liverpool city council - annual report 2012 - 2013

LIVERPOOL CITY COUNCILANNUAL REPORT 2012-2013

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Preface

Purpose of this annual report ...............................................................5Council’s vision, mission and values ...................................................6Message from the Mayor .....................................................................7Message from the Chief Executive Officer ..........................................8

Part 1 – Overview of Liverpool City Council

Liverpool City........................................................................................10Elected Council .....................................................................................11Council Meetings .................................................................................14Council Committees .............................................................................16Organisational structure ......................................................................19Access to Council information ............................................................20Commitment to ethical governance ..................................................20Code of conduct ...................................................................................20Conflicts of interest ..............................................................................20Ethics and audit Committee ...............................................................20Fraud and corruption prevention .......................................................20Community engagement ....................................................................21Council’s community donations and sponsorship ............................22Council’s financial summary ...............................................................23Risk management ...............................................................................27Managing Council Assets ....................................................................28Asset management planning .............................................................28Road and transport ..............................................................................30Drainage ...............................................................................................31Parks and recreation ...........................................................................32Buildings ...............................................................................................33Condition of Assets ..............................................................................34Stormwater management service charge ........................................36Works Funded from a special rate variation .....................................37Environment levy works .....................................................................38

contents

Part 2 – Delivery Program 2011-15 Achievements

Planning for the future .............................................................................................................. 42 Community Strategic Plan ............................................................................................. 43 Delivery Program 2011-15 and Operational Plan 2012-13 ....................................... 44 Resourcing strategy ........................................................................................................ 44 Reporting on progress .................................................................................................... 44 Sustainability ................................................................................................................... 45 Council’s achievements in implementing the Delivery Program during 2012-13 ............. 51 Objective 1: Liverpool is the vibrant regional centre for South-West Sydney ..... 51 Objective 2: Neighbourhoods and villages are well designed, safe and clean ... 54 Objective 3: Urban development is consistent with sustainability principles ...... 57 Objective 4: Liverpool is a socially inclusive and healthy community .................. 60 Objective 5: Council and the community work together to

support environmental sustainability .................................................. 63 Objective 6: The culture and diversity of Liverpool is recognised and valued ..... 66 Objective 7: There is an efficient and highly connected transport system .......... 68 Objective 8: Urban infrastructure meets the needs of a growing community .... 70 Objective 9: There is access to comprehensive education and training ............... 72 Objective 10: Liverpool has a range of business and employment opportunities ... 74 Objective 11: Decision-making processes are transparent and the

community has opportunities to be involved .................................... 76 Objective 12: The community is supported by a well-managed and

responsive Council ................................................................................ 78

Part 3 - Statutory reporting requirements

Overseas visits by councillors and council staff ..................................................................... 83Mayoral and councillor fees, expenses and facilities ............................................................ 83Contracts awarded by council .................................................................................................. 85Amounts incurred in relation to legal proceedings ............................................................... 86Private works and financial assistance.................................................................................... 87Planning agreements ................................................................................................................ 87Corporations, trusts, partnerships and joint ventures ............................................................ 88Rates and Charges written off during the year ...................................................................... 89Senior Staff remuneration ........................................................................................................ 89Equal employment opportunity management plan .............................................................. 89Companion animal management ............................................................................................ 90Work, health and safety............................................................................................................ 90

Separate documentPart 4 - Audited Financial Statements and Notes to the Accounts

contents

PART 1 / Preface

PURPOSE OF ThiS ANNUAL REPORT

PREFACE

This Annual Report documents Liverpool City Council’s performance over the 2012-13 financial year in relation to the Principal Activities detailed in Growing Liverpool 2021, the Delivery Program 2011-15 and Operational Plan 2012-13.

The Annual Report is made up of four parts:

Part 1 is an overview of Liverpool City Council and its governance. Part 2 provides details of Council’s performance against the Delivery Program 2011-15. Part 3 provides additional reporting information required by legislation. Part 4 contains Council’s audited financial statements.

The first three parts are published in one volume. Part 4 is published individually. Hard copies of this document are available from Council’s Administration Centre on Level 2, 33 Moore Street, Liverpool.

