Agenda of Council Meeting - Wednesday, 18 June 2025

Councillor Contact Details

Granville Ward
Clr Ola Hamed (Mayor)	0405 070 007	Ola.Hamed@cumberland.nsw.gov.au
Clr Steve Christou	0419 651 187	Steve.Christou@cumberland.nsw.gov.au
Clr Joseph Rahme	0418 995 471	Joseph.Rahme@cumberland.nsw.gov.au
Greystanes Ward
Clr Dr Diane Colman	0400 279 200	Diane.Colman@cumberland.nsw.gov.au
Clr Eddy Sarkis	0425 348 000	Eddy.Sarkis@cumberland.nsw.gov.au
Clr Nadima Kafrouni-Saba	0447 605 158	Nadima.KafrouniSaba@cumberland.nsw.gov.au
Regents Park Ward
Clr Enver Yasar	0497 428 929	Enver.Yasar@cumberland.nsw.gov.au
Clr Helen Hughes	0400 264 534	Helen.Hughes@cumberland.nsw.gov.au
Clr Steve Yang	0448 836 197	Steve.Yang@cumberland.nsw.gov.au
South Granville Ward
Clr Paul Garrard	0414 504 504	Paul.Garrard@cumberland.nsw.gov.au
Clr Ahmed Ouf	0436 936 553	Ahmed.Ouf@cumberland.nsw.gov.au
Clr Glenn Elmore	0418 459 527	Glenn.Elmore@cumberland.nsw.gov.au
Wentworthville Ward
Clr Michael Zaiter (Deputy Mayor)	0418 432 797	Michael.Zaiter@cumberland.nsw.gov.au
Clr Suman Saha	0419 546 950	Suman.Saha@cumberland.nsw.gov.au
Clr Sujan Selventhiran	0427 104 940	Sujan.Selventhiran@cumberland.nsw.gov.au

Statement of Ethical Obligations

Oath or Affirmation of Office

In taking the Oath or Affirmation of Office, each Councillor has made a commitment to undertake the duties of the office of councillor in the best interests of the people of Cumberland and Cumberland City Council and that they will faithfully and impartially carry out the functions, powers, authorities and discretions vested in them under the Local Government Act 1993 or any other Act to the best of their ability and judgment.

Conflicts of Interest

A councillor who has a conflict of interest in any matter with which the council is concerned, and who is present at a meeting of the council when the matter is being considered, must disclose the interest and the nature of the interest to the meeting as soon as practicable. Both the disclosure and the nature of the interest must be recorded in the minutes of the Council meeting where the conflict of interest arises. Councillors should ensure that they are familiar with Parts 4 and 5 of the Code of Conduct in relation to their obligations to declare and manage conflicts of interests.

For information on Council services and facilities please visit www.cumberland.nsw.gov.au

Council Meeting

18 June 2025

ORDER OF BUSINESS

All Council Meetings are livestreamed via Council’s website. An audio/visual recording of the meeting is published following the meeting. Recordings remain on Council's website for a period of 12 months and are archived following this.

1 Opening of Meeting

2 Opening Prayer / Acknowledgement of Country / National Anthem

3 Apologies / Requests for Leave of Absence/ Requests for Attendance by Audio-Visual Link

4 Confirmation of Previous Minutes

C06/25-132 Minutes of the Ordinary Meeting of Council - 28 May 2025............ 5

5 Disclosures of Interest

6 Mayoral Minutes

Nil

7 Public Forum / Presentation of Petitions

8 Items Resolved by Exception

9 Reports to Council

C06/25-133 Legal Report......................................................................................... 34

C06/25-134 Investment Report - May 2025.......................................................... 36

C06/25-135 Review and Formation of Councils Advisory Committees............ 56

C06/25-136 Local Government Remuneration Tribunal Determination - Mayor and Councillor Remuneration 2025/26..................................................................... 115

C06/25-137 Adoption of Draft Community Engagement Strategy 2025-2029 - Post Exhibition 166

C06/25-138 Adoption of the Integrated Planning and Reporting documents - Post Exhibition 197

C06/25-139 Making and Levying of Rates and Fixing of Charges for the 2025/26 Financial Year...................................................................................................... 729

10 Reports of Council Committees

C06/25-140 Property Committee - Minutes of Meeting held 2 June 2025..... 734

C06/25-141 Audit, Risk & Improvement Committee - Minutes of Meeting held on 19 May 2025 744

11 Motions Pursuant to Notice

C06/25-142 Notice of Motion - Additional Outdoor Staff Resourcing.............. 754

C06/25-143 Notice of Motion - Hazara Culture Day.......................................... 755

C06/25-144 Notice of Motion - Commemorative Signage for Regents Park Railway Centenary and Inner West Line Restoration..................................................... 756

12 Motions to Alter or Rescind Council Resolution

Nil

13 Questions with Notice

Nil

14 Closed Session Reports

C06/25-145 Tender Evaluation Report - Roads Infrastructure Services (RFx942)

Note: Included in Closed Council in accordance with Section 10A(2)(d)(i) of the Local Government Act as the information involves commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.

