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The Delivery Program is where the directions and strategies in the 10-year Growing Liverpool 2023 community strategic plan are translated into actions. It outlines the principal activities and services that Council will deliver over four years to move Liverpool forward. The Delivery Program is a statement of commitment to the community from each newly elected Council for their term in office. It is a single point of reference for all of Council’s services and all plans, projects, activities and funding allocations must be directly linked to the Delivery Program. The Operational Plan is developed each year. It describes the specific actions that Council will undertake. It is an opportunity to review progress and achievements. The Operational Plan allocates responsibility and provides a detailed budget for each year.
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4-year Delivery Program
Operational Plan & Budget 2014-2015
The Delivery Program and Operational Plan is where
the directions and strategies in the 10-year Growing
Liverpool 2023 Community Strategic Plan are translated
into actions. It outlines the principal activities and
services that Council will deliver over four years to move
Liverpool forward
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Contents7 Mayor‘s message
9 Chief Executive Officer’s message
10 Community vision
13 Section 1: Your Council
14 Your Mayor and Councillors
16 Council’s roles and responsibilities
18 Guiding principles
20 Organisational structure
22 Your leadership
24 Corporate values
24 Organisational Structure
24 Corporate values
27
Section 2: About Liverpool
29 Liverpool at a glance
30 Key features
32 Opportunities for the future
35
Section 3: Delivery Program and
Operational Plan
37 How it all fits together
38 Monitoring and Reporting
39 Measuring progress: performance indicators
40 Future Directions
43
DIRECTION 1 Vibrant Prosperous City
Principal Activities
44 1.1 City Marketing
46 1.2 Economic Development
Strategic Projects
48 Building Our New City
50 Badgerys Creek Airport Taskforce
52 Liverpool Night Markets
55
DIRECTION 2Liveable Safe City
Principal Activities
56 2.1 Community Safety
58 2.2 Community Standards
60 2.3 Emergency Services
62 2.4 Public and Open Space Amenity
64 2.5 Urban Planning
Strategic Projects
66 Safer Suburbs Project
68 Expansion of Council’s ePlanning Portal
71DIRECTION 3 Healthy Inclusive City
Principal Activities
72 3.1 Children’s Services
74 3.2 Community Facilities
76 3.3 Customer Services
78 3.4 Libraries and Museum
80 3.5 Recreation Facilities
82 3.6 Social Outcomes
Strategic Projects
84Carnes Hill Recreation and Community Precinct
86 New Customer Service Standards
88 Matching Grants Program
90 Shade structures in children’s playgrounds
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93DIRECTION 4 Proud Engaged City
Principal Activities
944.1 Casula Powerhouse Arts Centre
96 4.2 Community Engagement
98 4.3 Events
Strategic Projects
100Cultural Arts Tourism Policy and Plan
102 Anzac Day Centenary
105DIRECTION 5Natural Sustainable City
Principal Activities
106 5.1 Environmental Sustainability
108 5.2 Stormwater Management
110 5.3 Waste Management
Strategic Projects
112 Amalfi Park Detention Basin
114 City Centre Trunk Drainage
129DIRECTION 7Leading Proactive Council
Principal Activities
1307.1 Civic and Corporate
Leadership
132 7.2 Financial Sustainability
134 7.3 Governance
136 7.4 Information Technology
138 7.5 Workforce Management
Strategic Projects
140 Property Strategy
143 Section 4: Financial Information
2014-15 Financial Information and Budget
117DIRECTION 6 Accessible Connected City
Principal Activities
1186.1 Roads, Footpaths and Cycleways
120 6.2 Road Safety
122 6.3 Traffic and Transport
Strategic Projects
124 Construction of Kurrajong Road
126 Warwick Farm Bypass Road
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“ Council is committed to listening and delivering. We have worked collectively to develop this Plan and to make your vision for Liverpool the driving force behind Council’s operations. ”
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As your Mayor I’m keen to get on with the job to build a new Liverpool as the capital of south west Sydney, to do that we need to carefully plan when and where your rates and resources will be used. Just as you should plan and budget for your home or business we do the same at Council. It gives me great pleasure to introduce Liverpool City Council’s four-year Delivery Program encompassing the 2014-15 Operational Plan and Budget. We have worked together to develop this plan for the next twelve months and make the community’s vision for Liverpool the driving force behind Council’s day to day operations.
In Council’s last Delivery Program and Operational plan we described how Liverpool is the regional city for South Western Sydney and outlined how we are transforming Liverpool into a vibrant and dynamic city. I am pleased to say that we delivered on all of our commitments in the last plan; installing CCTV in the city centre and putting in place a range of new clever systems to fast-track our processing of development applications, giving you the confidence that you need in order to build, invest or buy in Liverpool. We introduced Liverpool Life, a new look bi-monthly newsletter that is delivered to every single household in Liverpool and keeps us all in touch with what’s happening at Council. We launched our city centre revitalisation project with a world renowned urban design team led by the office of the NSW Architect. We are consulting and drafting ideas to totally change key spaces in our city and give us all renewed pride in Liverpool.
This year’s plan outlines a variety of new initiatives which are aimed at building on our achievements. We introduce the Building our New City Project which is already seeing works to revitalise Liverpool’s city centre and position Liverpool as the destination of choice for business and investment in South Western Sydney. Visit www.buildingournewcity.com.au to learn more about this exciting project. The announcement of Liverpool as the location of Sydney’s second airport is a potential game changer for the region with thousands of jobs and new investment. We are working with both state and federal governments to make sure our local voice is heard in the roll-out of the infrastructure and airport. We are also committed to addressing any impacts that the airport may have on our community.
In the past year we have taken time out to celebrate events in our city from New Year’s Eve on the Georges River to the Bollywood film festival Starry Sari Night in the town centre. We want to build our community spirit by showcasing important events. As Mayor of Liverpool, one of my biggest privileges and honours is being able to preside over citizenship ceremonies. This plan sees us promoting this important event by holding our citizenship ceremonies in a range of public locations, celebrating our new citizens and welcoming them to this beautiful country. I hope to see you at one to welcome our new citizens.
I encourage you to read through this plan to see the many other areas we are working in and provide feedback on the many activities we have planned. This is your plan and your rates at work. I would like to thank the dedicated Council staff, our partners and volunteers who work together to implement many of Council’s activities. I look forward to hearing your views on this plan and incorporating your many ideas and suggestions into our plans for the future. You can contact me at any time by email at [email protected]
Ned Mannoun Mayor of Liverpool
Mayor’s message
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“ Our new direction will position Council as an industry leader, providing business excellence and quality services which meet community expectations. ”
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The 2013-14 financial year saw Council deliver a number of significant projects identified in the Delivery Program, including lodging of the development application for the $38 million Carnes Hill Recreation and Community Precinct, the $13 million construction of Kurrajong Road and review of Council’s structure to ensure services are delivered in the most cost-effective and efficient manner.
This year we introduce several new projects, including reviving our city centre, developing customer service standard and a property strategy to provide investment solutions which reduce Council’s reliance on income from rates and improve long-term business sustainability.
I would like to thank the staff, community members and volunteers who work collectively to support the Liverpool community. Without the hard work and dedication of these people, Council would not be able to deliver the high quality community services and infrastructure that it delivers. I look forward to meeting with you in the future to discuss our plans for Liverpool.
Carl Wulff Chief Executive Officer
Welcome to the second year of Council’s combined Delivery Program 2013-17 and Operational Plan 2014-15. This is my first year at Liverpool City Council and I welcome with excitement the opportunity to work with the team here and lead this organisation into the future.
These documents outline how Council will deliver on the community’s vision which is articulated in our 10-year plan, Growing Liverpool 2023. This document follows the simplified format which was introduced last year and provides a sound basis for the planning and allocation of resources. It is part of an integrated framework of documents that provide a detailed guide for Council’s operations, ensuring Council delivers high quality and efficient services and infrastructure within the available resources. It is supported by a financial strategy which tells you exactly how much we will be spending to deliver Council’s services.
This document is structured under the 7 strategic directions outlined in Council’s overarching visionary document, Growing Liverpool 2023. Under each of these directions, Council’s strategies are articulated and supported by a delivery plan with key service indicators.
Chief Executive Officer’s message
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CommunityVision
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Liverpool, the vibrant regional city of opportunity, prosperity and diversity.
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SECTION 1
YourCouncil
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Liverpool City Council consists of a popularly elected Mayor who represents the City and 10 councillors who are directly elected to represent one of two wards in Liverpool.
Council elections are held every four years. The last election was held in September 2012 with the next election scheduled for September 2016.
Councillor PETER HARLE
Councillor ALI KARNIB
Councillor PETER RISTEVSKI
Deputy Mayor MAZHAR HADID
Councillor GEOFF SHELTON
Councillor TONY HADCHITI
Councillor SABRINA MAMONE
Councillor GUS BALLOOT
Your Mayor and Councillors
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Mayor
Councillor PETER RISTEVSKI
Councillor WENDY WALLER
Councillor GEOFF SHELTON
Councillor ANNE STANLEY
NED MANNOUN
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2.6 public and open space amenity Council’s roles and responsibilities
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Council operates under a charter specified in the Local Government Act 1993.
The charter empowers Council to manage the local government area (LGA), to be a custodian and trustee of public assets, to raise funds for local purposes and to provide services and facilities, including on behalf of other levels of government.
Council is required to manage its work efficiently and effectively, be mindful of the long-term or cumulative effect of its decisions, facilitate public input into its decisions and keep the public informed.
The charter specifically requires Council to exercise its functions in a manner consistent with the principles of multiculturalism and ecologically sustainable development, to provide for the needs of the community and to be a responsible employer.
The charter also empowers Council to exercise community leadership. Council does this through making decisions that take into account the demand for services, consistency with best practices, affordability and future generations.
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MAYOR
The Mayor has the same responsibilities as a Councillor but also exercises necessary policy-making decisions of the governing body of Council between meetings of the Council, exercises other functions of the Council as determined by the Council, presides at the meetings of the Council and carries out the civic and ceremonial functions of the mayoral office.
COUNCILLORS AS A MEMBER OF THE GOVERNING BODY
As a member of the governing body of the Council, a Councillor’s role is to direct and control the affairs of the Council in accordance with the Local Government Act 1993. Council determines policy and allocates resources to benefit the local government area.
Councillors play a key role in the creation and review of Council’s policies, objectives and criteria relating to the exercise of Council’s regulatory functions and to review the performance of Council and its delivery of services and activities.
COUNCILLORS AS AN ELECTED PERSON
As an elected person, Councillors represent the interests of residents and ratepayers, provide leadership and guidance to the community, and facilitate communication between the community and Council.
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2.6 public and open space amenity
Excellence
We will be recognised across the sector. We will provide services, programs and information which exceed community expectations, and we will lead industry best practice and progression.
Partnership
We will actively work with our partners. We will bring all key stakeholders together and strengthen relationships to move Liverpool forward in an integrated and cooperative way.
LeadershipWe will be proactive and lead with integrity and honesty. We will take initiative and set the direction for Liverpool and South Western Sydney, embracing challenges and capitalising on opportunities.
Guiding principles
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Innovation
We will develop new solutions to new challenges. We will take advantage of more efficient and state-of-the-art technologies and approaches to deliver services on the ground.
EquityWe will be fair and just. We will recognise, respect and promote the rights of all citizens and support all groups to have equal access to services, information and opportunities, particularly groups who require additional support.
SustainabilityWe will embrace and champion environmental, economic, social and cultural outcomes. We will ensure the wellbeing of present and future generations is considered in all of the decisions we make.
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Organisational structure
Chief Executive OfficerThe Chief Executive Officer is the general manager of Council. The Chief Executive Officer’s role is to ensure that Council decisions are turned into action. Responsibilities involve the effective and efficient operation of Council on a day-to-day basis, employment of Council staff, management of resources and leading the implementation of Council’s strategic objectives.
Council’s Chief Executive Officer is Carl Wulff.
Carl has had extensive leadership experience nationally in local government, being a Chief Executive Officer at Ipswich City Council (QLD), City of Greater Dandenong (Vic) and deputy General Manager at Wollongong City Council (NSW). Carl also served as a Commissioner at the Queensland Grants Commission and Member of the Ministerial Advisory Council for Flood Mitigation Manuals. He has held several prestigious board positions, most recently serving on the Board of Directors for Basketball QLD. Carl has a special interest in transformation and developing cities to fulfil their full economic, social and development potential, leading the transformation of the city of Ipswich into a cosmopolitan hub of economic activity. He has had particular success in leading cultural change, and improving efficiencies to achieve organisational excellence. Carl holds a Masters in Business Administration, Bachelor of Engineering, Civil at the NSW Institute of Technology, Sydney and is a graduate of the Australian Institute of Company Directors.
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Council’s operations are led by the Chief Executive Officer with the support of a senior executive team.
The senior executive team comprises the Chief Executive Officer and seven Directors. The senior executive team lead specialist operational service managers, team leaders and staff in implementing Council’s Delivery Program and Operational Plan.
Chief Executive
Officer
Director Planning and
Growth
Director Infrastructure
and Environment
Director Economy and Engagement
Director Community
and Culture
DirectorCity
Presentation
Chief Financial Officer
Corporate Services
DirectorProperty andCommercialDevelopment
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BusinessImprovement
Internal Audit
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2.6 public and open space amenity Corporate values
Value staff by working to enable the recognition of staff performance, encouraging and supporting career development and providing continuous learning. We also recruit competent staff who adhere to our values while proactively retaining good staff.
Work together by contributing towards the team goals of the unit as identified in the work plans and assisting other team members through a cooperative work ethic. We also actively help other units and staff across the organisation.
Respect people by encouraging an honest, courteous, ethical, fair and equitable workplace. Understanding cultural diversity issues and valuing the views of other people is also an important component..
Communicate effectively by providing open, accessible and honest communication with all stakeholders. We also ensure all stakeholders have necessary information at their disposal.
Show leadership at all levels by being proactive in our approach in providing excellent levels of internal and external customer service, leading by example and showing initiative and innovation.
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Corporate values
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SECTION 2
About Liverpool
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!
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Our city
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305 SQ KM
TRADITIONAL ABORIGINAL CUSTODIANS OF THE LAND CABROGAL CLAN OF THE DHARUG NATION
ORIGINAL ABORIGINAL INHABITANTSOF CURRENT LIVERPOOL LGA BOUNDARIES DHARUG, GANDANGARA AND THARAWAL ABORIGINAL PEOPLE
$1299
Number of homes in 2011 57,800Median house price
$453,000 Median unit price $280,000Median weekly rent 3-bedroom house $420Median weekly rent 2-bedroom unit $300
TOP LANGUAGES SPOKEN
ENGLISH, ARABIC, VIETNAMESE, HINDI, ITALIAN5
SQ KM
CITY CENTRE JOBS IN 2031
TOTAL CITY CENTRE JOBS
POPULATION IN 2021
249,000
POPULATION IN 2013
195,355
KEY INDUSTRIES Manufacturing, retail, warehousing, transport and logistics
GROWING INDUSTRIES Medical, health and community, education, construction, property and business services
97% FEWER THAN 19
EMPLOYEES
SMALL BUSINESSES
13,666NUMBER OF REGISTERED
BUSINESSES
AVERAGE WEEKLY HOUSEHOLD INCOME
42SUBURBS
22,000
31,000
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1810FOUNDED
Liverpool at a glance
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35KM EAST OFSYDNEYCBD
Keyfeatures
32 COMMUNITYCENTRES
69 SCHOOLS
94 CHILDCARE CENTRES
7 COUNCIL-OPERATED
509 PARKS, RESERVES AND STREETSCAPES
CHIPPING NORTON LAKESBENTS BASIN STATE RECREATION AREAPIONEERS MEMORIAL PARKLIGHT HORSE PARKBIGGE PARK.
MAJOR PARKS INCLUDE:
CasulaLiverpool
Warwick Farm
Holsworthy
RAIL STATIONS4
SPECIAL PURPOSE ZONES
9,376 hectares
followed closely by RURAL9,065 hectares
Currently, the predominant land use in Liverpool is
1872BECAME A MUNICIPALITY
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SPECIAL PURPOSE ZONES
9,376 hectares
followed closely by RURAL9,065 hectares
PROCLAIMED A CITY
1960
OFF-LEASH DOG PARKS
2
5 LIBRARIES
590kilometres
of piped drainage systems and associated pits, gross pollutant traps, flood retention basins,
formed channels and waterways
PLAY GROUNDS AND OUTDOOR GYM EQUIPMENT
155
20 Soccer venues
18 Cricket venues
9 Rugby League venues
7 Netball venues
5 Tennis venues
4 Baseball
4 Australian Football venues
2 Oztag venues
2 Touch Football venues
2 Skate parks
1 Softball venue
1 Hockey venue
1 BMX track
1 Gridiron venue
1 Archery venue
48 SPORTING V E N U E S
2606 HECTARES OF
OPENSPACE
KILOMETRES OF
PUBLICROADS
840COUNCIL MANAGES
320 CAPACITY THEATRECONFERENCE HALL 5 GALLERIES
MEETING ROOMS.
CASULA POWERHOUSE ARTS CENTRE
THREELEISURE AND AQUATIC CENTRES:WHITLAM LEISURE CENTRE
MICHAEL WENDON AQUATIC LEISURE CENTRE
HOLSWORTHY SWIMMING CENTRE
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2.6publicandopenspaceamenity
Aboriginal heritage
Liverpool is the traditional home of the Cabrogal Clan of the Dharug Nation and the peoples of the Dharawal and Gandangara nations are recognised as being early inhabitants of the land. The City of Liverpool has many heritage sites and Aboriginal artifacts. Council is proud of its heritage and committed to protecting and conserving areas of Aboriginal significance such as the Collingwood Precinct. Liverpool has a significant Aboriginal population. The number of Indigenous people in 2011 grew by 483 to 2677 people and has increased to 1.5 per cent of our population since 2006. Liverpool is home to several Aboriginal community organisations and groups. Council is committed to supporting local Aboriginal organisations to grow and develop, ensuring that its own services are accessible and welcoming to the Aboriginal community.
Economic potentialLiverpool is experiencing growth in commercial and industrial development. Its status as the regional city of South Western Sydney and good transport links to other areas of Sydney place it in prime position to attract a range of industries. Plans are in place to transform Liverpool into a key employment, retail, cultural and entertainment hub. A goal has been set to establish 31,000 jobs in the Liverpool city centre by 2031. This will result in more diverse and innovative jobs closer to home for Liverpool’s residents. To capitalise on its economic potential, Council has recently established an economic development portfolio which aims to position Liverpool as the destination of choice to attract business and investment, supporting economic prosperity across the whole community.
Growing city centre The city centre is the central commercial and entertainment area in Liverpool and offers a range of services and options. There is a central and growing health and education precinct and local planning policies in place to encourage business, residential high-rise and mixed developments. The development of the city centre is a key Council priority. This Plan will see the implementation of several strategies which are aimed at revitalising the city centre, developing key economic, cultural, and recreational and entertainment precincts and creating a place which brings people from across the South Western Sydney region.
Housing development
There are currently 57,800 homes in Liverpool and, during the next 25 years, there will be up to 45,000 additional homes accommodating nearly 140,000 new residents. New housing will be in the suburbs planned for the areas west of Austral and continued growth will occur around Middleton Grange, Elizabeth Hills and Edmondson Park. There will also be significant redevelopment in Liverpool’s established suburbs, particularly around Liverpool city centre and some suburban centres. This will provide more housing and other uses to meet ongoing community needs.
Opportunities for thefuture
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Infrastructure expansion
Population growth requires the delivery of appropriate and extensive infrastructure for the new communities and maintenance of existing infrastructure, including parks, community building, roads, drainage and footpaths. The cost of infrastructure to accommodate urban growth has been estimated to be $304 million over the next 10 years. Council is developing both its financial and human resources in order to address the growing infrastructure delivery and maintenance demands and will continue to work towards securing the funding needed to deliver and maintain expanding infrastructure.
Cultural diversity
Liverpool has a current population of about 195,000 people and it is projected the population will grow to about 325,000 by 2036. Liverpool is one of the most culturally diverse cities in NSW, with almost one in three people born overseas and almost half of Liverpool’s residents speaking a language other than English at home. Rich cultural diversity increases innovation, creativity and prosperity. It introduces new ways of thinking, beliefs and interests and results in a more cosmopolitan culture. As a customer-focused organisation, Council is committed to ensuring that provisions are made for the culture, language and religion of others and that cultural and linguistic assets are promoted and celebrated as a valued resource.
Community identity and heritage
Liverpool is rich with heritage, with a major cultural and arts precinct through the Casula Powerhouse Arts Centre. There are a number of significant heritage buildings which are protected at the local and state levels, including Collingwood House, the Casula Powerhouse, the TAFE college building, St Lukes Church and the Cecil Hills Farm. These historical and cultural attributes create Liverpool’s unique identity. Council is proud of Liverpool’s unique identity and committed to delivering a range of initiatives which continue to build community pride.
Environmental value
Liverpool is a river city with the Georges River providing enormous opportunity. Its natural attributes include 500 open space reserves covering approximately 1400 hectares. Liverpool has a wide variety of plants, animals and ecosystems, including 35 threatened fauna species and 23 threatened flora species. Approximately one third of Liverpool is covered in vegetation, made up of 16 different vegetation communities. Expanding urban development in Liverpool can place considerable pressure on biodiversity through land clearing for developments, introduction of exotic species, stormwater impacts and altered soil conditions. Its waterways can be exposed to a range of pollutants from industrial, commercial and household waste. Council will continue to place a strong importance on protecting the environment from any adverse impacts of development and has a range of actions in place to address this.
Transport accessibility
The City has good access to major motorways, including the M5 and M7, although traffic congestion can be experienced on major arterial roads during peak periods. Congestion and maintenance of the road system and accessible parking have been identified as priorities in Liverpool and new urban development is likely to increase traffic in Liverpool. Public transport is expanding with the Liverpool to Parramatta t-way experiencing high usage. Some people find it difficult to access adequate transport, such as people with special needs or those living in more remote areas. Council has identified the need for more capacity on major roads, improved public transport and transport infrastructure.
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SECTION 3
Delivery Program
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About this planCouncil’s strategic planning framework includes a suite of documents that work together to
set the direction to move Liverpool forward and communicate how this will be achieved.
10-YEAR GROWING LIVERPOOL 2023 –
THE PLAN TO MOVE LIVERPOOL FORWARD
Growing Liverpool 2023 articulates where we want to be as a community in 10 years’ time, what we need to do to get there, and how we will know when we have arrived.
It is the highest level plan for Liverpool and is used by Council and other agencies and stakeholders to guide policy and service delivery. The 10-year plan sets seven key directions to move Liverpool forward.