This report is prepared in accordance with Section 428 of the Local Government Act 1993 and the Division of Local Government Planning and Reporting Guidelines for Local Government in NSW.

5

Liverpool City Council ANNUAL REPORT 2012-2013

Liverpool City Council ANNUAL REPORT

COUNCiL’S ViSiON, MiSSiON AND VALUESCOUNCiL’S ViSiON FOR LiVERPOOL Liverpool, a vibrant historical regional city of growth, prosperity and diversity.

COUNCiL’S MiSSiON

• Guide the City into the next century. • Provide purposeful and visionary leadership whilst being consultative, responsive and accessible.• Decide on resources required for sustainable growth and community expectations for the future of

Liverpool.• Protect the City’s reputation and align it with the perceptions of its residents.

COUNCiL’S VALUESAt Liverpool City Council we:

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 willing to adhere to our values while pro-actively retaining good staff.

Work together by contributing towards team goals as identified in work plans and, assisting other team members through cooperative work ethics. We also actively help other units and staff across the organisation.

Respect people by encouraging an honest, courteous, ethical, fair and equitable workplace. Valuing cultural diversity issues and understanding 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 pro-active in our approach in providing excellent levels of internal and external customer service, leading by example and showing initiative and innovation.

Our Vision, Mission and Values


6

It is with great pleasure that I introduce Council’s annual report for 2012-13. My commitment is to lead the growth of Liverpool into the thriving regional city for South Western Sydney. This year has seen significant progress towards this goal. This report provides a summary of just some of the many projects and services which Council delivered this year.

Council commenced a City Centre Revitalisation Project which is aimed at delivering a program of major works to transform the city centre into the destination of choice for business, entertainment and recreation. We established the City Centre Revitalisation Committee and appointed Professor Edward J. Blakely of the United States Study Centre at Sydney University as an Honorary Advisor on Urban Revitalisation.

We delivered on our commitment to install CCTV in the city centre and are using this as a way of also providing free wi-fi to anyone who visits the Liverpool CBD. We continued to refine Liverpool’s parking strategy, and were successful in receiving a low interest loan from the State to deliver a parking facility in the city centre.

My fellow Councillors and I continued to advocate on issues which are important to the community, leading the campaign against the location of the proposed intermodals at Moorebank. Council acknowledges the need for an intermodal and the jobs it can create but opposes the location adversely affecting so many local residents, the Georges River, the parklands and our Casula Powerhouse Arts Centre.

Council opened several new community facilities including the launch of a cutting edge sportsground at Brownes Farm Reserve valued at $5.5 million, new sporting ground, fencing and upgrades to Peter Miller Park and improvement works to all of our popular aquatic and recreation centres.

Council adopted its new Community Strategic Plan in June 2013. We have listened to you carefully and delivered a budget which drives economic growth, invests in much needed infrastructure and provides a range of important services, programs and initiatives for our community. I am pleased to advise that we have:• More than doubled our roads budget in the last 3 years, from $11.6 million in 2011-12 to $27.2 million in 2013-14.• Increased our spending on cleaning by almost 50%, from $11.3 million in 2010-2011 to $16.9 million in 2013-14.• Almost doubled what we spent on footpaths and cycle-ways from $2.7 million in 2010-11 to $5 million in 2012-13.• Increased spending on planning for jobs, investment and growth by $1.5 million from $2.5 million in 2012-13 to

$4 million in 2013-14.

On behalf of Council, I extend my appreciation to our staff and many partners for the tremendous work they have done in delivering the best possible services to our community.

Mayor’s Message

MESSAgE FROM

ThE MAyOR

Ned MannounMayor


7


Chief Executive Officer’s Message

Council saw significant achievements being made in 2012-13 to enhance community wellbeing and the liveability of the city of Liverpool.

We continued to deliver on implementing the vision, strategies and priorities which were outlined in the Growing Liverpool 2021 Community Strategic Plan and great effort was made to engage the community in the development of Growing Liverpool 2023, the new 10-year plan for Liverpool which was adopted by Council at its June meeting.

Council worked hard on ensuring its financial sustainability. Council is in a strong financial position; it had an operating budget in 2012-13 of approximately $191.5 million and our financial position was assessed as being sound and stable.

