheRiver Road 2029/30 PicnicPoint Revesby
BroadarrowRoadregionalroadresurfacingfromBondsRoad toYardleyRoad 2029/30 Riverwood Roselands
BroadarrowRoadregionalroadresurfacingfromYardley AvenuetoNarweeAvenue 2029/30 Riverwood Roselands
PerrySt-roadresurfacing PerryStreetresurfacingfromUnaStreettoStanleyStreet 2029/30 Campsie Canterbury
ChisholmRd-kerb&gutter reconstruction
IrisAve-resurfacing
MorrisAve-resurfacing
TownsendSt-resurfacing
LancelotStreet-resurfacing
GlassopStRes-resurfacing
SeptimusSt-roadresurfacing
ChisholmRoad-kerbandgutterreconstructionfrom ClaphamRoadtoendofstreet 2029/30 Sefton BassHill
IrisAvenueresturfacingfromBellStreettotheendoftheculde-sac 2029/30 Riverwood Roselands
MorrisAvenueresurfacingfromCroydonAvenuetocul-desacend 2029/30 CroydonPark Canterbury
TownsendStreetresurfacingfromMitchellStreettoLeemon Street 2029/30 CondellPark BassHill
LancelotStreetresurfacingfromSimmatAvenuetoEdgar Street 2029/30 CondellPark BassHill
GlassopStreetresurfacingfromWilkinsStreettoEdgar Street 2029/30 Yagoona Bankstown
SeptimusStreetresurfacingfromCanterburyRoadtoCarlton Parade 2029/30 Punchbowl
GeorgesCrescentresurfacingfromPenshurstRoadtocul-desacend 2029/30 Roselands
LilyAvenueresuracingfromBellStreettocul-de-sacend 2029/30 Riverwood Roselands
LupinAve-resurfacing LupinAvenueresurfacingfromBellStreettocul-de-sacend 2029/30 Riverwood Roselands
ReplacetheroundaboutonHorsleyRoadatBeaconsfield Street 2029/30 Milperra Revesby
AccessiblePublicTransportProgram(APTP)busstopsat prioritysites 2029/30 Various Various
PAMPkerbrampsatprioritysites KerbrampreplacementatprioritylocationsacrosstheCity 2029/30 Various Various
SimmatAve-medianisland
SimmatAvenue-replacetheconcretemedianisland 2029/30 CondellPark BassHill
UrungaPde-replacemedianisland UrungaParade-replaceconcretemedianisland 2029/30 Punchbowl Roselands
AugustaSt-medianisland
Reconstructionofthemedianislandattheintersectionof AugustaStreetandWilliamStreet 2029/30 CondellPark Revesby
Constructionofwaterqualityupgradeworksonthegross pullutanttrapinLouisaReserve
TableOfContents [continued]
TableOfContents
TableOfContents
TableOfContents
TableOfContents
TableOfContents
TableOfContents
TableOfContents
CITYOFCANTERBURYBANKSTOWN
STALLHIRE
TOINFORMATION
SPACEHIRE
EVENTS(5-6HRSDURATION)
ACTIVATIONS(2-4HRSDURATION)
DAILYRATEINFRASTRUCTUREPROVISION(EXCLUDESSPACEHIRE)
ofPower(foruseofexistingpowercurrentlyavailable andnotfornewinfrastructure)pereachpoweroutlet(10ampor15 amp)
STUDIOVENTURE
FIRST5HOURSFREE:foranyBusinessunder24monthsold (recognitionthatfirst2yearsofstartingabusinesscanbea struggle)
Wherenon-standardinfrastructureis requestedfor
AllCommercialBusinessesOutofBusinessHoursFee(Outsideof 9am-5pm
AnyBusinesslessthan24monthsold, whostartedintheCanterburyBankstown LGA,areeligibleforavouchertotalling5 hoursoffreeaccesstoStudioVenture. Anyadditionalhourswillbechargedatthe CBCityCommercialBusinessesRate.
PROPERTY&RATINGINFORMATION
RefundProcessingFee-NOTE:Norefundswillbeprovidedfor section10.7
CertificatesunlessduetoCouncilerror.
Thefollowingappliesforcancellationofa certificate: Ifacancellationrequestisreceivedand thecertificatehasnotbeengenerated 100%refundapplies. Ifacertificatehasbeengeneratedbut NOTfinaliseda50%refundapplies. Ifacertificatehasbeengeneratedand finalised,norefundisapplicable.
Thefollowingappliesforcancellationofa certificate: Ifacancellationrequestisreceivedand thecertificatehasnotbeengenerated 100%refundapplies.Ifacertificatehas beengeneratedbutNOTfinaliseda50% refundapplies.Ifacertificatehasbeen generatedandfinalised,norefundis applicable.
COUNCILDOCUMENTATION&INFORMATION
HALLHIRE
I)
II)
BLOCKBOOKINGS-HALLHIRE
MISCELLANEOUSCHARGES-HALLHIRE [continued]
ActivityFloorImpactCharge–Applicabletocertaindancingand exerciseactivitiesdeemedbyCounciltohaveagreaterimpacton theconditionanddeteriorationoftheflooringatahigherratethan otheractivities,willbechargedanadditional10%oftheirhirefees. RefertoExplanatoryNotes
BANKSTOWNLIBRARYANDKNOWLEDGECENTRE
OTHER
[continued]
HangingofBanners Hirerswillbechargedtherelevantlabour costsperhour/perstaffmemberforthe hangingofotherbannersandother decorations
AfterHoursStaffing–MondaytoFridaybefore8amandafter5pm, Saturdaysbefore8amandafter4pmandSundaysbefore1pmand after4pm–perhour(SubjecttoManagementdiscretion)
AccessCalloutfee–IncludingCalloutduetolostkey,keynot pickedupbyhireroralarmactivated
Whenservicesorfacilitiesarerequestedwhicharenotcoveredin thisdocument
TheBryanBrownTheatreandBLaKCCaféalsoprovidesandsells ticketstoeventsandshows,hire
CHARGES-BANKSTOWNLIBRARY&KNOWLEDGECENTRE
[continued]
MORRISIEMMAINDOORSPORTSCENTRE
TheMorrisIemmaIndoorSportsCentrealsoprovidesandsells ticketstoevents,hireofequipment,function,catering,foodand beverageproductsandservices
MULTIPURPOSECOURTROOMS
TABLETENNISROOMHIRE
MIISCADMINISTEREDCOMPETITIONS
PRIVATEPARTIES/FUNCTIONS
CORPORATEPACKAGES
MISCELLANEOUSCHARGES-MULTIPURPOSECOURT
Sportsuse(perperson)–1Visit(forbasketballor pickleball)
–
HIRE
HOUR-HALFCOURT
HIREPERHOUR-HALFCOURT [continued]
PLAYCENTRE
GROUNDHIRE-PASSIVEPARKS
PASSIVEPARKS-GROUNDHIREGENERAL
ANZACMALL,MCGUIGANPLACE&WILEYPARKAMPHITHEATRE
PAULKEATINGPARK-GROUNDHIRE
PAULKEATINGPARK-GROUNDHIRE [continued]
Commercial–Activities&SpecialEvents–OverflowArea–Full DayUse(upto8Hours)orprorata1/2day
PASSIVEPARKS-CARNIVALS&CIRCUSES(CARYSFIELDRESERVE&GOUGH
PARKONLY)
LicenceFee–Days1to14(perdayofoccupationinclusiveofset upandpackdowntimeswhereapplicable)
ACCESSACROSSCOUNCILPROPERTY
PERSONAL&GROUPFITNESSTRAINING
STREETSTALLS
MLAKKEY(ACCESSIBLETOILETS)
bollards
Fees–Circuses/Carnivals–Foreventscancelledor postponedwithin40businessdaysofthebump-indate.
CancellationFees–PaulKeatingPark/MajorSpecialEvents–For eventscancelledwithin10workingdaysoftheevent(allother cancellationfeesaspercancellationpolicyforSpecialEvents)
MISCELLANEOUSFEES
[continued]
CancellationFees–OtherSpecialEvents–Foreventscancelled within10workingdaysoftheevent(allothercancellationfeesas perthecancellationpolicyforSpecialEvents)
CancellationFees–Circuses/Carnivals–Foreventscancelledor postponedwithin8weeks(40businessdays)ofthebump-indate.
GROUNDHIRE-SPORTINGFACILITIES/FIELDS
MISCELLANEOUSCHARGES-GROUNDHIRE BONDS
KEYSANDKEYTAGS
KeyReplacementFee–applicableonlytobrokenkeys
FLOODLIGHTING
programmingchange–perchange.Thefeeisapplied for
FloodlightCallOutFee–Misuseorlossofclicker(minimum charge),includingrepetitivecalls.Thecalloutfeeisnotapplicable forfaultytechnology(doesnotincludebatteryreplacement).
Hirers–
SeasonalHirers–Keytag/SMSOperableFields–Actualcharge fromCouncil'senergyprovider.Chargedaccordingtokeytag usage.
FIELDSETUP
Goalpostinstall/removal–Foroutofseasonbookingswhere goal-postinstallorremovalisrequired.Subjecttostaffavailability.
Linemarking–Foroutofseasonbookingswherelinemarkingis required.Subjecttostaffavailability.
Linemarking–Crowdcontrol–Perfield,perseason(Referto ExplanatoryNotes)
LITTER
WASTESERVICES
LITTER
WASTESERVICES
[continued]
UnauthorisedUsage–GroundHireGeneral–UnauthorisedUse -Processingfeeforunauthorisedusage
SCHOOLHIRE
ATHLETICSCARNIVALS-CAMPBELLOVAL/KELSONORTH
-THECRESTOFBANKSTOWN
GROUNDHIRE-SCHOOLS
GROUNDHIRE-REGULARSCHOOLSPORT [continued]
PerTerm(upto4hrs)-4daysperweek-chargeperfield(Schools outsideofLGA)
COACHINGCLINICS
CLUBCOACHINGCLINICS-ALLSPORTS WeeklyRate–Upto4days/nightsonclubsownground. Floodlightingadditional.
HOLIDAY/COACHINGCLINICS-COMMERCIALORGANISATIONS
DEVELOPMENTCLINICS/GALADAYS
CRESTOFBANKSTOWN-ATHLETICSTRACKONLY [continued]
THECRESTOFBANKSTOWN-OTHERUSAGE
KELSOPARKNORTH
AUSSIERULES(AFL)
SENIORDIAMOND
CommercialCasualUse-Perdayorprorata1/2day(upto4 hours)
JUNIORDIAMOND
CommercialCasualUse-Perdayorprorata1/2day(upto4 hours)
CRICKET-TURFWICKETS
ALLTURFWICKETS
SeasonalHirers-Irregularmatchdays(existingseasonalhirers)Mon-FriONLY-(NSWCricketaffiliatedJuniorCricket Associationsonly)
BLANDOVAL
LANCEHUTCHINSONOVAL
MEMORIALOVAL(BANKSTOWNOVAL&GRAHAMETHOMASOVAL)
PUNCHBOWLOVAL
CRICKET-SYNTHETICWICKETS
SENIORFIELDS-WEEKNIGHT/TRAININGUSE 1
SENIORFIELDS-SEASONAL/CASUAL
JUNIORFIELDS
MINIFIELDS
VELODROME
FOOTBALL/SOCCER
FIELDS-WEEKNIGHT/TRAININGUSE [continued]
BLICK
OVAL-SEASONAL/CASUALUSE
THE
CRESTOFBANKSTOWN-IN-FIELDONLY
Amateur–SeasonalUse–Matchplayonly.Upto12matchdays perseason;alladditionalmatchdayswillattractcasualrates; changeoverfeesmaybeapplicable.
professional–SeasonalUse–Matchplayonly. Upto12matchdaysperseason;alladditionalmatchdayswill attractcasualrate;changeoverfeesmaybeapplicable.
JENSENPARKSYNTHETIC-WEEKDAYUSE [continued]
JENSENPARKSYNTHETIC-WEEKENDUSE
SYNTHETICGRASSFIELDS(OPENFACILITY)-WEEKDAYUSE
SYNTHETICGRASSFIELDS(OPENFACILITY)-WEEKENDUSE
FIELDS-SEASONAL/CASUALUSE
1
GRASSHOCKEY-WEEKNIGHT/TRAININGUSE
1
3
GRASS
COURTS
-WEEKNIGHT/TRAININGUSE
GRASSCOURTS-SEASONAL/CASUALUSE
OZTAG/TOUCHFOOTBALL/ULTIMATEFRISBEE
MINI/MODFIELDS-SEASONAL/CASUALUSE
FULL
Use–Per
1/2day(upto4
-MATCHPLAYONLY
SeasonalUse–Sportsnototherwiseidentifiedincludingfishing, bocce,rollersports,battlegroup,modelaircraftflying,andother emergingsports.Feeisforonedayperweek.