RESOURCING STRATEGY
The Resourcing Strategy is about the resources required by Council to deliver the plans. It includes the:
LONG-TERM FINANCIAL PLAN – the financial resources needed over the next 10 years to ensure the plans can be delivered and Council operates in a financially sustainable manner.
WORKFORCE MANAGEMENT PLAN – the four-year staffing, skills and human resources that are required in Council to achieve the outcomes documented in the plans.
ASSET MANAGEMENT PLAN – the 10-year plan for ensuring that assets are developed, managed and maintained effectively and efficiently to meet current and future community needs.
FOUR-YEAR DELIVERY PROGRAM 2013-2017
The Delivery Program is where the directions and strategies in the 10-year Growing Liverpool 2023 community strategic plan are translated into actions. It outlines the principal activities and services that Council will deliver over four years to move Liverpool forward.
The Delivery Program is a statement of commitment to the community from each newly elected Council for their term in office. It is a single point of reference for all of Council’s services and all plans, projects, activities and funding allocations must be directly linked to the Delivery Program.
ONE-YEAR OPERATIONAL PLAN 2014-2015
The Operational Plan is developed each year. It describes the specific actions that Council will undertake. It is an opportunity to review progress and achievements. The Operational Plan allocates responsibility and provides a detailed budget for each year.
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Mayor and Councillors
Elected by the
community to represent their vision
and interests
Resourcing StrategyLong-term Financial
Plan
Workforce Management Plan
Asset Management Plan
Four-Year Delivery Program
One-Year Operational
Plan
Jobdescriptions
Senior staff business
plans
Our vision
Liverpool, the vibrant regional
city of opportunity, prosperity and
diversity
Community Strategic Plan
7 directions and 26 strategies
Community engagement
Government directions and
policy
Six-monthly progress reports
Annual report to community
How it all fits together
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2.6 public and open space amenity Monitoring and reporting
In the coming year, Council will deliver 27 Principal Activities and 16 Strategic Projects that work towards these future directions.
Each Principal Activity and Significant Project has a number of actions for the 2014-2015 year.
Council will keep track of progress in implementing the Delivery Plan and Operational Plan through:
▶ Quarterly performance reports to Council and the community at a public Council meeting
which details program and budget progress.
▶ A comprehensive six-monthly progress report which provides an in-depth summary of
progress and achievements.
▶ An annual report at the end of each financial year which includes a thorough financial
report and overview of all of Council’s spending and operations. This will be published in
a full report format as well as a summarised version for readability.
▶ A cumulative report at the end of Council’s four-year term which details Council’s financial
position and progress against all of the activities outlined in the Delivery Program.
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Measuring progress: performance indicators
This plan uses two types of performance indicators, these are:
OUTCOME MEASURES –
are used to track trends in the quality of life for people in Liverpool.
These indicators assist Council, all levels of government, business, community organisations and other stakeholders to have an understanding of conditions, experiences and priorities in Liverpool. Outcome measures are not intended to measure Council’s performance as Council does not control all of the elements which may contribute towards it.
SERVICE MEASURES –
are used to track how Council is performing in delivering its plan. These indicators will assist Council in better understanding community expectations, satisfaction and the quality of service delivery.
Our Principles
Leadership
Excellence
Partnership
Innovation
Equity
Sustainability
Liverpool,
the vibrant regional city
of opportunity, prosperity
and diversity.
Community Vision
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Future directions
The Growing Liverpool 2023 10-year plan concentrates on seven key strategic directions to move Liverpool forward. The directions are based on feedback from the community, stakeholders and leaders, and incorporate local, regional, state and national priorities for Liverpool.
Direction 1: Vibrant Prosperous City
Direction 2: Liveable Safe City
Our Directions
Direction 3: Healthy Inclusive City
Direction 4: Proud Engaged City
Direction 5: Natural Sustainable City
Direction 6: Accessible Connected City
Direction 7:Leading Proactive Council
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10-Year Strategies▶ Position Liverpool as the destination
of choice to attract business and investment in South Western Sydney.
▶ Activate the city centre and develop vibrant places that attract people to Liverpool.
▶ Assist existing businesses to grow, innovate and become more competitive.
▶ Improve the availability of a diverse range of jobs and increase workforce participation rates.
10-Year Targets▶ 10,000 additional jobs in Liverpool.▶ An unemployment rate comparable to Sydney at 5% or less.▶ An increased gross regional product (GRP).
▶ City Marketing
▶ Economic Development
▶ Building Our New City Project
▶ Badgerys Creek Airport Taskforce
▶ Liverpool Night Markets
Council’s
Strategic Projects
Council’s Principal Activities
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Direction 1
VibrantProsperousCityThis direction is about developing and supporting a robust local economy and vibrant and
dynamic public spaces that attract business, jobs and investment.
Council will proactively work with landowners, business and stakeholders to develop destinations
that attract people to Liverpool and will support land use policies that are conducive to commercial
growth in both the city centre and across Liverpool.
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1.1 City Marketing
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FOUR-YEAR PRINCIPAL ACTIVITY
City Marketing delivers the marketing and promotion strategy that supports Council’s economic
development efforts to position Liverpool as the place for business and investment. It is aimed
at increasing business and community confidence, attracting new business to Liverpool and
mobilising the existing business community. It will focus on priority sectors and capitalise on
Liverpool’s competitive advantages in the areas of health and medical research, distribution and
logistics, and professional services.
Strategic AccountabilityDirector Economy and Engagement
Performance IndicatorsOUTCOME
▶ 10,000 additional jobs in Liverpool
▶ Increased Gross Regional Product (GRP)
▶ Unemployment rate of 5% or less
SERVICE ▶ Number of promotion tools developed and distributed
▶ Number of respondents to marketing campaigns
▶ Positive media coverage generated
Key Policies▶ Economic Development Strategy
▶ ‘Building Our New City’ Strategy
▶ City Branding Strategy
Supporting our Partners
NSW State Plan 2021 Goal 3: Drive economic growth in regional NSW
Goal 24: Make it easier for people to be involved in their communities
Regional Development Australia PlanSupport industry development which creates more diverse and innovative jobs closer to home
NSW Digital Economy Industry Action PlanSupporting use of digital media in the region
Key Stakeholders▶ Regional Development Australia -Sydney
▶ NSW Business Chamber (Western Sydney)
▶ Local businesses
▶ Local media
▶ Metropolitan media
▶ Liverpool Chamber of Commerce
▶ Western Sydney Regional Organisation of Councils
▶ NSW Trade and Investment
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1.1
2014-15 Operational Plan Actions Service Accountability
1.1.1Develop and implement a Marketing and Promotion Strategy.
Marketing and Communications
1.1.2Update marketing materials to promote business investment in Liverpool to external and internal investors
Marketing and CommunicationsEconomic Development
1.1.3Enhance the use of digital and social media technology to communicate with the business community.
Marketing and CommunicationsInformation Technology
1.1.4Develop the branding of Liverpool and implement a renewal strategy.
Marketing and Communications
1.1.5Continue to develop case studies and business stories to highlight the depth and breadth of business in Liverpool and support industry development.
Marketing and CommunicationsEconomic Development
1.1.6Generate positive media coverage in order to increase business confidence.
Marketing and Communications
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1.2 Economic Development
FOUR-YEAR PRINCIPAL ACTIVITY
Economic development works collaboratively with a range of agencies to deliver the economic
development strategy for Liverpool and create an economic climate which supports business
growth, investment and generates jobs for the growing population in Liverpool and South Western
Sydney.
Strategic AccountabilityDirector Economy and Engagement
Performance IndicatorsOUTCOME
▶ 10,000 additional jobs in Liverpool
▶ Increased GRP
▶ Unemployment rate of 5% or less
SERVICE ▶ Number of new jobs generated
▶ Number of new business leads developed
▶ Partnerships with key stakeholders
▶ Number of businesses participating in events and activities
▶ New businesses starting up in Liverpool
▶ Major developments approved
Key Policies▶ Economic Development Strategy
▶ ‘Building Our New City’ Strategy
▶ City Branding Strategy
Supporting our PartnersNSW State Plan 2021Goal 1: Improve the performance of the NSW economy
Goal 3: Drive economic growth in regional NSW
Regional Development Australia PlanSupport industry development which creates more diverse and innovative jobs closer to home
Key Stakeholders▶ Regional Development Australia-Sydney
▶ NSW Business Chamber (Western Sydney)
▶ NSW Trade and Investment
▶ Liverpool Chamber of Commerce
▶ Western Sydney Regional Organisation of Councils
▶ South West Sydney Business Enterprise Centre
▶ Enterprise Connect
▶ AusIndustry
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2014-15 Operational Plan Actions Service Accountability
1.2.1 Implement a ‘Building Our New City’ Strategy.Economic DevelopmentStrategic Planning
1.2.2Deliver a business events program in partnership with key business organisations for small to medium enterprises in Liverpool.
Economic DevelopmentEvents
1.2.3Identify direct and tailored approaches to new business prospects identified for Liverpool, including expansion of existing businesses.
Economic Development
1.2.4Establish a pilot business mentoring program for youth and or culturally and linguistically diverse communi-ties.
Economic Development
1.2.5Pursue relocation and implementation of government services to Liverpool.
Economic DevelopmentStrategic Planning
1.2.6Pursue leads for private sector relocation and expansion in Liverpool.
Economic DevelopmentStrategic Planning
1.2.7Work in partnership with local industry to promote and support employment opportunities and initiatives for local and regional workers.
Economic Development
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Building Our New City
Project Sponsor Director, Economy and Engagement
Key Stakeholders ‘Building Our New City’ CommitteeEconomic Development CommitteeLocal Businesses and CommunityRegional Development AustraliaDepartment of Planning and InfrastructureTransport for NSW
Strategic Projects
This project aims to develop and commence implementation of a Building Our New City Strategy that revitalises Liverpool’s city centre and positions Liverpool to capitalise on the opportunities arising from its status as the regional city of South Western Sydney.
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12014-15 Key Deliverables Accountability
Seek public comment on Urban DesignEconomic DevelopmentStrategic Planning
Major city centre eventsEconomic DevelopmentEvents
Detailed designs and works contracted including for streetscapes and gateways
Economic Development
Key sites and opportunities identified Economic Development
Review of planning controls Strategic Planning
Review of Town Improvement Fund Strategic Planning
Transport and Parking Strategy Infrastructure and Environment
Hold night-time markets in the city centre Economic Development
Support operation of the Building Our New City CommitteeEconomic DevelopmentStrategic Planning
Strategic Projects
ONE-STOP SHOP
CITY NERVE CENTRE
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AUTHENTICGLOBAL FLAVOURS
CITY EAT STREET
2
GREEN AND GROWING
24/7 BEATING HEART
MACQUARIE MALL
URBAN BREATHING SPACES
GATEWAYS
AUTHENTICGLOBAL FLAVOURS
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Badgery’s Creek Airport Task Force Project
Project Sponsor Director, Planning and Growth
Project Budget$100,000 in 2014-15
Key Stakeholders Relevant state government agencies including; NSW Planning and Infrastructure, Infrastructure NSW, Transport for NSW, Roads and Maritime Services.Relevant Federal government agencies including; Infrastructure Australia, Western Sydney Infrastructure Unit.Property ownersRelevant private sector interestsWestern Sydney Airport Alliance
Establish an internal Council taskforce to investigate opportunities to maximise economic potential and minimise any adverse impacts regarding a second airport for Sydney at Badgerys Creek. This project will ensure that Council is able to represent the local community during discussions and planning with all stakeholders. The Task Force will be made up of the Mayor and Councillors, senior staff and the relevant Council service groups.
Strategic Projects
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12014-15 Key Deliverables Accountability
Develop Terms of Reference for Task Force. Economic Development
Establish Task Force with private sector representation. Economic Development
Establish a program for gathering community and stakeholder input in order to represent the Liverpool community.
Economic Development
Prepare Council’s airport precinct strategy.Strategic Planning Infrastructure and Environment Economic Development
Engage independent expertise as required on land use, connecting infrastructure and business development strategies.
Strategic Planning Infrastructure and Environment Economic Development
Establish and implement a meeting schedule and work program for the Task Force.
Economic Development
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Liverpool Night Markets
Project Sponsor Director, Economy and Engagement
Project Budget$100,000 in 2014-15
Key Stakeholders Local residentsStallholdersPoliceRoads and Maritime ServicesLocal BusinessesLiverpool Economic Development Committee
This project involves the trial of an open air night market on Macquarie Street in Liverpool on the first Saturday of every month to activate the Liverpool city centre at night and celebrate Liverpool’s rich diversity.
Strategic Projects
2014-15 Key Deliverables Accountability
Delivery of a monthly program of markets. Economic Development
Evaluation survey of participants and stallholders Economic Development
Continuous improvement of market model, including: content, entertainment and geographic catchment.
Economic Development
Evaluation of night market model. Economic Development
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1Strategic Projects
2014-15 Key Deliverables Accountability
Delivery of a monthly program of markets. Economic Development
Evaluation survey of participants and stallholders Economic Development
Continuous improvement of market model, including: content, entertainment and geographic catchment.
Economic Development
Evaluation of night market model. Economic Development
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This direction is about planning for sustainable urban development, and revitalising Liverpool’s towns and public spaces to create liveable and safe neighbourhoods that connect and bring people together.
Council will initiate a range of initiatives to address safety in the community. It will implement a simple and flexible planning system which supports high quality development. A review of Council’s public and open space maintenance program will also be undertaken to ensure the highest standards of cleanliness are achieved.
Direction 2
Liveable Safe City
10-Year Strategies▶ Deliver an efficient planning system
which embraces sustainable urban renewal and development.
▶ Create clean and attractive public places for people to engage and connect.
▶ Improve the community’s sense of safety in Liverpool.
▶ Facilitate diverse and affordable housing options.
10-Year Targets▶▶ 85% of people in Liverpool report being satisfied or
better with the cleanliness of public spaces.
▶▶ 85% of people in Liverpool report feeling safe in the community.
▶▶ An increase in diverse housing options.
▶ Community Safety
▶ Community Standards
▶ Emergency Services
▶ Public and Open Space Amenity
▶ Urban Planning
Council’s
Strategic Projects▶ Safer Suburbs Project
▶ Expanding the ePlanning Portal Project
Council’s Principal Activities
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2.1 Community Safety
FOUR-YEAR PRINCIPAL ACTIVITY
Community Safety aims to improve the community’s sense of safety and works with our
stakeholders to prevent crime in Liverpool. It involves a wide variety of activities including
organising safety audits, distributing information on community safety and research into safety
related matters.
Strategic AccountabilityDirector Economy and Engagement
Performance Indicators
Outcome▶ 85% of people in Liverpool report feeling safe in the community
Service ▶ Percentage of residents who feel safe when using
their local park
▶ Trend in non-domestic assaults
▶ Percentage of city centre safety audit recommendations implemented
▶ Number of funding applications submitted and total funding received
Key Policies▶ Liverpool Community Safety and Crime Prevention Strategy 2013-2017
Supporting our PartnersNSW State Plan 2021Goal 16: Prevent and reduce the level of crime
Goal 20: Build liveable centres
National Crime Prevention FrameworkTo encourage increased commitment to crime prevention at all levels of government and across different sectors.
Key Stakeholders▶ NSW Police
▶ NSW Department of Attorney General and Justice
▶ Local community service organisations
▶ Liverpool City Liquor Accord
▶ Community Drug Action Team
▶ Australian Attorney-General’s Department
▶ Liverpool Chamber of Commerce
▶ Liverpool Domestic Violence Liaison Committee
▶ National Motor Vehicle Theft Reduction Council
▶ Local high schools
▶ Community Safety and Crime Prevention Working Group
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2.1 Community Safety
2014-15 Operational Plan Actions Service Accountability
2.1.1Undertake regular safety audits in partnership with the Police and relevant stakeholders.
Community Development and Planning
2.1.2
Establish an internal working group on community safety to monitor and improve safety in the city centre as outlined in the Community Safety and Crime Prevention Plan 2013-2017.
Community Development and Planning
2.1.3Seek external funding to deliver projects that reduce crime in the city centre and improve perception of public safety.
Community Development and Planning
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2.2 Community Standards
FOUR-YEAR PRINCIPAL ACTIVITY
Community standards maintains and contributes to public protection in Liverpool by undertaking
a range of enforcement, regulatory and business activities including, planning and building
compliance, investigation of nuisance issues, animal management and registration, health
inspection programs and approvals, parking enforcement, swimming pool compliance, and
construction certification and inspections by accredited council certifiers.
Strategic AccountabilityDirector Planning and Growth
Performance IndicatorsOutcome▶ 85% of people in Liverpool report feeling safe in the community Service ▶ Number of animals registered
▶ Number of animals micro-chipped
▶ Average response time to customer related animal requests
▶ Customer complaints actioned within nominated time frame
▶ Premises that are regulated for health compliance (food shops, hairdressers, beauty salons, cooling tower and public swimming pools) to be regularly inspected.
▶ Commercial on-site sewage management systems to be inspected annually
▶ Construction Certificates issued
▶ Regular Parking Patrols
Key Policies▶ Enforcement Policy▶▶ Animal Management Policy
Supporting our PartnersNSW State Plan 2021Goal 22: Protect our natural environment
Goal 20: Build Liveable cities
Goal 23: Increased opportunities for people to look after their own neighbourhood and environment
Draft Metropolitan Strategy for Sydney 2031A liveable city
Key Stakeholders▶ NSW Food Authority
▶ Office of Local Government
▶ RSPCA
▶ Planning and Infrastructure
▶ Environment Protection Authority
▶ Department of Environment and Heritage
▶ Division of Local Government Companion
▶ Building Professionals Board
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2.2
2.2 Community Standards 2014-15 Operational Plan Actions
Service Accountability
2.2.1 Review and update Council’s Enforcement Policy Community Standards
2.2.2 Review and update the Companion Animals Policy Community Standards
2.2.3Provide construction certificates and Complying Development Certificates and undertake the certifier role in competition with the private sector.
Community Standards
2.2.4Assess and determine building and related compliance certificates
Community Standards
2.2.5Conduct an inspection program for activities such as on-site sewage management systems and swimming pools
Community Standards
2.2.6Investigate and enforce development consents to ensure compliance.
Community Standards
2.2.7Respond to customer requests regarding planning & building enforcement matters
Community Standards
2.2.8Inspect high risk food shops and other regulated premises through an ongoing program and in response to complaints.
Community Standards
2.2.9Conduct parking enforcement , including daily patrols of metered parking , on street parking and car parks
Community Standards
2.2.10Provide an annual free micro-chipping day aimed at promoting responsible pet ownership.
Community Standards
2.2.11Offer a subsidised pet de-sexing program for residents who hold a pensioner concession card
Community Standards
2.2.12Encourage companion animal registration in Liverpool by implementing the companion animal registration program.
Community Standards
2.2.13
Minimise public pet nuisance by implementing the following programs: ▶ the companion animal stray collections program▶ dangerous, restricted and menacing breeds program
Community Standards
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2.3 Emergency Services
FOUR-YEAR PRINCIPAL ACTIVITY
Council supports the operation of the State Emergency Service (SES) and Rural Fire Services
(RFS) by providing a range of services including logistical support, accommodation, financial
assistance and maintenance of plant & equipment.
Strategic AccountabilityDirector City Presentation
Performance IndicatorsOutcome▶ 85% of people in Liverpool report feeling safe in the community
Service ▶ Percentage of programmed maintenance completed on time
▶ Satisfaction rating by RFS and SES
Key Policies▶ Emergency Risk Management Plan
Supporting our PartnersNSW State Plan 2021Goal 28: Ensure NSW is ready to deal with major emergencies and natural disasters
Implementing Emergency Risk Management Through The Integrated Planning and Reporting FrameworkTo asssist councils in intergrating Emergency Risk Management (ERM) into planning stategies when developing Community Strategic Plans and related documents.
Key Stakeholders▶ State Emergency Services
▶ Rural Fire Services
▶ NSW Government agencies
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2.3 Emergency Services
2014-15 Operational Plan ActionsService Accountability
2.3.1
Provide resources to support a coordinated response to emergencies in Liverpool such as traffic control, establishment of detours, barricading access roads and operations centre.
Civil Maintenance
2.3.2
Provide access to Council buildings for accommodation and office space, including for State Emergency Services Headquarters and Rural Fire Service stations.
Civil Maintenance and Property Services
2.3.3Complete programed maintenance of equipment, including trucks, pumps, and plant equipment.
Fleet Services
2.3.4Provide a training venue for State Emergency Services’ Crash Response Training.
Civil Maintenance
2.3.5Assist with the preparation of Emergency Response Plans for Liverpool.
Civil Maintenance
2.3.6Provide financial assistance to support the operation of State Emergency Services and the Rural Fire Service
Civil Maintenance
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2.4 Public and Open Space Amenity
FOUR-YEAR PRINCIPAL ACTIVITY
Public and open space amenity aims to create clean and attractive open and public spaces
through the management of litter and illegal waste and the provision of street and asset cleaning,
poster removal, public space bin collection and street sweeping.
Strategic AccountabilityDirector City Presentation
Performance IndicatorsOutcome▶ 85% of people in Liverpool report being satisfied or better with the cleanliness of public spaces
Service▶ Community satisfaction with the general appearance of the city centre
▶ Community satisfaction with city centre parks and gardens
▶ Community satisfaction with keeping public spaces clean
▶ Average response time to customer related amenity requests
Key Policies▶ Strategic Maintenance Plan
▶ Contributions Plan
▶ Tree Management Policy
▶ Graffiti Management Strategy
Supporting our PartnersDraft Metropolitan Strategy for Sydney 2031A liveable city
South Western Sydney Regional Action PlanProtect our Environment and Heritage
Key Stakeholders▶ Regional Illegal Dumping Squad
▶ The Street University
▶ Local high schools
▶ Western Sydney Parklands Trust
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2.4 Public and Open Space Amenity 2014-15 Operational Plan Actions Service Accountability
2.4.1
Undertake programed and responsive maintenance of parks, gardens, open spaces and public toilets to provide opportunities for the community to rest and recreate in a green environment.
Parks Programs
2.4.2Improve Liverpool’s streetscape by planting, maintain-ing and inspecting street trees.
City Presentation
2.4.3Deliver two art redirection programs in partnership with local schools and The Street University to divert young people away from illegal graffiti.
Facilities MaintenanceCommunity Development and Planning
2.4.4Deliver public art and murals at four sites to prevent illegal graffiti.
Facilities MaintenanceCommunity Development and Planning
2.4.5 Remove graffiti from public buildings and spaces. Cleaning and Waste
2.4.6
Undertake investigation of illegal dumping incidents and participate on the Regional Illegal Dumping squad to ensure a coordinated regional approach to addressing illegal dumping.
Waste Management
2.4.7Hold a Garden Competition for residents to showcase their open green spaces, promote physical amenity and the appearance of local neighbourhoods.