Stimulating Liverpool’s economy and ensuring jobs are located closer to home was of upmost importance, Council determined more than $569 million in development applications, representing a significant investment in Liverpool’s economy. Council developed an Economic Development Strategy, providing a road map to guide growth in the local economy for the next five years.

Building for a growing community was one of our highest priorities during the year. Seventy-four million dollars was spent on capital works and acquisitions. This included 12 kilometres of new roads, $17 million in road and transport improvements and $7.4 million on parks and recreational facilities.

Our facilities continued to be popular with the local community. Our libraries registered more than 1.1 million total visits and there were more than 750,000 visits to Council’s leisure centres. The majority of these were to Liverpool City Library and the Whitlam Leisure Centre, both located in the Liverpool Central Business District and reinforcing this centre as a destination which attracts people from all over the region.

Council continued to invest in arts and culture through its iconic Casula Powerhouse Arts Centre. Visitation at this centre has doubled in the last three years, showcasing the Centre’s popular program and activities.

Council held a range of community events to develop a sense of community spirit and bring people together. This included the inaugural New Year’s Event, providing families with the opportunity to celebrate the beginning of the year close to home. More than 5,000 people attended this event and Council received many positive comments and compliments from the community.

The Local government elections in September saw us welcome a new Mayor, Deputy Mayor and four new Councillors, each bringing their different experiences, skills and perspectives to the development of our organisation and city. I would like to thank the Mayor, Deputy Mayor, Councillors, staff and community volunteers for their commitment and dedication to delivering Council projects and services throughout the year.

MESSAgE FROM ThE

ChiEF ExECUTiVE OFFiCER

Farooq Portelli JPChief Executive Officer


8

OVERViEW OF LiVERPOOL CiTy

COUNCiL

PART 1:



The Liverpool City Council area is one of the largest local government areas in metropolitan Sydney, covering 305 square kilometres and 42 suburbs. In 2012-13 Liverpool’s population was more than 191,000 people from a diverse range of backgrounds.

The State Government has identified Liverpool City as the regional city for South-Western Sydney. Council is actively facilitating the ongoing development of Liverpool as a regional city through various initiatives including the establishment of an economic development portfolio and a city centre revitalisation project.

Liverpool is geographically positioned as the gateway to Sydney, being at the crossroads for travel to Canberra, Melbourne and Adelaide. Council’s aim is to improve the quality of life for people who live, work or visit the Liverpool area by developing a vibrant business climate where high quality jobs, education and training opportunities are located close to home.

The area has recently undergone significant infrastructure upgrades with the launch of the largest hospital in Australia, high-end retail facilities including a large shopping mall, schools and tertiary education facilities (including TAFE and a teaching hospital). Growth in the health and education precinct provides an excellent opportunity for future cluster growth and investment attraction.

Liverpool incorporates a significant part of the South West Growth Centre and will be subject to significant urban development. It is projected that the population of Liverpool will be 239,000 by 2021.

LiVERPOOL CiTy

PART 1 / Liverpool City

Macquarie Street Mall by night.


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PART 1 / Elected Council

ELECTED COUNCiLLiverpool City Council has 11 elected members of Council comprising a Mayor that is elected by popular vote and 10 councillors. The local government area has two wards – north and south – with five councillors representing each ward.

Councillors represent the community at council meetings and as council delegates on internal and external committees and boards.

Council elections were held on 8 September 2012 and a new Council was elected. Liverpool City’s Councillors prior to 8 September 2012 were:

Mayor Wendy WallerDeputy Mayor Tony HadchitiClr Ghulam GillaniClr Mazhar HadidClr Peter HarleClr Ali KarnibClr Gary LucasClr Ned MannounClr Jim McGoldrickClr Nadia NapoletanoClr Anne Stanley