15 Confidential Attachments from Open Reports

C06/25-133 Legal Report

1... Litigation register

Note: Included in Closed Business Paper in accordance with Section 10A(2)(g) of the Local Government Act as the information involves advice concerning litigation, or advice as comprises a discussion of this matter, that would otherwise be privileged from production in legal proceedings on the ground of legal professional privilege.

C06/25-140 Property Committee - Minutes of Meeting held 2 June 2025

2... Property Committee Agenda - 2 June 2025

Note: Included in Closed Business Paper in accordance with Section 10A(2)(c) of the Local Government Act as the information involves information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.

16 Resolutions passed in Closed Session

17 Other / General Matters

18 Close

Council Meeting

18 June 2025

Item No: C06/25-135

Review and Formation of Councils Advisory Committees

Directorate: Governance and Risk

Responsible Officer: Director Governance and Risk

Community Strategic Plan Goal: Providing Local Leadership

Summary

The report outlines the re-establishment of several advisory committees, including updated Terms of Reference documents, the process for appointing Councillor and community representatives, and a proposal to delegate meeting scheduling to the General Manager.

Recommendation

That Council:

1. Formally dissolves all previously constituted Advisory Committees.

2. Adopt the attached Terms of Reference documents for the establishment of the following advisory Committees:

· Arts, Culture and Events Advisory Committee;

· Aboriginal and Torres Strait Islander Consultative (ATSIC) Committee;

· Community Wellbeing and Inclusion Advisory Committee;

· Domestic and Family Violence Prevention Advisory Committee;

· Flood Risk Management Committee;

· Library Advisory Committee;

· Youth, Recreation and Sport Advisory Committee;

· Heritage Advisory Committee; and

· Wentworthville Community Garden - Section 355 Local Government Act 1993 Committee - noting that adoption appoints the 3 sitting Wentworthville Ward Councillors to the Committee.

3. Determines its Councillor representation on its Advisory Committees as follows (2 Councillors per Advisory Committee):

· Arts, Culture and Events Advisory Committee;

· Aboriginal and Torres Strait Islander Consultative (ATSIC) Committee;

· Community Wellbeing and Inclusion Advisory Committee;

· Domestic and Family Violence Prevention Advisory Committee;

· Flood Risk Management Committee;

· Library Advisory Committee;

· Youth, Recreation and Sport Advisory Committee; and

· Heritage Advisory Committee;

4. Receive a further report at the conclusion of the Expression of Interest Process for the appointment of Community Representatives for the Committees outlined in 1.

5. Delegate to the General Manager to commence the scheduling of Committee meetings.

Report

At the Ordinary Meeting of Council held on 28 May 2025, it was resolved (Min.947):

“That Council:

1. Determine its Committee structure for the remainder of the current term of Council as follows:

· Arts, Culture and Events Advisory Committee;

· Aboriginal and Torres Strait Islander Consultative (ATSIC) Committee;

· Community Wellbeing and Inclusion Advisory Committee;

· Domestic and Family Violence Prevention Advisory Committee;

· Floodplain Risk Management Committee;

· Library Advisory Committee;

· Youth, Recreation and Sport Advisory Committee;

· Heritage Advisory Committee; and

· Wentworthville Community Garden - Section 355 Local Government Act 1993 Committee;

2. Receive a report for Council’s determination at its next meeting, detailing the proposed Terms of Reference and membership structure for each committee.”

In accordance with this resolution of Council, the Draft Terms of Reference for these Committees are attached as Attachments 1-9 to this report.

Should Council proceed to adopt the Draft Terms of Reference for these Committees, Council Officers will proceed to prepare and release a formal Expression of Interest process (EOI), seeking to appoint Community Membership to these committees. In addition to this, staff will also review the membership on existing committees and undertake an EOI process for community membership concurrently as required.

It is noted that subject to Council’s approval, under the long-established and recently reviewed Terms of Reference for the Wentworthville Community Garden Section 355 Committee, that the three sitting ward Councillors for Wentworthville are appointed members to the Committee.

Community Engagement

Should Council adopt the recommendation, Council will undertake a 21-day Expression of Interest Process seeking the appointment of community representatives to these Committees. Also, once formed, details of these advisory committees will be placed on the Council website.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

The financial implications associated with this report relate to both staffing costs which are necessary to undertake the preparatory work prior to each Committee meeting as well as attend the meeting to take minutes, as well as the cost of providing refreshments for Committees if required. Staff will be required to either be paid overtime or accrue hours in lieu which must be taken in future.