Parks ProgramsMarketing and Communications
2.4.8Facilitate the Liverpool Clean-up Day in partnership with residents and businesses.
Cleaning and Waste
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2.5 Urban Planning
FOUR-YEAR PRINCIPAL ACTIVITY
Urban Planning guides the development of land and design of the built environment in Liverpool.
It takes into consideration planning for residential, commercial and industrial development as
well as transport networks and other infrastructure to accommodate for Liverpool’s growth and
expansion. It aims to balance Liverpool’s rapid development with protecting its rich heritage and
environmental sustainability. It also enforces building and development compliance.
StrategicAccountabilityDirector Planning and Growth
PerformanceIndicatorsOutcome▶ An increase in diverse housing options
▶ Population of 230,900 by 2021
Service ▶ Rank in local development determination
performance
▶ Average determination time of development applications
▶ Percentage of Local Environment Plan changes within gateway determination times
▶ Value of development applications lodged
▶ Number development applications lodged
▶ Number development applications determined
▶ Number new residential dwellings approved
▶ Number new residential lots approved
Key Policies▶ Liverpool Local Environment Plan
▶ Development Control Plans
▶ Enforcement Policy
▶ Contributions Plan
▶ Plans of Management
Supporting our PartnersNSW State Plan 2021Goal 20: Build liveable centres
Goal 29: Restore confidence and integrity in the planning system
Draft Metropolitan Strategy for Sydney 2031Balanced growth
A liveable city
Accessibility and connectivity
Draft Places for People – An Urban Design Protocol for Australian CitiesProductive and sustainable placesLiveable places
Key Stakeholders▶ Department of Planning and Infrastructure
▶ NSW Government agencies
▶ Development industry
▶ Western Sydney Regional Organisation of Councils
▶ Environment Protection Authority
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2.5 Urban Planning
2014-15 Operational Plan ActionsService Accountability
2.5.1Review Council’s development application process to ensure it is in line with best practice guidelines
DA Assessment
2.5.2Implement faster development application processing strategies.
DA Assessment
2.5.3Engage with industry stakeholders to implement bi-annual Development Forum Meetings with all relevant stakeholders.
DA Assessment
2.5.4Convene the Independent Hearing Assessment Panel to provide an independent forum for the determination of development applications
DA Assessment
2.5.5
Represent Liverpool in the State Government’s Joint Regional Planning Panel which is aimed at facilitating the efficient assessment of regionally significant developments.
DA Assessment
2.5.6
Receive and assess planning proposals and where appropriate modify the Local Environment Plan and associated planning documentation to allow for development opportunities.
Strategic Planning
2.5.7Evaluate and respond to significant developments that affect Liverpool, including state significant developments.
Strategic Planning
2.5.8Continue to coordinate Council’s response to the Planning Bill and associated draft legislation as it is released and considered by the State government.
Strategic Planning
2.5.9
Facilitate appropriate mechanisms, including Section 94 and Voluntary Planning Agreements to capture and deliver infrastructure to meet the demands of the growing population.
Strategic Planning
2.5.10
Review the LEP to provide more diverse and affordable housing options and develop an affordable housing strategy to decrease housing stress in Liverpool. Consider additional mixed use housing forms within the Liverpool city centre.
Strategic Planning Community Development and Planning
2.5.11Complete economic, social, environmental and engineering impact assessments for development applications.
Techical SupportCommunity Development and PlanningTraffic and Transport
2.5.12Work with the State government to support land development in Austral and North Leppington, along with other growth centre precincts.
Strategic Planning Traffic and Transport
2.5.13Encourage appropriate levels of community involvement in heritage protection including the heritage advisory committee.
Strategic Planning
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Safer Suburbs Project
Project Sponsor Director, Economy and Engagement
Project Budget$200,000 in 2014-15
Key Stakeholders NSW Police Liverpool City Liquor AccordAttorney General’s Department
Deliver the Safer Suburbs Program Secure Taxi Rank Scheme to improve safety in and around taxi ranks within the city centre.
Strategic Projects
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2014-15 Key Deliverables Accountability
Install CCTV and signage at Macquarie Street and Railway Station Taxi Ranks
Community Development and PlanningCity Presentation
Install/upgrade street lighting Community Development and Planning Traffic and Transport
Deliver community education activities and a media campaign on personal safety, taxi ranks, transport options at night, responsible use of alcohol and reporting crime.
Community Development and Planning
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Expansion of Council’s ePlanning Portal
Project SponsorDirector, Planning and Growth
Project Budget$50,000
Key StakeholdersDevelopersResidents
Expansion of the e-Planning Portal on the web to include assessment and lodgement and enable more efficient processing of development applications.
Strategic Projects
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2014-15 Key Deliverables Accountability
Complete development of standard assessment report for development applications
Development Assessment
On line access to determination noticeDevelopment Assessment Information Technology
On line lodgement of development applicationsDevelopment Assessment Information Technology
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Strategic Projects
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2.6 public and open space amenity
FOUR-YEAR PRINCIPAL ACTIVITY
Public and open space amenity aims to create clean and attractive open
and public spaces through the management of litter and illegal waste and
the provision of street and asset cleaning, poster removal, public space bin
collection and street sweeping.
Strategic AccountabilityGroup Manager City Presentation
Performance IndicatorsOUTCOME
▶ 85% of people in Liverpool report being satisfied or better with the cleanliness of public spaces
SERVICE
▶ Community satisfaction with the general appearance of the city centre
▶ Community satisfaction with city centre parks and gardens
▶ Community satisfaction with keeping public spaces clean
▶ Average response time to customer related amenity requests
Key Policies▶ Strategic Maintenance Plan
▶ Contributions Plan
▶ Tree Management Policy
▶ Graffiti Management Strategy
Supporting our PartnersDraft Metropolitan Strategyfor Sydney A liveable city
South Western Sydney Regional Action
PlanProtect our Environment and Heritage
Key Stakeholders▶ Regional Illegal Dumping Squad
▶ The Street University
▶ Local High Schools
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10-Year Strategies▶▶ Foster social inclusion, strengthen
the local community and increase opportunities for people who may experience barriers.
▶▶ Celebrate and respect Liverpool’s rich cultural and social diversity and embrace the opportunities it provides.
▶▶ Improve health and wellbeing and encourage a happy, active community.
▶▶ Plan, support and deliver high quality and accessible services, programs and facilities.
10-Year Targets▶▶ 90% of people feel that Liverpool is a harmonious society which respects cultural diversity.
▶▶ An increase in the number of people who participate in regular physical activity.
▶▶ 85% of people believe that there is a sense of community in Liverpool.
▶▶ 90% of people express satisfaction or better with their contact with council.
▶ Children’s Services
▶ Community Facilities
▶ Customer Services
▶ Libraries and Museum
▶ Recreation Facilities
▶ Social Outcomes
▶ Carnes Hill Recreation and Community Precinct
▶ New Customer Services Standards
▶ Matching Grants Program
▶ Shade structures in children’s playgrounds
Council’s
Strategic Projects
Council’s Principal Activities
Direction 3
Healthy Inclusive City
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This direction is about creating a harmonious community which values and respects diversity and embraces the opportunities it provides. Equity and inclusion will underpin all of Council’s service delivery as it strives to build community strength and ensure social inclusion.
Council will offer diverse and accessible sport, recreational, cultural and leisure facilities for the enjoyment of all. It will foster the development of a strong not-for-profit sector and deliver programs and initiatives which are founded on best practice. Healthy lifestyles will be promoted by creating active public places and appealing parks and playgrounds.
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2.6publicandopenspaceamenity2.6 public and open space amenity
3.1 Children’s Services
FOUR-YEAR PRINCIPAL ACTIVITY
Children’s Services provides high quality care and education for children through the delivery
of six child care centres and one pre-school. Each Centre provides planned and spontaneous
learning experiences for children that are in line with the National Early Years Learning Framework.
Each service focuses on an educational program and practice that engages, stimulates and
enhances children’s learning and development.
Strategic AccountabilityDirector Community and Culture
Performance IndicatorsOUTCOME
▶▶ 90% of people express satisfaction or better with their contact with Council
▶▶ Improved early educational outcomes for children
SERVICE
▶▶ Centre utilisation rate
▶▶ User satisfaction rates with children’s services
Key Policies▶▶ Children’s Services Strategy
Supporting our Partners NSW State Plan
Goal 15: All children have access to quality early childhood education
Key Stakeholders▶▶ University of Western Sydney
▶▶ Miller TAFE
▶▶ Children’s Services Central
▶▶ Semann and Slattery
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33.1 Children’s Services
2014-15 Operational Plan Actions Service Accountability
3.1.1Review child care service provision and develop a Children’s Services Strategy.
Children’s Services
3.1.2Provide high quality childcare services for children aged 0-5 years at Casula, Hinchinbrook, Wattle Grove, Warwick Farm, Cecil Hills, Holsworthy and Prestons.
Children’s Services
3.1.3
Deliver the Growing Green Thumbs project across children’s services to create an environment which allows children to gain an understanding of the importance of natural materials.
Children’s ServicesTechnical Support
3.1.4Deliver the Children’s Service Community Involvement Program that engages with families and promotes Council’s services.
Children’s Services
3.1.5Facilitate a leadership program for Council’s child care staff to provide opportunities for professional development.
Children’s ServicesWorkforce Management
3.1.6Delivery of benchmarking and best practice to the sector via networking and training
Children’s Services
3.1
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2.6publicandopenspaceamenity 3.2 Community Facilities
FOUR-YEAR PRINCIPAL ACTIVITY
Council provides a portfolio of accessible community facilities and buses that support community
capacity building and wellbeing through a range of activities such as educational and recreational
programs and activities, community services and information, and community gatherings and
events.
Strategic AccountabilityDirector Community and Culture
Performance Indicators
Outcome▶ 85% of people in Liverpool believe that there is a sense of community in Liverpool
▶ Increased community access to services that people need.
Service▶ Utilisation rate of community facilities
▶ Community satisfaction with access to community centres
Key Policies
▶ Community Facilities Strategy
▶ Asset Management Plan
▶ Contributions Plan
▶ Generic Plan of Management for Community Facilities
Supporting our Partners
NSW State Plan 2021Goal 24: Make it easier for people to be involved in their communities
South Western Sydney Regional Action Plan▶ Deliver coordinated and integrated services to the community
▶ Deliver appropriate services to disadvantaged and vulnerable members of the community
Destination 2036 Action PlanEstablish a range of funding models to enable the long term maintenance, replacement and creation of different classes of assets
Key Stakeholders
▶ Local community groups and organisations
▶ Not for profit service providers
▶ Community transport providers
▶ Small business enterprises
▶ State and Federal government agencies
2014-15 Operational Plan ActionsService AccountabilityY
3.2.1Conduct an Expression of Interest process for the use of Council’s community facilities and buses to provide equitable access.
Community Facilities
3.2.2Manage the booking and use of community facilities and buses for community programs, activities, gatherings and events.
Community Facilities
3.2.3Assist in creating partnerships, opportunities and networks between and for community organisations using Council’s community facilities.
Community Facilities
3.2.4Develop a Community Facilities Strategy to guide provision, development and management of facilities to meet the needs of the community.
Community Development and PlanningCommunity Facilities
3.2.5 Prepare functional briefs for a new community facility in Prestons.Community Development and PlanningInfrastructure Delivery
3.2.6Review and update the Generic Plan of Management for Community Facilities.
Community Facilities Community Development and Planning
3.2.7
Undertake the following capital improvement works:▶ City Library toilet amenities ▶ Sea wall at Davy Robinson Reserve ▶ Refurbishment at Ernie Smith Reserve Hockey facility▶ Renewal of air-conditioning system at Whitlam Leisure Centre.
Infrastructure Delivery
3.2.8
Undertake rehabilitation works at:▶ Chipping Norton Homestead.▶ Prestons and Holsworthy childcare centres▶ Casula and Cecil Hills Community Centre▶ Cafe furniture at CPAC.▶ Moorebank Library and Community Centre.
Infrastructure Delivery
3.2.9
Improve the accessibility of the following buildings:▶ Casula Community Centre▶ Liverpool Regional Museum ▶ Kemps Creek Community Centre.
Infrastructure Delivery
3.2.10Undertake audits of selected facilities to ensure accessibility requirements are met.
Community Development and PlanningInfrastructure Delivery
3.2.11Facilitate operation of a Men’s Shed from Council’s facilities at Sheperd Street
Community Facilities Community Development and Planning
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3.23.2 Community Facilities 2014-15 Operational Plan ActionsService AccountabilityY
3.2.1Conduct an Expression of Interest process for the use of Council’s community facilities and buses to provide equitable access.
Community Facilities
3.2.2Manage the booking and use of community facilities and buses for community programs, activities, gatherings and events.
Community Facilities
3.2.3Assist in creating partnerships, opportunities and networks between and for community organisations using Council’s community facilities.
Community Facilities
3.2.4Develop a Community Facilities Strategy to guide provision, development and management of facilities to meet the needs of the community.
Community Development and PlanningCommunity Facilities
3.2.5 Prepare functional briefs for a new community facility in Prestons.Community Development and PlanningInfrastructure Delivery
3.2.6Review and update the Generic Plan of Management for Community Facilities.
Community Facilities Community Development and Planning
3.2.7
Undertake the following capital improvement works:▶ City Library toilet amenities ▶ Sea wall at Davy Robinson Reserve ▶ Refurbishment at Ernie Smith Reserve Hockey facility▶ Renewal of air-conditioning system at Whitlam Leisure Centre.
Infrastructure Delivery
3.2.8
Undertake rehabilitation works at:▶ Chipping Norton Homestead.▶ Prestons and Holsworthy childcare centres▶ Casula and Cecil Hills Community Centre▶ Cafe furniture at CPAC.▶ Moorebank Library and Community Centre.
Infrastructure Delivery
3.2.9
Improve the accessibility of the following buildings:▶ Casula Community Centre▶ Liverpool Regional Museum ▶ Kemps Creek Community Centre.
Infrastructure Delivery
3.2.10Undertake audits of selected facilities to ensure accessibility requirements are met.
Community Development and PlanningInfrastructure Delivery
3.2.11Facilitate operation of a Men’s Shed from Council’s facilities at Sheperd Street
Community Facilities Community Development and Planning
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2.6publicandopenspaceamenity2.6 public and open space amenity 3.3 Customer Services
FOUR-YEAR PRINCIPAL ACTIVITY
Customer Services provides high quality services to customers of Liverpool Council through the
delivery of a one stop shop counter and contact centre operations. It also records and refers
customer request to operational areas for attention and follow up.
Strategic AccountabilityDirector Community and Culture
Performance Indicators
Outcome▶ 90% of people express satisfaction or better with their contact with Council
Service ▶ Percentage of excellent or better service rating by customers
▶ Percentage of phone calls answered within 20 seconds
▶ Percentage of phone calls resolved without transfer
▶ Use of language aides as a proportion of customer contacts
Key Policies
▶ Service and Communication Procedure
▶ Customer Feedback Policy
Supporting our PartnersNSW State Plan 2021Goal 30: Restore trust in State and Local Government as a service provider
Destination 2036 Action PlanEnsure efficient and effective service delivery
Key Stakeholders
▶ Council customers
▶ NSW and Australian government agencies
▶ Local businesses
▶ Developers
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2014-15 Operational Plan ActionsService Accountability
3.3.1Provide high quality customer services through provision of a ‘one stop shop’ at Council’s Customer Service Counter at Moore Street.
Customer Services
3.3.2Provide an after-hours phone service to ensure a 24 hour a day, 7 day a week contact phone service.
Customer Services
3.3.3Implement customer service standards through the delivery of training across all of Council to enhance interaction with the community and customers.
Customer ServicesWorkforce Management
3.3.4Facilitate Customer Focus Groups to provide an opportunity for customers and residents to provide feedback to Council.
Customer Services
3.3.5Monitor and report on customer requests to enable timely and reliable information and response to Council’s customers.
Customer Services
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2.6 public and open space amenity 3.4 Libraries and Museum
FOUR-YEAR PRINCIPAL ACTIVITY
Council’s libraries and museum provide an opportunity for people to participate in a range of
educational and recreational activities. The libraries house diverse collections which are available
for everyone in the community to borrow and deliver cultural, heritage and educational exhibitions,
events and programs that reflect Liverpool’s unique heritage and identity. The Liverpool Regional
Museum provides exhibitions which showcase and highlight Liverpool’s history and heritage;
and collects, organises, preserves and makes available heritage materials of local historical and
cultural significance.
Strategic AccountabilityDirector Community and Culture
Performance Indicators
Outcome▶ An increase in the number of people who participate in arts and cultural activities
Service▶ Community satisfaction with provision and operation of libraries
▶ Library and museum visitation and borrowing rates
▶ Attendance at programs and events
Key Policies
▶ Library Services Strategy
▶ Heritage Strategy
Supporting our Partners
NSW State Plan 2021Goal 27: Enhance cultural, creative, sporting and recreation opportunities.
Living Learning Libraries: Standards and Guidelines To evaluate current services, set targets for improvement, develop continuous improvement in library service delivery, and plan for future needs.
Key Stakeholders▶ Liverpool Genealogy Society Inc
▶ Liverpool and District Historical Society
▶ State Library of New South Wales
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2014-15 Operational Plan ActionsService Accountability
3.4.1Develop collections, information services and technology facilities for the library and museum.
Libraries and Museum
3.4.2Deliver and market strategic community programs, exhibitions and events that respond to community interests and needs.
Libraries and Museum
3.4.3Re-develop the Library’s website and other electronic access points such as smart-phone applications to improve electronic access to the library.
Libraries and Museum
3.4.4Undertake a review of the Library’s community information directory to improve usage, access and information provided to the community.
Libraries and Museum
3.4.5Identify funding opportunities and submit grant applications to help deliver key programs, projects and services to the community.
Libraries and Museum
3.4.6Deliver heritage and history services to the community.
Libraries and Museum
3.4.7Undertake a strategic review of the museum to improve service delivery and align with best practice.
Libraries and Museum
3.4.8Expand the use of social media to engage with library and museum customers and promote services, programs and events.
Libraries and Museum
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2.6 public and open space amenity 3.5 Recreation Facilities
FOUR-YEAR PRINCIPAL ACTIVITY
Recreation facilities provide access to parks, playgrounds, sporting fields and leisure centres for
organised and passive recreation. It supports the long term sustainability of recreation activities
in Liverpool to promote physical activity, healthy and active living.
Strategic AccountabilityDirector Community and Culture
Performance Indicators
Outcome▶ An increase in the number of people who participate in physical activity
Service▶ Utilisation rates of sporting facilities
▶ Visitations to leisure centres
▶ Community satisfaction with the provision and
maintenance of:
• playgrounds
• sporting ovals, grounds and facilities
▶ Community satisfaction with swimming pools and leisure centres
Key Policies▶ Recreation Strategy
▶ Asset Management Plan
▶ Generic Plan of Management for Sportsgrounds
Supporting our Partners
NSW State Plan 2021Goal 27: Enhance cultural, creative, sporting and recreation opportunities
A Healthy and Active AustraliaProvide recreation opportunities to the community in line with demand and facilities and services which promote inclusive and healthy lifestyles
Key Stakeholders▶ YMCA
▶ Local sporting clubs
▶ Recreation and leisure groups
2014-15 Operational Plan ActionsService Accountability
3.5.1Manage Council’s leisure centres contracts including the Whitlam, Michael Wenden and Holsworthy Leisure Centres.
Recreation Services
3.5.2Advocate to governments for the establishment of an entertainment precinct and sporting stadium in Liverpool.
Community Development and Planning
3.5.3Manage the hire of all Council’s sporting fields and parks including license agreements and casual hire.
Recreation Services
3.5.4Implement Council’s annual Sporting Grant Program and the Sporting Donations program to provide funds for sporting activities in Liverpool.
Recreation Services
3.5.5 Complete a comprehensive Playground Audit and Condition Report for all of Council’s 158 playgrounds.
Infrastructure Delivery
3.5.6
Upgrade the following playgrounds across Liverpool:▶ Dunumbral Park, Cecil Hills▶ Burt Burrows Reserve, Hinchinbrook▶ Gracemere Park, Wattle Grove▶ Elizabeth Park, Cecil Hills▶ Hurley Park, Horningsea Park▶ Percy Rabbit Park, Horningsea Park▶ Gough Park. Cecil Hills▶ Black Muscat Park, Chipping Norton.
Infrastructure Delivery
3.5.7
Deliver upgrades to the following sports facilities:▶ Phillip Park – Tennis Courts▶ Jardine Park – Netball Courts▶ Childs Park – Floodlighting▶ South Park – Floodlighting▶ Pacuillo Park – Floodlights.
Infrastructure Delivery
3.5.8Progress design plans for establishment of a skate park at Miller.
Community Development and PlanningInfrastructure Delivery
3.5.9
Review and update Council’s Recreation Strategy and Open Space to promote healthy lifestyles and enhance opportunities for the community to be involved in a wide range of local recreation activities.
Community Development and Planning
3.5.10
Improve disability access at:▶ Glen Regent Reserve, Casula▶ Satelberg Park, Holsworthy▶ Hammondville Oval, Hammondville▶ Gracemere Park, Wattle Grove▶ Percy Rabbit Park, Horningsea Park
Infrastructure Delivery
3.5.11
Undertake landscape renewal and improvement works at:▶ Ben Prior Park, Pullbrook Park, Tall Gums Park, Casula▶ Apex Park, Liverpool▶ Lady Woodward Park, Miller▶ Harris Creek Reserve, Holsworthy▶ St Andrews Park, Casula▶ Bent Street Park, Chipping Norton.
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3.6 Social Outcomes
FOUR-YEAR PRINCIPAL ACTIVITY
The social outcomes program delivers a range of initiatives, activities, information and place-
based programs which support social sustainability, access and equity, community capacity
building and community engagement. It provides opportunities for people who may experience
barriers to social and economic participation such as older people, young people, children,
people with a disability, women, Aboriginal people and people from culturally and linguistically
diverse backgrounds. It provides expert advice and input to Council and external agencies in
relation to social impacts and Council’s social and recreational programs.
Strategic AccountabilityDirector Economy and Engagement
Performance Indicators
Outcome▶ 85% of people in Liverpool believe that there is a sense of community in Liverpool.
▶ 90% of people believe Liverpool is a harmonious society which respects cultural diversity.
▶ Increased community access to services that people need.