CasualUse–Sportsnototherwiseidentifiedincludingfishing, bocce,rollersports,battlegroup,modelaircraftflying,andother emergingsports–Perdayorprorata1/2day(upto4hours)
SKATEPARKS
COMMUNITYFACILITIESPOLICY
FACILITY-RENTALFEE
COMMUNITYFACILITY-RENTALFEE
KIOSK&PROSHOPITEMS
OTHERHIRE
COMPETITIONS,SPECIALEVENTS,CLINICS&LESSONS
CARD
DISCGOLF
LEISUREANDAQUATICS
SINGLEENTRY-SWIM
SAUNA
MULTIPLEENTRYPASS-SWIM
HEALTH&WELLNESSMULTIVISITPASSESANDPERSONALTRAINING
APPLY) [continued]
&AQUATICSMEMBERSHIP-
CBLEISURE&AQUATICSMEMBERSHIP-(CONDITIONS&EXCLUSIONS
[continued]
Feeincludesaccesstothecentresforsquadswimmerswhenanactivememberoftheswimmingsquads
DIRECTDEBITADMINISTRATIONCOSTS
CBSWIMSCHOOL(INCLUDESENTRYFEE)
CBSWIMSCHOOL(INCLUDESENTRYFEE) [continued]
INSTRUCTOR/LIFEGUARD/SECURITYGUARDHIRE
LANEHIRE [continued]
HirePerHour(Doesnotincludeentryfeeforswimmersand spectators,includesentryforinstructors&teachers)
HIRE50MPOOL
if
than72hours'noticegiven-PerHourDuringNormalCentreHours(Doesnotincludeentryfeefor swimmersandspectators,includesentryforinstructors&teachers)
CancellationFee,iflessthan72hours'noticegivenandnot rebooked-PerHour-OutsideTradingHours(Doesnotinclude entryfeeforswimmersandspectators,includesentryfor instructors&teachers)
HIRE25MPOOL
Commercial-25mPool-PerHour-DuringNormalCentreHours (Doesnotincludeentryfeeforswimmersandspectators,includes entryforinstructors&teachers)
Commercial-25mPool-PerHour-OutsideTradingHours(Does notincludeentryfeeforswimmersandspectators,includesentry forinstructors&teachers)
HIRE25MPOOL
[continued]
Non-ProfitCommunityOrganisations/Schools-25mPool-Per Hour-DuringNormalCentreHours(Doesnotincludeentryfeefor swimmersandspectators,includesentryforinstructors&teachers)
Non-ProfitCommunityOrganisations/Schools-25mPool-Per Hour-OutsideTradingHours(Doesnotincludeentryfeefor swimmersandspectators,includesentryforinstructors&teachers)
SwimClubHire-25mPool-PoolHireFee
CancellationFee,iflessthan72hours'noticegivenandnot rebooked-PerHour-DuringNormalCentreHours(Doesnot includeentryfeeforswimmersandspectators,includesentryfor instructors&teachers)
Cancellationfee,iflessthan72hours'noticegivenandnot rebooked-PerHour-OutsideTradingHours(Doesnotinclude entryfeeforswimmersandspectators,includesentryfor instructors&teachers)
LANEHIRE|HALF50MPOOL
Commercial-50mLane-PerHour-RegularHire-AreaA(Refer toExplanatoryNotes)
Commercial-50mLane-PerHour-RegularHire-
-50mLane-Per
-CasualHire-AreaA(Does notincludeentryfeeforswimmersandspectators,includesentry forinstructors&teachers)
LANEHIRE|HALF50MPOOL
[continued] CancellationFee-PerLane-50mHalfPool-LessThan1Week Notice-DuringNormalCentreHours-OutsideofHours
KIOSKITEMS
MULTIPURPOSEROOMHIRE
CANTERBURY,MAXPARKER&ROSELANDS
Multi-PurposeRoomHire-PerHour(Birrong,Roselands&Max Parker)Commercial
MultiPurposeRoomHire-PerHour(Birrong,Roselands&Max Parker)Notfor
TENNISCOURTS
COACHING-(7DAYSPERWEEK)FORCOUNCILOPERATEDCOURT
COMMERCIALSTILLPHOTOGRAPHY
OTHERFEES-FILMING
ARTSCENTRE
Adult(Age16+)HourlyRate(Ifa16yearoldisapprovedto attendaclassthatisclassifiedforadultswithaguardian,thenthey willbechargedadultclassrates.)
THEATREHIRE
STUDIO1
STUDIO1 [continued]
REHEARSAL2
TICKETING-PERFORMANCE/
MISCELLANEOUSCHARGES-BANKSTOWNARTSCENTRE [continued]
SALEOFARTWORK,MERCHANDISEAND
SERVICES
HOUSEBOUNDSHOPPINGSERVICE
REPRODUCTION
[continued]
(one
REPLACEMENTCARD
COPYOFLOCALSTUDIESITEM
ReproductionofLocalHistoryPhotographs-GeneralPurpose (ReferExplanatoryNotes)
ReproductionofLocalHistoryPhotographs-HighResolution (ReferExplanatoryNotes)
LOCALHISTORYRESEARCH-COMMERCIAL
RequestsmadebyCommercialOrganisations–chargeswillvary dependingonthecomplexityoftheresearch,minimumhourlyrate applies(duringbusinesshours).
AUSTRALIAN
INTERLIBRARYRESOURCESHARING
Express-(deliverywithin2hours),assetbytheStateLibraryof NSW.Copy:ElectronicDelivery
Express-(deliverywithin2hours),assetbytheStateLibraryof NSW.Loan:Postaldeliveryorcourierequivalentincludedinthe loanFee
Rush-(deliverywithin24hours),assetbytheStateLibraryof NSW.Copy:Electronic
-(deliverywithin4workingdays),tospecial,universityand charginglibraries.Copy:ElectronicDelivery
Core-(deliverywithin4workingdays),tospecial,universityand charginglibraries.Loan:Postaldeliveryorcourierequivalent includedintheloanFee
DELIVERYFEE
&PUBLICATIONS [continued]
Adult(18yrsandover)-PerPersonPerbooking-Non-Refundable
Child(under18yrs)/Senior(60+)-PerPersonPerBooking-NonRefundable
MEETINGROOMHIRE(ALLLIBRARIESANDKNOWLEDGECENTRES)
/CommercialGroups/Government/TutoringGroups-Per Hour-forBankstown,Campsie,ChesterHill,Greenacreand Lakembalibraries
SCHOOL,TAFEORUNIVERSITYSTUDENTGROUPS
CAMPSIELIBRARY-(EVENTSROOM)
PRIVATE/COMMERCIALGROUPS/GOVERNMENT/TUTORINGGROUPS
&LOCALCOMMUNITYGROUPS
BLOCKBOOKINGS-LIBRARYSERVICES
FEE BookingCancelledwithin7WorkingDays
CHILDREN’SSERVICES
FAMILYDAYCARESCHEME(MINIMUMSCHEDULEDFEES)
CHILDREN'SCENTRES-EARLWOOD,HURLSTONEPARK,LAKEMBA,PUNCHBOWL
CHILDREN'SCENTRES-EARLWOOD,HURLSTONEPARK,LAKEMBA, PUNCHBOWL [continued]
VACATIONCARE-CLEMTONPARK
OUTSIDESCHOOLHOURSCARE-CLEMTONPARK
EARLYINTERVENTIONSERVICE
ADMINISTRATION
CIVILENGINEERINGWORKS
PUBLICDOMAIN
PublicDomainFees–RefertoExplanatoryNotes20(a)–This PermitappliestoallworkscarriedoutunderSections138and139 oftheRoadsAct1993.Totalcostofallworkpermitstobepaidon application.
PUBLICDOMAINWORKS
VEHICULARCROSSINGS-ASSOCIATEDORNOTASSOCIATEDWITHDAORCDC
Design,approval&twoinspections-singledwellings(withone vehicularcrossing)
Eachadditionalcrossing(mustbemadeonsameapplicationas aboveorwholefeeistobecharged)
PUBLICDOMAINFRONTAGEWORKS-ASSOCIATEDWITHDAORCDC
Approvalofproposedstormwaterconnectionsrequiredbythe developmenttoCouncil'sstormwatersystemandinspectionof connectionworkduringconstruction.–Includes:Approvalof StormwaterConnectionPlantoCouncil'sSystem&Inspections
PUBLICDOMAINCONSTRUCTIONWORKSPERFORMANCESECURITY
(equaltothetotalvalueofthe
place)
ROADOPENINGS-ASSOCIATEDORNOTASSOCIATEDWITHDAOR
MinimumFee/SiteEstablishmentFeebasedonreconstructionof 1.5sqmoffootpathor1sqmofroadpavement.Additionalareais calculatedasperRestorationCharges–IncludesRoadOpening PermitandRoadReserveRestorationFee.RefertoExplanatory Notes20(b).
PUBLICDOMAINACTIVITIES
ApplicationAdministrationFee-EachseparateWorkPermit applicationwillincuradditionaladministrationfee.Non-refundable forallWorksPermits.
ROADLANEANDORFOOTPATHAREACLOSURE(WITHOUTSTANDING&OPERATINGREGISTERED VEHICLEORPLANT)
Roadlane/footpathclosure-onelane/onefootpathperday
Roadlane/footpathclosure-twolanes/onelaneplusone footpathperday
Roadlane/footpathclosure-shorttermlane/footpathclosurefor healthandcommunityservices(notincludingevents)
STAND&OPERATEREGISTEREDVEHICLEORPLANT
Crane/concretetruck/otherworkvehicleoccupyingalaneor footpath-perday
Crane/concretetruck/otherworkvehicleoccupyingtwolanes/ onelaneplusonefootpath-perday
Crane/ConcretePump(Quickapprovalwithintwobusinessdays, inadditiontoapplicationfee)
TEMPORARYWORKSANDSTRUCTURES
TEMPORARYSHORINGINAPUBLICROAD
STRUCTURES
PARTC-ROADOPENING(NON-DARELATED)
MinimumCharge:Minimum1.5sqmoffootpathor1sqmofroad pavementRestorationCharges–Includes:RoadOpeningPermit andRoadReserveRestorationFee.RefertoExplanatoryNotes 20(b)
GISDrainageSearch&PlanService–Plancopyfee–Cost/half hourandpartthereof(Suchasdata/mapsnotreadilyavailablefrom CustomerServiceforlocalisedarea)
VEHICULARCROSSINGCONSTRUCTIONINCONJUNCTIONWITHCOUNCILWORKS
Crossingconstruction:–Residentialcrossings–PerSquareMetre (Vehicularcrossingdesignfeeswillnotapplyifthecrossing constructiontakesplaceinconjunctionwithCouncilroador footpathworks.)
Crossingconstruction:–Commercial(heavyduty)crossings–Per SquareMetre(Vehicularcrossingdesignfeeswillnotapplyifthe crossingconstructiontakesplaceinconjunctionwithCouncilroad orfootpathworks.)
Crossingconstruction:–Industrial(extraheavyduty)crossings–PerSquareMetre(Vehicularcrossingdesignfeeswillnotapplyif thecrossingconstructiontakesplaceinconjunctionwithCouncil roadorfootpathworks).
STREETTREEMAINTENANCE
DIRECTIONAL/COMMUNITY
SIGNS
Installationofsignonlywith1lineoftext(on1blade)andmaximum 14characters–(Limitof1signperintersectionlocation&2sign intersectionlocationsperfacility)
Installationofsignonlywith2linesoftext(on2blades)and maximum14charactersperline–(Limitof1signperintersection location&2signintersectionlocationsperfacility)
Installationofsign&postwith1lineoftext(on1blade)and maximum14characters–(Limitof1signperintersectionlocation &2signintersectionlocationsperfacility)
Installationofsign&postwith2linesoftext(on2blades)and maximum14charactersperline–(Limitof1signperintersection location&2signintersectionlocationsperfacility)
PARKING/REGULATORYSIGNS
Regulatorysignposting(signonlyinstallation)-Installationof parking/regulatorysignsinconjunctionwithdevelopmentorfor managementofparking(persign).Thismayrequirereportingto theCanterbury-BankstownTrafficCommittee.
Installationsign&post(each)-Installationofparking/regulatory signsinconjunctionwithdevelopmentorformanagementof parking(percombinedsign&post).Thismayrequirereportingto theCanterbury-BankstownTrafficCommittee.
Relocationsign&post(each)-Relocationofsignsinconjunction withdevelopmentorformanagementofparking(persign). Relocationofregulatorysignsmayrequirereportingtothe Canterbury-BankstownTrafficCommittee.
TRAFFICMANAGEMENT
WORKSZONES
Quickapproval(withinfourweeks)additionalfeeonCommercial, IndustrialandMulti-UnitResidentialApplications
(withinfourweeks)additional
,IndustrialandMulti-UnitResidential–Subjectto TrafficCommitteeApprovalandPayment-forminimumof12m lengthperiodfor6monthspaidin
,IndustrialandMulti-UnitResidential–AdditionalFee –6metrelength(initial6monthminimumperiod)
,IndustrialandMulti-UnitResidential–AdditionalFee –6metrelengthpermonth(afterinitial6monthperiod)
–singledwellingONLY(maximumzoneof12metres)–SubjecttoTrafficCommitteeapprovalandpayment,validfora periodof6months
Residential–singledwellingONLY(maximumzoneof12metres)–AdditionalFee–6metrelengthpermonth(onlyafter6months)
DRIVEWAYACCESSLINEMARKING
Installationoftwolinesperdriveway/crossing
2linesforneighbour.Mustbemade
asaboveorwholefeeistobecharged.
ROADWAY&FOOTPATHRESTORATION
WhererestorationworkistobeperformedbyaPublicUtility Authorityortheirnominatedcontractorthenafeeshallapplyin recognitionofCouncil'sinspectioncosts.Allworksshallbecarried outaccordingtoCouncil'sstandarddrawings.InspectionbyCouncil forworkdonebytheapplicantortheircontractor–48hours'notice shallbegivenpriortocommencement.–RefertoExplanatory Notes20(e)(i)and20(e)(ii)
Additionalinspectionswith48hours'notice,additionaltominimum fee
InspectionsbyCouncilforworkdonebyApplicantortheir Contractor–lessthan48hours'notice–Inspectionsatlessthan 48hours'noticepriortocommencement,additionaltominimumfee
ROADWAY
Asphaltroadwaywithconcretebase–PerSquareMetre
AsphaltRoadway–onallclassesofbaseotherthanconcrete–Includingsawcutting,tipping,trafficcontrolonminorroad, establishmentfee.150mmdepthofasphaltasperS108.Minimum chargeof1sqm.