Also, an element of staff time will be dedicated to preparing business papers and minute documents for these committees during ordinary work time. Therefore, there are direct and indirect labour costs associated with this report along with any catering as determined.

CONCLUSION

The Draft Terms of Reference for the Committees has been prepared as per the resolution of Council at the 28 May 2025 Council meeting. It is now recommended that Council adopt the Draft Terms of Reference for these Committees, to enable the matter to proceed to an Expression of Interest process for Committee Membership.

Attachments

1. Draft Arts, Culture and Events Advisory Committee TOR

2. Draft ATSIC Committee TOR

3. Draft Community Wellbeing and Inclusion Advisory Committee TOR

4. Draft Domestic and Family Violence Prevention Advisory Committee TOR

5. Draft Food Risk Management Committee TOR

6. Draft Library Advisory Committee TOR

7. Draft Youth, Recreation and Sport Advisory Committee TOR

8. Draft Heritage Advisory Committee TOR

9. Draft Wentworthville Community Garden Section 355 Committee TOR

Council Meeting

18 June 2025

Item No: C06/25-136

Local Government Remuneration Tribunal Determination - Mayor and Councillor Remuneration 2025/26

Directorate: Governance and Risk

Responsible Officer: Director Governance and Risk

Community Strategic Plan Goal: Providing Local Leadership

Summary

This report outlines the determination made by the Local Government Remuneration Tribunal relating to the fees payable to Mayors and Councillors from 1 July 2025. The report also makes recommendations in relation to annual remuneration for Cumberland City Council elected officials.

Recommendation

That Council:

1. Set the annual Councillor Fee for the period 1 July 2025 to 30 June 2026 at $34,820 in accordance with the provisions of Section 248 of the Local Government Act 1993; and

2. Set the annual Mayoral Fee for the period 1 July 2025 to 30 June 2026 at

$101,470 in accordance with the provisions of Section 249 of the Local Government Act 1993.

Report

The Local Government Remuneration Tribunal (Tribunal) has made its determination, under section 241 of the Local Government Act 1993, in relation to the annual fees to be paid to Mayors and Councillors for the 2025/26 financial year period.

Section 241 of the Local Government Act 1993 provides for the Tribunal to determine, not later than 1 May in each year, for each of the categories determined under section 239, the maximum and minimum amount of fees to be paid to mayors and councillors of councils, as well as chairpersons and members of county councils.

The Tribunal’s Annual Report and Determination 2025 provides details of the factors taken into account in its determination that an increase in fees for Mayors and Councillors is appropriate across the sector. The increases are effective from 1 July 2025. Further information regarding the factors taken into account to reach the determination of the 3.00% increase can be found under Attachment 1 – Local Government Remuneration Tribunal – Annual Report and Determination 2025.

The repeal of section 146C of the Industrial Relations Act 1996 (NSW) allowed the Tribunal greater liberty to determine an appropriate fee increase without strict adherence to the NSW Public Sector Wages Policy. This aligns with the Tribunal’s comments in its 2023 Determination, which highlighted the significant issues associated with the remuneration framework for mayors and councillors, and its proposal for reform.

Noting that 2025 is not a year which requires the Tribunal to review the respective categories of councils, there have been no changes to Council’s categorisation, and it remains categorised as ‘Metropolitan Large’.

Pursuant to section 241 of the Local Government Act 1993, the Tribunal’s 2025 Annual Determination has set the annual fees to be paid in each of the categories to mayors and councillors effective from 1 July 2025. Under the Act, it states that if Council does not fix the fees for the Mayor and Councillors by resolution, the minimum rate is automatically applied. The annual fees for Mayors and Councillors in the ‘Metropolitan Large’ category are as follows:

Councillor/Member Annual Fee		Mayor/Chairperson Additional Fee*
Minimum	Maximum	Minimum	Maximum
$ 21,200	$34,820	$44,840	$101,470

*The Mayor/Chairperson additional fee must be paid in addition to the fee paid to the Mayor/Chairperson as a Councillor/Member in accordance with section 249(2) of the Local Government Act 1993.

This report recommends that Council adopt the maximum annual fees set by the Tribunal on the following basis:

· Substantial size in geographic and population size of the Local Government Area. Cumberland is one of the largest Councils by population in the Metropolitan Large category and in New South Wales.

· Substantial responsibilities associated with oversight of the annual budget and Long Term Financial Plan.

· The wide scope, level and range of services delivered by Council.

· Increased level of time investment required for the Mayor and Councillors to fulfil their civic duties effectively.