Service▶ Number of participants in activities and events
▶ Amount of funding provided to community organisations through Community Donations Program
▶ Number of partnerships formalised
▶ Community satisfaction with:
• support for aged persons
• support for people with a disability
• support for young people
• support for multicultural communities
• access to the services that residents require
Key Policies
▶ Recreation Strategy
▶ Youth Strategy
▶ Social Justice Policy
▶ Aboriginal Cultural Protocols
▶ LEAPS Multicultural Plan
▶ Disability Action Strategy
▶ Ageing Strategy
Supporting our PartnersNSW State Plan 2021Goal 11: Keep people healthy and out of hospital
Goal 13: Better protect the most vulnerable members of our community and break the cycle of disadvantage
Goal 26: Fostering opportunity and partnership with Aboriginal people
NSW Multicultural Advantage 2012-2015Opportunities for the participation of people, regardless of their cultural, linguistic or religious background in social, cultural and economic life
Fostering respect and unity between and among different cultural, religious and linguistic groups to strengthen equity, community harmony and opportunity
Key Stakeholders▶ Local community groups and organisations
▶ Not for profit service providers
▶ Community transport providers
▶ Small business enterprisers
▶ State and Federal agencies
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3.6 2014-15 Operational Plan Actions
Service Accountability
3.6.1Assist priority groups to access services and food by supporting the operation of the Liverpool Community Kitchen and hub.
Community Development and Planning
3.6.2Provide funding to community groups through Council’s Community Donations Program and administer the ClubGRANTS program.
Community Development and Planning
3.6.3Deliver the Community 2168 project in partnership with NSW Health and Housing NSW to improve social and economic op-portunities in this area.
Community Development and Planning
3.6.4Support the Community Sector to improve coordination of information and human service delivery in Liverpool .
Community Development and Planning
3.6.5Facilitate recognition of Aboriginal heritage and protocols and support Aboriginal groups in Liverpool.
Community Development and Planning
3.6.6 Deliver the language aide program in Council. Workforce Management
3.6.7Organise Discovery Tours to assist new and emerging migrant communities to access services.
Community Development and Planning
3.6.8Improve access to facilities and services for people with a disability.
Community Development and Planning
3.6.9Manage the Liverpool Community Profile and provide expert demographic advice to Council and external stakeholders through information provision and training.
Community Development and Planning
3.6.10Establish the Greater Western Sydney Community Farm at Rossmore Grange.
Community Development and Planning
3.6.11Conduct an annual multi-cultural forum and related focus group meetings.
Community Development and Planning
3.6.12 Deliver the midnight basketball program.Community Development and Planning
3.6.13Develop place-based projects and activities to stimulate the city and attract visitors and economic activity to Liverpool.
Community Development and Planning Marketing and Communications
3.6 Social Outcomes
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Carnes Hill Recreation and Community Precinct
Project Sponsor Director, Planning and Growth
Project Budget$22 million in 2014-15
Key Stakeholders Community and Leisure Service ProvidersNSW Division of Local GovernmentCommunity groups and organisations
This project will deliver a new recreation and community precinct in Carnes Hill that provides services, facilities and spaces to support the health and wellbeing of the community, including a community centre, district library, leisure centre, key suburb park, skate park and associated services.
Strategic Projects
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32014-15 Key Deliverables Accountability
Detailed designs Infrastructure and Environment
Construction tender Infrastructure and Environment
Strategic Projects
1.2 City Marketing
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1.2 City Marketing
New Customer Service Standards
Project Sponsor Director, Community and Culture
Project Budget$80,000 in 2014-15
Key Stakeholders Customer Service Institute of AustraliaInternational Customer Service Standard
This project will implement new customer service standards for the whole of Council that support the provision of exceptional, courteous and timely responses to the community and customers of Council.
Strategic Projects
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32014-15 Key Deliverables Scheduled Accountability
Customer service standard training implemented
June 2015 Customer service
Mystery shopping initiative June 2015 Customer service
Customer Service Week March 2015 Customer service
Strategic Projects
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Matching Grants Program
Project Sponsor Director, Community and Culture
Key Stakeholders Local community Sporting groups
Development of guidelines for a Matching Grants program to provide support for community and sporting groups to deliver projects in the Liverpool LGA.
Strategic Projects
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32014-15 Key Deliverables Accountability
Undertake research into different models for matching grants programs.
Community and Culture
Development of Matching Grants guidelinesCommunity and CultureCommunity Development
Adoption of Matching Grants guidelines by CouncilCommunity and CultureCommunity Development
Strategic Projects
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Shade Structures in Children’s Playgrounds
Project Sponsor Director, Infrastructure and Environment
Project Budget$200,000
Key Stakeholders Economy & EngagementLiverpool Community
Installation of shade structures in children’s playgrounds in order to ensure that sufficient shade is provided to users of playground equipment during the hottest part of the day, for equipment delivered under the playground replacement program.
Strategic Projects
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Investigation and Design of different options.Infrastructure Delivery Open Space
Delivery and installation of shade structures, Infrastructure Delivery Open Space
Strategic Projects
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Direction 4
Proud Engaged City
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▶▶ Casula Powerhouse Arts Centre
▶▶ Community Engagement
▶▶ Events
▶ Cultural and Arts Tourism Policy and Plan
▶ ANZAC Day Centenary
Council’s
Strategic Projects
Council’s Principal Activities
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This direction is about community engagement, pride and identity. As a regional city, Liverpool is home to several iconic facilities such as the Casula Powerhouse Arts Centre and Brownes Farm Reserve. Council will continue to develop and expand its iconic facilities, attracting people from across the South Western Sydney region. Strategies will be in place to protect Liverpool’s heritage and celebrate its unique identity.
Innovation and creativity will be fostered by hosting world-class events, programs and festivals which provide opportunities to showcase Liverpool and strengthen community pride.
To ensure the community participates in shaping Liverpool’s future, Council will implement innovative and effective community engagement practices which mix traditional forms of communication with the latest technological advances.
10-Year Strategies▶▶ Strengthen and celebrate Liverpool’s
unique community identity.
▶▶ Engage and consult with the community to enhance opportunities for communication and involvement.
▶▶ Deliver a range of stimulating and vibrant cultural events, programs and festivals.
▶▶ Provide first-class and iconic facilities and places.
▶▶ Protect and preserve Liverpool’s heritage, including its rural landscape and cultural history.
10-Year targets▶▶ An increase in the community’s sense of belonging in their city.
▶▶ 85% of people express satisfaction or better with Council’s consultation with the community.
▶▶ An increase in the number of people who participate in arts and or cultural activities.
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4.1 Casula Powerhouse Arts Centre
FOUR-YEAR PRINCIPAL ACTIVITY
Casula Powerhouse Arts Centre (CPAC) is a community-focused arts centre which presents and produces compelling, quality and diverse cultural programs that are relevant and engaging to South Western Sydney communities. CPAC’s iconic facility features 6 galleries, a 326 seat theatre, the Kid’s Gallery, Kid’s Studio, Turbine Hall Stage, residency studios, educational facilities, the Performance Space, cafe, bar, display spaces, collection storage, ample parking and parklands.
Strategic AccountabilityDirector Community and Culture
Performance IndicatorsOutcome▶ An increase in the number of people who participate in arts and cultural activities
▶ An increase in the community’s sense of belonging
Service▶ Community satisfaction with support for arts and cultural groups
▶ Community satisfaction with Casula Powerhouse Arts Centre
▶ Visitation rates
Key Policies
▶ Casula Powerhouse Arts Centre Annual program
Supporting our PartnersNSW State Plan 2021Goal 27: Enhance cultural, creative, sporting and recreation opportunities
Creative Australia - National Cultural Policy▶ Recognise, respect and celebrate the centrality of Aboriginal and Torres Strait Islander cultures to the uniqueness of Australian identity
▶ Support excellence and the special role of artists and their creative collaborators as the source of original work and ideas, including telling Australian stories
▶ Ensure Australian creativity thrives in the digitally enabled 21st century by supporting innovation, the development of new creative content, knowledge and creative industries
Draft NSW Creative Industries Industry Action PlanTo help drive the growth and development of the creative industries
Key Stakeholders▶ Local performance groups▶ Local visual arts groups▶ Museum of Contemporary Art▶ National Gallery Australia▶ Opera Australia ▶ Art Gallery of NSW▶ CuriousWorks ▶ LMRC – Liverpool Migrant Resource Centre ▶ Sydney Film Festival ▶ Local businesses▶ WestWords - Western Sydney Young People’s Literature Development Project
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4.14.1 Casula Powerhouse Arts Centre
2014-15 Operational Plan ActionsService Accountability
4.1.1Deliver a variety of art exhibitions, theatre performances and art education programs at Casula Powerhouse Arts Centre.
Casula Powerhouse Arts Centre
4.1.2Deliver festivals and events that provide opportunities for local artists, performers and businesses to present their work or sell products.
Casula Powerhouse Arts Centre
4.1.3Promote the availability of Marsden Gallery for use by local artists and the Theatre for hire for presentation of local performances.
Casula Powerhouse Arts Centre
4.1.4Generate revenue by hiring out Casula Powerhouse Arts Centre’s facilities.
Casula Powerhouse Arts Centre
4.1.5Support local organisations to implement arts and cultural programs by providing subsidised access to the venue.
Casula Powerhouse Arts Centre
4.1.6Identify funding opportunities and submit grant applications to help deliver key Council programs, projects and services to the community.
Casula Powerhouse Arts Centre
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4.2 Community Engagement
FOUR-YEAR PRINCIPAL ACTIVITY
Community engagement supports the local community to be informed, involved
and consulted about their city and Council. It provides information to raise
awareness about local services and priorities and supports opportunities for
active involvement in community and civic life. It enables community members
to provide feedback that informs decisions that impact on their day to day life.
Strategic AccountabilityDirector Economy and Engagement
Performance IndicatorsOUTCOME
▶ 85% of people express satisfaction or better with Council’s consultation with the community
▶ An increase in the community’s sense of belonging
SERVICE
▶ Community satisfaction with information on the website
▶ Number of website hits
▶ Number of social media contacts
▶ Community satisfaction with consultation with the community
▶ Attendance at community forums
Key Policies▶ Community Engagement Policy
▶ Communications Strategy
Supporting our PartnersNSW State Plan 2021Goal 31: Improve government transparency by increasing access to government information
Key Stakeholders▶ Local media
▶ Community groups and organisations
▶ Local business
▶ Residents of Liverpool
▶ Visitors
4.2
2014-15 Operational Plan ActionsService Accountability
4.2.1 Develop a revised Communication Plan for Liverpool. Marketing and Communications
4.2.2
Implement the Community Engagement Strategy including THE Liverpool Listens online community panel to provide opportunities for the community to be informed, involved and consulted on Council matters.
Community Development and Planning
4.2.3
Facilitate community advisory committees to enable community input and participation in the following areas:▶▶ Aboriginal ▶▶ access▶▶ Youth Council▶▶ multicultural ▶▶ heritage ▶▶ street naming▶▶ environment▶▶ economic development▶▶ sports▶▶ tourism and events.
Community Development and PlanningStrategic PlanningEconomic DevelopmentRecreation Services Sustainable Environment
4.2.4Hold open community forums that provide an opportunity for the community to hear about local priorities and activi-ties.
Community Development and Planning
4.2.5Host school visits to Council Chambers and information sessions to enable local students to learn about democracy.
Council and Executive Services
4.2.6Develop a new social media policy to expand the use of emerging technologies to communicate with the community such as Twitter, Facebook and YouTube.
Marketing and Communications
4.2.7Manage and improve a resident newsletter to the wider community.
Marketing and Communications
4.2.8Continue to implement strategies to improve communication with people from culturally and linguistically diverse backgrounds and young people.
Marketing and CommunicationsCommunity Development and Planning
4.2.9
Hold a series of community engagement and capacity building activities to enable the community to engage in community life that recognise and celebrate significant national and international days, including:▶▶ Sorry Day▶▶ Harmony Day▶▶ Youth Week▶▶ Mayoral Concert▶▶ Children’s Week ▶ NAIDOC▶▶ Refugee Week▶▶ Seniors Week▶▶ International Day of People with a Disability
Community Development and Planning
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4.3 Events
FOUR-YEAR PRINCIPAL ACTIVITY
The events program includes corporate and community events that reflect Liverpool’s rich
historical and cultural landscape. Events and festivals engage with the broad community to
recognise and celebrate Liverpool’s unique identity and inspire pride and enjoyment. They
recognise Liverpool’s history and the diversity of the community and provide opportunities for
entertainment. Events and festivals also improve vibrancy of the local community and act as a
catalyst for visitors and tourism and provide opportunities for partnerships between community
and business groups.
Strategic AccountabilityDirector Economy and Engagement
Performance IndicatorsOUTCOME
▶ An increase in the community’s sense of belonging
SERVICE
▶ Community satisfaction with festivals and major events
▶ Attendance at events and festivals
Key Policies▶ Events Strategy
Supporting our PartnersNSW State Plan 2021Goal 27: Enhance cultural, creative, sporting and
recreational opportunities
Key Stakeholders▶ Local media
▶ Community groups
▶ Local business
▶ Arts and cultural groups
▶ State and Federal government
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Service Accountability
4.3.1
Hold annual celebrations that engage the broader community in celebrating key annual events, including:▶ Christmas in the Mall▶ New Years Eve at Chipping Norton Lakes▶ Australia Day▶ Starry Sari Night
Economic Development
4.3.2
Provide funding through Council’s Corporate Sponsorship Program to support community and business groups to deliver local cultural, recreational and iconic events.
Marketing and Communications
4.3.3Hold regular Mayoral Civic Receptions to celebrate special occasions and achievements.
Council and Executive Services
4.3.4Develop and distribute a local calendar of events to increase community awareness and participation.
Economic Development
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Cultural and Arts Policy and Plan Tourism Policy and Plan
Project Sponsor Director, Community and Culture
Project Budget$60,000
Key Stakeholders Arts and cultural organisationsCreative industriesArts NSWAustralia Council for the ArtsEvents NSWDestination NSW
Development of a Cultural and Arts Policy and Plan and Tourism Policy and Plan to promote the delivery and support of arts, tourism, culture and creative industries in the Liverpool LGA.
Strategic Projects
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Development of Policies and Plans Community and Culture
Endorsement of Policies and Plans for exhibition by Council Community and Culture
Consultation on the Policies and Plans Community and Culture
Adoption of the Policies and Plans by Council Community and Culture
Implementation of Policies and Plans Community and Culture
Strategic Projects
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ANZAC Day Centenary
Project Sponsor Director, Community and Culture
Project Budget$150,000
Key Stakeholders Australian ArmyAustralian War MemorialLiverpool RSL Sub-branchLocal history and heritage groups
Delivery of a range of activities, events and projects to commemorate the centenary of ANZAC Day.
Strategic Projects
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Range of exhibitions and interpretation of WW1 experiences Casula Powerhouse Library and Museum
Street decorations and commemorative elements in the public domain including possible new memorial
Community and Culture City Presentation City Assets
Promotion and publicity regarding Liverpool’s role in Australia’s military history
Marketing and Media Community and Culture Library and Museum
Delivery of a major event on ANZAC Day 2015Community and Culture Events
Strategic Projects
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This direction is about protecting the environment and ensuring development is sustainable and ecological.
Council will advocate sustainability goals and regenerate Liverpool’s natural environment. Council will lead
by example and implement environmentally sustainable practices while engaging and informing the local
community through a range of educational initiatives. Infrastructure which protects the community from
natural events like flooding will be developed and maintained.
Direction 5
Natural Sustainable City
10-Year Strategies▶▶ Lead the community to develop and implement environmentally sustainable practices.
▶▶ Enhance and protect natural corridors, waterways and bushland.
▶▶ Reduce adverse environmental impacts for present and future generations.
10-Year Targets▶▶ Increased natural bushland corridors that
are restored.
▶▶ Improved condition of rivers and waterways to B+ or better.
▶▶ At least 80% of domestic waste is diverted from landfill.
▶▶ A yearly household water consumption rate comparable to Greater Sydney at 200 kilolitres or better.
▶▶ Environmental Sustainability
▶▶ Stormwater Management
▶▶ Waste Management
▶▶ Amalfi Park Drainage Retention Basin
▶▶ City Centre Trunk Drainage Project
Council’s
Strategic Projects Council’s Principal Activities
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5.1 Environmental Sustainability
FOUR-YEAR PRINCIPAL ACTIVITY
Environmental Sustainability is about restoring bushland in order to protect biodiversity in
Liverpool and improving the quality of waterways. It also facilitates associated community
engagement initiatives which are aimed at creating a city where the natural environment is valued
and protected. It works to increase the capacity of Council to meet its legislative responsibilities
and maximise its environmental sustainability performance and guide Council actions through
the development of strategies.
Strategic AccountabilityDirector Infrastructure and Environment
Performance Indicators
OUTCOME
▶ Increased natural bushland corridors that are restored.
▶ Improved condition of rivers and waterways to B+ or better.
▶ A yearly household water consumption rate comparable to Greater Sydney at 200 kilolitres or better.
SERVICE
▶ Trend in Council’s total energy and water consumption
▶ Number of participants in activities, programs and events
▶ Number of community volunteers
▶ Extent of good quality vegetation under planning protection
▶ Cumulative area of land restored and maintained as a native plant ecosystem
Key Policies
▶ Integrated Environmental Sustainability Action Plan
▶ Environment Restoration Plan
▶ Biodiversity Management Plan
▶ Climate Change Adaptation Plan and Risk Assessment
▶ Water Efficiency Plan
▶ Energy Management Plan
Supporting our PartnersNSW State Plan 2021Goal 21: Secure portable water supplies
Goal 22: Protect our natural environment
Goal 23: Increase opportunities for people to look after their own neighbourhoods and environments
Partnership Agreement and Strategy on Energy EfficiencyTheme 4: Government Working in Partnership and Leading the Way
Key Stakeholders▶ Office of Environment and Heritage
▶ Environment volunteers
▶ Local environment groups
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5.1.1 Implement Council’s Tree Management Policy. Technical Support
5.1.2Develop a project concept, business case, and preliminary designs for a Community Nursery and Education Centre in Liverpool.
Infrastructure Delivery
5.1.3Undertake bush regeneration at 8 sites and continue to maintain existing bush regeneration sites in accordance with the Environmental Levy Program.
Infrastructure Delivery
5.1.4Deliver the Noxious Weed Management Program to manage noxious, environmental and aquatic weeds.
Infrastructure Delivery
5.1.5
Hold Environment Restoration Plan events which include:▶▶ monthly tree planting activities▶ National Tree Day▶ Schools National Tree Day▶ Environment Volunteer Recognition Event.
Infrastructure Delivery
5.1.6
Undertake the following environmental education programs:▶▶ Sustainability Workshop Series ▶ Sustainability Series fact sheets▶ school visits regarding environmental issues▶ website information.
Infrastructure Delivery
5.1.7Develop and distribute the Sustaining Liverpool newsletter each quarter to improve awareness and action for environmental sustainability.
Infrastructure Delivery
5.1.8
Undertake works to improve water and energy conservation at:▶ Liverpool City Library▶ Whitlam Leisure Centre▶ Warwick Farm Child Care Centre.
Infrastructure Delivery
5.1.9Coordinate the Environment Volunteer Program and engage community volunteers to undertake environment restoration activities across Liverpool.
Infrastructure Delivery
5.1.10Increase the capacity of Council to meet its legislative requirements and improve its environmental sustainability performance.
Technical Support
5.1.11Develop, implement and review environmental sustainability strategies to guide the organisation.
Technical Support
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5.2 Stormwater Management
FOUR-YEAR PRINCIPAL ACTIVITY
Stormwater management is aimed at implementing initiatives to enable the safe occupation of
flood prone land and to reduce the impact of flooding on the community. This includes provision
of strategies, policies and programs which improve the health and quality of waterways and the
installation of stormwater treatment devices that reduce the amount of pollution entering our
creeks and rivers.
Strategic AccountabilityDirector Infrastructure and Environment
Performance IndicatorsOUTCOME
▶ Sustainable development of flood prone land
▶ Improved condition of rivers and waterways to B+ or better
SERVICE
▶ Community satisfaction with health of rivers and creeks
▶ Length of drainage pipes rehabilitated
▶ Number of gross pollutant traps installed
Key PoliciesFloodplain Risk Management Studies and Plans for:
▶ Anzac Creek
▶ Cabramatta Creek
▶ Georges River
▶ Austral
▶ Liverpool CBD
▶ South Creek
Supporting our Partners
NSW State Plan 2021Goal 19: Invest in critical Infrastructure
WSROC Future DirectionsAdaptation of climate change strategyImplementation of flood mitigation projects
NSW State Floodplain Development Manual 2005 NSW State Government’s Flood Prone Land PolicyFlood plain risk management process
Key Stakeholders▶ Office of Environment and Heritage
▶ Roads and Maritime Services
▶ Sydney Water
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2014-15 Operational Plan ActionsService AccountabilityY
5.2.1Undertake restoration and relining of piped drainage systems.
Infrastructure Delivery
5.2.2Provide a gross pollutant trap at Ron Darcy Oval Millar as part of a source control strategy to prevent pollutants reaching the Georges River.
Infrastructure Delivery
5.2.3Provide underground trunk drainage system in Elizabeth Street between George and College Streets using grant funds.
Infrastructure Delivery
5.2.4Undertake a review of Georges River Flood Study and flood mapping using grant funds.
Technical Support
5.2.5Undertake overland flow path mapping of City Centre using grant funds.
Technical Support
5.2.6Undertake assessment of Development Applications on flood prone land and provision of development consent conditions.
Technical Support
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5.3 Waste Management
FOUR-YEAR PRINCIPAL ACTIVITY
Waste management oversees domestic waste collections for all of Liverpool’s residents including,
recycling and green waste, sharps waste disposal, hazardous waste and bulk waste. It also
provides education and promotion of the domestic service to reduce contamination of bins and
encourage avoidance, re-use and recycling.
Strategic Accountability
Director City Presentation
Performance IndicatorsOUTCOME
▶ At least 80% of domestic waste is diverted from landfill
SERVICE
▶ Community satisfaction with the domestic waste services
▶ Number of participants in waste events and education programs
▶ Reduced contamination in recycle and green waste bins
Key Policies
▶ Domestic Waste Management Policy
Supporting our PartnersNSW State Plan 2021Goal 23: Increase opportunities for people to look after their own neighbourhoods and environments
Waste Avoidance and Resource Recovery Strategy 2007Sets goal of increasing recovery and use of secondary materials in the municipal waste stream to 66%
Key Stakeholders▶ Environment volunteer groups
▶ Environment Protection Authority
▶ Local businesses
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2014-15 Operational Plan Actions Service Accountability
5.3.1Provide weekly domestic, recycling and garden waste collection.
Waste Management
5.3.2Establish a new Community Recycling Centre in Liverpool.
Waste Management
5.3.3Deliver the community sharps and other problem waste program to divert these items from the domestic waste stream.
Waste Management
5.3.4Hold and support waste and recycling events such as Clean up Australia Day and National Recycling week.
Waste Management
5.3.5Participate in a used goods resale event to encourage reuse before disposal.