BADGERYS CREEK KEMPS

CREEK

CECIL PARK

CECIL HILLS

MIDDLETON GRANGE

GREEN VALLEY

HINCHINBROOKBUSBY

MILLERCARTWRIGHT

ASHCROFT

HECKENBERG MOUNT PRITCHARD

LIVERPOOL

WARWICK FARM

WATTLE GROVE

HAMMONDVILLE

VOYAGER POINT

PLEASURE POINT

CHIPPING NORTON

MOOREBANK

HOLSWORTHY

CASULA

LURNEA

PRESTONS

AUSTRALROSSMOREBRINGELLY

GREENDALE

WALLACIA LUDDENHAM

EDMONDSON PARK

DENHAM COURT

WEST HOXTON

HOXTONPARK

INGLEBURN

HORNINGSEA PARK

LEPPINGTON

SADLEIR

ThE NORTh AND SOUTh WARDS OF ThE LiVERPOOL LOCAL gOVERNMENT AREA


11


MAyOR NED MANNOUN

• Budget and Finance Committee• Casula Powerhouse Arts Centre Board• Economic Development Committee• Financial Contributions Panel• Heritage Advisory Committee• Liverpool City Centre Revitalisation

Committee• Liverpool Multicultural Advisory

Committee

• Liverpool Sports Committee• Liverpool Traffic Committee• No Intermodal Committee• Street Naming Committee• Tourism and Events Committee• Westpool• Western Sydney Regional Organisations

of Councils


COUNCiLLOR gUS BALLOT

• Budget and Finance Committee• Economic Development Committee• Environment Advisory Committee• Ethics and Audit Committee• Liverpool City Centre Revitalisation

Committee

• Liverpool Migrant Resource Centre Management Committee

• Liverpool Multicultural Advisory Committee

• Street Naming Committee• Tourism and Events Committee

COUNCiLLORSABRiNA MAMONE

• Budget and Finance Committee• Casula Powerhouse Arts Centre Board• Economic Development Committee• Liverpool Access Committee• Liverpool City Centre Revitalisation

Committee• Liverpool Multicultural Advisory

Committee

• Liverpool Youth Council• No Intermodal Committee• NSW Metro Public Libraries Association• The South West Sydney Academy of

Sport Board• Tourism and Events Committee

COUNCiLLOR gEOFF ShELTON

• Budget and Finance Committee• Economic Development Committee• Environment Advisory Committee• Ethics and Audit Committee

COUNCiLLOR ANNE STANLEy • Liverpool Sports Committee

COUNCiLLOR TONy hADChiTi

• Budget and Finance Committee• Liverpool Multicultural Advisory

Committee• No Intermodal Committee

• Joint Regional Planning Panel• Western Sydney Regional Organisations

of Councils

SOUTh WARD

Representative Member on







12


COUNCiLLOR PETER RiSTEVSKi

• Budget and Finance Committee• Casula Powerhouse Arts Centre Board• Economic Development Committee• Environment Advisory Committee• Georges River Combined Councils

Committee

• Liverpool City Centre Revitalisation Committee

• Liverpool Multicultural Advisory Committee

• Tourism and Events Committee

COUNCiLLOR WENDy WALLER

• Aboriginal Consultative Committaee• Casula Powerhouse Arts Centre Board• Liverpool Access Committee• Liverpool Youth Council

DEPUTy MAyORMAzhAR hADiD

• Budget and Finance Committee• Casula Powerhouse Arts Centre Board• Economic Development Committee• Ethics and Audit Committee• Financial Contributions Panel• Liverpool City Centre Revitalisation

Committee

• Tourism and Events Committee• Joint Regional Planning Panel• Macarthur/Liverpool Regional Advisory

Council

COUNCiLLOR ALi KARNiB • Tourism and Events Committee

COUNCiLLOR PETER hARLE

• Budget and Finance Committee• Economic Development Committee• Environment Advisory Committee• Ethics and Audit Committee• Floodplain Management Authorities• Joint Regional Planning Panel

(alternative)• Liverpool Youth Council

• Macarthur Bushfire Management Committee

• No Intermodal Committee• Royal Fire Services (RFS) – Macarthur

Zone Liaison Committee• Tourism and Events Committee

NORTh WARDRepresentative Member on






13

PART 1/ Council Meetings

Liverpool City Council meets monthly. Dates are set by a resolution of Council and advertised in the local newspapers and on Council’s website. Council meetings are open to all members of the public. Under the provisions of the Local Government Act 1993, some sections of a meeting may be closed to discuss matters such as legal proceedings and commercial in confidence issues, however the resolutions from these items are always made public. All council meeting agendas, reports and minutes are published on Council’s website.