Adopting the report recommendations will ensure the remuneration of the Cumberland City Council elected officials reflects the increased scope of responsibilities to undertake their civic duties in a large, amalgamated Council.

Community Engagement

There are no consultation processes for Council associated with this report.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

There are no financial implications for Council associated with this report. The increase in fees proposed are established within the draft operational budget for 2025/26.

CONCLUSION

Attachments

1. Local Government Remuneration Tribunal – Annual Report and Determination 2025

Council Meeting

18 June 2025

Item No: C06/25-137

Adoption of Draft Community Engagement Strategy 2025-2029 - Post Exhibition

Directorate: Corporate Performance

Responsible Officer: Director Corporate Performance (Deputy GM)

Community Strategic Plan Goal: Providing Local Leadership

Summary

The Draft Community Engagement Strategy 2025-2029 was developed to guide engagement practices with the local community, businesses, and stakeholders when Council is developing its plans, policies, and programs. It outlines the guiding principles and approach for ensuring the community has an opportunity to have their say in a meaningful way.

The draft Strategy reflects the various requirements for community consultation and engagement set out in Section 402A of the Local Government Act 1993 and Part 2, Division 2.6, Section 2.22 of the Environmental Planning and Assessment Act 1979.

This report recommends the adoption of the Draft Community Engagement Strategy 2025-2029 following a period of public exhibition.

Subject to adoption by Council, the Draft Community Engagement Strategy 2025-2029 will supersede the Community Engagement Strategy 2022 which is due for review. The Strategy will also be published on the NSW Planning Portal as a Community Participation Plan for Council under the Environmental Planning and Assessment Act 1979.

Recommendation

That Council adopt the Draft Community Engagement Strategy 2025-2029 as outlined in Attachment 1 of this report.

Report

Councils are required to develop and review a Community Engagement Strategy for community consultation as per Section 402A of the Local Government Act 1993. Council adopted the current Community Engagement Strategy 2022 on 3 August 2022. This document provided a framework and key actions for how Council engages with the community and requires a review.

The Draft Community Engagement Strategy 2025-2029 has been based on a review of the Community Engagement Strategy 2022 with minor changes made to the framework to genuinely engage with our community, businesses and other stakeholders at the right time during development of Council’s policies, projects and plans. These changes are highlighted in yellow in Attachment 1.

The Draft Community Engagement Strategy 2025-2029 was open for community consultation from Friday 29 November 2024 – Sunday 19 January 2025. Subsequently, Council did not receive any submissions during the 28-day exhibition period.

In accordance with the above, Council recommends the Draft Community Engagement Strategy 2025-2029 be adopted by Council as outlined in Attachment 1 of this report.

Community Engagement

Council publicly exhibited the Draft Community Engagement Strategy 2025-2029 from Friday 29 November 2024 – Sunday 19 January 2025 on various platforms.

The draft strategy was published on Council’s website, which included a summary of the draft strategy, a flip book and downloadable copy of the draft strategy.

Physical copies of the strategy were produced and made available at Council Customer Service Centres, Council Libraries and Community Centres. The draft strategy was also promoted via Council’s electronic fortnightly eNews newsletter, via the monthly have your say Newsletter, and in the weekly Parra News newspaper advertisement, in the 10 December 2024 edition.

Council had 524 visits to the ‘Have Your Say’ community engagement website during the public exhibition period, with 81 people downloading the Draft Community Engagement Strategy provided, and 384 flipbook views.

No submissions were received from respondents.

Policy Implications

The adoption of this Policy/Strategy will rescind the Community Engagement Strategy 2022.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

There are no financial implications for Council associated with this report.

CONCLUSION

Council has publicly exhibited the draft Community Engagement Strategy 2025-2029. With no submissions received, the Strategy is now recommended for adoption.

Attachments

1. DRAFT Community Engagement Strategy 2025-2029

Council Meeting

18 June 2025

Item No: C06/25-138

Adoption of the Integrated Planning and Reporting documents - Post Exhibition

Directorate: Corporate Performance

Responsible Officer: Director Corporate Performance (Deputy GM)

Community Strategic Plan Goal: Providing Local Leadership

Summary

This report recommends the adoption of the Draft Integrated Planning and Reporting (IP&R) Documents following the completion of public exhibition.

Following the September 2024 Local Government elections, Council conducted a review of all IP&R plans and strategies. This review commenced with community engagement and consultation through the Create Cumberland campaign followed by a review of service delivery, financial sustainability and strategic alignment.

At the Ordinary Council meeting held 30 April 2025, Council resolved to place the Draft Integrated Planning and Reporting Documents on public exhibition for community feedback for a period of 28 days between Thursday 1 May 2025 and Wednesday 28 May 2025.

