4 year deliveryprogram and 1 year operational plan and budget 2014 15

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


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


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


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


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


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


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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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

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SPECIAL PURPOSE ZONES

9,376 hectares

followed closely by RURAL9,065 hectares

PROCLAIMED A CITY

1960

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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

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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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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

2013-2017

OperationalPlan

2014-2015

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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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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.


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.


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1.2 Economic Development


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.



▶ 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



▶ South West Sydney Business Enterprise Centre

▶ Enterprise Connect

▶ AusIndustry

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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.


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.


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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


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

1

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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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.


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.


Strategic Projects

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Liverpool Night Markets



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


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.


Evaluation of night market model. Economic Development

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1Strategic Projects


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.


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


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2.1 Community Safety


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.


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 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


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.


2.1.3Seek external funding to deliver projects that reduce crime in the city centre and improve perception of public safety.


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2.2 Community Standards


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


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


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


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


▶ 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



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2.5 Urban Planning


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



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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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.


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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.

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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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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


▶ 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


▶ 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


Direction 3

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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


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


▶▶ 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


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.


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.


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


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2.6publicandopenspaceamenity 3.2 Community Facilities


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.



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


▶ Generic Plan of Management for Community Facilities


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.


3.2.3Assist in creating partnerships, opportunities and networks between and for community organisations using Council’s 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.


3.2.9

Improve the accessibility of the following buildings:▶ Casula Community Centre▶ Liverpool Regional Museum ▶ Kemps Creek Community Centre.


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


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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.


3.2.2Manage the booking and use of community facilities and buses for community programs, activities, gatherings and events.


3.2.3Assist in creating partnerships, opportunities and networks between and for community organisations using Council’s 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.


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.


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.


3.2.9

Improve the accessibility of the following buildings:▶ Casula Community Centre▶ Liverpool Regional Museum ▶ Kemps Creek Community Centre.


3.2.10Undertake audits of selected facilities to ensure accessibility requirements are met.


3.2.11Facilitate operation of a Men’s Shed from Council’s facilities at Sheperd Street


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2.6publicandopenspaceamenity2.6 public and open space amenity 3.3 Customer Services


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.



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


▶ Developers

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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


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.



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


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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3.43.4 Libraries and Museum


3.4.1Develop collections, information services and technology facilities for the library and museum.


3.4.2Deliver and market strategic community programs, exhibitions and events that respond to community interests and needs.


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.


3.4.4Undertake a review of the Library’s community information directory to improve usage, access and information provided to the community.


3.4.5Identify funding opportunities and submit grant applications to help deliver key programs, projects and services to the community.


3.4.6Deliver heritage and history services to the community.


3.4.7Undertake a strategic review of the museum to improve service delivery and align with best practice.


3.4.8Expand the use of social media to engage with library and museum customers and promote services, programs and events.


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2.6 public and open space amenity 3.5 Recreation Facilities


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.



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


▶ Generic Plan of Management for Sportsgrounds


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


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.


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.


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.


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.


3.5.8Progress design plans for establishment of a skate park at Miller.


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.


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


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


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.



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


3.6.1Assist priority groups to access services and food by supporting the operation of the Liverpool Community Kitchen and hub.


3.6.2Provide funding to community groups through Council’s Community Donations Program and administer the ClubGRANTS program.


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.


3.6.4Support the Community Sector to improve coordination of information and human service delivery in Liverpool .


3.6.5Facilitate recognition of Aboriginal heritage and protocols and support Aboriginal groups in Liverpool.


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.


3.6.8Improve access to facilities and services for people with a disability.


3.6.9Manage the Liverpool Community Profile and provide expert demographic advice to Council and external stakeholders through information provision and training.


3.6.10Establish the Greater Western Sydney Community Farm at Rossmore Grange.


3.6.11Conduct an annual multi-cultural forum and related focus group meetings.


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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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


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


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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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


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.

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Investigation and Design of different options.Infrastructure Delivery Open Space

Delivery and installation of shade structures, Infrastructure Delivery Open Space

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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

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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


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.


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


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.


4.1.3Promote the availability of Marsden Gallery for use by local artists and the Theatre for hire for presentation of local performances.


4.1.4Generate revenue by hiring out Casula Powerhouse Arts Centre’s facilities.


4.1.5Support local organisations to implement arts and cultural programs by providing subsidised access to the venue.


4.1.6Identify funding opportunities and submit grant applications to help deliver key Council programs, projects and services to the community.


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4.2 Community Engagement


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.



▶ 85% of people express satisfaction or better with Council’s consultation with the community


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


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.


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.


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.


4.2.7Manage and improve a resident newsletter to the wider community.


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


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4.3 Events


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.




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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4.3 2014-15 Operational Plan Actions


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


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.


4.3.3Hold regular Mayoral Civic Receptions to celebrate special occasions and achievements.