ROADWAY
[continued]
Upto1m2–MinimumFee(RefundableifnoRestorationis Required)
Over1m2upto20m2–PerSquareMetreinadditionto
fee
AdditionalTrafficControlwhenrequiredonRegional,State,some LocalRoadsandwithin100moftrafficfacilitiesasrequiredby Council–PerTrafficControllerShift(Minimumchargeofoneshift applies)
Worksoutsidenormalbusinesshourswhenrequired–Chargeable atactualcost.RefertoExplanatoryNotes20(h)
sheetingonly(max50mmdepth,nobaserepairrequired)–0–70m2–PerSquareMetre
Asphaltsheetingonly(max50mmdepth,nobaserepairrequired)–71–150m2–PerSquareMetre
Asphaltsheetingonly(max50mmdepth,nobaserepairrequired)–Over
Large-formatconcrete/granitepaversonfibrereinforcedconcrete 125mmbase(includesreplacementpavers)(TYPE1)–Over1 SquareMetre–PerSquareMetre
Exposedaggregatein-situconcrete(shot-blastedorwashedfinish) (TYPE2)–Over1SquareMetre–PerSquareMetre
1-10m2-Asphaltinfillwithpaverbandingonfibrereinforced concrete125mmbase(includesreplacementpavers)(TYPE4)
11-50m2-Asphaltinfillwithpaverbandingonfibrereinforced concrete125mmbase(includesreplacementpavers)(TYPE4)
Over50m2-Asphaltinfillwithpaverbandingonfibrereinforced concrete125mmbase(includesreplacementpavers)(TYPE4)
Small-formatconcrete/claypavingongranularbase(excludes replacementpavers)
grassedfootpath–additionalareaover100m2–Per SquareMetre.Minimumchargeappliesplus"PerSquareMetre" chargeforadditionalarea.
–Chargeableat
Telstrapitreplacement-Minimumcharge$3,100.Referto ExplanatoryNotes20(j)
Workcarriedoutonprivatelandbyagreementwiththeowneror occupierofanyprivatelandasperDivision3Part3Chapter6of LocalGovernmentAct1993–Chargeableatactualcost+10% AdministrationCost
CHILDRESTRAINTFITTING
InstallationofChildRestraintFittings(Limitedfittingsavailable) RefertoExplanatoryNotes20(n)
TOWERCRANE-HOISTINGACTIVITYOVERROADWAY
AdditionalRubbishBin/Service(i)–Single
(ii)-Multi-Residential/
AdditionalRubbishBin/Service(iii)-Multi-Residential/Unit
(iii)–
(f)AdditionalRecyclingBin/Service(iv)–MultiResidential/Unit 1100L
WASTEMATERIALS
VirginExcavatedNaturalMaterial(VENM)andExcavatedNatural Material(ENM)perTonneforCapping(asrequiredbysite operations).–ClayVENMandENMasrequiredbythesites operationsforcappingandmeetingsiteandOEHrequirementsfor capping.Commercialquantitiesonly,subjecttoassessment,and approvalbytheChiefExecutiveOfficerbeforeLandfillentry.(See note21a&b)
ConstructionSoilperTonne(IfrequiredtomeetOEHcapping profilerequirements)–Soilinertwaste,classifiedasGeneralSolid Waste(Non-Putrescible).Soilwithanyputresciblewastewillnotbe accepted.Commercialquantitiesonly,subjecttoassessment,and approvalbytheChiefExecutiveOfficerbeforeLandfillentry.(See note21c)
WasteMaterial–SpecialServiceforRemoval–Otherwaste material–chargedeterminedbyweight/volume.Minimumcharge $165.00(includesGST)
COMMERCIALWASTESERVICES
REGISTRATION
CERTIFICATES
MEMORIALTREEPLANTING
RENTEDCARPARKINGSPACES
COMMERCIALUSEOFCOUNCILFOOTWAYS
STREETPARKLETPROGRAMFEES
FOOTPATHBARBEQUEFEES
WORKSPERMITFEES
FootpathOccupation–Applicationfee–Repair/
WasteContainers–Containers(waste/skipbin/shipping)onRoad/ Footpath–>4metresinlength(referDCPD1exempt development)
MISCELLANEOUS [continued]
ADMINISTRATIONFEE
CLASS10BUILDINGS/DEMOLITIONS
CLASS2-9BUILDINGS
MISCELLANEOUS
ComplyingDevelopmentCertificate(CDC)underSEPPPart3B LowRiseHousingDiversityCode(perdwelling)
CONSTRUCTIONCERTIFICATE
ConstructionCertificate–Note:A20%discountwillbeprovidedon theconstructioncertificateonlywhereadevelopmentapplication andconstructioncertificatearelodgedatthesametime.
CLASS1BUILDINGS
CLASS10BUILDINGS
CLASS2-9BUILDINGS/SUBDIVISION
UNDERTAKINGTHEPCAROLE
CLASS1BUILDINGS
CLASS10BUILDINGS/DEMOLITIONS
CLASS10BUILDINGS/DEMOLITIONS [continued]
CLASS2-9BUILDINGS/SUBDIVISION
WorksValuedBetween$100,001–$500,000–
–$500,000–Occupation Certificate(Class2–9)
DEVELOPMENTSERVICESINSPECTIONWORK
DEVELOPMENTAPPLICATION-DEVELOPMENTANDPLANNINGSERVICESBUILDING COMPLIANCE
ComplianceCostNoticeinaccordancewithclauses283and284oftheEnvironmentalPlanningand AssessmentRegulation2021
ComplianceCostNoticeinaccordancewithclauses283and284oftheEnvironmentalPlanningand AssessmentRegulation2021
Compliance
ComplianceLevy-refertoSection4.64(1)(f1)ofthe
PREVIOUSLYAPPROVEDAPPLICATION [continued]
PreviouslyApprovedApplication–AmendmentS4.55wherethe costofworksis>$10m
APPLICATIONWITHDRAWN
RefertoEnvironmentalPlanningand AssessmentRegulation2021.Dependent onthelikelyextentofassessment required,Councilmayconsidercharginga feebasedonthetime/costofthe assessmentcomponent@$100phr.
PLANNINGPROPOSALS
Pre-lodgementScoping
APPLICATIONFORLEPAMENDMENT-BASICPROPOSALS
Lodgementofanapplicationforaminorplanningproposalto amendamappingordraftingerror/anomaly,adding/removinga heritageitemoraddinganadditionalpermitteduseonasmallsite, oraddinganadditionalpermittedusethatdoesnotrequirecomplex assessmentandisconsistentwithallofCouncil'sstrategies. ApplicationofthisfeecategoryatCouncilofficerdiscretion. AssessmentofapplicationandreporttoCouncil.Subjecttothe outcomeofCouncil’sconsideration,thisprocessmayincludethe preparation,exhibitionandmakingofaplanningproposal.
Commissionofstudiestoinformtheplanningproposal–Ifthe DepartmentofPlanningandEnvironmentissuesaGateway Determinationrequiringadditionalstudiesorinvestigationstobe undertaken(includingchangestoCouncil'sDCP),additionalfees arerequiredtocommissionthiswork
APPLICATIONFORLEPAMENDMENT-STANDARDPROPOSALS
AdvertisingofPlanningProposal(Post-Gateway)
AdvertisingofPlanningProposal(Pre-Gateway)
Lodgementofanapplicationforaplanningproposal.Applicationof thisfeecategoryatManagerdiscretion.Assessmentofapplication andreporttoCouncil.SubjecttotheoutcomeofCouncil’s consideration,thisprocessmayincludethepreparation,exhibition andmakingofaplanningproposal.
Lodgementofamendedplanningproposalapplication(Note:Major changeswillrequirenewplanningproposal)
Commissionofstudiestoinformtheplanningproposal–Ifthe DepartmentofPlanningandEnvironmentissuesaGateway Determinationrequiringadditionalstudiesorinvestigationstobe undertaken(includingchangestoCouncil'sDCP),additionalfees arerequiredtocommissionthiswork
recovery.Thisnewfeeis
coverthe costofadvertisingforexhibitionpostGateway.
APPLICATIONFORLEPAMENDMENT-STANDARDPROPOSALS [continued]
PublicHearing–Additionalfeesarerequiredifaplanningproposal needstogothroughapublichearingprocess
APPLICATIONFORLEPAMENDMENT–COMPLEXPROPOSALS
AdvertisingofPlanningProposal(Post-Gateway)
Lodgementofanapplicationforamajororcomplexplanning proposalthatrequirescomplexassessment,considerationof significantplanningmattersand/orinvolvesmultiplelots. ApplicationofthisfeecategoryatManagerdiscretion.Assessment ofapplicationandreporttoCouncil.Subjecttotheoutcomeof Council’sconsideration,thisprocessmayincludethepreparation, exhibitionandmakingofaplanningproposal.
Lodgementofamendedplanningproposalapplication(Note:Major changeswillrequirenewplanningproposal)
Commissionofstudiestoinformtheplanningproposal–Ifthe DepartmentofPlanningandEnvironmentissuesaGateway Determinationrequiringadditionalstudiesorinvestigationstobe undertaken(includingchangestoCouncil'sDCP),additionalfees arerequiredtocommissionthiswork
APPLICATIONFORDCPAMENDMENT
PLANNINGAGREEMENTS
SUBDIVISIONCERTIFICATIONANDLANDTITLEDEALINGS
Signs(subdivisioninvolvingtheopeningofnewroads)For thesupplyanderectionofstreetnamesignsandconduitlocation signs(each)
ADVERTISING/NEIGHBOURNOTIFICATION
REPRODUCTIONOF/ORACCESSOFDOCUMENTSANDPLANS
DEVELOPMENTCONTROLUNIT
D.C.U.willpreparewrittenadvice(includingsiteinspectionby appointment)ondevelopmentsinexcessof$1,000,001–Initial Consultation
D.C.U.willpreparewrittenadvice(includingsiteinspectionby appointment)ondevelopmentsinexcessof$1,000,001–ThereafterInitialConsultation–per1/2hour
Pre-lodgementadviceforregionallysignificantdevelopment(as definedbyStateEnvironmentalPlanningPolicy(Stateand RegionalDevelopment)2011)
willpreparewrittenadvice (includingsiteinspectionbyappointment) ondevelopmentsinexcessof$1,000,001InitialConsultation
STATESIGNIFICANTDEVELOPMENT(SSD)ANDSTATESIGNIFICANTINFRASTRUCTURE (SSI)
SSDandSSIPost-approvaldocumentreviewandprovidewritten commenttotheapplicanttoenablesatisfactionofapproval conditionsincludedontheSSDorSSIDevelopmentConsent
SSDandSSIPre-lodgementconsultationwithCouncil,including anyconsultationinwritingorviameetings,priortothelodgementof EnvironmentalImpactStatement(allowanceforuptotwomeetings withCouncilstaffandprovisionofwrittenadvicefollowingeach meeting)
ELECTRICVEHICLESCHARGING
2
COST OF PROVISION
COMMUNITYSERVICE OBLIGATIONS
3
PRIVATEBENEFIT
STATUTORY LIMITATION
PRICING POLICY
The cost to Council of providing goods or services is aprimaryconsideration when determining pricing.
Council recognises that rational andrelevant pricingdecisions can onlybe madewhenthereis afull understandingof the cost to Council, andthe communityof resourcingspecific service areas.
Council acknowledges that it has anobligationtoprovidesome goods andservices as acommunityservice.
As aresult, Council accepts responsibilityfor at least partiallyfundingthesegoods and services from other sources of revenue. This is reflected in varyingdegrees of pricingsubsidy, dependant on the nature of thegoodor service beingprovided.
Whereit is not feasible to collect fees from private beneficiaries for a goodor service, whichprovides a wider community benefit, full subsidywill be applied. Wherecost recoverycan beachievedbut Council recognises an obligationinterms of equityandsocial justice considerations, andthemerit andwell-beingof the community, anappropriate level of subsidisationwill beapplied.
Some goods andservices providedbyCouncil are not providedon the basis of wider communitybenefit andare usedbyprivate beneficiaries.
Goods or services of acommercial naturewill besubject to commerciallycompetitivepricingprinciples, whichreflect market conditions andfull cost recovery.
WhereCouncil are engagedinprovidinganycommercial/business operations, it will pricesuch services at full cost recovery, to cover boththecost of capital andacommercial rateof return.
Council will look togenerate anagreedpositivereturnon assets soas to not reducefinancial viability.
Whererequired, Council will ensurecompliancewith'competitiveneutrality’ provisions of the National CompetitionPolicyand categorisation(i.e. category1 or 2business activities).
4 It is acknowledgedthat certainfees, charges andlevies are set bylegislationandCouncil has nocontrol over pricinginthese circumstances.
DEFINITIONS AND GENERAL NOTES
PENSIONER
PRIVATEWORKS
PROMOTIONS AND EVENTS
In cases whereCouncil carries out anyprivate works includingwork for other Councils andGovernment agencies, Council will applyappropriate fees andcharges andensurethat pricingcomplies with the conditions in Sections 55, 67 and610of theLocal Government Act. Pricing for all private works carriedout byCouncil will bebasedon costs incurred byCouncil toundertakethe work plus a 10% administrationcost.
Pursuant tosection610 E of theLocal GovernmentAct, a Council officer with anapproveddelegationmaywaivepayment of, or reducea feeset byCouncil, as part of special promotions or events for Council. This is subject to amaximum of $5,000inany year for anyparticular promotionor event.
HARDSHIP ASSISTANCE
COMMERCIAL WASTE SERVICES
HIRE OF ALL COUNCIL FACILITIES
BONDSAND DEPOSITS
Pursuant tosection610 E of theLocal GovernmentAct, a Council officer with anapproveddelegationmaywaivepayment of, or reduce, afee set byCouncil (subjectto amaximum of $500inanyyear for anyparticular case), as a result of anapplicationfor hardshipassistance. This includes financial hardshipas definedinCouncil's Rates andCharges, Debt recoveryand Hardship Assistance Policyor anyother unforeseencases of hardship as determinedbythe CEO.
Pursuant tosection610 E of theLocal GovernmentAct, theCEO mayvarya commercial wastefeeset byCouncil, this is subjectto amaximum variationof 20% per service. At all times the feechargedmust exceedcost recoveryfor Council. This does not applytoCouncil's Business waste annual charge for theformer CanterburyCouncil area.