Council received 24 external submissions including one late submission and amended the Draft Fees and Charges 2025-2026 based on feedback received. Minor internal administrative changes were also made during the exhibition period to the Draft Operational Plan 2025-2026 and Draft Fees and Charges 2025-2026.

All submissions, Council responses and changes are detailed in Attachment 10 to this report.

Recommendation

That Council adopt the Integrated Planning and Reporting documents as attached to this report (Attachments 1-9):

· Community Strategic Plan 2025-2035;

· Delivery Program 2025-2029;

· Operational Plan 2025-2026;

· Asset Management Strategy 2025-2035;

· Asset Management Policy;

· Workforce Management Strategy 2025-2029;

· Digital Strategy 2025-2029;

· Long Term Financial Plan 2025-2035; and

· Fees and Charges 2025-2026.

Report

Under the NSW Local Government Act 1993, councils are required to adopt a robust approach to planning and decision-making through the Integrated Planning and Reporting (IP&R) Framework. IP&R is central to all Council plans, guiding how councils provide leadership, plan for the future and make decisions about services and resources. The below framework provides a clear picture of council’s direction and how it plans to achieve its goals, through various plans and strategies by answering:

1. Where are we now?

2. Where do we want to go?

3. How will we get there?

4. How will we know when we have arrived?

In short, Council must have in place:

· A Community Strategic Plan (CSP) that captures the long-term hopes and aspirations of the whole community (Where we want to go)

· A four-year Delivery Program (DP) translating community priorities into principal deliverables Council will focus on during its term to help the community move towards its vision in the CSP (How we plan to get there)

· An annual Operational Plan (OP) committing to the specific actions Council will undertake throughout the year, the budget for the same period and other statutory information

· A Resourcing Strategy (RS) for how Council intends to sustainably resource these plans. The RS consists of:

o Asset Management Strategy (AMS) and Asset Management Policy

o Workforce Management Strategy (WMS)

o Digital Strategy (DS)

o Long Term Financial Plan (LTFP)

· A reporting framework against these plans (How we will know when we’ve arrived).

In line with these requirements, Council conducted a review of the IP&R documents following the recent Local Government elections. This review resulted in a:

· New Community Strategic Plan 2025-2035

· New Delivery Program 2025-2029

· New Operational Plan 2025-2026

· Revised and updated Asset Management Strategy 2025-2035

· New Asset Management Policy

· New Workforce Management Strategy 2025-2029

· New Digital Strategy 2025-2029

· Revised and updated Long Term Financial Plan 2025-2035

All documents are attachments to this report. (Attachments 1 – 8)

The Fees and Charges 2025-2026 are a sub-section of the Operational Plan and are presented as a separate document (Attachment 9) for ease of presentation.

The Community Strategic Plan (CSP) 2025-2035 (Attachment 1) summarises the long-term hopes and aspirations of the community, developed following extensive community engagement.

The Delivery Program (DP) 2025-2029 (Attachment 2) responds to the community’s long-term vision and aspirations detailed in the CSP 2025-2035. This Program outlines the focus areas of the four-year term and how Council will contribute to achieving the directions of the CSP. The high-level vision of the CSP will translate into principal deliverables that Council is committing to deliver over the term.

The Operational Plan (OP) 2025-2026 (Attachment 3) introduces Council’s detailed Service Plans, covering all 35 service offerings. This Plan provides a detailed description of the service and its deliverables, a full net cost of service breakdown and specific key performance indicators for the service. Additionally, the Operational Plan contains Council’s annual budget, rates, fees and charges (presented as a separate document), pricing policy, capital works and other statutory information.

The Resourcing Strategy (RS) provides clear and detailed information on how Council plans to resource the commitments it has made in the DP which is informed by the CSP. Council’s RS is made up of four integrated components.

The Asset Management Strategy (AMS) 2025-2035 (Attachment 4) enables Council to optimise the way it manages infrastructure assets including transport, buildings, stormwater and open space assets. This Strategy outlines a structured set of actions aimed at enabling Council to improve its asset management practices, to achieve the objectives of the CSP 2025-2035 and the intended outcomes of the Asset Management Policy (Attachment 5).

The Workforce Management Strategy (WMS) 2025-2029 (Attachment 6) identifies the skills and human resources required to deliver the medium to long term strategic directions identified by the community, as outlined in the CSP. This Strategy will clearly identify how these future staffing and skills requirements will be met, through recruitment, staff progression and development, internal redeployment, and succession planning.

The Digital Strategy (DS) 2025-2029 (Attachment 7) outlines how Council will build its digital maturity and capability to support the delivery of Council services to its stakeholders and community over the next four years.