4.3.4Develop and distribute a local calendar of events to increase community awareness and participation.


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Cultural and Arts Policy and Plan Tourism Policy and Plan



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.

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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

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ANZAC Day Centenary



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.

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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

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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


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


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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3 2014-15 Operational Plan Actions Service Accountability

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.


5.1.3Undertake bush regeneration at 8 sites and continue to maintain existing bush regeneration sites in accordance with the Environmental Levy Program.


5.1.4Deliver the Noxious Weed Management Program to manage noxious, environmental and aquatic weeds.


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.


5.1.6

Undertake the following environmental education programs:▶▶ Sustainability Workshop Series ▶ Sustainability Series fact sheets▶ school visits regarding environmental issues▶ website information.


5.1.7Develop and distribute the Sustaining Liverpool newsletter each quarter to improve awareness and action for environmental sustainability.


5.1.8

Undertake works to improve water and energy conservation at:▶ Liverpool City Library▶ Whitlam Leisure Centre▶ Warwick Farm Child Care Centre.


5.1.9Coordinate the Environment Volunteer Program and engage community volunteers to undertake environment restoration activities across Liverpool.


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


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.



▶ 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


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.


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.


5.2.3Provide underground trunk drainage system in Elizabeth Street between George and College Streets using grant funds.


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


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


▶ 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



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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 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.

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Construction Tender Infrastructure and Environment

Construction Infrastructure and Environment

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City Centre Trunk Drainage Project


Project Budget$2.3 million

Key Stakeholders Office of Environment and Heritage


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.

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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

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6.1 Roads, Footpaths and Cycleways


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.



▶ 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


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


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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.


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.


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.


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.


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


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.




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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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


6.2.5Participate in local drink drive and liquor accord programs.


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.


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6.3 Traffic and Transport


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.



▶ 25% of trips to work made by mode other than car


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


▶ 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.


6.3.3Work with Transport for NSW and local bus companies to improve public transport infrastructure and services in Liverpool.


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.


6.3.5Address traffic and transport issues raised by the community, including installation of new traffic facilities, signs and line marking.


6.3.6Hold six Local Traffic Committee meetings yearly to recommend new traffic facilities which address community traffic concerns.


6.3.7Assess traffic impacts of traffic generating development applications and proposals.


6.3.8Continue implementation of the Liverpool City Centre Car Parking Strategy including management of the parking meters in the city centre.


6.3.9Manage Council’s owned car parks in and around the Liverpool city centre.


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 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.

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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 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.

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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


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7.1 Civic and Corporate Leadership


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


▶ 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


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


▶ State and Federal government agencies

▶ Elected Leaders

▶ Local Government Association Conference

▶ National General Assembly Conference

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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.


7.1.2Roll out the infoCouncil business paper system for Council’s Committee meetings.


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.


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.


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.


7.1.8Deliver the Citizenship program that includes a variety of locations for ceremonies.


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7.2 Financial Sustainability


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.




▶ 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


NSW State Plan 2021

Goal 30: Restore trust in State and Local Government as a service provider


▶ 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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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.


7.2.4Review debt recovery procedures across Council to reduce the risk of incurring bad debts.


7.2.5Operate and maintain Council’s financial systems in accord with industry standards and legislation


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.




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



▶ 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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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


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.




SERVICE

▶ Community satisfaction with information on Council’s website

▶ 99% operations and systems uptime

▶ 30% increase in online transactions

Key Policies▶ Information Technology Strategy


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


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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


7.4.4Investigate the expansion of mobile devices for service delivery.


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7.5 Workforce Management


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.



▶ 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


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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7.5.1

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.


7.5.4Support a flexible workplace by developing and implementing a Phased Retirement Policy and Career Break Policy.


7.5.5Implement a recruitment and selection policy and process that attracts and retains high quality, experienced and qualified staff.


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.


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


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.

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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

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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

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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


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)


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


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


(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


(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


(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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Consolidated Budget by Department Executive Director 2 2014-2015

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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


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


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


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



Adjacent to Park off Inverell Ave - 7.19-Works 37.5

Link from Kurrajong Rd to Pacific Palms Cct-8.2-Works 80.4



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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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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172

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

Delivery P



173

FIN

AN

CIA

L IN

FO

RM

ATIO

N

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

D

eliv

ery

Pro

gram

201

3-20

17 I

Ope

ratio

nal P

lan

2013

-201

4

178

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

Further Information

Our Directions

Vibrant Prosperous City

Liveable Safe City

Healthy Inclusive City

Proud Engaged City

Natural Sustainable City

Accessible Connected City

Leading Proactive Council

Our Guiding Principles

Leadership

Excellence

Partnership

Innovation

Equity

Sustainability

4 year deliveryprogram and 1 year operational plan and budget 2014 15

Documents

community strategic

playgrounds delivery

community engagement98

community safety58

community facilities76

community standards60

operational plan37

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