Council reserves theright to refuseanybooking andtocancel abookingalreadymadefor whatever reason, particularlyrallies of apolitical nature andincases whichmaydiscriminate, vilify, beconsideredoffensiveconduct, or havethepotential to leadto public disorder.
The CEO at their discretionmayvaryor not chargea bondor deposit as outlinedinthis Schedule of Fees andCharges.
Definitionof EligiblePensioner is as specifiedinClause134of the Local Government (General) Regulation2005.This includes persons whohold anaged, carer, veteranor disabilitysupport pensionand areabletoproduceeither aCentre link or Veterans Affairs Pensionor PensionConcessionCard.
FEES AND CHARGES - SUPPORTING EXPLANATORY NOTES
BANKSTOWN LIBRARY AND KNOWLEDGE CENTRE
BRYAN BROWN THEATRE, COMMUNITY ROOMS, FOYER AND LOBBY - GENERAL INFORMATION
VENUEHIRE
BryanBrown Theatre, CommunityRooms, Foyer and Lobby*Lobbyhireonlyavailableoutsideof caféopeninghours.
CommunityGroups - Local - basedintheCanterburyBankstown Local Government Area or providinga services to the CanterburyBankstownLGA whichis a registeredcharity, eligiblefor incorporationunder theAssociations IncorporationAct, educational institutions (primary& highschools only) or political party.
GENERAL
DEPOSITS / BONDS
CANCELLATION FEE
ADMINISTRATION FEE
BRYAN BROWN THEATRE
THEATREHIREREHEARSALS AND BUMP IN
THEATREHIRE - DAILY PERFORMANCE
THEATREHIREADDITIONAL PERFORMANCE
WEEKDAY RATES
WEEKEND RATES
FOYER
LOBBY
TICKETING
SEMINARS / CONFERENCES
SPECIAL TECHNICAL / LIGHTING / EFFECTS / EQUIPMENT
STAFFING
CATERING
An additional 50% surchargeis applied to all labour services for Public Holidays
Hirecharge is calculated onfrom timeof access until departure from thebuilding(actual timemaydiffer from whatwas stated onapplication)
Highrisk activities is what Council maydetermine at the timeof applicationbasedon the potential for damageandthe consequences of that activity. (e.g. useof various special effects, age of participants, etc.)
Cancellationfees applyfor all bookings and areinaccordancewithCouncils terms and conditions of hire.
Administrationfee for regular hall hirers - unlimitedalterations todays/times requestedfor regular hall hirerenewals up to end of August of each relevant financial year.After this period, there aretwo additional changerequests per applicationper month andanyrequests above this attracts theadministrationfee.
Sessiontimes - 8.00am - 12.00pm, 1.00pm - 5.00pm, 6.00pm - 10.00pm.A dailyrehearsal and bumpinfees/chargewill apply for sets left on site.
Theatrehiredailyperformanceincludes:theatre hire from 8.00am to12.00am,DutyManager from 9.00am - 5.00pm andup to 4hours after 5.00pm, theatreequipment andcleaning. Additional fees/charges for technical support (essential requirement when using anytheatre equipment), anyadditional theatreequipment andanyadditional cleaningof backstageareas.
Theatrehireadditional performanceis availableonthesame dayonlyandincludes DutyManager for up to 4hours, theatre equipment andcleaning. Additional fees/charges for technical support (essential requirement when using anytheatre equipment), anyadditional theatreequipment required andanyadditional cleaningof backstageareas.
Applyfrom 8.00am Mondayto 8.00am Friday.
Applyfrom 8.00am Fridayto8.00am Monday.
Hireof Foyer is at the discretionof Canterbury-Bankstown Council andis not exclusivehire. Art Exhibitions must not interfere withaccess andfees/charges donot includeinstallation/set up/pack down. Council does not accept anyresponsibilityor liability inrelationtoexhibitions.
Hireof theLobbyis at thediscretionof Canterbury-Bankstown Council andis onlyavailableafter hours.
All ticketed events mustusetheCanterbury-Bankstown Council ticketingsystem (ticketingfees apply).
Seminars andconferences includes: theatre hire, DutyManager (Mon-Fri: 9.00am- 5.00pm and upto4 hours after 5.00pm OR Sat-Sun: 9:00am-5:00pm) andstandardAV (projector and screen, microphoneand lectern). Additional fees/charges applyfor technical support (essential requirement when using anyother theatreequipment) and anyadditional equipment required.
Anyadditional special technical/lighting/effects/equipment will incur full cost recovery
DutyManager/securityrequiredfor all after hours bookings. DutyManager included for bookings between9.00am - 5.00pm Mondayto Friday. Theatrehirealsoincludes DutyManager for up to anadditional 4 hours outsideof thesehours. Technical support is anessential requirement when usinganytheatre equipment - min4 hours. SecurityServices mayberequiredfor your function/event andis at thediscretionof Canterbury-BankstownCouncil - min4 hours. Ushers/front of housestaff are requiredfor anyticketedperformanceor event - min4 hours.
Hirers of theBryanBrown Theatre andFunctionCentre maynominatethecaterer of their choiceprovidingthat theymeet the requirements set out bythevenue.
Payment for cateringservices will be madebytheBryanBrownTheatreandFunctionCentre to the caterer as part of theevent settlementproviding all conditions aremet and agreedbybothparties. Failure to meet these conditions mayresult intheforfeit of apercentage of thecateringfee to cover thecost of compliance.
CANCELLATION FEES
COMMUNITY ROOMS
HIRE
WEEKDAY RATES
WEEKEND RATES
CANCELLATION FEES
ROOM SET UP / PACK DOWN
SECURITY
POST FUNCTION CLEANING
SCHOOL HOLIDAY WORKSHOPS/SPECIAL EVENTS/ACCESS PROGRAMS
EARLYBIRD
CREATIVE KIDSVOUCHER
STUDENT CONCESSION
SENIOR CONCESSION
WEEKDAY RATES
WEEKEND RATES
STUDIO 1 GALLERYMEETING
REHEARSAL STUDIO 2
ACTIVITY FLOOR IMPACT CHARGE
FEES AND CHARGES - SUPPORTING EXPLANATORY NOTES
Wherenoticeof Cancellationis; (i) Morethansix(6) months’ Notice- Nofeecharged, anydeposit paidwill berefundedor transferred to afuturebooking; (ii) Three(3) tosix(6) months’ notice- Equivalent to the deposit of 20%,whichwill be forfeited; (iii) 31days tothree(3) months’ notice - Equivalent tothedeposit of 20%, whichwill beforfeited plus anadditional fee equivalent to 50% of theestimatedamount which wouldhavebeen billedto Hirer (costings based onquote); (iv) Less than 31 days (thirty-one) days’ noticeto 48hrs - Full payment of venuehireis required; (v) Less noticethan to 48hrs - Full payment of venuehireis required.
Minimum 2hour venuehirecharges apply.All bookings arechargedat an hourlyrate(no part thereof), set-up andpack down must becompleted withinbookingtime. Hirecharge starts from entrance to the room until departure. Hireincludes tables and chairs, use of smart boards (whereinstalled), projectors andscreens andwhiteboards.
Applyfrom 8.00am Mondayto 4.00pm Friday
Applyfrom 4.00pm Fridayto8.00am Monday
Wherenoticeof Cancellationis; (i) Over 31days - Nofee charged, anydepositpaidwill berefundedor transferredtoa future booking; (ii) Less than 31day’s noticeup to 48hrs notice- 50% of payment required; (iii) Less than48 hrs notice - Full Payment required.
Room hiredoes not include set up/pack down. If required, this servicemust be prebooked. If additional pack downis required uponinspectionbyCanterbury- Bankstown Council, hirers will bechargedtheroom set up/pack downfees/charges.
Securitymayberequiredfor your event - min4 hours.This is at the discretionof Canterbury-Bankstown Council.
Room hiredoes not include post functioncleaning. If required, this servicemust bepre-booked. If additional cleaningis requiredupon inspectionbyCanterbury- BankstownCouncil, hirers will bechargedthepost function cleaningfees/charges.
Capacityfor up to 20peopleper sessionfor School HolidayWorkshops. Access programs includeWorldMusic Choir and Craft Circle
Applies for enrolments 10working days prior to the first class. A discounted rate of 10% of coursefee
CreativeKids vouchers acceptedfor all children's courses costing$100.00 or more
Current tertiaryID
Pensioner ConcessionCardor Senior's HealthCard
Applyfrom 6.00am Mondayto 5.00pm Friday.
Applyfrom 5.00pm Fridayto6.00am Monday.
CategoryA - Hireis for minimum of 4hours only.
CategoryA - Hireis for minimum of 2hours only.
CommunityHall hirefor thepurposes of certaindancingand exerciseactivities, at the discretionof Council, will be chargedan additional 10% of the original hirefees for impact totheflooringat a greater ratethanthat of regular wear.
BANKSTOWN ARTS CENTRE
ADMINISTRATION FEE
REGULAR HIRE
MISCELLANEOUS
CANCELLATION FEE FOR CASUAL BOOKING EXCEPT FOR THEATREBOOKINGS
CANCELLATION FEE FOR REGULAR HIRERS
UNAUTHORISED
Regular hirers maymake upto2 alterations to days/times requested for regular hirerenewals up to endof Februaryof each year or for thefirst twomonths of anewhire(outsideof the renewal period).Anyrequests for alterations madeoutside of these times will attract a $25.00 fee.
More than 12bookings per calendar year
Wherenoticeof cancellations is;
(i) Within10business workingdays of thefunction - 50% of the costingbased onquote excluding bondwill beforfeited (ii) Within48 hours of the function- Full hirecost excludingbondwill beforfeited.
Wherenoticeof Cancellations is;
(i) Over 31days - Nofee charged, anydeposit park will be refundedor transferredtoa future booking;
(ii) Less than 31days' noticeup to 48hrs notice50% of the payment from their quarter fee;
(iii) Less than48hrs notice- Full payment required(as per quarterlyfee).
The ratecharged per hour or part hour is equivalent to twicethenormal casual hourlyratefor the specific hall usewhen the approvedhirer gains access to the hall outside of permit hours.Unauthorisedusemayresult inthehirepermit beingcancelled.
After hours andtheatrehirewill includea surcharge for minimum hours of hire inclusiveof DutyManager andsecurityservice costs
Additional hour hireincludes theuseof theatre, technician andfoyer usefor the requestedhours only.
Wherenoticeof Cancellationis;
(i) Morethansix(6) months' Notice - Nofee charges, anydeposit paidwill berefundedor transferredtoa future booking; (ii) Three(3) tosix(6) months' notice- 20% of the full hirecost excluding bondwill beforfeited; (iii) 31days tothree(3) months' notice- 50% of the costings basedon quote excludingbond will be forfeited; (iv) Less than31days (thirty-one) days' notice- Full payment of venuehireis required.
All fees are recommendedminimum only. Educators set their ownfees. Membershipandlevies areset.
Registrationfees arenonrefundable.
Late CollectionFee:
Late collectionfees applyas per thefees andcharges however under exceptional circumstances fees maynot be applied, at the discretionof theDirector CommunityServices.
Administrationfees arenonrefundable. Holdingdeposits arereturned at the endof careif all fees are uptodate.
ENROLMENT FEE:
Enrolment FeeExemptionfor eligiblefamilies - requiredtoprovidecurrent Centrelink concession card(HealthCareCard, Pensioner ConcessionCardor Low-IncomeHealthCareCardand/or CCS approval noticeor MyGov screenshot confirming familyCCS percentage.
ASYLUMSEEKERS:
Asylum seekers / humanitarianentrants at minimum requirea letter from settlement agencyor Services Australiaconfirmation (where CCS not yet active) proving current staus. An annual check of status will be requiredbeforeconfirmationof placement for thefollowingcalendar.
Administrationfees arenonrefundable.
A nonrefundable administrationfee of $30.00per annum is applicable.
Subsidisedfees arerequiredto bedetailedinCouncils Schedule of Fees & Charges to receive Start Strong Community Preschool funding. Council will then opt into the Start Strong FreePreschool fundingandthesefees will not bechargedto eligiblecustomers.
START STRONG: Subsidisedfees arerequiredtobe detailedinCouncils Scheduleof Fees & Charges toreceiveStart Strong CommunityPreschool funding. Council will then opt intotheStart StrongFreePreschool fundingand these fees will not be chargedtoeligiblecustomers.
REGISTRATION FEE: Registrationfee is nonrefundable
ANNUAL ADMINISTRATION FEE: Fee exempt for confirmed Equitychildren. Requirecurrent Centrelink concession card (Health CareCard, Pensioner ConcessionCardor Low-IncomeHealthCareCardand/or CCS approval noticeor MyGov screenshot confirming familyCCS percentage. Asylum Seekers / HumanitarianEntrants as per the Asylum Seeker notes above.
Minimum 1tonne. Rateas per theWet Material Waste(for loads over 500kg) at the closest* wastefacilityacceptingfrom the general public. * Closest toApproximateCentroidwhichis Council Customer ServiceCentre at Civic Tower,66-72 Rickard Road,Bankstown.
Minimum 2hours chargeandone hour rate thereafter.
DUMPED MATERIAL CLEAN-UP
STREET TREE REPLACEMENT
DIRECTIONAL / COMMUNITY SIGNS
ROADWAY& FOOTPATH RESTORATION
FEES AND CHARGES - SUPPORTING EXPLANATORY NOTES
(c) Establishment period will be subject toweather and seasonal conditions and will be at Council's discretion. Treetypeand plantinglocationwill be at Council's discretion.
(d) NeedtoComplywith Council's Directional SignagePolicy.
(e)(i) RestorationAdministration Feedoes not applytoPublic UtilityAuthorities or their nominated contractor if Council is engagedtocarryout therestoration.