The Long Term Financial Plan (LTFP) 2025-2035 (Attachment 8) contains a forecast of Council’s revenue and expenditure for the 10-year period and tests long term community aspirations and goals against financial realities. The LTFP serves as a guide to Council’s future financial position, however, the projections are subject to change due to a variety of external factors as well as major decisions made by Council. It is necessary to regularly review and monitor a variety of factors and revise the projections.

Reporting Progress

Progress with these important plans and strategies will be reported to the community in line with the IP&R Framework, answering the question “How we will know when we’ve arrived” and consisting of:

· Six-monthly Performance and Progress Reports

o Provides the community with an update on the performance and progress of the commitments outlined in the annual Operational Plan

· Annual Reports

o Provides the community with the work undertaken each year to deliver on commitments in the Delivery Program and Operational Plan, in addition to celebrating highlights and achievements with the community.

· State of our City Report

o Provided by the outgoing Council to the community on the effectiveness of implementing the Community Strategic Plan.

Submissions Received

Council exhibited the draft IP&R plans for 28 days between Thursday 1 May 2025 and Wednesday 28 May 2025 and received 24 external submissions including one late submission. The 24 total submissions were comprised of 11 submissions through Council’s formal engagement and contact channels in addition to 13 emails forwarded by Councillors. Of the emails forwarded by Councillors the majority did not contain any other feedback other than to oppose the proposed rates for the 2025-2026 year. A summary of the submissions received and Council’s response to each is provided under Attachment 10 of this report.

In accordance with the above, Council has now addressed all public feedback and recommends the Draft Integrated Planning and Reporting Documents be adopted by Council as provided under Attachments 1 to 9 of this report.

2025-2026 Budget

Contained within the Operational Plan 2025-2026 is Council’s budget. The budget aligns to existing service levels while maintaining a surplus of $3.5m which meets all finance benchmarks as set by the Office of Local Government (OLG).

This budget is based on what the community told Council is important, following extensive community engagement and consultation through the Create Cumberland campaign.

Our challenge was to meet two main objectives:

1. To give the community what they said is important

2. To make sure we delivered within the limits of the funding available to us

Council’s strong and diligent financial management has enabled Council to achieve these two key objectives, without the need for a substantial rate increase.

For the modest average increase of $1.50 a week to residential rates, Council can deliver all those things stated as being important to the community, and despite this modest increase, our average rates will remain the second lowest among all Sydney Metropolitan Councils.

Following the adoption of the Integrated Planning and Reporting Documents, the Cumberland community can expect to see an array of exciting projects take shape over the next four years with almost $400 million allocated to Cumberland’s Capital Works Program.

Community Engagement

After endorsing the IP&R documents for public exhibition at Council’s meeting on 30 April 2025, Council publicly exhibited the draft documents for 28 days between Thursday 1 May 2025 and Wednesday 28 May 2025. Public Exhibition was supported by coordinated communications and engagement efforts, which successfully reached a broad cross-section of the community. Promotional activities included:

· Distribution of printed flyers and posters at key Council venues

· Distribution of the Create Cumberland eNewsletter

· Inclusion in the monthly Cumberland Newsletter and Have Your Say Newsletter

· Social Media Campaign, with seven scheduled posts during the public exhibition period.

In addition, eight business units across Council promoted public exhibition through mailing lists for their various stakeholder groups.

In total, Council’s engagement performance for the draft Integrated Planning and Reporting Documents were as follows:

Engagement Overview

Aware Visitors: Number of unique visitors who have viewed the project page	Informed Visitors: Any unique visitor who has viewed the latest news item, viewed a document, viewed a video, viewed a FAQ	Engaged Visitors: Any unique visitor who has done a poll, survey, ideas wall, interactive mapping, interactive document, or forum.
702	396	3
Document Downloads:	Total Page Views:	Video Views:
923	1,949	196
Flipbook impressions:	Flipbook reads:	Submissions via Engagement Platform:
3,213	386	3
Submissions via Council contact:	Submissions via emails to Councillors	Total Submissions:
8	13	24

Document Downloads

Document Library	No of Downloads
Draft Community Strategic Plan 2025-2035	178
Draft Delivery Program 2025-2029	110
Draft Operational Plan 2025-2026	121
Draft Fees & Charges 2025-2026	149
Draft Asset Management Strategy 2025-2035	73
Draft Asset Management Policy	51
Draft Workforce Management Strategy 2025-2029	69
Draft Digital Strategy 2025-2029	58
Draft Long Term Financial Plan 2025-2035	71
Cumberland 2025-2026 Rating Categories	43

Online Flipbooks

Document	Total Impressions	Total Reads	Average Read Time
Draft Community Strategic Plan 2025-2035	839	156	4:08
Draft Delivery Program 2025-2029	779	70	3:40
Draft Operational Plan 2025-2026	827	99	4:13
Draft Fees and Charges 2025-2026	768	61	4:36

Create Cumberland

A thank you letter to residents and ratepayers was posted on the ‘Have Your Say’ Council webpage and via Council’s social media platforms. In addition to this, a separate email was sent to all subscribers registered to receive Council’s fortnightly E-News. This included relevant information and videos about what the community told Council is important during the recent Create Cumberland campaign, as well as outlining what is planned for Cumberland if the current budget is adopted, noting that this proposed budget includes an increase of an average of $1.50 per week to residential rates.