Councillor Briefings provide a forum for the Mayor and Councillors to conduct in-depth discussions with professional staff. The sessions provide the time needed to explore important and complex issues in detail. No formal decisions are made at Councillor Briefing Sessions.

Twelve ordinary Council meetings, two extraordinary Council meetings and eighteen Councillor Briefing Sessions were held during the year. Attendance of councillors at these meetings is summarised in the following tables.

COUNCiL MEETiNgS

Council meetings are held once a month.


14

September 2012 to June 2013

CouncillorCouncil

Meetings attended

Extraordinary Council

Meetings attended

Briefing Sessions attended

Mayor Ned Mannoun 10 2 11

Deputy Mayor Mazhar Hadid

10 2 14

Clr Gus Balloot 9 1 11

Clr Tony Hadchiti 10 2 12

Clr Peter Harle 10 2 11

Clr Ali Karnib 9 2 8

Clr Sabrina Mamone 10 2 8

Clr Peter Ristevski 10 2 8

Clr Geoff Shelton 10 2 14

Clr Anne Stanley 10 2 9

Clr Wendy Waller 7 1 0

PART 1/ Council Meetings

July to August 2012 (prior to Council elections in September 2012)

CouncillorCouncil Meetings

attendedCouncillor Briefing Sessions attended

Mayor Wendy Waller 1 0

Deputy Mayor Tony Hadchiti 2 4

Clr Ghulam Gillani 1 0

Clr Mazhar Hadid 2 4

Clr Peter Harle 2 4

Clr Ali Karnib 2 0

Clr Gary Lucas 2 3

Clr Ned Mannoun 1 4

Clr Jim McGoldrick 2 1

Clr Nadia Napoletano 2 3

Clr Anne Stanley 2 0

Two Council meetings and four Councillor Briefing Sessions were held during this period.

Ten Council meetings, 2

Extraordinary Council Meetings and 14 Councillor Briefing Sessions were held during this period.


15


PART 1/ Council Committees

Council has established a number of committees that provide advice to Council on a range of community matters. Most of the committees are made up of community representatives and at least one councillor. They meet on a regular basis and are governed by a charter which is endorsed by Council.

The following committees were held during the year:

• AboriginalConsultativeCommittee• BudgetandFinanceCommittee• CasulaPowerhouseArtsCentreBoard• EconomicDevelopmentCommittee• EnvironmentAdvisoryCommittee• EthicsandAuditCommittee• FloodplainManagementCommittee• HeritageAdvisoryCommittee• LiverpoolAccessCommittee• LiverpoolCityCentreUrbanRevitalisationCommittee• LiverpoolMulticulturalAdvisoryCommittee• LiverpoolSportsCommittee• LiverpoolYouthCouncil• NoIntermodalCommittee• StreetNamingCommittee• OrderofLiverpoolAdvisoryCommittee• TourismandEventsCommittee• WarwickFarmRacingPrecinctSteeringCommittee

Councillor attendance at committee meetings is summarised below-

COUNCiL COMMiTTEES

Committee Name Councillor RepresentativeMeetings Attended

Meetings Held

Aboriginal Consultative Committee

Clr Wendy Waller 5 7

Pre September 2012

Clr Peter Harle 1 1

Budget and Finance Committee

Mayor Ned Mannoun 5 5

Deputy Mayor Mazhar Hadid 5 5

Clr Gus Balloot 5 5

Clr Tony Hadchiti 0 5

Clr Peter Harle 5 5

Clr Sabrina Mamone 2 5

Clr Peter Ristevski 2 5

Clr Geoff Shelton 5 5

Casula Powerhouse Arts Centre Board






Pre September 2012

Mayor Wendy Waller 1 1


Clr Gary Lucas 1 2

Community and Recreation Panel (Panel merged with Community Forums in November 2012)