(e)(ii) RestorationAdministrationFee does not applytoPublic UtilityAuthorities wherea Memorandum of Understanding (MOU) has been enteredintowith Council for restorationworks.
(f) Restorationnot carriedout tothesatisfactionof the RestorationOfficer will be restoredand chargedfor at theserates.
ROADWAYRESTORATION
FOOTPATH RESTORATION
SUPPLY REPLACEMENT PAVERS
CHILD RESTRAINT FITTING
(g) Works will be assessedinjoblots wheremultiplelocations canbe managedunder onetraffic control plan. Fees allowfor multipleasphalt layers andmixtypes to suit depthof restorationrequired. Fees include sitepreparation, notification, traffic control (3 personcrew), establishment, environmental control, qualitycontrol anddisestablishment
(h) Where it is necessaryto carryout restoration work outsidenormal business hours (e.g.: duetotraffic constraints onmajor roador in towncentre), anadditional feewill applytoscheduledrestoration rates.
(i) Wholeslabs of concrete will be chargedwhere the structural integrityof theslabhas beencompromised.
(j) Telstraasbestos pits replacement costs as a result of restorationwork will bechargedinaccordancewithTelstra's Fees & Charges.Minimum cost applies.
(k) It is theapplicant's responsibilityto return excavatedunit pavers to Council's depot, in acleanandundamagedstate, neatly stacked onpallets for storageand re-use. Where pavers arenot returned, Council will charge the relevant rate for supplyof replacement pavers.
(l) Online bookings are requiredtobe made. Thenumber of childrestraint fittingsessions is limited to 18days / year. The serviceis onlyavailable for residents andrate payers intheCanterburyBankstown local government area.
EVENTS
SPACE HIRE
INFRASTRUCTURE PROVISION
LAKEMBANIGHTS
STUDIOVENTURE
Giventhevariednatureof events and stalls, Events Fees arelistedas the maximum fee. TheTeam Leader Events and CommunityExperiences will determine the feebasedon the specific natureof the event andstall.
Wherenon-standardinfrastructure is requested for items without listedcharges, fees will bechargedon acost recoverybasis.
Withdrawal andRefunds:
Wherea stallholder elects to withdrawfrom or ceasetrading at theLakembaNights event during thefirst week of operation, a pro-rata refundof applicable fees maybe granted.
Norefunds will bepayable where astallholder withdraws from or ceases trading after the completionof the first week of the event, for anyreason.
Scope of Fees:All fees andcharges includetheprovisionof professional services associatedwiththeengagement, including consultation, studioand equipment set-up, recording, andpost-productionediting, unless otherwise specifiedinwriting.
Promotional Pricing: Studioventuremayoffer promotional pricingor special offers from time to time. Anysuchoffers will be subjectto specific terms, conditions, andtimeframes andwill onlyapplywhere expresslystated. Promotional pricingcannot be appliedretrospectively.
StandardandExpeditedTurnaround Times:
The standardturnaround time for completionof editingis 3–5business days from the date of recording. Wherea faster turnaroundis requestedand agreedto, additional fees mayapply. Anyexpeditedturnaroundrequest will be subject toresource availabilityandmust be approvedinwritingprior tocommencement of the service.
Nomorethan10 personnel on site, nodisruptionis causedtoCouncil's stakeholders, retailers or motorists or other events in the vicinityof the activities, activities arecontainedtofootways or public openspaceareas only, public safetyis maintainedat the locations at all times duringthe conduct of theactivities, vehicles associated with the conduct of theactivities are legally parked at all times and arenot drivenonto footways, parks or plaza areas.
11- 25crewonsite, no morethan4 trucks/vans, no construction, minimal equipment/lighting,small or no unit base required andusually1 - 2 locations.
26- 50crewonsite, no morethan10 trucks/vans, some construction, someequipment used, unit baserequired, nomorethan 4locations.
ADMINISTRATION FEE–PROCESSING OF RATES REFUNDS
FEES AND CHARGES - SUPPORTING
EXPLANATORY NOTES
More than 50crewonsite, more than 10trucks/vans, significant construction, extensiveequipment, largeunit baserequired andmore than 4locations.
FINANCE AND RATES
The administrationfee applies toall rates refundrequests unless theapplicant is the holder of avalidPensioner Concession Card(PCC).
The feewill not be chargedwhere the overpayment is solelytheresult of a keystroke error made at the timeof payment and Council is notifiedwithinseven(7) days of thepayment being made.
Keystroke error means an inadvertent dataentrymistakemade bythepayer at thetime of payment that results inanincorrect payment amount, anddoes not includeduplicate payments, incorrect account payments, or errors arisingfrom misunderstanding of rates liability.
GOVERNANCE AND PROPERTY
MOBILE TELECOMUNICATION
TOWERS - INVESTIGATION FEE
EASEMENTS THAT ARE LESS THAN 10SQM IN AREA(MINOR EASEMENT FEE FOR DRAINAGEOVER COUNCIL DRAINAGE RESERVE LAND)
PROPERTY TRANSACTION REQUEST FEE
This fee is chargedto carriers who wishtoset up newtelecommunicationfacilities on Council land. It is tocover our costs of investigatingtheir proposal.
MAJOR SPECIAL EVENT FEE
This fee is chargedto residents that wishtoconnect into Council drainagepipes indrainagereserves todraintheir properties.
PAUL KEATING PARKGROUND HIRE
This is a feewechargewhenresidents cometo us and request aroadclosure, purchaseadrainagereserve, removean easement etc.
PERSONAL & GROUP FITNESS TRAINING
Anyeventwithexpected attendanceof 2,500or more,or is longer thantwo days, or if a Traffic Management Planis required, will beclassifiedas aMajor Special Event. Council reserves theright to classifyanyother special eventapplicationas a 'Major Special Event', at the discretionof theDirector, CommunityServices.
Permissibleuseof Paul KeatingPark is limitedto activities that promote andsupport Council's communityandcultural values. Public rallies and protests do not constitutesuch permissible use.
The useof Paul KeatingPark for weeklyprograms excludes commercial organisations such as personal/fitness training. Maximum hireper dayis 4 hours andthereis a maximum 2 days per week per organisationfor all bookings (all bookings subjectto availabilityof park). Council reserves theright to determineif an applicationis a weeklyhire,and is at thediscretion of theDirector, CommunityServices.
All other relevant park hirefees will applyfor Paul KeatingPark if theapplicationis not deemed tobea weeklyprogram or does not meet the specifiedcriteria.
The overflowareais consideredthegrassedareabetween the outdoor parkingand the Bankstown Library& Knowledge Centre. Booking of this areais onlypermittedinconjunctionwith abookingof the main areaof Paul KeatingPark.
Permit is issued for onesiteonlyand allows the hirer up to 3weekdays per site (Monday- Friday). A separate permitis required for weekends andis onlyfor oneweekend dayper permit. Groupfitness andboot camps allowedin passiveparks onlyor in other areas, at the discretionof Manager Customer ExperienceandRecreation.
6months or 3months permit will be issued for sites, subject toavailability. 6months permit is for summer or winter seasononly.
6monthlyseasonal permits areeither April - August (winter) or September toMarch(summer)
MARKETS
STREET STALLS
Fees areapplied basedonthenumber of stalls onlywhenthis is greater thantheminimum fee andless that themaximum fee indicated. Otherwise, therelevant minimum or maximum feewill apply. Communityrates areonlyapplicableto qualifyingnot-for-profits. Park Hire fees arealsoapplicableinadditiontothestall fee.
Community, not for profitorganisations onlymayapplyfor street stalls. Aggressive sellingand/or harassingpublic inrelationto stalls is prohibited.
Relates onlyto local businesses utilisingthepavement outsidetheir business for the purposes of stalls i.e. SausageSizzle
GROUND HIRE - PASSIVE PARKS
SPECIAL EVENT CANCELLATION FEES (Major and Non Major Special Events)
PARK HIRE CANCELLATION POLICY
MISCELLANEOUS CHARGES
KEYS & KEYTAGS
KEYS & KEYTAGS - BONDS
FIELD SET-UP - CROWD CONTROL LINEMARKING
OTHER - CANTEEN ACCESS FEE
OTHER - UNAUTHORISED USAGE FEES
OTHER - UTILITIES
SCHOOL HIRE
CREST SCHOOL ATHLETICS CARNIVALS - ZONE / REGIONAL CARNIVALS
SCHOOL ATHLETICS CARNIVALSCANCELLATION FEES
SPECIALISED FACILITIES
COACHING CLINICS
CLUB COACHING CLINICS
DEVELOPMENT CLINICS / GALADAYS
ALL SPORTS
WEEK NIGHT / TRAINING USE
Applies to all special event bookings.At its discretionCouncil maywaivethecancellationfee ininstances of inclement weather. This fee does not applyininstances whereCouncil has declareda ground closure.
This fee applies for all cancellations on either aSportingfield or PassivePark that is not deemeda major or nonmajor Special event.
At its discretionCouncil maywaive the cancellationfeeininstances of inclementweather. This fee does not applyininstances where Council has declareda ground closure.
GROUND HIRE - SPORTING FACILITIES / FIELDS
Casual sports fieldhirers will be provideda keytoaccess public toilets, theassociatedcar park andthebincageonly. Seasonal fieldhirers, at Council's discretion, will be entitledtoup to amaximum of five"coaches" keys providingaccess to changerooms, inadditiontothefacilities listedfor casual hirers.
Seasonal fieldhirers, at Council's discretion, mayalsobeentitledtoupto amaximum of three"master" keys providingaccess to anyclubroom andkiosk, subject toan appropriateLicenceAgreement beinginplacewithCouncil for the useof these facilities.
Whereno Licence Agreement exists, akeytoaccess the kiosk only(not the clubroom) maybeprovidedtoSeasonal field hirers, subject todirect external access to the kiosk beingavailable. Council will havethe absolutediscretiontodeclineaccess to akiosk for aseasonal hirer shouldappropriateaccess not exist.
All bonds are forfeitedwhen keys arenot returnedwithin5 business days of thecompletionof hire.
Implementationof crowd control lines is at the discretionof Council andsubject to staff availability, andsuitabilityof the requested field(e.g. dual usage fields, existingamenities and infrastructure)
The canteenaccess feeapplies to seasonal hirers only. Thefee is appliedper season when thecanteenis deemed tobein use. Clubs leavingequipment ina canteen duringan off-seasonwill not besubject to this fee, providedall appliances and whitegoods areswitchedoff andnot inuse.
This fee is appliedinadditiontotherelevantusage fees for the unauthoriseduse. Council maychoose to issue awarningon the first offence
Other costs maybeapplicableinadditiontohireandwaste charges. Theseincludeaccess to power or water (approvedonlyin exceptional circumstances andwherepossibleonly),food compliancepermits etc.
A hirer will becharged either the cost per competitor or the cost per event, whichever is the lesser amount.
For anycarnival bookingcancelledand not rescheduledafter thecommencement of Week 3of the1st Term of theschool year, acancellationfeewill apply. This fee will be50% of the applicablehirefee for thecarnival, basedon the informationprovided ontheapplicationform. Cancellationwithin 48hours of bookingdate, will incur 100% of bookingfees. At its discretionCouncil maywaive the cancellation feeininstances of inclement weather.
Specialisedfacilities that attract publishedFees &Charges are - Bankstown Basketball Stadium, Dunc GrayVelodrome, CanterburyVelodrome, all Leisure& Aquatics Centres, Sefton Golf Course, CrestAthletics, Campbell Oval, JensenPark, Crest Athletics, all turf cricket wickets.
ClubCoachingClinics must besanctionedbythe local associationbeforeCouncil can approvetherequest.
Must be conducted byarecognisedstate or national governingsportingbodyor anational league level cluband beconsidered non-commercial innature. Where aparticipationfee is beingcharged, this must benotifiedtoCouncil todetermineeligibility
Includes thenumber of weeknights allocatedas per thepermit. It does not include anyweekend days or anyadditional days or nights. All fees areper field. Refunds or partial refunds arenot givenfor wet weather or other closures where 25% or more days areavailableduetotheir subsidisednature.Theserates arenot availablefor Commercial Organisations.
Refunds or partial refunds arenot given for wet weather or other closures where25% or moredays are availabledue to their subsidisednature. Theserates are not availablefor Commercial Organisations.
MATCH PLAY SEASONAL USE
ATHLETICS
AFL, FOOTBALL / SOCCER, GRIDIRON, HOCKEY, NETBALL, RUGBY LEAGUE. RUGBY UNION
BASEBALL / SOFTBALL
CRICKET - TURF WICKETSMEMORIAL OVAL
CRICKET - SYNTHETIC WICKETS
FEES AND CHARGES - SUPPORTING EXPLANATORY NOTES
Refunds or partial refunds arenot given for wet weather or other closures where25% or moredays are availabledue to their subsidisednature. Theserates are not availablefor Commercial Organisations.
Includes oneweekend dayfor intraclubcompetition, thespecifiednumber of clubtrainingdays/nights per week and1 presentationday/night, subject toavailability.
Summer &Winter seasonbookingincludes oneweekend dayfor intraclubcompetition, thespecifiednumber of clubtraining days/nights per week and1 presentationday/night, subject to availability. Seasonal Hirenot available for Commercial Organisations.
Unless otherwisespecified, includes oneweekend day, andthespecifiednumber of trainingnights per week. Useof additional weekenddays usewill attract casual hirefees or matchplayonlyseasonal fees. All fees areper field. All bookings are subject to availability. Seasonal feewill includepre-seasontrials inMarch and1 presentationnight/day, subject toavailability.
Includes oneweekend day, upto7 secondweekenddays andup to 4nights per week for training. Anyadditional weekendday userequiredabovethe7 days will result inthe Additional Weekend Day seasonal feebeingcharged. All fees areper diamond.