Waste Management
5.3.6
Deliver waste education including bin inspection and awareness program to minimise contamination of recycling and green waste bins and encourage waste avoidance and minimisation.
Waste Management
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Amalfi Creek Flood Detention Basin
Project Sponsor Director, Infrastructure and Environment
Project Budget$2 million
Key Stakeholders Office of Environment and Heritage
This project will provide substantial increases in flood protection to improve public safety and protect property and infrastructure within the suburbs of Casula, Lurnea and Liverpool. The project involves construction of a 48ML flood detention basin at Amalfi Park, Lurnea as part of Council’s wider Brickmakers Creek flood mitigation project.
Strategic Projects
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Construction Tender Infrastructure and Environment
Construction Infrastructure and Environment
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City Centre Trunk Drainage Project
Project Sponsor Director, Infrastructure and Environment
Project Budget$2.3 million
Key Stakeholders Office of Environment and Heritage
2014-15 Key Deliverables Scheduled Accountability
Community and stakeholder engagement August 2014 Infrastructure and Environment
Construction Tender October 2014 Infrastructure and Environment
Construction June 2015 Infrastructure and EnvironmentThe project involves construction of large diameter trunk drainage system as part of Council’s wider city centre flood mitigation project to reduce flooding, public safety and protect property within the city centre.
Strategic Projects
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Community and stakeholder engagement August 2014 Infrastructure and Environment
Construction Tender October 2014 Infrastructure and Environment
Construction June 2015 Infrastructure and Environment
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This direction is about local and global connections. Council will work collaboratively with all relevant
partners to improve the connectivity and functionality of Liverpool’s transport systems.
Infrastructure will continue to be delivered to facilitate an integrated transport system that supports safe and
easy driving, walking, cycling and public transport.
To become a globally connected community, Council will support the rollout of the National Broadband
Network and implement new and exciting initiatives such as introducing Wi-Fi in the city centre.
Direction 6
Accessible ConnectedCity
10-Year Strategies
▶▶ Provide safe and easy travel with a high quality road and traffic management network.
▶▶ Encourage sustainable and alternative transport options such as walking, cycling and integrated public transport.
▶▶ Collaborate with key stakeholders to maximise community access to emerging technologies.
10-Year Targets
▶▶ 25% of trips to work are made by modes other than private car.
▶▶ 85% of people express satisfaction with the management of traffic and safety on local streets.
▶▶ 95% of homes have access to broadband.
▶ Roads, Footpaths and Cycleways
▶▶ Road Safety
▶▶ Traffic and Transport
▶▶ Construction of Kurrajong Road
▶▶ Warwick Farm Bypass Road
Council’s
Strategic Projects Council’s Principal Activities
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6.1 Roads, Footpaths and Cycleways
FOUR-YEAR PRINCIPAL ACTIVITY
Council provides a range of services to improve the accessibility and connectivity of Liverpool’s
transport system. This includes design, construction and maintenance of roads and thoroughfares,
including alternate transport modes such as footpaths and cycleways, streetscape works, bus
stops and signage.
Strategic AccountabilityDirector Infrastructure and Environment
Performance IndicatorsOUTCOME
▶ 85% of people express satisfaction with the management of traffic and safety on local streets
▶ Community satisfaction with access to cycleways and footpaths
▶ Community satisfaction with road maintenance in Liverpool
SERVICE
▶ Length of cycle way and footpath constructed
▶ Length of road added to Council managed road network
▶ Number of bus stops installed
Key Policies
▶ Asset Management Plan
Supporting our PartnersNSW State Plan 2021Goal 10: Improve road safety
Goal 19: Invest in critical infrastructure
Goal 20 Build liveable centres
South Western Sydney Regional Action PlanPriority 2: Improve Integrated regional transport
Draft Metropolitan Strategy for Sydney 2031Accessibility and connectivity
NSW Long Term Transport Master PlanTo support Greater Sydney’s employment centres and growing regional centres
Key Stakeholders▶ Infrastructure NSW
▶ Transport for NSW
▶ Roads and Maritime Services
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2014-15 Operational Plan ActionsService Accountability
6.1.1
Undertake rehabilitation and resurfacing on sections of the following roads:▶ Fifteenth Avenue, West Hoxton▶ Braidwood Drive, Prestons▶ Devonshire Road, Rossmore▶ Dorset Place, Miller▶ Fassifern Place, Cartwright▶ Flowerdale Road, Liverpool ▶ Gerroa Place, Prestons▶ Haddon Rig Place, Miller▶ Maxwells Avenue, Sadleir▶ Moore Street, Liverpool ▶ Wattle Road, Casula▶ Whitford Road, Hinchinbrook▶ Wilson Road, Hinchinbrook▶ Woolnough Place, Cartwright▶ Crawford Serviceway, Liverpool.
Infrastructure delivery
6.1.2Complete pavement resurfacing and preventative treatments on local roads to slow down the rate of pavement deterioration.
Infrastructure delivery
6.1.3
Provide new paved footpaths on sections of the following streets: ▶ ▶Albany Street, Busby▶▶ ▶Lawrence Hargrave Road, Warwick Farm▶▶ ▶Longstaff Avenue, Chipping Norton▶▶ ▶Mannix Parade, Warwick Farm▶▶ ▶Spicer Avenue, Hammondville▶▶ ▶Access Road (from Sandringham Drive), Cecil Hills▶▶ ▶Canberra Avenue, Casula▶▶ ▶Junction Road, Moorebank▶▶ ▶Mernagh Street, Ashcroft▶▶ ▶Heckenberg Avenue, Sadleir▶▶ ▶Franklin Road, Chipping Norton▶▶ ▶Fox Grove Avenue, Casula.
Infrastructure delivery
6.1.4
Provide cycleways at:▶▶ ▶North Liverpool Road, Green Valley▶▶ ▶Aston Reserve, Hoxton Park▶▶ ▶Hume Highway, Warwick Farm▶▶ ▶Jedda Road, Prestons▶▶ ▶Elizabeth Street, Liverpool▶▶ ▶Speed Street, Liverpool▶▶ ▶Heathcote Road, Wattle Grove.
Infrastructure delivery
6.1.5 Provide four standard compliant bus shelters. Infrastructure delivery
6.1.6
Upgrade existing bus stops for compliance with disability standards at: ▶ ▶Green Valley Road, Green Valley▶ ▶ ▶Matthew Ave, Heckenberg▶ ▶ ▶Hill Road, Lurnea▶ ▶ ▶Elizabeth Drive, Ashcroft▶ ▶ ▶Nuwarra Road, Moorebank.
Infrastructure delivery
6.1.7Complete programed and responsive maintenance of roads, footpaths, cycleways and other traffic facilities.
Civil Maintenance
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6.2 Road Safety
FOUR-YEAR PRINCIPAL ACTIVITY
Road safety involves the preparation of a Road Safety Action Plan and implementation of
recommended regional and local road safety initiatives in collaboration with stakeholders
including the Roads and Maritime Services (RMS) and the NSW Police (Liverpool and Green
Valley Commands) to improve road safety in Liverpool. The Road Safety Action Plan seeks to
improve road safety with strategies for supporting state wide road safety initiatives by the RMS
such as drink driving and speeding and other local initiatives including education, encouragement,
enforcement and engineering initiatives to improve road safety of all road users.
Strategic AccountabilityDirector Infrastructure and Environment
Performance IndicatorsOUTCOME
▶ 85% of people express satisfaction with the management of traffic and safety on local streets
SERVICE
▶ Implementation of state wide road safety initiatives in collaboration with the RMS and the NSW Police
▶ Four workshops for supervisors of learner drivers held per year
▶ Six child restraint checking events held per year
▶ Four liquor accord meetings held per year
▶ Community satisfaction with school related road matters
Key Policies▶ Traffic and Transport Plan
▶ Road Safety Action Plan
Supporting our PartnersNSW State Plan 2021Goal 10: Improve road safety
NSW Road Safety Strategy 2012-2021Improve engagement and road safety capacity Safe road design
Key Stakeholders▶ Roads and Maritime Services
▶ NSW Police
▶ Local schools
▶ Liverpool City Liquor Accord
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2014-15 Operational Plan Actions Service Accountability
6.2.1Support and implement regional road safety programs in partnership with RMS and NSW Police.
Traffic and Transport
6.2.2Provide road safety educational, engineering and enforcement programs to all schools.
Traffic and TransportCommunity Standards
6.2.3 Provide free child restraint checking events. Traffic and Transport
6.2.4Provide educational programs for supervisors of learner drivers
Traffic and Transport
6.2.5Participate in local drink drive and liquor accord programs.
Traffic and Transport
6.2.6
Assist in the identification of local road safety concerns including pedestrian safety concern, road safety around schools and speeding on local streets.
Traffic and Transport
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6.3 Traffic and Transport
FOUR-YEAR PRINCIPAL ACTIVITY
Traffic and Transport manages traffic conditions and street lighting on Council’s road network
to facilitate safe and efficient travel across the local government area (particularly the Liverpool
city centre). This includes management of on street parking and Council’s three city centre
off street car parks and planning for future traffic conditions. It also works in partnership with
Transport for NSW to deliver a reliable and accessible public transport system that provides
alternate modes of travel for local residents.
Strategic AccountabilityDirector Infrastructure and Environment
Performance IndicatorsOUTCOME
▶ 25% of trips to work made by mode other than car
▶ 85% of people express satisfaction with the management of traffic and safety on local streets
SERVICE
▶ Community satisfaction with access to public transport
▶ Response rate to customer related transport requests
▶ Percentage of faulty street lighting repaired within five days
▶ Turnover of parking spaces in the city centre
▶ City centre parking revenue
Key Policies▶ Traffic and Transport Plan
▶ Liverpool City Centre Car Parking Strategy
Supporting our PartnersNSW State Plan 2021Goal 7: Reduce travel times
Goal 8: Grow patronage on public transport by making it a more attractive choice
Goal 10: Improve road safety
Goal 19: Invest in critical infrastructure
South Western Sydney Regional Action PlanImprove integrated regional transport
NSW Long Term Transport Master PlanTo support Greater Sydney’s employment centres and growing regional centres
Key Stakeholders▶ Liverpool Local Traffic Committee
▶ Roads and Maritime Services
▶ Transport for NSW
▶ Endeavour Energy
▶ Liverpool Transport Taskforce
▶ Local bus companies
▶ State Government
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6.3 2014-15 Operational Plan Actions Service Accountability
6.3.1Implement strategies in the Liverpool city centre Traffic Management Plan.
Traffic and TransportEconomic DevelopmentStrategic Planning
6.3.2Collaborate with the RMS to improve traffic flow on Liverpool’s classified road network.
Traffic and Transport
6.3.3Work with Transport for NSW and local bus companies to improve public transport infrastructure and services in Liverpool.
Traffic and Transport
6.3.4
Liaise with Endeavour Energy for approval of new street lights to be provided to all new subdivisions, maintain existing street lights on the public road network and improve the efficiency of the street lights.
Traffic and Transport
6.3.5Address traffic and transport issues raised by the community, including installation of new traffic facilities, signs and line marking.
Traffic and Transport
6.3.6Hold six Local Traffic Committee meetings yearly to recommend new traffic facilities which address community traffic concerns.
Traffic and Transport
6.3.7Assess traffic impacts of traffic generating development applications and proposals.
Traffic and Transport
6.3.8Continue implementation of the Liverpool City Centre Car Parking Strategy including management of the parking meters in the city centre.
Traffic and Transport
6.3.9Manage Council’s owned car parks in and around the Liverpool city centre.
Infrastructure Delivery
6.3.10Conduct parking enforcement including daily patrols of metered parking, on street parking and car parks.
Community Standards
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Construction of Kurrajong Road
Project Sponsor Director, Infrastructure and Environment
Project Budget$13.3 million in 2014-15
Key Stakeholders Road and Maritime ServicesEndeavour EnergyDrainage and associated providers
This project involves the extension of Kurrajong Road between Kookaburra Road and Sarah Hollands Drive to improve access to major commercial, industrial and residential areas, as well as to distribution centres within Prestons. Once completed, a direct east to west link will be available from Hume Highway to Cowpasture Road, significantly improving traffic conditions and access across the local government area.
Strategic Projects
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Kurrajong Road works commence Infrastructure and Environment
New bridge over Cabramatta Creek commences Infrastructure and Environment
Strategic Projects
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Warwick Farm Bypass Road
Project Sponsor Director, Infrastructure and Environment
Project Budget$1.1 million in 2014-15
Key Stakeholders Roads and Maritime ServicesAffected Industrial business and property owners Warwick Farm community
The project involves the construction of a new road between Governor Macquarie Drive (GMD) and Priddle Street, to bypass the Warwick Farm horse training and residential area, eliminate traffic conflicts between horse movements and heavy vehicles movements and improve residential amenity.
Strategic Projects
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Investigation and design of bypass Infrastructure and Environment
Land Acquisitions Infrastructure and Environment
Strategic Projects
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This direction is about Council, its customers and operations. Council will place customer satisfaction, innovation and best practice at the centre of all its operations, continuing to build on its strong financial position by effectively and efficiently managing its resources and assets.
Council is committed to demonstrating integrity, professionalism and transparency in its decision-making and having strong governance structures in place to support this. It will seek to become an employer of choice, attracting and retaining a highly skilled workforce and developing a culture where staff are supported and rewarded for good performance.
Direction 7
Leading Proactive Council
10-Year Strategies▶ Position Council as an industry leader,
delivering best practice and innovation.
▶ Lead partnerships and collaboration with community, business and governments.
▶ Provide business excellence and financial sustainability to deliver services that meet community expectations.
10-Year Targets▶ Increased number of people report satisfaction or better with the overall performance of Council.
▶ An organisational climate score of 90%.
▶ A financial sustainability rating of Strong and Positive financial outlook.
▶ Property Strategy
▶ Improved Website Project
Council’s
Strategic Projects
▶ Civic and Corporate Leadership
▶ Financial Sustainability
▶ Governance
▶ Information Technology
▶ Workforce Management
Council’s Principal Activities
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7.1 Civic and Corporate Leadership
FOUR-YEAR PRINCIPAL ACTIVITY
Civic and Corporate Leadership drives the development, implementation and monitoring of
the strategic direction and policy making functions of Council. It leads business improvement
initiatives and ensures Liverpool’s interests are represented across the public and private sector
and at a regional, state and national level.
Strategic AccountabilityChief Financial Officer
Performance IndicatorsOUTCOME
▶ Increased number of people report satisfaction or better with the overall performance of Council
▶ An organisational climate score of 90%
SERVICE
▶ Community satisfaction with their contact with Council
▶ Response rate to civic and corporate matters
▶ Number of awards and grants submitted and funding received
Key Policies▶ 10-year Community Strategic Plan
▶ Resourcing Strategy
▶ Payment of Expenses and Provision of Facilities to Mayor and Councillors Policy
▶ Civic and Ceremonial Functions and Representation Policy
▶ Code of Meeting Practice
Supporting our Partners
NSW State Plan 2021
Goal 30: Restore trust in State and Local Government as a service provider
Destination 2036 Action Plan
▶ Efficient and effective service delivery
▶ Encourage and facilitate innovation
▶ Ensure strong and effective local governance
Key Stakeholders▶ Local community and business groups
▶ NSW Division of Local Government
▶ Western Sydney Regional Organisation of Councils
▶ State and Federal government agencies
▶ Elected Leaders
▶ Local Government Association Conference
▶ National General Assembly Conference
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7.1 Civic and Corporate Leadership Civic a
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2014-15 Operational Plan ActionsService Accountability
7.1.1
Provide support to the Office of the Mayor, including:▶ Mobile offices across Liverpool▶ Social networking sites and website▶ School visits▶ Two interfaith Mayoral receptions ▶ Establish the Committee for Liverpool/Liverpool Alumni.
Council and Executive Services
7.1.2Roll out the infoCouncil business paper system for Council’s Committee meetings.
Council and Executive Services
7.1.3Provide continued Councillor training and development opportunities.
Council and Executive ServicesInformation Technology
7.1.4Host civic functions for national and international delegations arising from sister city relationships.
Council and Executive Services
7.1.5Support the achievement of awards and grants for Council’s business operations.
Strategy and Performance
7.1.6Lead integrated strategic corporate planning, reporting and continuous improvement initiatives.
Strategy and Performance
7.1.7Develop and update a section on Council’s website which is aimed at reporting back to the community on the Special Rate Variation.
Strategy and Performance
7.1.8Deliver the Citizenship program that includes a variety of locations for ceremonies.
Council and Executive Services
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7.2 Financial Sustainability
FOUR-YEAR PRINCIPAL ACTIVITY
Financial sustainability is aimed at effectively and efficiently managing Council’s resources while
optimising revenue streams. It ensures sufficient funds are available to meet all of Council’s
service delivery and resourcing obligations. It undertakes long term financial planning, account
management and maintenance of Council’s investment portfolios.
Strategic AccountabilityChief Financial Officer
Performance IndicatorsOUTCOME
▶ Increased number of people report satisfaction or better with the overall performance of Council
▶ A financial sustainability rating of Strong
▶ A financial outlook of Positive
SERVICE
▶ Unrestricted current ratio
▶ Debt service ratio
▶ Rates and charges ratio
▶ Rates and charges outstanding ratio
Key Policies▶ Long Term Financial Plan
▶ Investment Policy
▶ Debt Management Policy
▶ Debt Recovery Policy
Supporting our Partners
NSW State Plan 2021
Goal 30: Restore trust in State and Local Government as a service provider
Destination 2036 Action Plan
▶ Ensure the financial sustainability of Councils:• Review the revenue system to ensure greater
flexibility and self-reliance• Develop strategies that maximise
opportunities to secure funding from other spheres of Government
• Establish a range of funding models to enable the long term maintenance, eplacement and creation of different classes of assets
Key Stakeholders▶ Division of Local Government
▶ New South Wales Treasury Corporation
▶ Independent Pricing and Regulatory Tribunal of NSW
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2014-15 Operational Plan ActionsService Accountability
7.2.1 Manage Council's Investment Portfolio. Financial Management
7.2.2Introduce online payment options for fees and charges.
Financial Management
7.2.3Conduct an annual review of the Debt Management Policy in line with Council’s financial strategies.
Financial Management
7.2.4Review debt recovery procedures across Council to reduce the risk of incurring bad debts.
Financial Management
7.2.5Operate and maintain Council’s financial systems in accord with industry standards and legislation
Financial Management
7.2.6 Review and update the Long Term Financial Plan Financial Management
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7.3 Governance
FOUR-YEAR PRINCIPAL ACTIVITYGovernance ensures that Council operates transparently, ethically and with accountability. It
oversees Council’s Governance statutory obligations and policy reform, insurance and enterprise
risk management initiatives, legal matters, procurement and contracts administration, records
management and property services.
Strategic AccountabilityChief Financial Officer
Performance IndicatorsOUTCOME
▶ Increased number of people report satisfaction or better with the overall performance of Council
SERVICE
▶ Stakeholder satisfaction with governance services
▶ Number of
• legal matters managed in-house
• legal matters resolved by all forms of dispute resolution
• suppliers registering with Council to provide goods and services
• reviews of risk register completed
• organisational policy reviews completed risk and WHS training sessions delivered
▶ Percentage of tenders awarded
▶ Attendance rates for risk and WHS training
▶ Compliance with statutory reporting requirements
Key Policies▶ Legal Services Policy
▶ Procurement Policy and Guidelines
▶ Property Strategy
▶ Enterprise Risk Management Plan
▶ Work Health and Safety Management Plan
▶ Fraud and Corruption Prevention Policy
▶ Agency Information Guide
▶ Conflicts of Interest Policy
▶ Gifts and Benefits Policy
▶ Code of Conduct and Procedures
▶ Code of Meeting Practice
▶ Internal Reporting (Public Interest Disclosure) Policy
▶ Internal Investigations Policy
Supporting our PartnersNSW State Plan 2021Goal 30: Restore trust in State and Local Government as a service provider
Destination 2036 Action Plan
▶ Ensure strong and effective local governance
▶ Quality governance
Key Stakeholders▶ NSW Ombudsman
▶ Land and Property Information
▶ Office of Local Government
▶ Information and Privacy Commission WorkCover NSW
▶ Westpool
▶ WSROC
▶ Local Government Procurement
▶ Tenderlink
▶ State Records Authority.
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2014-15 Operational Plan ActionsService Accountability
7.3.1Meets best practice by regularly reviewing and updating Council’s policies and procedures.
Governance
7.3.2
Managing Council’s information access obligations in accordance with the Government Information (Public Access) Act 2009, NSW privacy legislation and Council policies.
Legal
7.3.3 Provide legal services to the organisation. Legal
7.3.4Manage Council’s insurable risks and implement an enterprise risk management framework to support business excellence.
Business Assurance
7.3.5Establish, monitor and review the Procurement framework to support organisational and regional growth.
Procurement
7.3.6Manage Council records and archives systems in compliance with state records requirements and digital record keeping assessments.
Records and Archives
7.3.7Negotiate and manage leases and licenses on Council land and property.
Property Services
7.3.8Undertake a program of operational, financial and compliance audits and advisory services.
Internal Audit
7.3.9Manage Council’s commercial property portfolio to provide best value for public investments.
Property Services
7.3.10 Develop and implement a Property Strategy.Strategic PlanningProperty Services
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7.4 Information Technology
FOUR-YEAR PRINCIPAL ACTIVITY
Information Technology works collaboratively with all sections of council to implement the
Information Technology Strategy and provide the software and hardware which is required for
Council to operate efficiently. It delivers a range of innovative, online and process improvement
solutions using state of the art and emerging digital technologies.
Strategic AccountabilityChief Financial Officer
Performance IndicatorsOUTCOME
▶ Increased number of people report satisfaction or better with the overall performance of Council
SERVICE
▶ Community satisfaction with information on Council’s website
▶ 99% operations and systems uptime
▶ 30% increase in online transactions
Key Policies▶ Information Technology Strategy
Supporting our PartnersNSW State Plan 2021Goal 30: Restore trust in State and Local Government as a service provider
Destination 2036 Action Plan▶ Efficient and effective service delivery
▶ Encourage and facilitate innovation
National Digital Economy Strategy
▶ Online participation by Australian households
▶ Improved online government services delivery
and engagement
Key Stakeholders▶ Corporate software providers
▶ Local Emergency Management Committee
▶ Western Sydney Regional Organisation of Councils
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2014-15 Operational Plan ActionsService Accountability
7.4.1 Maintain Council’s website and Intranet. Information Technology
7.4.2
Complete the upgrade and transfer of remote site wireless communications for the Depot, Museum, Casula Powerhouse and Moore St connections to Councils network.
Information Technology
7.4.3Identify process improvements and create implementation plans
Information Technology
7.4.4Investigate the expansion of mobile devices for service delivery.