Document	Total Sends	Total Opens	Clicks to Video
Create Cumberland eNewsletter	5,853	2,896	113

Video	Total Impressions	Total Views	Average View Time
Create Cumberland Video	772	55	00:41
Vision for the Future Video	1,300	141	00:42

Note - Impressions represent the total number of times content is displayed, even if it is seen by the same user multiple times.

A summary of the submissions and Council responses is included in attachment 10.

Policy Implications

The Delivery Program 2025-2029 and Operational Plan 2025-2026 will form the primary policy documents of Council. These documents set out the principal deliverables Council commits to delivering over the respective periods. Changes to these documents by way of addition or deletion need to be made via Council resolution.

Risk Implications

There are statutory compliance risks associated with this report. Under the Local Government Act 1993, Council is required to review its Community Strategic Plan and establish a new Delivery Program prior to 30 June following a Local Government election. Further, Council is required to adopt its Operational Plan including the Budget and Fees and Charges prior to the end of each financial year. Council is also required to review and update its Long Term Financial Plan.

Financial Implications

The documents attached to this report form Council’s annual budget and other key financial plans, as well as the Fees and Charges for the 2025-2026 financial year. Any activities that Council is to undertake during this time are required to be planned for in Council’s budget.

Council will have the opportunity to adopt revised forecasts through the quarterly budget review process should circumstances change throughout the year.

CONCLUSION

The Community Strategic Plan 2025-2035 has been developed through extensive community engagement and consultation and clearly articulates how Council will deliver on the community’s vision and aspirations for the future of Cumberland. Council has committed to a range of services and principal deliverables within its Delivery Program 2025-2029 and Operational Plan 2025-2026 including how it plans to fund them, in addition to how Council will sustainably resource these plans in a responsible way through the Resourcing Strategy.

Community submissions to the Integrated Planning and Reporting Plans and Strategies were considered during the finalisation of the Plans.

Attachments

1. Community Strategic Plan 2025-2035

2. Delivery Program 2025-2029

3. Operational Plan 2025-2026

4. Asset Management Strategy 2025-2035

5. Asset Management Policy

6. Workforce Management Strategy 2025-2029

7. Digital Strategy 2025-2029

8. Long Term Financial Plan 2025-2035

9. Fees and Charges 2025-2026

10. Response Summary Table and Change Log

Council Meeting

18 June 2025

Council Meeting

18 June 2025

Item No: C06/25-139

Making and Levying of Rates and Fixing of Charges for the 2025/26 Financial Year

Directorate: Corporate Performance

Responsible Officer: Director Corporate Performance (Deputy GM)

Community Strategic Plan Goal: Providing Local Leadership

Summary

The purpose of this report is to make and fix rates and charges for the period 1 July 2025 to 30 June 2026.

Recommendation

That Council:

1. In accordance with Section 494 of the Local Government Act 1993, Council makes the Ordinary Rates for the following rating structure for the 2025/2026 financial year.

An Ordinary Residential rate of zero point zero zero one three zero zero seven five (0.00130075) cents in the dollar applied to the land value of all rateable land categorised as Residential in Cumberland Council’s local government area, subject to a minimum ordinary rate of $921.06 per assessment be made and levied for the rating year 1 July 2025 to 30 June 2026.

An Ordinary Business rate of zero point zero zero two seven three six three nine (0.00273639) cents in the dollar applied to the land value on all parcels of rateable land categorised as Business in the Cumberland Council’s local government area, subject to a minimum ordinary rate of $1,409.44 per assessment be made and levied for the rating year 1 July 2025 to 30 June 2026.

An Ordinary Business sub-category for Industrial Centre of Activity for Auburn, Holroyd and Parramatta rate, including Multi-Level Shopping Centres, amount of zero point zero zero three six four zero three two (0.00364032) cents in the dollar applied to the land value on all parcels of rateable land categorised as Business Industrial or Multi-Level Shopping Centre, subject to a minimum ordinary rate of $1,409.44 per assessment be made and levied for the rating year 1 July 2025 to 30 June 2026.