Includes bothSaturdayandSundayandthenumber of weeknights for trainingas specifiedonthepermit
Includes oneweekend day, upto4 trainingnights per week. Use additional weekenddays usewill attract casual hirefees or matchplayonlyseasonal fees. All fees are per field.
Summer &Winter OztagandTouchseasonal hireincludes thenumber of weeknights allocatedas per thepermit, and weekend days as follows:
• 1night per week - includes 2additional weekenddays per season;
• 2nights per week - includes 3additional week
OZTAG / TOUCH FOOTBALL /ULTIMATE FRISBEE
• 3nights per week - includes 4additional weekenddays per season;
• 4nights per week - includes 5additional weekenddays per season.
Weekenddays cannot be split or transferredtoanyother configuration. Additional weekend days required abovethoseinclude intheseasonal hireare chargedat the casual hire fee.
Alsoincluded1 presentation day/night, subjectto availability. All fee areper oztag/touchfootball field.
FOOTBALL / SOCCER - THE CREST OF BANKSTOWN
AMATEUR SEASONAL FEE
CHANGEOVER FEES
GENERAL
The seasonal rateis applicableonlytoamateur teams withina professional or semi-professional club,and association representative teams playing ina seasonal competition.
Change over includes the installationand removal of goal posts andline markingof theinner field. Installationof post padding, goal nets andprotectivemattingonthetrack is tobe undertakenbythehirer. If the greeningout of existinglinemarkings is required, this feeis a separate chargeas specifiedinthefees andcharges.
Local CommunityGroup shall mean agroupbased intheCanterburyBankstown LGA or providing servicetotheCanterbury BankstownLGAwhichis: aregisteredcharity, eligible for incorporationunder theAssociations IncorporationAct, achurch or religious organisationor apolitical party.
To beeligiblefor the communityrate- * Hiringa hall ona weeklybasis for recreational, not-for-profit activities wherethere is no chargetoparticipate(i.e. dancegroups, martial arts, physical culture, aerobics, craft, yogaetc.) or other groups byresolutionof Council.
CommunityGroups that hireCouncil's facilities for noncommunityevents/functions and is deemedbyCouncil as aprivate function(outside of their normal communitygroupactivities), will be chargedtheprivate/commercial hirerate.
All Groups that hireCouncil's Communityhalls on apermanent basis andreceivethepermanent rate, will not bechargedthe permanent ratewhenhiring another Council hall when deemedbyCouncil as casual hirei.e. less than12 times per financial or calendar year.
All casual hirerequires full paymentof all fees upfront. Bookings deemedto beshort term that are eligiblefor the permanent rate arealsorequired topayfull fees upfront (bothare inclusive of a bond) - at the discretionof Manager Customer Experience andRecreationas to what is deemed short term permanent hire.
Weekendstarts at 4.00 pm onFridayafternoonand ends at 10pm Sundaynight (or 1.00 am on Mondaymorningintheevent of aP/H).
Public Holidays will bechargedat weekend rates for theactual dayonly.
HALL HIRE
GENERAL
FEES AND CHARGES - SUPPORTING
EXPLANATORY NOTES
For regular hireand communitygroups thepayment of hirefees shall be ona quarterlybasis payableinadvance. A newhire agreement is to becompletedfor eachhiring period(financial year)
A Hirer whohires aCouncil facilityfor non-commercial or non-profit makingpurposes less than12 times per calendar year,will not berequiredtoprovide evidenceof public liabilityinsurance. However, if it is necessarytomakea claim against Council’s insurancepolicythe Hirer will berequired topaythepolicyexcess of $2,000
Anyperson or organisationhiringa Council facilityon agreater frequencythentwelve(12) times ina twelve(12) month period (financial year) is requiredto holda Public LiabilityInsurancePolicyfor minimum $20million.A clausenoting Council as an interested partymustbe incorporated intotheinsurancepolicywording.
The Council Chambers is a civic facilityandas suchits sole functionis toholdofficial meetings of Council and Civic Receptions/Ceremonies. Meetings for civic purposes areonlypermitted intheCouncil Chambers at the discretionof theMayor and/or CEO.
* Public Holidays will bechargedat Block weekend rates for the actual dayonly.
PUBLIC HOLIDAYS
SESSION
CATEGORY A
CATEGORY B
CATEGORY C
CATEGORY D
BLOCK BOOKING
MISCELLANEOUS CHARGES
HIRE
ADDITIONAL KEYS
If thedayafter thepublic holidayis aweekend the hall maybeuseduntil Midnight. If anormal workingdayfollows, thehall must bevacatedby10pm inaccordancewith standard weekdayhirerules.
Ontheeveof apublic holidaya hirer mayusethehall until Midnight but aweekend rate will be appliedregardless if ablock rate is issuedor not.
Sessionincludes hireof upto3 hours
RevesbyCommunityHall, MilperraCommunityHall, Georges Hall CommunityCentre (MainHall), YagoonaCommunityCentre (MainHall), BankstownSenior Citizens' Centre(MainHall), HelenWestwood Chester Hill CommunityCentre BlueHall, Greenacre Citizens' Centre, Bankstown Arts Centre (Paull Studio2), Earlwood Senior Citizens' Centre, BelmoreSenior Citizens' Centre, AshburySenior Citizens' Centre, LakembaSenior Citizens' Centre, Riverwood CommunityHubFunction Room (hall). Morris IemmaIndoor Sports Centre MultipurposeA andB, A1 or A2 MultipurposeRooms, HelenWestwood Chester Hill GreenHall, Thurina Park CommunityCentre Hall, Bill Lovelee YouthCentre(Hall)
Inclusion block rates including dayandnight rates (7hours for thepriceof 5)
Women's andChildren's Health Centre Meeting Rooms A and B, RiverwoodCommunityHubMeetingRoom, AshburyMeeting Room (Green Room), Panania Senior Citizens Centre, PadstowSenior Citizens' Centre, Endeavour Hall, HelenWestwood Chester Hill CommunityCentre (RedHall), BankstownArts Centre (Studio1 & 4), Morris IemmaIndoor Sports Centre MultipurposeA or B, Hurlstone Memorial ReserveCommunityCentre, ThurinaPark CommunityCentreMeeting Room, Yagoona Meeting Rooms
Inclusion block rates including dayandnight rates (7hours for thepriceof 5)
Georges Hall CommunityCentre (Meeting Room), SeftonSnowHall, HelenWestwood Chester Hill CommunityCentre Yellow MeetingRoom andOrangeMeetingRoom, Helen Westwood Chester Hill CommunityCentre Swell Room, Women's & Children's HealthCentre (Meeting Room A or B), Condell Park CommunityCentre, East Hills Park Hall, LakembaMeeting Room 1, Georges Hall CC Classrooms, Carrington CentreMeeting Room
Inclusion block rates including dayandnight rates (7hours for thepriceof 5)
PadstowPark Progress Hall (annexe), SeftonCommunityCentre(Small Hall). Lakemba MeetingRoom 2 (ECRC).
Block bookingrateis onlyavailablefor casual hireand is for weekends only
A minimum 2hour venue hirecharge applies toall groups over 50 peopleor at the discretionof theManager Customer Experienceand Recreationfor bookings withlower attendance.All bookings arechargedat an hourlyrate(no part thereof), setupand pack down must becompleted withinbookingtime. Hirecharge starts from entrance intothefacilityuntil departure. Hire includes tables andchairs, use of kitchenand bathroom facilities. If aregular hirer does not use the hiredfacilityonconsecutive dates as stated intheapprovedpermit over a2 (two) monthperiodat anytimeduring the permit dates, Council reserves the right to cancel thehire. Council canconsider requests for an extendedperiodof holdinga bookingwithoutusewhere there are exceptional circumstances however, this must beagreedupon in writingbyCouncil within 2(two) weeks of the non-useperiod.
Oneadditional keycanbe providedto regular hirers at thecost of $60per keyor $80 per swipecard. This fee will beontopof the bondamount paid. Themaximum keyallocationis two per group. If thegrouphas special circumstances andapplies in writinga thirdkeycan beprovidedat the discretionof the Manager Customer ExperienceandRecreation.
ADDITIONAL VIEWING FEE
HALL HIRER CLEANING PENALTY FEE
KEY LATERETURN
CANCELLATION FEE
ACTIVITY FLOOR IMPACT CHARGE
UNAUTHORISED USE
ADMINISTRATION FEE
FEES AND CHARGES - SUPPORTING EXPLANATORY NOTES
Hirers mayrequestadditional hall viewing/s but will onlybe offereda date andtime that another first timehirer has already booked. If hirer is unabletoattend this timeor thereare noother hirers, theywill be chargedCouncil's call out feeas listed in the fees and charges.
Cleaning is full cost recoveryhowever inserious cases of misuseof the hall / left inanextremelypoor state of cleanliness, then at thediscretionof Council, this penaltyfeewill beapplied. A full cleaners report / photo's must be obtainedfor this fee to be charged.
After 3 business days from hirehas passeda feeof $60per daywill be chargedto thehirer. This will be takenout of thebond.
Cancellationfees applytohall bookings that arecancelledwithin10days of thefunction. Full hirefees will be forfeitedif a cancellationoccurs within48 hours of thefunctionor within 48hours before the COBon Fridayfor weekendfunctions. The bondwill berefunded.
CommunityHall hirefor thepurposes of certaindancingand exerciseactivities, at the discretionof Council, will be chargedan additional 10% of the original hirefees for impact totheflooringat a greater ratethanthat of regular wear.
The ratecharged per hour is equivalent to twicethecasual hourlyrate for boththecommunityhire andalsoprivate/commercial hirefor the specific hall use when the approvedhirer gains access to the hall outside of permit hours.Unauthorisedusemay result inthehirepermit beingcancelled.
Administrationfee for regular hall hirers - maymakeup to 2alterations todays/times requestedfor regular hall hirerenewals up to endof August of eachrelevant financial year or for the first two months of a newhire (outsideof the renewal period). Any requests for alterations made outsideof these times will attract a$25.00fee.
LEISURE AND AQUATICS
SINGLEENTRY
SQUAD MEMBER ENTRY
MULTI-VISIT PASS (SWIMMING ONLY)
MULTI-VISIT PASS - SQUAD SWIMMER
SAUNA
Single Entryprovides one time access tothefacility. Anyre entrywill requirea newpayment unless a timedpass out ticket (5 minutes) is issuedbyreceptionstaff prior toexiting. Pass outs arestrictlylimitedandmust be requested beforeleavingthe facility.
Subsidisedpool entryis availablefor participants enrolledinsquadswimmingprograms deliveredbyCouncil’s outsourced squadprovider.Anyadditional fees associatedwith squadparticipationarepayabledirectlyto theprovider andare not included inthesubsidisedentry.
Grants pool access for one visit per scan. This pass includes general pool entryonly. Additional fees applyfor all programs and services,includingbut not limited to SquadTraining,Learn to Swim, Aqua Aerobics, Gym access andSauna use. Program participationor access to anynon pool facilityrequires separate payment at the applicablerate.
Provides subsidisedfacilityaccess exclusivelyfor patrons enrolled insquadprograms deliveredbythe Council’s outsourced squadprovider.This pass permits entryonlyfor scheduledsquad trainingsessions. Anyfacilityuseoutsidethesedesignated sessiontimes will requirepayment of thestandardapplicable entryfee.
Saunaaccess requires anadditional fee ontopof standardpool entryandno bookingoptionis available.A wristbandwill be issueduponentryfor authorised saunause. If a wristbandis not visibleon the customer’s wrist, staff will direct the individual to leavethesaunaarea.
Access to the facilityrequires all patrons tocreatea verifiedprofilewithCanterbury BankstownLeisure& Aquatics. All required verificationchecks must be completedprior toentry. Individuals whodonot meet theserequirements will not be permitted access tothefacility.
AcceptedProof of Identity:
• AustralianPassport
CUSTOMER PROFILE
ADULT
• ForeignPassport
• AustralianDrivers Licence
• AustralianProof of AgeCard
• Immicard
• Alternative Proof of Identities areat thediscretionof the management at the facility
Access to the facilityrequires all patrons tocreatea verifiedcustomer profilewithCanterbury BankstownLeisure& Aquatics. An adult is definedas anypersonaged 18years or over who does not qualifyfor a listed concessioncategory. Adults are requiredtopaythe full applicablechargeand arenot eligiblefor subsidies or concessions.
CONCESSION
CHILD / STUDENT ENTRY
Access to the facilityrequires all patrons tocreatea verifiedcustomer profilewithCanterbury-BankstownLeisure &Aquatics. A concessionapplies to eligiblepatrons whopresent anoriginal, validAustralianconcessioncardissuedbythe relevant government or institution. Photocopies anddigital versions are not accepted.
Direct debitmembers must provide anupdated concessioncard beforethecurrent cardexpires; otherwise, fees will automaticallyrevert to the full rate. Noretrospectivecredits or discounts will beapplied if avalid concessionis not provided. Customers are responsiblefor keepingtheir concessiondetails up to date, as Council does not requestor followupon expired cards. Student cards arevalid until the printed expirydateor for amaximum of four years if noexpirydateis shownand additional proof of enrolment mayberequested.
AcceptedConcessions;
•Child/ Teen ages 5 - 17
•Full-time enrolledstudents
•Primarycardholders of:
oNSW Seniors Card(excludes NSW Senior Savers Card)
oNSW Transport ConcessionEntitlement Card holders for JobSeekers
•Primarycardholders of Commonwealth-issuedHealthand ConcessionCards:
oHealth CareCard
oPensioner Concession Card
oSeniors Health Card
oImmiCard
oEx-Carer Allowance(Child) HealthCareCard
oFoster ChildHealth CareCard
oLowIncomeHealthCareCard
oDepartment of Veterans’ Affairs Pensioner ConcessionCard
oIndividuals with proof of anapprovedCommonwealth concession or health carecard not listed above
For moreinformationonCommonwealth-issuedHealthand Concession Cards, visit the Services Australiawebsite.