Pre September 2012

Clr Gary Lucas 1 1



16



Meetings Held

Economic Development Committee



Clr Gus Balloot 4 6

Clr Peter Harle 6 6



Clr Anne Stanley (1/7/12-17/1/13) 1 1

Clr Geoff Shelton (18/1/13-30/06/13) 5 5

Environment Advisory Committee

Clr Gus Balloot 0 2

Clr Peter Harle 2 2

Clr Peter Ristevski (1/7/12-29/5/13) 0 2

Clr Geoff Shelton (30/5/13-30/6/13) 1 2

Pre September 2012Mayor Wendy Waller 1 1

Clr Peter Harle 1 1

Clr Gary Lucas 0 1

Ethics and Audit Committee


Clr Gus Balloot 0 1

Clr Peter Harle 1 1

Clr Geoff Shelton 1 1

Pre September 2012Clr Peter Harle 1 1

Clr Jim McGoldrick 1 1


Financial Contributions PanelMayor Ned Mannoun 3 3


Heritage Advisory Committee


Pre September 2012Clr Gary Lucas 1 1

Liverpool Access Committee




Liverpool City Centre Revitalisation Committee



Clr Gus Balloot 1 1



Liverpool Multicultural Advisory Committee


Clr Gus Balloot 1 1




Liverpool Sports Committee



Pre September 2012:Clr Mazhar Hadid 1 1


Liverpool Traffic Committee Mayor Ned Mannoun 4 7

Liverpool Youth Council

Clr Peter Harle 6 7




17




Meetings Held

No Intermodal Committee



Clr Peter Harle 4 4


Order of Liverpool Advisory Committee

Pre September 2012:Mayor Wendy Waller 1 1

Clr Hadid 1 1

Clr Harle 1 1

Street Naming Committee


Clr Gus Balloot 2 4


Tourism and Events Committee



Clr Gus Balloot 4 5

Clr Peter Harle 4 5



Clr Ali Karnib 3 5

Council staff and councillors were also involved in a number of external committees that deal with issues that impact on the Liverpool area. Councillor representation on external committees is as follows.

External Committee/Affiliated Boards Council representative/s

Floodplain Management Authorities Councillor Peter Harle

Georges River Combined Councils Committee Councillor Peter Ristevski

Joint Regional Planning PanelDeputy Mayor Mazhar Hadid Councillor Tony Hadchiti Councillor Peter Harle (alternate)

Liverpool Migrant Resource Centre Management Committee Councillor Gus Balloot

Macarthur/Liverpool Regional Advisory Council Deputy Mayor Mazhar Hadid

Macarthur Bushfire Management Committee Councillor Peter Harle

NSW Metro Public Libraries Association Councillor Sabrina Mamone

Royal Fire Service (RFS) – Macarthur Zone Liaison Committee Councillor Peter Harle

The South West Sydney Academy of Sport Councillor Sabrina Mamone

WESTPOOL Mayor Ned Mannoun

Western Sydney Regional Organisation of CouncilsMayor Ned Mannoun Councillor Tony Hadchiti


18

PART 1 / Organisational Structure

ORgANiSATiONAL STRUCTUREThe Chief Executive Officer (CEO) is the general manager of Council. The CEO leads the implementation of Council’s strategic objectives and ensures that Council’s decisions are turned into action. The CEO’s responsibilities include the effective and efficient operation of Council, employment of Council staff and management of resources.

The Executive Directors provide strategic leadership and guidance. Executive Directors also provide professional, positive staff and workplace leadership by creating and maintaining an environment where staff are valued, challenged and inspired to achieve strategic objectives. When necessary, the Executive Directors deputise for the Chief Executive Officer.

Council’s organisational structure as at June 2013 is shown below.

Our staffAt the end of June 2013 Council employed 680 staff, comprising of 554 full-time, 92 part-time and 34 temporary staff.

Chief Executive

Officer

Executive Director

Group Manager

Planing and Growth

Group Manager

Infrastructure and

Environment

Group Manager

Economy and Engagement

Group Manager

Strategy and Executive

Group Manager

Community and Culture

Group Manager Business

Excellence

Group Manager City Presentation

Group Manager City Governance

Executive Director


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PART 1 / Access to Council information

ACCESS TO COUNCiL iNFORMATiONCouncil facilitates public access to information in accordance with the Government Information (Public Access) Act 2009. During 2012-13, Council processed 969 informal requests for information. In addition, Council received 29 formal access applications, of which 3 were refused. Applications for information are only refused when there is an overriding public interest against disclosure.