2. In accordance with Section 566(3) of the Local Government Act 1993, Council adopts the overdue Rates and Charges interest rate, as advised by the Minister for Local Government, of 10.5% for the period 1 July 2025 to 30 June 2026.

3. In accordance with Section 575 of the Local Government Act 1993, eligible pensioners receive a maximum rates rebate of $250. A $25 voluntary rebate shall continue to apply for eligible pensioner rate payers in accordance with Council Policy. Those eligible pensioners that have owned and resided in the Cumberland City LGA for 5 consecutive years will receive an additional voluntary rebate of $100. The maximum rebate for all eligible pensioners will be $375 (up to $250 mandatory rebate and up to $125 voluntary rebate).

4. In accordance with Section 496A of Local Government Act 1993, the following Stormwater Management Levy be made:

Residential - $25 per property

Residential (Strata lots) - $12.50 per Strata Unit

Business - $25 per 350 sqm capped at $500 per property maximum

Business (Strata lots) - $12.50 per Strata Unit.

5. In accordance with Section 496 of the Local Government Act 1993, Council make the following annual charges for Domestic Waste/ Recycling Services for 2025/2026:

240L garbage bin, 240L green waste and 240L recycling bin (single unit dwellings only)	Service	$866.00
240L garbage bin and 240L recycling bin (former Holroyd only)	Service	$776.00
120L/140L garbage bin, 240L green waste and 240L recycling bin	Service	$667.00
120L/140L garbage bin, 240L recycling bin (strata properties only)	Service	$640.00
Availability charge	Service	$209.50
Additional 240L recycling bin	Service	$114.00
Additional 240L green waste bin	Service	$114.00

Report

Rating Statement

The Local Government Amendment Bill 2021 allowed Cumberland City Council to gradually harmonise the rates paths of the former Councils (Holroyd, Auburn and Parramatta) over a 4-year period. The rate amounts below are now one harmonised structure.

Council refers to Sections 520, 528 and 529 of the NSW Local Government Act 1993 (the Act) in determining subcategories and rates for categories. The following is a table summarising the rating charges for Cumberland City Council for the 2025/26 financial year.

	Ad Valorem $ per dollar	Minimum $	Notional Yield $
Residential – Ordinary Rates
Cumberland	0.00130075	921.06	83,379,358

Subtotal Residential Rates			83,379,358

Business – Ordinary Rates

Cumberland	0.00273639	1,409.44	11,333,983

Subtotal Business Rates			11,333,983
Industrial Centre of Activity (I.C.A.)
Auburn	0.00364032	1,409.44
Holroyd	0.00364032	1,409.44
Parramatta	0.00364032	1,409.44
Subtotal Industrial Centre Activity			30,754,930

Multi-Level Shopping Centre Rates
Auburn	0.00364032
Holroyd	0.00364032
Subtotal Multi-Level Shopping Centre			464,869

Subtotal Business & Industrial Rates			42,553,782
Total Rates			125,933,140

The following is a table summarising the annual charges for Cumberland City Council for the 2025/26 financial year.

Annual Charges	Charge	Yield $

Stormwater Charges	$25 (Non-Strata) and $12.50 (Strata)	1,841,000
Total Stormwater Charges		1,841,000

Domestic Waste Charges
120L/140L garbage bin & 240L recycle bin (Strata properties only)	$640.00	19,392,640
120L/140L garbage bin, 240L green waste bin & 240L recycle bin	$667.00	18,873,432
240L garbage bin, 240L green waste bin & 240L recycle bin	$866.00	6,160,724
240L garbage bin & 240 recycle bin	$776.00	13,867,120
Additional 240L recycling/garden waste bin	$114.00	30,780
Availability charge	$209.50	289,110

Total Domestic Waste Charges		58,613,806

Total Annual Charges		60,454,806

Community Engagement

In accordance with the Local Government Act 1993 and Local Government (General) Regulation 2021, the proposed Rates and Changes were placed on public exhibition for 28 days as part of the draft 2025/26 Operational Plan.

The Draft Operational Plan and Fees and Charges for 2025/26 were reported to Council on 30 April 2025 and exhibited for 28 days from 1 May 2025 to 28 May 2025.

A summary of submissions and Council’s response has been provided in a separate Report ‘Adoption of the Draft Operational Plan and Fees and Charges 2025-26 – Post Exhibition’.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

It is crucial that this recommendation is adopted by 30 June 2025 to allow Council to issue 2025/26 rating notices.

Financial Implications

Rates and charges are unable to be levied until this report has adopted by Council.

CONCLUSION

This report recommends the adoption of Cumberland City Council’s Rates and Annual Fees following public exhibition, as prescribed in the Local Government (General) Regulation 2021.

Attachments

Nil