Nochildunder, and includingtheage of 14 years, is permittedtoenter Council’s Leisure& Aquatic Centres without being accompaniedbyaresponsibleadult of theminimum ageof 18years.
Childentryavailabletochildrenages 5–17
Student entryavailabletotertiarystudents with validID qualifyfor student pricing. Thereis noagelimit for Student entryif a validstudent ID is presented.
SCHOOL SPORT PARTICIPANT
REGULAR HIRE
COMPETITIONS
PERSONAL TRAINING PT - 30MIN X 3 PACK
REFORMERS VISIT PASS
REFORMER PILATES 3VISIT
MEMBER / NON MEMBER
Discounted entryfor students in school-organisedaquatic programs (excludes LearntoSwim).
"Regular" use= 5+ consecutivebookings throughout the year.
Organisedat thediscretionof the Manager Customer ExperienceandRecreation.
Personal training services areavailableat selected centres for anadditional fee. All personal trainers are employees of the centre andonlycentre staff arepermittedtoprovidetraininginour LeisureandAquatic centres.
10-sessionpacks arevalidfor sixmonths from thedate of purchaseandall sessions must bebookedinadvance. Payment is requiredprior tothefirst sessionor accordingtotheagreedpackageterms.
Cancellations or reschedulingrequirea minimum of 24hours’ notice. Sessions cancelledwithless than24 hours’ noticewill be chargedinfull. Latearrivals will result inthesessionendingat thescheduled time.
Clients must inform their trainer of anymedical conditions, injuries, or physical limitations beforecommencingtraining.
Refunds areavailableonlyfor unused sessions withinaprepaidpackage. Requests must besubmittedinwriting within14 days of purchase. Norefunds will beissuedfor sessions alreadycompletedor for cancellations madewithless than24hours’ notice. Approvedrefunds will be processedwithin10 business days.
This Personal Training Pack is anintroductoryoffer is valid onlywitha currentgym entry, is limited to oneper customer, and cannot becombinedwith anyother offer.
The Reformer Visit Pass is asinglesession/class and is validfor sixmonths from thedateof purchase.
The Reformer Pilates 3Visit Member introductoryoffer is validonlywith acurrent CB Wellness Membership. TheNon-Member is tobe usedwith acurrent gym entry(Anythingother then the CBWellness Membership). It is limitedtooneper customer, and cannot becombinedwith anyother offer. It is validfor sixmonths from thedate of purchase.
REFORMER PILATES 10 VISIT MEMBER / NONMEMBER
6/8/10/12 WEEK CHALLENGE MEMBER/ NON MEMBER
CB MOVE VISIT PASS
CB MOVE VISIT PASSCONCESSION 10PACK
CB MOVE - DIRECT DEBIT MEMBERSHIP / UPFRONT MEMBERSHIP / VISIT PASS
CB WELLNESS- DIRECT DEBIT MEMBERSHIP/ UPFRONT MEMBERSHIP
WELLNESS +
CB AQUATIC - DIRECT DEBIT MEMBERSHIP / UPFRONT MEMBERSHIP / VISIT PASS
FEES AND CHARGES - SUPPORTING
EXPLANATORY NOTES
The Reformer Pilates 10Visit Member Pack is validonlywitha current CB Wellness Membership. TheNon-Member is to be usedwitha current gym entry(anythingother gym entrythen the CBWellness Membership). It is validfor sixmonths from the date of purchase.
Fitness Challengepricingis set at thediscretionof theUnit Manager and Department Director, inaccordancewith the promotional expenditureframework.
Single access toBirrong, MaxParker or Roselands LeisureandAquatic Centres. Includes access to groupexercise, aqua aerobics, andsauna (Roselands only). Personal Training andSquadswimmingrequire additional charges.
Unlimitedaccess toBirrong, MaxParker andRoselands Leisureand Aquatic Centres. Membershipincludes access to group exercise, aquaaerobics,and sauna(Roselands only). Personal TrainingandSquadswimmingrequireadditional charges.
The membership provides unlimited access toBirrong, MaxParker, andRoselands Leisure andAquatic Centres. Membership entitlements includeparticipationinscheduled groupexerciseclasses, aquaaerobics sessions anduseof the saunafacilities at Roselands LeisureandAquatic Centre only. Personal Trainingservices and squadswimmingprograms arenot included inthe membership andaresubject to additional fees. Pricelistedis fortnightlyfee
The CB Wellness Membershipprovides unlimitedaccess to all four (4) Canterbury BankstownLeisureandAquatic Facilities. Membershipbenefits includeaccess togroup exerciseclasses, aquaaerobics classes, saunafacilities and lockers at the CanterburyLeisure &Aquatic Centre (CLAC).Additional fees applyfor Personal Training, Reformer Pilates and Squad swimmingprograms, whichare not includedinthemembership. Further terms and conditions apply. Pricelistedis fortnightly fee
Wellness+ is the CBWellness membership with optional DirectDebit add-ons.All prices listedfor Wellness + packages (Personal Trainingand Reformers) are the weeklyprice.Thesewill be chargedfortnightlyinlinewith your Wellness Direct Debit Membership
The membership provides unlimited swimming-onlyaccess to all four (4) Leisure andAquatic Facilities. Membership entitlements includeuse of swimmingpools andsprayparks and locker facilities at CanterburyLeisureand Aquatic Centre (CLAC) only. All additional programs, services, andamenities arenot includedand aresubject to additional fees. Pricelistedis fortnightlyfee
CB SWIM MEMBERSHIP
3DAYVISIT PASS - TRIAL FOR NEWMEMBERS
FITNESS PASSPORT - GYM
FITNESS PASSPORT - POOL
The CB Swim membershipis CanterburyBankstown Leisure andAquatics learntoswim membership. Toaccess this membership astudentwill beenrolled inthelearntoswim program.This membershipgives thestudent access toone (1) enrolledlessonweeklyas well as swim access totheanyof CanterburyBankstownLeisureandAquatics facilityfor theenrolled student.
For Credits, Refunds, Suspensions andCancellations pleaserefer totheCBSwim Membershipterms and Conditions
The 3 DayVisit Pass is availableexclusivelytonewmembers aged 16years and over whohavenot helda payingdirect debit membership withinthepast twelve(12) months. Thepass is validfor three(3) consecutivedays from the date of activationand activationrequires presentation of validphoto identification. This offer is strictlyfor first time users who reside withina 10km radius of thefacility. Thetrial must commenceon the selectedstart date. Byactivatingthepass, customers agree to comply withall centreconditions of entryas outlinedonour website. Reformer access is not includedinthis offer.
Fitness Passport (Gym) requires a customer profileandprovides access to the gym andbookedgroup exerciseclasses, excludingReformer Pilates.
Fitness Passport (Pool) requires acustomer profileand provides access to pools only.
Access entryto pools/gym onlybased onthetypeof membership/multi-visit pass purchased. Additional fees maybe payablefor access toprogramming
MEMBERSHIPS& MULTIVISIT PASSES UPFRONT MEMBERSHIPS
For CB Swim school pricing see– https://www.cbcity.nsw.gov.au/sport-and-recreation/leisure-and-aquatics/fees-andmemberships
For squadprogram pricingsee- https://www.harleeelite.com/ Memberships area fortnightlydirect debit, firstpayment upfront. Multi Visit passes requirefull payment upfront.
Upfront memberships requirepayment of a joiningfee. When renewingthesamemembership, nojoiningfee applies.If a membership has beenexpiredfor 12months or more, the joiningfee is applicable. Memberships cannotbe placed onholdand extensions will onlybe consideredfor medical reasons. Medical certificates will be assessedat thediscretionof management.
FEES AND CHARGES -
CANCELLATION PERIOD
SUSPENSION PERIOD
CREDIT
REFUNDS
COMPANION CARD
UPTO 14YEARS OLD PLAY FREE WITH APAYING ADULT
CASUAL HIRE
COMMERCIAL (ROOM/POOL/LANE HIRE)
NON-PROFIT (ROOM/POOL/LANE HIRE)
SQUAD / SWIM CLUB (VOLUNTEER AND MEMBER)
LOCKERS
LOST PROPERTY
DIRECT DEBITFORTNIGHTLYCHARGE
NOTES
For memberships paidviadirect debit, cancellationrequires 30days’ notice. All cancellationrequests must besubmittedusing the applicablecancellationform. The30-daynoticeperiodbegins from the datethecompletedform is receivedbythe centre.
Memberships paidupfront arenon-cancellable andnon-refundable.
Members maysuspendtheir membershipfor aminimum of 1week anda maximum of 6weeks.A fee applies for each suspensionperiod. Suspensionrequests must besubmittedinwriting usingtheapplicableform.
Credits areonlygranted inextenuatingcircumstances andaresubject to the discretionof theunit manager.
Refunds areonlygranted inextenuatingcircumstances andaresubject to the discretionof theunit manager.
Carers with validCompanionCard getfree entry. Without card,regular fees apply. CardavailableviaNSW Government.
Children (Juniors) uptotheageof 14playfree with apayingadult.
One-time bookingtothefacility.
For the purposeof facilityhire,anyapplicant who does not meet the eligibilityrequirements outlined intheNon Profit (Facility Hire) Terms andConditions will be classifiedas a Commercial Hire. All hirerequests must not conflict with, replicate or compete with existingCanterbury BankstownLeisure& Aquatics programming. Thefacilityreserves theright to declineany bookingthat presents adirect conflict of interest.
To beeligiblefor the non profithirerate, the hirer mustbe formallyregisteredwiththeappropriateregulatorybodyin accordancewith their organisation’s legal structureand must providevalidproof of registrationat thetimeof booking. Acceptableforms of registrationinclude, documentationissuedbythe AustralianSecurities and Investments Commission (ASIC), the Australian Charities and Not for profits Commission (ACNC), or theNSW Department of Fair Trading. Failure to provide acceptableevidenceof non profitstatus will result inthehirebeing classifiedunder theCommercial Hire rate.
Swim Clubs arerequiredtoprovideanup to date list of approvedvolunteers to Council for verification. Volunteer access cards will becreated byCouncil basedon the submitted list andissuedtotheSwim Club President for distribution. Onlyvolunteers holdinga validCouncil issuedcardare permitted to access designatedareas or perform volunteer duties within the facility.
Lockers areavailable for use duringyour visit to CanterburyLeisure &Aquatic Centre. All items must beremoved before leaving, as anybelongings left inlockers will becleared andplacedinlost propertyat theend of each day.
Locker hireis permittedfor amaximum of eight consecutivehours duringthefacility’s operatinghours.
Council takes noresponsibilityand will not beheldliablefor anyloss, damageand/or theft of personal propertywithinthe Centre.
Current scheduleof direct debit is fortnightly. Should this changeadvance noticewill be provided. Scheduledchanges will not effect theadopted fee's andcharges.
CentreopeningPromotions andeffectiveFY2026/27only, for foundational members and starters include
Gym Memberships:
CANTERBURY LEISUREAND AQUATICS CENTRE
First 500memberships receive 40% off for the remainder of the financial year
Second500 memberships receive 20% off for theremainder of thefinancial year
Swim School:
First 1000childrenenrolledget 50% reductionfor thefirst 8weeks
HANDLING FEE
DAMAGED ITEMS
Handling Fee is the cost incurredtoprovideitems shelf-readyitems. Fee is nonrefundable
Damageditems that are not repairablewill be chargedat theReplacement Cost. Chargeis non refundable.
LOST OR DAMAGED PACKAGING
REPRODUCTION
REPLACEMENT CARD
LIFE LONG LEARNING
AUSTRALIAN INTERLIBRARY RESOURCESHARING
DELIVERY FEE
LOST ITEM FEE
MERCHANDISINGCOMMUNITYAND CULTURAL SERVICES
LOCAL COMMUNITY GROUP
COMMUNITYGROUPS
SCHOOL, TAFEOR UNIVERSITY STUDENT GROUPS
PRIVATE/ COMMERCIAL GROUP/ GOVERNMENT DEPARTMENTS / TUTORING GROUPS
REPLACEMENT COST
SPECIAL OFFERSof WITHDRAWN STOCK
COPYof LOCAL STUDIES ITEM
BOOKING FEE
COMMUNITYAND CULTURAL SERVICES EVENTS
SPECIAL EVENTS
HIRE
MEETING ROOM & READING GARDEN
BLOCK BOOKINGS
CANCELLATION FEE
CAMPSIE LIBRARY AND KNOWLEDGECENTREMEETING ROOM
FEES AND CHARGES - SUPPORTING EXPLANATORY NOTES
Items that arereturnedwith lost or damagedpackagingmayincur achargetoreplaceor repair thepackaging.
Reproductionof material includingmicrofilm, microfiche, word processing, CD ROM, Internet printingat all locations inB&W andcolour.
Replacement cardfee is charged tocustomers to replacea lost, stolen or purposefullydamagedlibrarycard. This fee does not applyto cards thatare worn or aged. Fee is nonrefundable.
Includes educationclasses, workshops, seminars for all ages egtechnologyclasses, local historyworkshops etc. This fee includes thebookingfee.
ILRS fees are endorsedbyALIA to ensureconsistencyacross the libraryindustry.
The deliveryfee maybe chargedwhen informationis sent byemail, post or fax. Courier fees will varyand shall be fully recovered
Lost item feeis chargedwhenanitem is declaredlost bythe member (L=Lost), or whenanitem is automaticallymarkedLost ontheLibraryManagement System as anALO (ALO = Account for Lost item). Feeis non refundable.
The priceof merchandise will varyinaccordance with the stock. Thepricechargeableis calculated as follows: purchaseprice of theitem inclusiveof GST + brandingfee + admin feeno morethan 20% of the cost of theitem roundedtothenearest 10 cents.