Information Technology
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7.5 Workforce Management
FOUR-YEAR PRINCIPAL ACTIVITY
Workforce management supports Council to be an employer of choice and develop a high
performing workforce where staff feel valued, recognised and supported. It organises a range of
strategic, functional, people and organisational development activities to support Council staff.
Strategic AccountabilityChief Financial Officer
Performance IndicatorsOUTCOME
▶ An organisational climate score of 90%
SERVICE
▶ Staff satisfaction with workforce services
▶ Corrective action compliance rate for work health and safety matters
▶ Annual rate of staff turnover
▶ Hours of training per employee per year
Key Policies▶ Workforce Management Plan
▶ Appointment of Staff Policy
▶ Harassment and Bullying Prevention Policy
▶ Learning and Development Scheme
▶ Local Government (State) Award 2010
Supporting our PartnersNSW State Plan 2021Goal 30: Restore trust in State and Local Government as a service provider
Destination 2036 Action Plan▶ Establish Local Government as an
employer of choice
Key Stakeholders▶ Division of Local Government
▶ WorkCover
▶ Unions
▶ Aurion
▶ Local Government Managers Association NSW
▶ Professional associations
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7.4
2014-15 Operational Plan ActionsService Accountability
7.5.1
Develop and implement strategies for workforce development based on the outcomes of staff consultation and regular surveys such as the annual climate survey and new starter and exit employee surveys.
Workforce Management
7.5.2
Deliver efficient services and support for staff through a range of initiatives including the Employee Assistance Program, Health and Wellbeing Program, and Payroll and Industrial Services.
Workforce ManagementGovernance and Legal
7.5.3Recognise and reward staff by implementing the Shining Stars Policy.
Workforce Management
7.5.4Support a flexible workplace by developing and implementing a Phased Retirement Policy and Career Break Policy.
Workforce Management
7.5.5Implement a recruitment and selection policy and process that attracts and retains high quality, experienced and qualified staff.
Workforce Management
7.5.6Automate Council’s Performance Management, Recruitment and Payroll workflow systems into the Aurion software program.
Workforce ManagementInformation Technology
7.5.7Deliver a learning and development program that provides ongoing training and professional development opportunities for staff.
Workforce Management
7.5.8 Implement Council’s Workplace Health and Safety System.Governance and LegalInternal Audit
7.5.9 Implement a work experience program for new migrants.
Workforce ManagementCommunity Development and Planning
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Property Strategy Project
Project Sponsor Director, Property and Commercial Devlopment
Project Budget$200,000
Key Stakeholders DevelopersRate payersState agencies
This project will develop and implement a strategy for optimising Council’s commercial properties and providing property investment solutions which reduce Council’s reliance on income from rates and improve long-term business sustainability.
Strategic Projects
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72014-15 Key Deliverables Accountability
Land MappingProperty Services Strategic Planning
Property Portfolio Review Property Services
Property Reserve Financial Management
Investment PlanProperty Services Strategic Planning Financial Management
Strategic Property FrameworkProperty Services Strategic Planning Financial Management
Strategic Projects
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SECTION 4
FinancialInformation
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The 2014-2015 budget was prepared using 2013-2014 estimates as a base which includes
reviewing requirements to provide Council functions and the costs associated with their
delivery. This process confirmed that the current services funded by Council are consistent
with the Community Strategic Plan.
Council will continue to monitor operations to ensure they are performed efficiently, on time
and within budget. All revenue and expenditure items are analysed monthly and reported to
Council at least quarterly with a view to improving services and reducing net costs.
In 2011-2012 the Liverpool City Centre Parking Strategy was implemented and all surplus
funds are being transferred to the Parking Strategy Reserve for a period of five years to fund
improvements to car parking and transport in the city centre.
The 2014-2015 Budget has resulted in some $15.24 million of operational funds being
available for use towards financing loan principal repayments ($6.64 million) and the capital
works program ($86.98 million). This has been achieved after making allowances for the
following transfers to internal reserves:
Reserve Total
Plant Replacement Reserve $500,000
Information Technology Reserve $450,000
Election Reserve $175,000
Parking Strategy Reserve $1,009,000
Administration Building Reserve $786,659
Property Reserve $2,336,412
Infrastructure Sinking Fund Reserve $2,810,306
Apprentice/Trainee Reserve $101,805
Council’sBudget
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Debt managementCouncil has been successful in reducing its debt service Council has been successful in reducing its debt service ratio (DSR) in recent years to a moderate level of 6.34 per cent as at June 2013 with an anticipated ratio of approximately 6.44 per cent as at June 2014. The DSR is projected to decrease annually as loans reach maturity.
Council received $10.4 million as an interest free loan from the State Government to facilitate the construction of a detention basin and drainage system at Edmondson Park. The majority of the land acquisition required has been completed and the construction of the detention basin and drainage system was completed in 2011-2012. Council has been repaying this facility from developer contributions in accordance with the funding agreement and is expected to be fully repaid by December 2019. The Balance on this loan as at December 2013 was $7.8m.
Council was successful in its application for $10 million funding of under round 2 of the Local Infrastructure Renewal Scheme (LIRS) to build a multi storey car park in Liverpool Central Business District. A further application was lodged under round three for an amount of $ 13.7 million to fund the renewal of the air-conditioning at Whitlam Leisure Centre ($3 million) and for the City Centre Revitalisation ($10.7 million).
An interest rate subsidy of 3 per cent is being offered under both round two and three borrowings to fund priority infrastructure works. Announcements of successful projects for round three applications are estimated to be made in late June 2014. LIRS will continue to run over the 2014–2015 financial year and if applications are successful Council will need to undertake borrowings in accordance with the LIRS agreement. Other than the potential borrowings under the LIRS there are no proposed borrowings included in the 2014-2015 budget. At all times debt will be managed and maintained at levels well within the accepted industry benchmark of 10 per cent. Council’s indicative debt and debt service ratio is displayed in the graph below (includes LIRS round 2 and Round three projected borrowings).
Investment in Council infrastructureCouncil has stewardship of infrastructure assets valued in excess of $1.15 billion (excludes land). Council recognises asset maintenance and renewal as a fundamental aspect of responsible government. It reflects our commitment to providing quality services and facilities in line with the expectations of our community, and financial sustainability over the medium to long-term. Council adopted an Asset Management Policy that sets the guidelines for undertaking asset management in a structured and coordinated way throughout Liverpool.
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Maintaining financial trends within accepted benchmarksCouncil is committed to maintaining critical financial performance indicators within acceptable benchmarks. Current and targeted benchmarks are provided below:
Performance
Indicator
Target 30 June 2013
Working capital*
$3 million
$3.13 million
Debt service ratio Less than 10% 6.34%
Unrestricted current ratio Minimum 1:1 2.08:1
Outstanding rates collection Less than 5% 5.54%
*Working capital after transfer to reserves
Financial and economic trends
Interest ratesSince August 2013, the cash rate remained stable at 2.5 per cent with no indication of a likely rise in the near future. Council has assumed an average interest rate of 4.5 per cent when compiling the 2014–2015 budgets.
Inflation & GDP GrowthAs at December 2013 annual inflation was 2.6 per cent. In its February statement the RBA said it expects CPI inflation for the year-ended in June to be 3.25 per cent. A CPI of 3 per cent was used in the budget to index expenditure.
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Budget process
In establishing the budget compilation process, instructions are provided to managers to ensure integration of the budget with the Community Strategic Plan and the Delivery Program. Specific guidelines are also provided to allow for consistency in the development of the operating and capital budgets.
In preparing the 2014 – 2015 budget consideration was given to:
• The forward estimates in year three of the delivery plan;• Service demands that must be satisfied in the course of the budget cycle;• Assets and resource management requirements that satisfy service delivery demands (including the capital works program);• Various assumed indices from which to budget revenues and expenses;• Statutory requirements that may be applicable (such as in the pricing policy);• Items for consideration i.e. proposed new initiatives; and • Sources of funds available to finance service delivery and asset management.
Components of the budget preparation process are illustrated as follows:
Inflation CCPI
IPART Rate Pegging
Award Wages
Councillor Briefing
Management
Review
New Initiatives
Statutory
Requirements
2013-2014 Budget
Asset
Management
Requirements
Service
Needs
Financial
Indicators
Sources
of funds
External Environment SWOT
Councillor Workshop
Review Requirements
Needs Needs
Needs
Needs
Needs
Management
of funds
Indicators
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Special rate variationThe 9% Special Rate Variation (SRV) approved in 2009 for 5 years expired in 2013-14. The IPART approved Councils application for a 12% SRV to replace this and to continue in perpetuity. The 2014-15 budget assumes a 12% increase in rates consisting of 9.7% SRV and 2.3% rate peg. Funds from the SRV will be used for maintenance and construction of infrastructure throughout Liverpool.
Stormwater management service chargeCouncil first introduced the stormwater management service charge for residential and business properties in 2008 – 2009. This charge is intended to ensure that maintenance, renewal and improvements to Liverpool’s stormwater system are adequately funded. There has been no increase in the charges for 2014 – 2015.
Environment levyThe environment levy was introduced in 2006-2007 following a successful application to the Minister for Local Government for a special rate variation. The money collected from the levy is used to fund works identified in the Environment Restoration Plan and in particular to strategically address environmental issues in rural and urban areas of the City, and support local environmental groups in restoring sites around Liverpool.
Rates and annual chargesOn 4 June 2010, the State Government announced a number of new functions for the Independent Pricing and Regulatory Tribunal (IPART) relating to Local Government including determining the permissible increase for Councils’ general income and reviewing Councils’ applications for special variations and minimum rate increases under the Act. Previously the annual permissible increase was determined by the Minister for Local Government.
IPART announced on 2 December 2013 that the permissible rate increase amount to apply in the 2014 – 2015 financial year will be 2.3% on Council’s notional rate income (inclusive of special rates such as the Town Improvement Fund and Environment Levy) which included a recoupment factor of 0.3% for the Carbon Tax advance for the rating year commencing 1 July 2014 and a deduction of a productivity factor of 0.2%.
The Domestic Waste Charge will increase to $363 in 2014 – 2015, representing a 10 % increase from the current charge of $330.
IPART does not specify a percentage by which annual charges for domestic waste management services may be varied for the rating year. However, in accordance with the Act all charges must be calculated so as not to exceed the ‘reasonable cost’ to Council of providing those services.
Rates and annual charges represent approximately 60% of Council’s forecast operating revenue.
Major Income and Expenditure
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Financial Assistance GrantThe estimated amount for the Financial Assistance Grant in the 2014-2015 is $9.9 million representing a 3.65% increase from the current financial year original budget. The increase is consistent with the actual amount received during 2013 – 2014.
Interest and Investment RevenueCouncil has an investment portfolio comprised of a diversified mix of bank term deposits so as to achieve its policy objective of maximising returns from authorised investments and minimising risk. Council also uses independent professional investment advisory services in the management of its investment assets. Council’s investment policy is in accordance with the current Ministerial Investment Order and the Investment Guidelines issued by State Government. Income from Interest and investments is forecast at $6.14 million for 2014 – 2015,
Compared to $6.23 million 2013 – 2014 revised budget. Investment return is budgeted at 4.5% for 2014-2015 on an average investment holding of $126.5m; interest on overdue rates of $450k (same as current year budget) is included in the 2014-2015 budget.
Projected budget resultsCouncil’s projected consolidated result for the Council’s projected consolidated result indicates a balanced budget in 2014 – 2015 and projected deficits before funding strategies for the subsequent three years as follows: $2.4 million in 2015 – 2016, $2.2 million in 2016 – 2017 and $2.4 million in 2017 – 2018. The deficits are mainly due to:
• Increased employee costs required to meet the anticipated development growth in Liverpool; and
• Overall anticipated increased price level for Council supplies including materials and contracts, salaries and wages, energy costs specially electricity and fuel and the cost of Insurance premiums.
Employee-related costsCouncil employed the equivalent of 643 full-time staff at the end of June 2013. That number fluctuates and consists of part-time as well as full-time officers that work directly on providing Council services in Liverpool and indirectly through the provision of support services such as information technology, workforce management and financial management and reporting.
Estimated employee-related costs in 2014 – 2015 will be approximately $60.9 million. This represents an overall increase of 4.7 % compared to estimates for 2013 – 2014. This includes a provision for a 3.25% general award increase, Superannuation Guarantee Levy increase by 0.25%, incremental progression through Council’s salary system for eligible employees and filling of all vacant positions. Employee-related costs include expenses for salaries, superannuation, workers compensation, staff training and welfare, and uniforms. In 2014 – 2015, Council will continue to make additional superannuation contributions on behalf of employees in the defined benefits scheme Division B as a result of investment losses within the fund. The basis for the calculation for future additional contribution was reviewed in December 2013 and the additional contributions will continue for the foreseeable future. This decision was based on the actuarial review in late 2013 and further reviews will be undertaken that may result in future year’s additional contributions, which are also dependent on the superfund’s investment performance and recoupment of previous year’s losses.
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2.6 public and open space amenity Consolidated Budget
As in previous years, the 2014 – 2015 budget has been prepared on a fully consolidated basis. Information is collated from Council’s controlled entities, Council’s business activities and special purpose funds, and incorporates non-cash transactions to present a complete picture of Council’s operations. The consolidated operational budget is summarised into Council’s current divisional responsibility areas as follows:
Chief Executive
Executive Director
Executive Director
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2014/2015 2015/2016 2016/2017 2017/2018 Original Budget Forecast Forecast Forecast Rates & Annual Charges (107,461,736) (112,415,708) (116,828,911) (121,529,375)User Charges & Fees (11,836,652) (12,254,197) (12,691,137) (13,148,811)Interest & Investment Revenue (6,139,999) (4,870,528) (5,373,693) (6,126,447)Grants & Contributions (43,628,371) (37,972,208) (37,941,549) (35,014,981)Other Operating Revenues (9,414,354) (9,969,364) (10,661,504) (10,981,349)Total Revenue (178,481,112) (177,482,004) (183,496,795) (186,800,963) Employee Costs 60,921,349 62,821,987 64,974,840 67,199,439Materials & Contracts 50,339,647 52,739,859 55,750,425 57,249,945Depreciation 33,395,340 33,893,919 34,399,977 34,913,625Borrowing Costs 2,347,293 2,932,283 3,167,679 3,007,596Other Operating Expenses 11,984,800 12,333,014 13,403,004 13,067,703Total Expenses 158,988,428 164,721,062 171,695,924 175,438,308 Net (Surplus) / Deficit Before Adjustment (19,492,684) (12,760,942) (11,800,870) (11,362,654) Funding Reconciliation Less: Depreciation (33,395,340) (33,893,919) (34,399,977) (34,913,625)Less: Reserve Funding of Operations (27,011,564) (28,864,332) (31,184,129) (31,075,786)Add: Transfer to Reserve 6,426,182 6,704,183 5,928,006 6,862,147Add: Restricted Funds 58,227,515 51,661,122 52,285,881 50,863,140Total funding reconciliation 4,246,793 (4,392,945) (7,370,218) (8,264,124) Operating funds available to finance capital works (15,245,891) (17,153,887) (19,171,088) (19,626,778) Consolidated 4 Year Budget (Projected) Capital Budget Capital expenditure program 86,984,642 64,238,295 40,424,497 40,421,216Loan principal 6,641,003 7,366,820 7,814,340 7,019,579Total Capital Expenditure 93,625,645 71,605,115 48,238,837 47,440,795 Capital Works Funding Section 94 (48,476,968) (31,433,029) (15,671,847) (19,909,724)Town Improvement Fund (350,000) 0 0 0Other restricted reserves (14,247,720) (11,717,305) (7,863,480) (2,265,645)General reserves (3,559,160) (2,704,000) (863,000) (893,000)Grants and contributions (7,868,206) (5,289,095) (1,575,487) (1,507,865)Income from sale of assets (3,877,700) (940,000) (943,500) (850,000) Total capital works funding (78,379,754) (52,083,429) (26,917,314) (25,426,234) Total Capital funding (78,379,754) (52,083,429) (26,917,314) (25,426,234) Capital funding result 15,245,891 19,521,686 21,321,523 22,014,561 Funding Result (Surplus) / Deficit 0 2,367,799 2,150,435 2,387,783 Efficiency and productivity improvements from service reviews, additional revenue streams or alternate funding sources. (2,367,799) (2,150,435) (2,387,783) Adjusted Funding Result 0 0 0 0
Consolidated 4-Year Budget (Projected)
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Annual Original BudgetConsolidated Budget 2014-2015
Delivery P
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2015 Budget
Chief Executive
OfficerExecutive Director 1
Executive Director 2
Rates & Annual Charges (107,461,736) 0 (104,336,736) (3,125,000)User Charges & Fees (11,836,652) 0 (4,721,973) (7,114,679)Interest & Investment Revenue (6,139,999) 0 (3,315,278) (2,824,721)Grants & Contributions (43,628,371) 0 (14,896,307) (28,732,064)Other Operating Revenues (9,414,354) 0 (5,327,954) (4,086,400)Total Revenue (178,481,112) 0 (132,598,248) (45,882,864)
Employee Costs 60,921,349 1,657,754 40,867,778 18,395,817Materials & Contracts 50,339,647 359,934 43,022,113 6,957,600Depreciation 33,395,340 11,778 10,319,744 23,063,818Borrowing Costs 2,347,293 0 2,347,293 0Other Operating Expenses 11,984,800 388,500 6,946,881 4,649,419Total Expenses 158,988,428 2,417,966 103,503,809 53,066,654
Net (Surplus) / Deficit Before Adjustment
(19,492,684) 2,417,966 (29,094,439) 7,183,790
Funding ReconciliationLess: Depreciation (33,395,340) (11,778) (10,319,744) (23,063,818)Less: Reserve Funding of Operations
(27,011,564) (188,538) (25,341,788) (1,481,238)
Add: Transfer to Reserve 6,426,182 175,000 5,242,182 1,009,000Add: Restricted Funds 58,227,515 0 24,687,530 33,539,985Total funding reconciliation 4,246,793 (25,316) (5,731,820) 10,003,929
Operating funds available to finance capital works
(15,245,891) 2,392,650 (34,826,259) 17,187,719
Capital BudgetCapital expenditure program 86,984,642 0 6,196,213 80,788,429Loan principal 6,641,003 0 6,641,003 0Total Capital Expenditure 93,625,645 0 12,837,216 80,788,429
Capital FundingSection 94 (48,476,968) 0 855,000 (49,331,968)
Town Improvement Fund (350,000) 0 0 (350,000)
Other restricted reserves (14,247,720) 0 (175,000) (14,072,720)General reserves (3,559,160) 0 (1,689,160) (1,870,000)Grants and contributions (7,868,206) 0 0 (7,868,206)Income from sale of assets (3,877,700) 0 (3,877,700) 0Total capital funding (78,379,754) 0 (4,886,860) (73,492,894)
Capital funding result 15,245,891 0 7,950,356 7,295,535
Funding Result (Surplus) / Deficit
0 2,392,650 (26,875,903) 24,483,254
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Annual Original BudgetConsolidated Budget by GroupChief Executive Officer 2014-2015
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2015 Budget
Executive and Strategy CEO Office
Rates & Annual Charges 0 0 0User Charges & Fees 0 0 0Interest & Investment Revenue 0 0 0Grants & Contributions 0 0 0Other Operating Revenues 0 0 0Total Revenue 0 0 0
Employee Costs 1,657,754 1,171,966 485,788Materials & Contracts 359,934 227,214 132,720Depreciation 11,778 8,296 3,482Borrowing Costs 0 0 0Other Operating Expenses 388,500 375,840 12,660Total Expenses 2,417,966 1,783,316 634,650
Net (Surplus) / Deficit Before Adjustment
2,417,966 1,783,316 634,650
Funding ReconciliationLess: Depreciation (11,778) (8,296) (3,482)Less: Reserve Funding of Operations
(188,538) (88,538) (100,000)
Add: Transfer to Reserve 175,000 175,000 0Add: Restricted Funds 0 0 0Total funding reconciliation (25,316) 78,166 (103,482)
Operating funds available to finance capital works
2,392,650 1,861,482 531,168
Capital BudgetCapital expenditure program 0 0 0Loan principal 0 0 0Total Capital Expenditure 0 0 0
Capital FundingSection 94 0 0 0Town Improvement Fund 0 0 0
Other restricted reserves 0 0 0
General reserves 0 0 0Grants and contributions 0 0 0Income from sale of assets 0 0 0Total capital funding 0 0 0
Capital funding result 0 0 0
Funding Result (Surplus) / Deficit
2,392,650 1,861,482 531,168
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Consolidated Budget by Department Executive Director 1 2014-2015
Rates & Annual Charges (104,336,736) (82,509,801) (21,924,705) 0 97,770 0User Charges & Fees (4,721,973) (250,000) (301,250) (3,779,893) (390,830) 0Interest & Investment Revenue (3,315,278) (2,964,412) (350,866) 0 0 0Grants & Contributions (14,896,307) (11,185,502) (592,366) (2,703,569) 0 (414,870)Other Operating Revenues (5,327,954) (90,200) (1,556,950) (449,989) (3,230,815) 0Total Revenue (132,598,248) (96,999,915) (24,726,137) (6,933,451) (3,523,875) (414,870)
Employee Costs 40,867,778 4,519,850 16,499,005 14,705,592 4,381,425 761,906Materials & Contracts 43,022,113 3,215,355 33,356,368 4,032,835 2,347,085 70,470Depreciation 10,319,744 315,571 5,687,265 2,578,347 1,736,635 1,926Borrowing Costs 2,347,293 2,347,293 0 0 0 0Other Operating Expenses 6,946,881 504,122 2,394,708 1,388,115 2,645,616 14,320Total Expenses 103,503,809 10,902,191 57,937,346 22,704,889 11,110,761 848,622
Net (Surplus) / Deficit Before Adjustment
(29,094,439) (86,097,724) 33,211,209 15,771,438 7,586,886 433,752
Funding ReconciliationLess: Depreciation (10,319,744) (315,571) (5,687,265) (2,578,347) (1,736,635) (1,926)Less: Reserve Funding of Operations
(25,341,788) (2,651,730) (22,239,151) 0 (450,907) 0
Add: Transfer to Reserve 5,242,182 3,364,111 500,000 0 1,378,071 0Add: Restricted Funds 24,687,530 1,997,683 22,274,977 0 0 414,870Total funding reconciliation (5,731,820) 2,394,493 (5,151,439) (2,578,347) (809,471) 412,944
Operating funds available to finance capital works
(34,826,259) (83,703,231) 28,059,770 13,193,091 6,777,415 846,696
Capital BudgetCapital expenditure program 6,196,213 500,000 4,080,600 685,613 930,000 0Loan principal 6,641,003 6,641,003 0 0 0 0Total Capital Expenditure 12,837,216 7,141,003 4,080,600 685,613 930,000 0
Capital FundingSection 94 855,000 0 (405,000) 0 1,260,000 0Town Improvement Fund 0 0 0 0 0 0Other restricted reserves (175,000) 0 (175,000) 0 0 0General reserves (1,689,160) (1,400,000) (991,600) (112,560) 815,000 0Grants and contributions 0 0 0 0 0 0Income from sale of assets (3,877,700) 0 (872,700) 0 (3,005,000) 0Total capital funding (4,886,860) (1,400,000) (2,444,300) (112,560) (930,000) 0
Capital funding result 7,950,356 5,741,003 1,636,300 573,053 0 0
Funding Result (Surplus) / Deficit
(26,875,903) (77,962,228) 29,696,070 13,766,144 6,777,415 846,696
2015 Budget
Business
ExcellenceCity
Presentation
Community and
Culture Governance
Executive Director
Office
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2.6publicandopenspaceamenity
Consolidated Budget by Department Executive Director 2 2014-2015
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2015 Budget
Economy and
EngagementInfrastructure
and EnvironmentPlanning
and Growth
Executive Director
Office
Rates & Annual Charges (3,125,000) 0 (2,830,000) (295,000) 0User Charges & Fees (7,114,679) (3,800) (2,440,000) (4,670,879) 0Interest & Investment Revenue
(2,824,721) 0 (116,517) (2,708,204) 0
Grants & Contributions (28,732,064) (267,876) (578,924) (27,885,264) 0Other Operating Revenues (4,086,400) (18,200) 0 (4,068,200) 0Total Revenue (45,882,864) (289,876) (5,965,441) (39,627,547) 0
Employee Costs 18,395,817 3,365,267 4,995,995 9,701,571 332,984Materials & Contracts 6,957,600 1,760,600 3,760,250 1,431,900 4,850Depreciation 23,063,818 23,887 23,037,917 2,014 0Borrowing Costs 0 0 0 0 0Other Operating Expenses 4,649,419 785,168 3,706,499 156,252 1,500Total Expenses 53,066,654 5,934,922 35,500,661 11,291,737 339,334
Net (Surplus) / Deficit Before Adjustment
7,183,790 5,645,046 29,535,220 (28,335,810) 339,334
Funding ReconciliationLess: Depreciation (23,063,818) (23,887) (23,037,917) (2,014) 0Less: Reserve Funding of Operations
(1,481,238) (339,402) (804,063) (337,773) 0
Add: Transfer to Reserve 1,009,000 0 1,009,000 0 0Add: Restricted Funds 33,539,985 0 2,946,517 30,593,468 0Total funding reconciliation
10,003,929 (363,289) (19,886,463) 30,253,681 0
Operating funds available to finance capital works
17,187,719 5,281,757 9,648,757 1,917,871 339,334
Capital BudgetCapital expenditure program 80,788,429 0 65,815,655 14,972,774 0Loan principal 0 0 0 0 0Total Capital Expenditure 80,788,429 0 65,815,655 14,972,774 0
Capital FundingSection 94 (49,331,968) 0 (34,359,194) (14,972,774) 0Town Improvement Fund (350,000) 0 (350,000) 0 0
Other restricted reserves (14,072,720) 0 (14,072,720) 0 0
General reserves (1,870,000) 0 (1,870,000) 0 0Grants and contributions (7,868,206) 0 (7,868,206) 0 0Income from sale of assets 0 0 0 0 0Total capital funding (73,492,894) 0 (58,520,120) (14,972,774) 0
Capital funding result 7,295,535 0 7,295,535 0 0
Funding Result (Surplus) / Deficit
24,483,254 5,281,757 16,944,292 1,917,871 339,334
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numerous facilities. On behalf of the community, Council maintains a substantial portfolio of public
infrastructure assets estimated to be worth approximately $1.15 billion as at 30 June 2013. Most
of Council’s $159 million operating budget is specifically used to provide and maintain Council’s
assets and services.