Shall meana local not for profit organisation/group basedintheCanterburyBankstown Local Government Areaor providing services to CanterburyBankstownLGA whichis a registeredcharity, eligiblefor incorporationunder theAssociations Incorporation Act
Shall meana not for profit organisation/group outsideCanterbury-Bankstown LGAwhich is aregisteredcharity, eligiblefor incorporationunder theAssociations IncorporationAct, educational institutions (primary& highschools only) or political party.
Shall meana group of students. Student identificationmustbe presented whenbooking.
Shall meananyindividual or organisationundertakinganycommercial activity.
Replacement Cost= PurchasePrice(Actual Cost of Item + HandlingFee).
Special sales of withdrawnitems maybeon offer from timetotimeafter stocktakeandmajor weedingprocess. Specials areat the discretionof theManager CommunityandCultural Services.
Full cost recovery
This is a nonrefundablefee to secureaplaceat theevent. Prices mayvarydepending onthetypeof the event andwhereit is helde.g. Bankstown Arts Centre, BLaKC or inPublic domain.
This is a nonrefundablefee to secureaplaceat theuniqueevent.
Availableonlyduringlibraryopening hours.
Discount chargeapplies whena bookingis made for 7 or more consecutivehours
Cancellationfees applytoMeetingRoom andReadingGardenbookings that arecancelledwithin7days of thebookedevent.
MeetingRoom 1 to 6comprises tableand chairs. Seatingcapacityupto12 persons,MeetingRoom 4 & 5comprises tableand chairs. Seatingcapacityupto25 persons, Events Room comprises tables and chairs, smartboard with projector. Seating capacityup to 100persons
LAKEMBALIBRARY AND KNOWLEDGECENTREMEETING ROOM
(NEW) RIVERWOOD LIBRARY AND KNOWLEDGE CENTRE- MEETING ROOMS
CHESTER HILL LIBRARYMEETING ROOM
FEE
BONDS& DEPOSITS
CANCELLATION FEEREGULAR HIRE NOTICE PERIOD
REGULAR BOOKINGS
SPECIAL EVENTS / FUNCTIONS
CATERING
GENERAL - MULTIPURPOSE ROOM
Meetingroom comprises table andchairs. Seatingcapacityup to 35persons.
Meetingrooms (1-3) comprises tableandchairs. Seatingcapacityupto12 persons.
Meetingroom 1 comprises table, chairs and small kitchen. Seating capacity12- 30, MeetingRoom 2comprises table, chairs andsmartboard.Seatingcapacity12- 30, Meeting Room 3 comprises tableandchairs. Seatingcapacity12-30, MeetingRoom 4comprises table, chairs and smart board. Seatingcapacity12-30
Cancellationfees applyfor all bookings and areinaccordancewithCouncil's terms andconditions of hire.
Less then48 hours 50% of the hire fee
Less than24 hours Full HireRate
Highrisk activities is what Council maydetermine at the timeof applicationbasedon the potential for damageandthe consequences of that activity. (e.g. useof various effects, ageof participants, etc.) Bondfor storage andscoreboard controls.
Noticefee is 4weeks of theprevious bookings to bepaidout for cancellationwithinthe4 week noticeperiod.
Peak - being someone that hirers 8 or more consecutiveweeks duringthepeak hiretimes.
Off Peak - being somethingthat hires 8 or more consecutiveweeks off peak hiretimes.NOTE: Regular hiregroups whohave abookingthat continues through holidays will payoff thepeak prices.
Off Peak Holidays - Beingsomeone that hires 3 or more consecutivedays duringoff peak holidaytimes.
Includes functions, fundraising, promotional events, etc. At thediscretionof the Team Leader, with the approval of Coordinator.
Cateringcanbe providedupon request, menus and cost to bedeterminedprior toevent ( dependent uponthetypeof catering andnumber of people)
* Local CommunityGroupshall mean agroupbased in the CanterburyBankstown LGAor providingserviceto theCanterbury BankstownLGAwhichis: aregisteredcharity, eligible for incorporationunder theAssociations IncorporationAct, achurch or religious organisationor apolitical party.
* Hiringa hall on aweeklybasis for recreational, not-for-profit activities where thereis no chargetoparticipate(i.e. dance groups, martial arts, physical culture, aerobics, craft, yogaetc.) or other groups byresolutionof Council.
* CommunityGroups that hireCouncil's facilities for noncommunityevents / functions and is deemedbyCouncil as aprivate function(outside of their normal communitygroupactivities), will be chargedtheprivate/ commercial hirerate.
* All Groups that hireCouncil's Communityhalls on apermanent basis andreceivethepermanent rate, will not bechargedthe permanent ratewhenhiring another Council hall when deemedbyCouncil as casual hirei.e. less than12 times per financial or calendar year.
All casual hirerequirefull paymentof all fees upfront. Bookings deemedto beshort term that are eligiblefor the permanent rate arealsorequiredtopayfull fees upfront(bothare inclusiveof a bond) - at thediscretionof Manager Customer Experienceand Recreationas to what is deemed short term permanent hire.
* Weekendstarts at 8.00 am on Saturdaymorning andends at 1.00am onMondaymorning.
* Public Holidays will bechargedat weekend rates for theactual dayonly.
GENERAL - MULTIPURPOSE ROOM
* For regular hireand communitygroups thepayment of hirefees shall be ona monthlybasis payableinadvance. A newhire agreement is to becompletedfor eachhiring period(financial or calendar year)
Anyperson or organisationhiringa Council facilityon agreater frequencythentwelve(12) times ina twelve(12) month period (financial year) is requiredto holda Public LiabilityInsurancePolicyfor minimum $20million.A clausenoting Council as an interested partymustbe incorporated intotheinsurancepolicywording.
Regular / Casual / Corporate Hirer: For profitorganisations tobe charged at thecorporate hirer rate. Not-for-profit groups seekingtheregular hirerate aretoprovidedocumentationthat proves your organisation's not-for-profit status intheform of a Certificateof Incorporationas anassociation.
MORRIS IEMMAINDOOR SPORTS CENTRE
GOLF COMPETITIONS
UPTO 14YEARS OLD PLAY FREE WITH APAYING ADULT
SCHOOL SPORT
SPECIAL EVENTS / FUNCTIONS
CATERING
LOYALTY CARD
GOLF CART DEPOSIT
GOLF LESSONS (WITH EXTERNAL PROFESSIONAL)
JUNIOR GOLF LESSONS (WITH EXTERNAL PROFESSIONAL)
MIXED DEVELOPMENT
BANKSTOWN AIRPORT
VACANT LAND
EXEMPTIONS
WASTE MATERIALSFEES & CHARGES
SEFTON GOLF COURSE
Includes themanagement anddeliveryof on-coursegolf competitions outsideof SeftonGolf Clubcompetitions. At the discretionof the SiteSupervisor - SeftonGolf Course, with approval of Coordinator Leisureand Wellness Programs
Upto14 years oldplayfreewitha payingadult: Children (Juniors) uptotheageof 14playfree with apayingadult.
At thediscretionof the Site Supervisor - SeftonGolf Course, withapproval of Coordinator Leisure andWellness Programs
Includes functions, fundraising, promotional events, etc. At thediscretionof the Team Leader Leisureand Aquatics, with approval of Coordinator Leisure andAquatics.
Cateringcanbe providedupon request, menus and cost to bedeterminedprior toevent (dependent uponthetypeof catering andnumber of people)
Allows for "purchase10games andget 11thgame free". Freegameis redeemableonlyduringweekdays, excludes public holidays andweekends
Refundable upon return of thecart if undamaged. If the cart is damaged as a result of the driver, thedriver will be responsible for all costs associatedwithrepairingthecart.
Bookings must bemade inaccordance with the establishedbookingpolicyand procedures. Pricingis set at thediscretionof the Coordinator of Leisureand Wellness Programs andtheUnit Manager. Coachingis providedbya professional golf coach holdingtherelevant qualifications and insurances, whois responsiblefor bookingcourse time. All students participatingin lessons arerequiredto paytheapplicablegreenfees.
Junior applies tochildrenaged 14years and under. Bookings must be madeinaccordancewiththeestablished bookingpolicy andprocedures. Pricingis set at the discretionof theCoordinator of LeisureandWellness Programs and the Unit Manager. Coachingis providedbya professional golf coachwhoholds therelevant qualifications and insurances andis responsiblefor bookingcoursetime. All students participatinginlessons arerequiredtopaytheapplicablegreenfees.
STORMWATER
Adopt thedominantratingcategoryas appliedtotheparcel of landas determinedbytheValuer General andapplytoeach relevant property. In the event that a mixeddevelopment is 50% residential and50% business, Council will applya residential charge.
For properties where anex-gratiapayment inlieuof rates is levied, Council will applyan annual charge of $25.00per property plus anadditional $25.00for each350 square metres or part of 350 squaremetres bywhich the areaof the parcel of land exceeds 350squaremetres.
Vacant landis definedas landcontainingnoimpervious surfaces, that is landcontainingnobuildings, car parks or largeareas of storedmaterial such as concrete. Withrespect to landthat is beingdeveloped,theparcel must have noimpervious surfaces for theentireratingperiodfor it tobe exempt from the Charge.
In additiontotheexemptions stipulatedintheLocal Government Act 1993and the Local Government (General) Regulation 2005, the followingexemptions will alsoapplyinmanagingthe service:- Council ownedland,BowlingandGolf Clubs –where the dominant useis openspace, Properties Zones:- OpenSpace 6(a), Private Recreation6(b), Rural.
WASTE MANAGEMENT
(a)Subject to site cappingand OEH landfill requirements, Council may(at the discretionof theCEO) accept ClayVENM(Virgin ExcavatedNatural Material) andClayENM(ExcavatedNatural Material) free of chargetosuppliers who offer materials in commercial quantities whocanprove their material meets OEH landfill cappingspecifications for VENMor ENM and has a permeabilityof less thanK = 10-8m/s.
(b)Subject to site cappingand OEH landfill requirements, Council may(at the discretionof theCEO) accept ClayVENM(Virgin ExcavatedNatural Material) andClayENM(ExcavatedNatural Material) free of chargetosuppliers who offer materials in commercial quantities whocanprove their material meets OEH specifications for VENMor ENM meetingtheacceptance criteriafor landfill seal bearing layer.
c)Council may( at thediscretionof the CEO) accept VENM (VirginExcavated Natural Material), ENM(Excavatednatural Material) or ConstructionSoil classifiedas General SolidWaste( Inert) inconjunctionwithOEH dailycover requirements or capping works whenrequiredfor fillingto final designprofile.
An approved deliverydateandtimemust be madeprior toacceptance onsite. Materials will normallybeinspected at the sourcesite prior to deliverytotheLandfill.
The CEO mayauthorisevariations tothis ratesubject torequirements for cappingCouncils landfill.
DEVELOPMENT SERVICES
FEES AND CHARGES - SUPPORTING
NOTES
An approved deliverydateandtimemust be madeprior toacceptance onsite. Materials will normallybeinspected at the sourcesite prior to deliverytotheLandfill.
The CEO mayauthorisevariations tothis ratesubject torequirements for cappingCouncils landfill.
1.What applications does this scheduleapplyto?
-Construction& ComplyingDevelopment Certificates for buildingwork
-ConstructionCertificates for subdivisionwork
-ComplianceCertificates relatingtoconditions of development consentspecificallyengineeringmatters
-ComplianceCertificates for buildingandsubdivisionworks
2.HowcanI identifytheclass of building?
The fees for both ConstructionCertificates and ComplianceCertificates relyon aknowledgeof the different classifications of buildings under theBuildingCodeof Australia(BCA).
This will beontheDA Consentor the Applicationform.
3.Market Basis of Fees & Quotations
Individual feecontracts maybenegotiated withtheDirector CityPlanningand Environmentoutsidethefollowingfee schedule dependingon the issues suchas work volumeand to ensuremarket competitiveness.
For work outside Bankstown City, quotations will generallybeprovided, whichmaynot relate to the feeschedulebelow. This will bedependant onthenature of thedevelopment consentissuedand the locationof thelocal government area.
Waiver Policy: Council may(at it's discretion) waiver thefees andcharges for proponents toobtainCouncil data if thedatais requiredtoprepare planning proposals prior toexhibition.
APPLICATION FOR LEP AMENDMENT
APPLICATION FOR DCP AMENDMENT
ADMINISTRATION FEETO DEFER PAYMENT OF A SECTION 7.11 or SECTION 7.12 LEVY
RefundPolicy: Fees will generallynot be refunded,however, Council may(at it's discretion) refund acertainproportionof the applicationfee under the followingcircumstances:- (i) where Council resolves not to prepare aplanning proposal; or (ii)wheretheproponent withdraws the applicationprior toCouncil decidingwhether toprepare aplanningproposal.
If applicationis withdrawnor refused, fees will not berefunded.
Administrationfee to defer payment of a Section 7.11contributionor Section7.12levy
GOODS& SERVICES TAX
This scheduleof Fees and Charges has beenpreparedusingthe best availableinformationinrelationtotheimpact of GST on the amounts shown andthe deliberations of Government Departments andAgencies.
The legislativebasis for determining GST FreeItems is “ANewTaxSystem (Goods and Services Tax) Act 1999”.
If afee shown as beingsubject to GST is subsequentlyprovennot tobe subject tothis tax, that fee will be amendedbyreducingtheGST componenttonil. Conversely,if we areadvisedthat afee that is shownas beingnot subject to GST, is subsequentlyproventobe subject to this tax, thefee will beincreasedtothe Class Rulings issuedbythe AustralianTaxationOfficehavechanged the GST status of someof the fees andcharges from 1 July2025.
Everyeffort has beenmadeto ensuretheaccuracyof theinformationcontainedinthis document. Prices inrelationtoanyfee or charge that arebased ontherecommendations of anyregulatorybodyor the provisions of anyact or other legislation, will be amendedinaccordancewithvariations recommendedor adoptedbythe relevant parties. If afee has been incorrectlyshown, it will beamendedtoreflect the correct charge. Enquiries about this document maybereferred to our Customer Servicestaff on 97079000.