Council’s assets include:
OperatingBudget
▶ 809 kilometres of roads and other transport-related facilities;
▶ 555 kilometres of floodplain and drainage networks (some 24,000 structures that
include pits, trash racks, retention basins and channels);
▶ 492 open space reserves covering over 1,400 hectares of parks, natural reserves,
gardens and streetscapes;
▶ 107 recreational and sporting facilities including netball courts, tennis courts,
cricket nets, skate ramps and aquatic centres; and 211 buildings accommodating
its commercial, operational, community, recreational, cultural and heritage services.
The following information is a summary of the main services Council has funded as part of the 2014–2015 operating budget and the organisational support functions that help deliver these services (estimates exclude depreciation expenses, interest costs or corporate and support services).
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2014-15 2015-16 2016-17 2017-18$'000 $'000 $'000 $'000
ANIMAL MANAGEMENT 467 482 497 513
Implementing companion animal registration public awareness program, picking-up stray pets, investigating suspected offences and undertaking enforcement action as required
Revenue (175) (180) (185) (191)
Expenses 642 662 682 703
BUILDING APPROVALS 219 167 108 39
Assessment of building applications, building site, pool, food, health and fire safety inspections
Revenue (1,768) (1,884) (2,010) (2,147)
Expenses 2,058 2,124 2,193 2,264
Transfer From
Reserve(71) (73) (76) (78)
CASULA POWERHOUSE ARTS CENTRE 2,584 2,668 2,755 2,845
An entertainment facility of national standard that houses an arts collection, delivers high quality exhibitions, education programs and other events
Revenue (457) (469) (482) (495)
Expenses 3,042 3,138 3,237 3,339
CHILDCARE FACILITIES AND SERVICES 135 168 203 239
Operate and maintain six long day care centres and one pre-school that provide care and early childhood education to over 500 families living and working within Liverpool
Revenue (4,855) (4,983) (5,115) (5,250)
Expenses 4,990 5,151 5,318 5,489
COMMUNITY DEVELOPMENT AND SOCIAL PLANNING
1,561 1,580 1,633 1,688
Provide support to arts and cultural groups, aged persons, people with a disability, youth, the multicultural community and the Aboriginal community. Research and develop policies and plans such as social plan, recreation plan, community facilities plan, graffiti management strategy, disability action and LEAPS
Revenue (272) (268) (231) (236)
Expenses 1,972 1,848 1,865 1,925
Transfer From
Reserve(139) 0 0 0
COMMUNITY FACILITIES 1,048 1,082 1,118 1,154
Provide access to, and maintenance (including graffiti removal) of, community centres and related facilities for use by residents for social, education and network through leasing and licensing agreements
Revenue (585) (602) (620) (639)
Expenses 1,632 1,684 1,738 1,793
Services to Community
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CUSTOMER SERVICES 1,634 1,687 1,742 1,799
Provide a range of customer service options including face-to-face at the customer service counters, phone service through the Customer Contact Centre (24 hours a day and seven days per week) and online via Council's website
Revenue (14) (14) (15) (15)
Expenses 1,648 1,701 1,757 1,814
EMERGENCY SERVICES 1,513 1,560 1,610 1,660
Provision and maintenance of Rural Fire Service and State Emergency Service buildings, hazard reduction, bush fire prevention and emergency services
Revenue (527) (541) (555) (569)
Expenses 2,040 2,101 2,165 2,230
ENVIRONMENTAL MANAGEMENT 842 865 892 921
Environmental planning and policy, restoration of natural bushland, tree planting programs, noxious weeds and waterways, environmental education programs
Revenue (45) (46) (47) (49)
Expenses 1,163 1,199 1,237 1,276
Transfer From
Reserve(276) (288) (297) (307)
LIBRARIES AND MUSEUM 6,383 6,590 6,804 7,025
Operate and maintain a network of five public libraries that inform, educate and provide learning and leisure opportunities through face-to-face and online access points, community directory of services. Operate and maintain Liverpool Regional Museum to preserve items of local historical and cultural significance
Revenue (549) (562) (576) (589)
Expenses 6,932 7,152 7,380 7,614
LIVERPOOL CITY CENTRE AMENITY 11,536 11,903 12,296 12,811
Provide and maintain parks and gardens, footpaths, graffiti removal, litter collection and provision of car parking
Revenue (1,034) (1,065) (1,097) (1,130)
Expenses 12,675 13,076 13,505 13,940
Transfer From
Reserve(105) (108) (112) 0
PROMOTION AND EVENTS 1,506 1,553 1,601 1,750
Conducting festivals and major events such as citizenship ceremonies, Australia Day Celebrations and Order of Liverpool Awards
Revenue (18) (19) (19) (20)
Expenses 1,824 1,778 1,833 1,857
Transfer From
Reserve(300) (206) (213) (87)
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2014-15 2015-16 2016-17 2017-18
$'000 $'000 $'000 $'000
REGULARLY COMMUNICATE WITH THE COMMUNITY
2,058 2,849 3,972 4,126
Provide media relations, advertising, publications, a website, signage, marketing and consultation opportunities to ensure that Council's activities, services and events are clearly, consistently and transparently communicated to the public
Expenses 2,058 2,849 3,972 4,126
REGULATORY SERVICES (2,774) (2,855) (2,939) (3,025)
Enforcement of illegal parking, rubbish dumping and hazardous waste
Revenue (3,997) (4,117) (4,240) (4,367)
Expenses 1,223 1,261 1,301 1,342
ROADS, FOOTPATHS AND CYCLE WAYS 10,246 10,605 10,850 11,197
Road maintenance, footpaths beautification of local streets provision and maintenance of street furniture, bush shelters and signs
Revenue (2,581) (2,651) (2,700) (2,750)
Expenses 11,945 12,356 13,447 13,150
Transfer To Reserve
1,581 1,621 1,547 1,564
Transfer From
Reserve(699) (721) (1,444) (767)
SPORTS, RECREATION AND OPEN SPACE 3,428 3,534 3,643 3,756
Provision and maintenance of sporting ovals, grounds and facilities, swimming pools and leisure centres, maintenance of local parks and gardens, Council support for sporting clubs and healthy lifestyles, provision and maintenance of playgrounds
Revenue (253) (260) (268) (276)
Expenses 3,681 3,794 3,911 4,032
STORMWATER MAINTENANCE 1,394 1,439 1,486 1,534
Provide adequate drainage, healthy natural waterways
Revenue (1,579) (1,621) (1,670) (1,721)
Expenses 1,608 1,658 1,709 1,762
Transfer To Reserve
1,365 1,402 1,446 1,493
Services to Community (cont)
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STREET CLEANING 1,814 1,872 1,931 1,992
Sweeping every street in the Council area on an average of once every six weeks, keeping public places clean and tidy through regular litter collection
Expenses 1,843 1,901 1,961 2,024
Transfer From
Reserve(29) (29) (30) (31)
TRAFFIC PLANNING AND POLICY, ROAD SAFETY
3,654 3,768 2,816 2,906
Providing access to cycle paths and walking tracks, managing traffic and safety in local streets, facilitating access to public transport
Revenue (1,794) (1,845) (1,897) (1,950)
Expenses 4,439 4,574 4,713 4,856
Transfer To Reserve
1,009 1,039 0 0
URBAN PLANNING 2,738 2,830 2,929 3,032
Guiding development of land within Liverpool. Assessing Development Applications in accordance with Council policies and the character of neighbourhoods (development compatible with local area) and enforcement of planning controls
Revenue (33,873) (27,188) (27,377) (25,150)
Expenses 6,388 6,594 6,807 7,027
Transfer To Reserve
30,593 23,810 23,897 21,566
Transfer From
Reserve(371) (386) (398) (411)
WASTE COLLECTION AND DISPOSAL 0 0 0 (0)
Domestic garbage, recycling and green waste services. Household cleanup service, chemical collection day, encouragement of recycling
Revenue (27,047) (23,448) (24,146) (24,867)
Expenses 22,565 23,240 23,918 24,625
Transfer To
Reserve26,417 22,801 23,482 24,186
Transfer From
Reserve(21,935) (22,592) (23,254) (23,944)
TOTAL 51,984 54,348 55,947 57,961
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Capital WorksThe Capital Works Program details proposed capital works for the 2014–2015 year. The
Capital Works Program represents net expenditure of some $87 million. The following
tables show the allocation of expenditure by asset class and sources of funding.
CapitalBudget
Asset Class $ '000 %Buildings 33,846.5 38.9%Roads 26,937.4 31.0%Parks and Recreation 5,913.0 6.8%Drainage 4,707.9 5.4%Floodplain 3,463.2 4.0%Plant and Fleet 3,397.0 3.9%Land 3,245.7 3.7%Footpaths 2,766.0 3.2%Land Improvements 1,565.0 1.8%Library Materials 573.1 0.7%Information Technology 500.0 0.6%Bridges 69.8 0.1%
TOTAL 86,984.6 100.0%
Funding Source $ '000 %
s94 Developer Contributions 49,737.0 57.2%Lirs Reserve 11,478.0 13.2%
General Fund 9,4776.6 10.9%
Capital Grants and Contributions 7,868.2 9.0%
General Reserve 5,357.7 6.2%
Stormwater Annual Charge 1,381.2 1.6%
Environment Levy 1,160.0 1.3%
Town Improvement Reserve 350.0 0.4%
Domestic Waste Management Plan 175.0 0.2%
TOTAL 86,984.6 100.0%
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(section 94)
Section 94 of the Environmental Planning and Assessment Act, 1979 gives Council the
power to levy contributions from developers for public services and public amenities
required as a consequence of their development. For Council to levy contributions there
must be a clear nexus between the proposed development and the need for the public
service or public amenity for which the levy is required. These funds are held separately
to Council’s general income and can only be applied to the provision of services and
amenities identified in Council’s Developer Contributions Plan. The delivery of works
funded by section 94 contributions is subject to the timing of receipts
At the reporting period ended 30 June 2013 Council held $56.7 million of developer
contributions for the provision of infrastructure. Approximately $49.7 million of developer
contributions have been allocated in the 2014–2015 capital works program. The following
table identifies the projects that will be undertaken.
Developer Contributions
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Works funded by developer contributions FY 14-15
Buildings 22,147.3Carnes Hill Recreation and Community Centre - Construction 22,147.3Drainage 1,180.7Green Valley and Hinchinbrook - Stormwater Quality Improveme 292.5Local Drainage-WCD2-Swale(Cabramatta Ck to Cowpasture Rd) 585.0Prestons Industr.Local Drainage-Catchment E-West of M7 303.2Floodplain 1,147.4Basin 3 b - Elizabeth Hills 1,045.8WM7-Middleton Grange-Water Cycle Area West of Kingsford Smit 101.6Footpaths 602.2Cycleway - Casula - Link to Casula Station- Canberra Avenue- 100.0Cycleway - North Liverpool Road, Green Valley - Wilson Rd To 207.0Cycleway - Aston Reserve, Hoxton Park 115.0Cycleway - Heathcote Road, Wattle Grove 108.2Footpath - Cecil Hills - Access Road- From Sandringham Dr. 72.0Land 2,865.7
WM7-Middleton Grange-Water Cycle Area West of Kingsford Smit 142.2R12-Middleton Grange-Water Management Median Street-Land 36.7Adjacent to Park off Inverell Ave - 7.19- Land 124.4Link from Kurrajong Rd to Pacific Palms Cct-8.2-Land 324.5
Link from Kurrajong Rd to Pacific Palms Cct-8.3-Land 389.3Local Street 6.2 North Side of Creek & Cabramatta Ck-Land 235.5Local Street Fronting Cabramatta Ck-10-19th Ave-Land 238.0Road Reserve-Lyn Pde-RD3.3 248.7Street Along Ck North of Pacific Palms Cct-7.8-Land 183.4Street North Side of Channel-7.17-Land 210.5Trunk Collector 5.4 South of Kurrajong Rd-Land 360.5Warialda Way Extension - 7.18-Land 49.6Wingham Road - 9.6- Land 194.7Middleton Grange Multi-Purpose Community Centre-Land Acquisi 127.7Land Improvements 405.0
Tree Planting - Casula (s94) 50.0Tree Planting - Cecil Hill (s94) 50.0Tree Planting - Hinchinbrook (s94) 50.0Tree Planting - Plan 6 (s94) 250.0
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Tree Planting Established Area 5.0Parks and Recreation 4,087.1
OS6-Park on 16th Ave-Land Acquisition 63.7
Park west of 2nd Ave, south of 16th Ave-OS7-M.Grange 634.7
Cabramatta Creek West Arm (2) - Passive Area - Edmondson Par 791.8
Cabramatta Creek West Arm (1) - Passive Area - Edmondson Par 1,030.1
Landscaping in Prestons Industrials 93.1Streetscape in Hoxton Pk/Carnes Hill/Prestons 441.7Floodlighting Staged Upgrade Program - Childs Park League Ov 90.0Floodlighting Staged Upgrade Program - South Park (twin) 80.0Local Park Upgrade - Lady woodward Park 75.0Glen Regent Reserve Part 3 - Playground Upgrade 70.0
Key Suburb Park Program - Harris Creek Reserve Upgrade 150.0
Rubber Soft-Fall and Steel Slides Replacement - Black Muscat 140.0
Local Park Upgrade – St Andrews Park (S94) 70.0
Outdoor Fitness Gym Program – Greenway Park (S94) 152.0
Floodlight Upgrade Program - Paciullo Park (S94) 135.0
Local Park Improvement – Bent Street (S94) 70.0
Roads 17,301.1
Bus Shelter Installations 65.0
Kurrajong Road, Prestons-Kookaburra to Sarah Holland 10,000.0
R26-Middleton Grange-Local Street - Road Works 14.7
R11-Collector Centre Street Frontage to Drainage over Culver 165.5
M. Grange Culvert - C8 - Southern Creek 221.9
M. Grange Parkland Edge Street R15 12.6
R12-Middleton Grange-Water Management Median Street-Works 20.4
RLR30-Local Road (Park Frontage)-Edmondson Park 239.2
RLR31-Local Road (Park Frontage)-Edmondson Park 143.9
RLR32-Local Road (Park Frontage)-Edmondson Park 216.7
Adjacent to Park off Inverell Ave - 7.19-Works 37.5
Link from Kurrajong Rd to Pacific Palms Cct-8.2-Works 80.4
Link from Kurrajong Rd to Pacific Palms Cct-8.3-Works 96.5
Link from Kurrajong Rd to Pacific Palms Cct-9.5-Works 66.8
Local Street 6.2 North Side of Creek & Cabramatta Ck- Works 68.4
Local street Fronting Cabramatta Ck-10-19th Ave - Works 64.8
M. Grange - R30 - Northern Collector Street 363.4
M. Grange - R31 - Local st Type 1-Love Rd 35.2
M. Grange Collector Centre Street R1(Quantas Boulevard) 1,054.8
Pavement over Industrial Land-Lyn Pde-RD3.6 37.3
RBC10 - Bus Priority Corridor-Edmondson Park 446.1
RC3 - Neighbourhood Connector - Edmondson Park 79.2
RLR28-Local Road 9Park Frontage)-Edmondson Park 189.8
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RLR33-Local Road (Park Frontage)-Edmondson Park 36.9
RLR34-Local Road (Park Frontage)- Edmondson park 191.8
RLR5a-Local Road (park Frontage) - Edmondson Park 88.7
RMN6-Main Neighbourhood-Edmondson park 213.3
RMN7-Main Neighbourhood-Edmondson Park 585.4
RMN8 - Main Neighbourhood (Park Frontage) - Edmondson Park 199.3
RMN9 - Main Neighbourhood - Edmondson Park 639.0
Road-N/West Sector-GV/Hinchinbrook - (1/2 x 15m wide) 391.9
Roundabout 129.9
Roundabout 1.1 Pine Rd & Maple Rd-East of Bernera Rd 47.7
Roundabout-Pacific Palms Cct. 150m east of School 47.7
Roundabout-Wingham Rd, south of Pacific Palms Cct. 47.7
Roundabput 1.4 Myall, Box & Un-named Rds-East of Bernera Rd 47.7
RPS20 - Local road (Park Frontage) - Edmondson Park 230.8
Street Along Ck North of Pacific Palms Cct-7.8-Works 53.3
Street Extension (1.10) of Wingham Rd south of Kurrajong Rd- 47.7
Street North Side of Channel-7.17-Works 63.4
Trunk Collector 5.4 South of Kurrajong Rd-Works 177.1
Warialda Way Extension 7.18-Works 54.7
Wingham Road - 9.6-Works 66.8
Riverview Road, Pleasure Point - Kerb & Gutter 20.2
Wilson Road, Hinchinbrook - Hoxton Park to Topnot 200.0
TOTAL 49,736.5
Works funded by developer contributions FY 14-15 Cont.
Town Improvement Fund (TIF)The TIF is a special levy based on the rateable land value of all commercially zoned
properties within an agreed boundary containing the Liverpool City Centre and collected
for the purpose of improvements to the amenity and enhancement of the City Centre. The
TIF is to be spent only on projects within that boundary which improve all or any of the
following aspects of the City Centre: image, role, urban design, safety, recreation, public art,
heritage, economic development and general amenity.
Council resolved to suspend the current TIF works program pending review of the City
Strategy and identification of priority works in the city centre. Once this review has been
completed the works program for TIF will be added to the 2014-2015 budget.
Works funded by Stormwater Management service charge
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Erosion Protection Works 125.3Erosion protection 125.3Flood Mitigation 218.0Flood Mitigations - Overland Flows 119.4Brickmakers Creek Channel Improvement - Elizabeth Street to 40.0Non Prescribed Basins - Restoration & Renewal 58.6Pipe Restoration & Renewal 564.8Stormwater Pipe Relining 336.8Stormwater Pipe Structural Patches 228.0Stormwater Quality 137.9New GPT in Existing Development 66.7Ward Place, Hinchinbrook - GPT Access 35.3Wetlands 35.9Urban Drainage System 335.1Programmed Drainage Maintenance 167.4Stormwater Pipe Inspection, Assessment & Ancillary Works 167.7TOTAL 1,381.2
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2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24
Erosion Protection Works 125,299 74,635 162,495 161,035 163,415 84,410 216,085 216,085 215,280 160,100Erosion Protection 125,299 74,635 162,495 161,035 163,415 84,410 216,085 216,085 215,280 160,100
Flood Mitigation 218,016 178,250 178,250 213,900 213,900 225,515 261,395 261,395 263,120 271,000Flood Mitigations - Overland Flows 119,442 119,600 119,600 143,520 143,520 143,520 179,400 179,400 179,400 184,800Brickmakers Creek Channel Improvement - Elizabeth Street To
40,000 0 0 0 0 0 0 0 0 0
Non Prescribed Basins - Restoration & Renewal 58,574 0 58,650 0 70,380 0 81,995 0 83,720 0Prescribed Basins - Restoration & Renewal 0 58,650 0 70,380 0 81,995 0 81,995 0 86,200
Pipe Restoration & Renewal 564,822 585,655 615,655 615,655 588,435 602,825 424,230 374,230 373,080 384,300Stormwater Pipe Relining 336,849 363,495 378,495 378,495 391,105 413,825 290,430 265,430 264,280 272,200
Stormwater Pipe Structural Patches 227,973 222,160 237,160 237,160 197,330 189,000 133,800 108,800 108,800 112,100
Stormwater Quality 137,932 210,795 143,980 149,155 149,155 215,740 215,740 215,740 263,120 271,100Coucal Avenue, Hinchinbrook - Gpt Modification 0 0 0 0 0 0 46,000 0 0 0Colo Circuit, Wattle Grove - Gpt Modification 0 0 0 0 0 0 0 46,000 0 0Corryton Circuit, Wattle Grove - Gpt Modification 0 0 0 0 0 0 0 0 59,800 0Gpt Renewal And Replacement 0 0 25,760 25,760 25,760 30,820 30,820 30,820 35,880 37,000Lycett Avenue, West Hoxton - Gpt Modification 0 0 0 0 0 46,000 0 0 0 0
New Gpt In Existing Development 66,727 66,815 71,990 71,990 71,990 77,165 77,165 77,165 107,640 110,900
Riverside Road, Chipping Norton - Gpt Modification And Acces
0 102,810 0 0 0 0 0 0 0 0
Ward Place, Hinchinbrook - Gpt Access 35,258 0 0 0 0 0 0 0 0 0
Wetlands 35,947 41,170 46,230 51,405 51,405 61,755 61,755 61,755 59,800 61,600
GPT Modification 0 0 0 0 0 0 0 0 0 61,600
Urban Drainage System 335,126 335,570 269,100 305,900 264,040 298,195 313,835 313,835 322,920 394,200
Programmed Drainage Maintenance 167,448 167,670 155,940 155,940 143,980 143,980 159,505 159,505 167,440 221,700
Stormwater Pipe Inspection, Assessment & Ancillary Works 167,678 167,900 113,160 149,960 120,060 154,215 154,330 154,330 155,480 172,500
Total 1,381,195 1,384,905 1,369,480 1,445,645 1,378,945 1,426,685 1,431,285 1,381,285 1,437,520 1,480,700
10 Year stormwater works program
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2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24
Erosion Protection Works 125,299 74,635 162,495 161,035 163,415 84,410 216,085 216,085 215,280 160,100Erosion Protection 125,299 74,635 162,495 161,035 163,415 84,410 216,085 216,085 215,280 160,100
Flood Mitigation 218,016 178,250 178,250 213,900 213,900 225,515 261,395 261,395 263,120 271,000Flood Mitigations - Overland Flows 119,442 119,600 119,600 143,520 143,520 143,520 179,400 179,400 179,400 184,800Brickmakers Creek Channel Improvement - Elizabeth Street To
40,000 0 0 0 0 0 0 0 0 0
Non Prescribed Basins - Restoration & Renewal 58,574 0 58,650 0 70,380 0 81,995 0 83,720 0Prescribed Basins - Restoration & Renewal 0 58,650 0 70,380 0 81,995 0 81,995 0 86,200
Pipe Restoration & Renewal 564,822 585,655 615,655 615,655 588,435 602,825 424,230 374,230 373,080 384,300Stormwater Pipe Relining 336,849 363,495 378,495 378,495 391,105 413,825 290,430 265,430 264,280 272,200
Stormwater Pipe Structural Patches 227,973 222,160 237,160 237,160 197,330 189,000 133,800 108,800 108,800 112,100
Stormwater Quality 137,932 210,795 143,980 149,155 149,155 215,740 215,740 215,740 263,120 271,100Coucal Avenue, Hinchinbrook - Gpt Modification 0 0 0 0 0 0 46,000 0 0 0Colo Circuit, Wattle Grove - Gpt Modification 0 0 0 0 0 0 0 46,000 0 0Corryton Circuit, Wattle Grove - Gpt Modification 0 0 0 0 0 0 0 0 59,800 0Gpt Renewal And Replacement 0 0 25,760 25,760 25,760 30,820 30,820 30,820 35,880 37,000Lycett Avenue, West Hoxton - Gpt Modification 0 0 0 0 0 46,000 0 0 0 0
New Gpt In Existing Development 66,727 66,815 71,990 71,990 71,990 77,165 77,165 77,165 107,640 110,900
Riverside Road, Chipping Norton - Gpt Modification And Acces
0 102,810 0 0 0 0 0 0 0 0
Ward Place, Hinchinbrook - Gpt Access 35,258 0 0 0 0 0 0 0 0 0
Wetlands 35,947 41,170 46,230 51,405 51,405 61,755 61,755 61,755 59,800 61,600
GPT Modification 0 0 0 0 0 0 0 0 0 61,600
Urban Drainage System 335,126 335,570 269,100 305,900 264,040 298,195 313,835 313,835 322,920 394,200
Programmed Drainage Maintenance 167,448 167,670 155,940 155,940 143,980 143,980 159,505 159,505 167,440 221,700
Stormwater Pipe Inspection, Assessment & Ancillary Works 167,678 167,900 113,160 149,960 120,060 154,215 154,330 154,330 155,480 172,500
Total 1,381,195 1,384,905 1,369,480 1,445,645 1,378,945 1,426,685 1,431,285 1,381,285 1,437,520 1,480,700
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Project SRV $ ValuePROJECT $
VALUE
Bridges 69,800 69,800Bridge Rehabilitation & Renewal 69,800 69,800Buildings 823,000 823,000Implementation of Disability Action Plan 127,000 127,000Community Centre Rehabilitation Program 145,000 145,000Water & Energy Conservation Delivery Program 75,000 75,000Child Care Centre Rehabilitation / Renovation 63,000 63,000Casula Powerhouse Arts Centre Upgrades 75,000 75,000Heritage Conservation Program 48,000 48,000Protection & Security to Councils Remote Assets Program 50,000 50,000Sports Amenity Building Upgrade Program 240,000 240,000Drainage 833,980 2,700,829Stormwater Pipe Relining 38,980 375,829CBD Trunk Drainage - Elizabeth St, George St to College St 795,000 2,325,000Floodplain 381,700 2,000,000Brickmakers Creek Flood Mitigation - Amalfi Park Detention B 381,700 2,000,000Footpaths 291,000 478,600Footpath & Cycleways Restoration - General 58,650 102,000Bus Stops 65,750 133,000Cycleway - Jedda Road, Prestons - Joadja Rd To Hill Rd Stage 70,000 147,000Longstaff Ave, Chipping Norton - Franklin To Holly Ave 70,350 70,350Spicer Avenue, Hammondville - Judd To Morley 26,250 26,250
Special rate variationThe Council uses the additional income from Special Rate Variations for the purposes of
asset maintenance and infrastructure related expenditure.
The additional works that will be funded by the first year of the 9.7 per cent Special Rate
Variation are listed below.
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Project continued SRV $ ValuePROJECT $
VALUEParks and Recreation 1,399,389 2,171,000
Playground Replacement program 390,000 390,000
Sports Courts / Facilities 110,000 110,000
Implementation of Disability Action Plan (DAP) - Parks 53,000 53,000
Pioneers' Park Monument replacement program 138,000 138,000
Paving & Landscape Restoration 50,000 50,000
Davy Robinson Stage 3 Sea Wall Construction 157,120 510,000
Floodlighting Staged Upgrade Program - Childs Park League Oval 11,269 125,000
Floodlighting Staged Upgrade Program - South Park (twin) 70,000 150,000
Local Park Upgrade - Lady woodward Park 35,000 110,000
All Access (Disability) Playground - Gough Park 300,000 300,000
Key Suburb Park Program - Harris Creek Reserve Upgrade 85,000 235,000
Roads 2,926,397 7,029,071
Pedestrian Access & Mobility Plan 31,405 59,955
Pavement Stabilisation & Strengthening 525,000 525,000
Kerb & Gutter Replacement 80,175 80,175
Safety Barrier - Bridge Approaches 30,000 31,500
Safety Barrier Renewal Program 30,000 31,500
Traffic Facilities - Renewal Programme 21,000 58,800
Bus Shelters - Renewal & Replacement 21,000 21,000
Carpark - Renewal & Replacement 47,250 47,250
Devonshire Road, Rossmore - King to Twelfth (Stage 2) 79,730 1,674,330
Dorset Place, Miller - Shropshire to North End 16,931 16,931
Fassifern Place, Cartwright - Willan to North End 31,631 31,631
Flowerdale Road, Liverpool - Memorial to Moore 173,975 784,975
Gerroa Place, Prestons - Greenwell to End of Bowl 27,891 27,891
Haddon Rig Place, Miller - Merino to East End 24,872 24,872
Maxwells Avenue, Sadleir - Cartwright to Sadleir 87,000 1,127,724
Reserve Road, Casula - Kurrajong to De-Meyrick 48,510 48,510
Wattle Road, Casula - Box to York 42,000 42,000
Wattle Road, Casula - Cedar to Beech 49,449 49,449
Whitford Road, Hinchinbrook - Robin to Godwit 495,990 495,990
Wilson Road, Hinchinbrook - Hoxton Park to Topnot 928,700 1,128,700
Woolnough Place, Cartwright - Hoxton Park to End 66,938 66,938
Traffic Facilities - New Works 56,700 56,700
Crawford Serviceway - Moore to Railway St 10,250 597,250
TOTAL 6,725,266 15,272,300
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Bridges 69.8Bridge Rehabilitation & Renewal 69.8
Buildings 33,846.5Implementation of Disability Action Plan 127.0Community Centre Rehabilitation Program 145.0Former Court House - Toilet Upgrade 150.0Water & Energy Conservation Delivery Program 75.0Carnes Hill Recreation and Community Centre - Construction 22,147.3Child Care Centre Rehabilitation / Renovation 63.0Child Care Centres Security Upgrades 112.6Cecil Hill Homestead 400.0Central Library Toilet Upgrade 220.0Middleton Rural Fire Services Station 1,215.0Northumberland Carpark Structural Improvement 500.0CBD Car Parking 7,000.0Whitlam Leisure Centre Main Area A/C Restoration 1,000.0Casula Powerhouse Arts Centre Upgrades 75.0Heritage Conservation Program 48.0Protection & Security to Councils Remote Assets Program 50.0Sports Amenity Building Upgrade Program 240.0Replacement A/C Compressors Casula Community Centre 9.6Repairs to Termite Damaged floor CPAC 33.0Replacement damaged floor Chipping Norton Recreation 30.0Upgrade Toilet Facilities Hilda Davis Senior Citizens Centre 33.0Replacement Damaged Floor Hinchinbrook Community Centre 9.0Replacement Damaged Floor Liverpool Brass Band Hall 7.0Replacement Damaged Floor Liverpool Respite Centre 40.0Upgrade Toilet Facilities Seton Hall and Clinches Pond 30.0Replacement Split A/C Speed Street Occasional Care 12.0Replacement Ducted A/C Voyager Park Community Centre 35.0Fire Dampers Francis Greenway Centre Council Chambers 40.0
Detailed capital expenditure program by asset type
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Drainage 4,707.9Programmed Drainage Maintenance 167.4Stormwater Pipe Inspection, Assessment & Ancillary Works 167.7Stormwater Pipe Relining 375.8Stormwater Pipe Structural Patches 228.0CBD Trunk Drainage - Elizabeth St, George St to College St 2,325.0Green Valley and Hinchinbrook - Stormwater Quality Improveme 292.5Local Drainage-WCD2-Swale(Cabramatta Ck to Cowpasture Rd) 585.0Prestons Industr.Local Drainage-Catchment E-West of M7 303.2Erosion protection 125.3New GPT in Existing Development 66.7Ward Place, Hinchinbrook - GPT Access 35.3Wetlands 35.9
Floodplain 3,463.2Brickmakers Creek Flood Mitigation - Amalfi Park Detention B 2,000.0Basin 3 b - Elizabeth Hills 1,045.8Flood Mitigations - Overland Flows 119.4WM7-Middleton Grange-Water Cycle Area West of Kingsford Smit 101.6Brickmakers Creek Channel Improvement - Elizabeth Street to 137.8Non Prescribed Basins - Restoration & Renewal 58.6
Footpaths 2,766.0Footpath & Cycleways Restoration - General 102.0Footpath - New Release 22.1Footpaths - Casula 31.5Bus Stops 133.0Albany Street, Busby -Coonong To Guernsey 33.6Cycleway - Casula - Link to Casula Station- Canberra Avenue- 100.0Cycleway - North Liverpool Road, Green Valley - Wilson Rd To 207.0Cycleway - Aston Reserve, Hoxton Park 115.0 Hume Highway, Warwick Farm - Irelands Bridge to Warwick Far 225.0Cycleway - Jedda Road, Prestons - Joadja Rd To Hill Rd Stage 147.0Cycleway - Elizabeth Street, Liverpool - HumeHighway to Live 448.9Cycleway - Speed Street, Liverpool - Shepherd Street To Bigg 877.8Cycleway - Heathcote Road, Wattle Grove 108.2Lawrence Hargrave Road, Warwick Farm - Station to Burlinson 38.3Longstaff Ave, Chipping Norton - Franklin To Holly Av 70.4Mannix Parade, Warwick Farm - McGirr to Lawrence Hargrave 8.1Spicer Avenue, Hammondville -Judd To Morley 26.3Footpath - Cecil Hills - Access Road- From Sandringham Dr. 72.0
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Information Technology 500.0Payroll System Replacement Upgrade 50.0IT Software Upgrade 200.0Server Room Upgrade 100.0Mobility Solutions 150.0
Land 3,245.78 Speed St Lot 81 DP 790072 110.0Sale - McLean Street Liverpool, Road closure 10.0Property Sales 250.0Sale - 9 McLean Street Liverpool 10.0WM7-Middleton Grange-Water Cycle Area West of Kingsford Smit 142.2R12-Middleton Grange-Water Management Median Street-Land 36.7Adjacent to Park off Inverell Ave - 7.19- Land 124.4Link from Kurrajong Rd to Pacific Palms Cct-8.2-Land 324.5Link from Kurrajong Rd to Pacific Palms Cct-8.3-Land 389.3Local Street 6.2 North Side of Creek & Cabramatta Ck-Land 235.5Local Street Fronting Cabramatta Ck-10-19th Ave-Land 238.0Road Reserve-Lyn Pde-RD3.3 248.7Street Along Ck North of Pacific Palms Cct-7.8-Land 183.4Street North Side of Channel-7.17-Land 210.5Trunk Collector 5.4 South of Kurrajong Rd-Land 360.5Warialda Way Extension - 7.18-Land 49.6Wingham Road - 9.6- Land 194.7Middleton Grange Multi-Purpose Community Centre-Land Acquisi 127.7
Land Improvements 1,565.0Bush Regeneration Contracts 660.0Tree Planting - Casula (s94) 50.0Tree Planting - Cecil Hill (s94) 50.0Tree Planting - Hinchinbrook (s94) 50.0Tree Planting - Plan 6 (s94) 250.0Community Nursery 250.0Environmental Education Centre 250.0Tree Planting Established Area 5.0
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Library Materials 573.1Adult fiction 53.2Adult non-fiction 66.5Audio-visual resources 90.5Children's resources 96.6Family History Centre 2.1Foreign language 91.1Indigenous collection 4.6Large print books 46.2LIAC 4.6Liverpool Heritage Library 22.8Reference 32.7Special resources 25.2Young adult resources 37.0
Parks and Recreation 5,913.0Playground Replacement program 440.0Sports Courts / Facilities 110.0OS6-Park on 16th Ave-Land Acquisition 63.7Park west of 2nd Ave, south of 16th Ave-OS7-M.Grange 634.7Implementation of Disability Action Plan (DAP) - Parks 53.0Pioneers' Park Monument replacement program 138.0Paving & Landscape Restoration 50.0Cabramatta Creek West Arm (2) - Passive Area - Edmondson Par 791.8Cabramatta Creek West Arm (1) - Passive Area - Edmondson Par 1,030.1Landscaping in Prestons Industrials 93.1Streetscape in Hoxton Pk/Carnes Hill/Prestons 441.7Davy Robinson Stage 3 Sea Wall Construction 510.0Floodlighting Staged Upgrade Program - Childs Park League Ov 125.0Floodlighting Staged Upgrade Program - South Park (twin) 150.0Local Park Upgrade - Lady woodward Park 110.0All Access (Disability) Playground - Gough Park 300.0Glen Regent Reserve Part 3 - Playground Upgrade 70.0Key Suburb Park Program - Harris Creek Reserve Upgrade 235.0Rubber Soft-Fall and Steel Slides Replacement - Black Muscat 140.0Local Park Upgrade – St Andrews Park (S94) 70.0Outdoor Fitness Gym Program – Greenway Park (S94) 152.0Floodlight Upgrade Program - Paciullo Park (S94) 135.0Local Park Improvement – Bent Street (S94) 70.0
Plant and Fleet 3,397.0Major Plant 1,755.0Motor Vehicle Capex 1,254.0Purchase of a forklift for Special Drop Off Centre 65.0Purchase of Waste Collection Vehicle 110.0Purchase of New Plant for Parks 213.0
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Roads 26,937.4Disability Action Plan Implementation - Roads and Transport 46.2Pedestrian Access & Mobility Plan 60.0Bus Shelter Installations 65.0Kurrajong Road, Prestons-Kookaburra to Sarah Holland 10,000.0R26-Middleton Grange-Local Street - Road Works 14.7Pavement Stabilisation & Strengthening 525.0R11-Collector Centre Street Frontage to Drainage over Culver 165.5Banks Road, Miller - Traffic Alignment 22.1Fifteenth Avenue, West Hoxton - Second to Herley 315.0Kerb & Gutter Replacement 80.2Safety Barrier - Bridge Approaches 31.5Safety Barrier Renewal Program 31.5Traffic Facilities - Renewal Programme 58.8Bus Shelters - Renewal & Replacement 21.0Carpark - Renewal & Replacement 47.3M. Grange Culvert - C8 - Southern Creek 221.9M. Grange Parkland Edge Street R15 12.6R12-Middleton Grange-Water Management Median Street-Works 20.4RLR30-Local Road (Park Frontage)-Edmondson Park 239.2RLR31-Local Road (Park Frontage)-Edmondson Park 143.9RLR32-Local Road (Park Frontage)-Edmondson Park 216.7Manning St By-Pass Road, Warwick Firm 1,100.0Adjacent to Park off Inverell Ave - 7.19-Works 37.5Link from Kurrajong Rd to Pacific Palms Cct-8.2-Works 80.4Link from Kurrajong Rd to Pacific Palms Cct-8.3-Works 96.5Link from Kurrajong Rd to Pacific Palms Cct-9.5-Works 66.8Local Street 6.2 North Side of Creek & Cabramatta Ck- Works 68.4Local street Fronting Cabramatta Ck-10-19th Ave - Works 64.8M. Grange - R30 - Northern Collector Street 363.4M. Grange - R31 - Local st Type 1-Love Rd 35.2M. Grange Collector Centre Street R1(Quantas Boulevard) 1,054.8Pavement over Industrial Land-Lyn Pde-RD3.6 37.3RBC10 - Bus Priority Corridor-Edmondson Park 446.1RC3 - Neighbourhood Connector - Edmondson Park 79.2RLR28-Local Road 9Park Frontage)-Edmondson Park 189.8RLR33-Local Road (Park Frontage)-Edmondson Park 36.9RLR34-Local Road (Park Frontage)- Edmondson park 191.8RLR5a-Local Road (park Frontage) - Edmondson Park 88.7RMN6-Main Neighbourhood-Edmondson park 213.3RMN7-Main Neighbourhood-Edmondson Park 585.4RMN8 - Main Neighbourhood (Park Frontage) - Edmondson Park 199.3
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RMN9 - Main Neighbourhood - Edmondson Park 639.0Road-N/West Sector-GV/Hinchinbrook - (1/2 x 15m wide) 391.9Roundabout 129.9Roundabout 1.1 Pine Rd & Maple Rd-East of Bernera Rd 47.7Roundabout-Pacific Palms Cct. 150m east of School 47.7Roundabout-Wingham Rd, south of Pacific Palms Cct. 47.7Roundabput 1.4 Myall, Box & Un-named Rds-East of Bernera Rd 47.7RPS20 - Local road (Park Frontage) - Edmondson Park 230.8Street Along Ck North of Pacific Palms Cct-7.8-Works 53.3Street Extension (1.10) of Wingham Rd south of Kurrajong Rd- 47.7Street North Side of Channel-7.17-Works 63.4Trunk Collector 5.4 South of Kurrajong Rd-Works 177.1Warialda Way Extension 7.18-Works 54.7Wingham Road - 9.6-Works 66.8Braidwood Drive, Prestons - Abbeyville to Terangle 27.1Braidwood Drive, Prestons - Bugong to Minerva 168.0Braidwood Drive, Prestons - Bumbera to Concettina 110.2Braidwood Drive, Prestons - Campi to Kingsdale 45.0Braidwood Drive, Prestons - Fortunato to Bugong 280.3Braidwood Drive, Prestons - Minerva to Abbeyville 49.2Braidwood Drive, Prestons - Terangle to Mowbray 67.4Braidwood Drive, Prestons - Tulich to Minnamurra 174.2Devonshire Road, Rossmore - King to Twelfth (Stage 2) 1,674.3Dorset Place, Miller - Shropshire to North End 16.9Fassifern Place, Cartwright - Willan to North End 31.6Flowerdale Road, Liverpool - Memorial to Moore 785.0Gerroa Place, Prestons - Greenwell to End of Bowl 27.9Greenway Park Drive, Pedestrian Fence - Greenway Park Public 26.3Haddon Rig Place, Miller - Merino to East End 24.9Maxwells Avenue, Sadleir - Cartwright to Sadleir 1,127.7Moore Street, Liverpool - College to Bigge 376.0Reserve Road, Casula - Kurrajong to De-Meyrick 48.5Riverview Road, Pleasure Point - Kerb & Gutter 20.2Wattle Road, Casula - Box to York 42.0Wattle Road, Casula - Cedar to Beech 49.4Whitford Road, Hinchinbrook - Robin to Godwit 496.0Wilson Road, Hinchinbrook - Hoxton Park to Topnot 1,128.7Woolnough Place, Cartwright - Hoxton Park to End 66.9Traffic Facilities - New Works 56.7Crawford Serviceway - Moore to Railway St 597.3
TOTAL 86,984.6
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For further information about Liverpool City Council’s Delivery
Program and Operational Plan:
Telephone the Call Centre 1300 36 2170
NRS 13 36 77
Language aides Council has many people who speak different languages. Call 1300 36 2170 and ask for your preferred language
Write a letter Chief Executive Officer Locked Bag 7064 Liverpool BC 1871
Visit Council’s website www.liverpool.nsw.gov.au
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