Council’s Proactive Release of informationDuring the year Council proactively released information on its webpage and in the local media, including Development Applications, Local Environment Plans, Development Control Plans and local policies.

COMMiTMENT TO EThiCAL gOVERNANCECouncil is committed to ethical governance and has a suite of policies in place to support this. These policies are available on Council’s website and include topics such as conflict of interest, gifts and benefits, internal investigations and fraud prevention.

Code of ConductCouncil’s Code of Conduct assists Councillors, Council staff and members of Council committees to:

• Understand the standards of conduct that are expected of them

• Fulfil their statutory duty to act honestly and exercise a reasonable degree of care and diligence

• Act in a way that enhances public confidence in the integrity of local government.

It provides the foundation for ethical decision-making and is based on the Division of Local Government’s Model Code of Conduct.

Conflicts of interestAs there is significant potential for conflict of interests to arise in the course of a council official’s role, it is important that these are managed appropriately and all interests are disclosed before the matter is considered.

During 2012-13 there were:• two declarations of pecuniary interests by Council

staff• two declarations of non-pecuniary interests by

Council staff • forty seven declarations of non-pecuniary interests

made by Councillors

These were all dealt with in accordance with Council’s Ethical Governance Conflicts of Interest Policy.

Ethics and Audit Committee Council’s Ethics and Audits Committee oversees:

• strategy and systems with respect to business ethics and corporate conduct

• financial reporting and control processes, both internal and external

• the scope of the internal audit program and its effectiveness.

Membership of the Committee for 2012-13 was:

• Jay Plibersek (independent Chair)• Deputy Mayor Mazhar Hadid• Councillor Gus Balloot• Councillor Peter Harle• Councillor Geoff Shelton• Councillor Jim McGoldrick (prior to September 2012)• Councillor Nadia Napoletano (prior to September

2012)

Observers at the meetings include Farooq Portelli (Chief Executive Officer), Julie Hately (Executive Director), Matthew Walker (Group Manager Business Excellence), Dennis Banecevic (Council’s External Auditor) and Chris Van Zyl (Senior Internal Auditor).

As of June 2013 the committee had one vacant independent member position.

Fraud and Corruption PreventionAll councillors and managers of Liverpool City Council are responsible for creating an environment that promotes active fraud and corruption control by carrying out and issuing clear standards, strategies and procedures that prevent fraudulent and corrupt behaviour. Council’s Fraud and Corruption Prevention Policy and Plan outline responsibilities and strategies for detecting and mitigating opportunities for corrupt conduct within Council.

Council has been acknowledged and recognised for its governance processes. The Division of Local Government’s Promoting Better Practice Program, identified Council’s management of gifts and benefits as “better practice” which “exceeds current requirements”.


20

PART 1 / PART 1 / Community Engagement

COMMUNiTy ENgAgEMENTCouncil has a number of strategies in place to engage with the community and ensure that the community is aware and involved in Council’s operations. These include:

• Placing draft plans, strategies and policies on public exhibition• Ensuring information on the website is relevant and up to date• Distributing regular newsletters to households• Facilitating Council committees on a range of subject areas• Hosting engagement booths at different locations across Liverpool and at community

events• Organising Public Meetings on topical issues• Facilitating Customer Service and Developer Focus Groups• Facilitating monthly Community Forums, both rural and urban • Using social media forums such as Facebook and Twitter• Undertaking an annual community telephone survey

A range of community forums and meetings are held at Bringelly Community Centre.


21


PART 1/ Community Donations and Sponsorship

COMMUNiTy DONATiONS AND SPONSORShiPIn 2012-13 more than $166,000 was provided to community groups, organisation and individuals in accordance with Section 356 of the Local Government Act 1993. The recipients and funding received by each are detailed in the following table. The below table details funding information.

Community donationsLiverpool Family and Children’s Services Interagency $ 10,000Liverpool Migrant Resource Centre $ 10,000Miller Art and Fact $ 7,000Y Foundations $ 6,500South West Child Adolescent and Family Services $ 6,000Liverpool District Combined Senior Citizen’s Progress Association $ 5,250Inspire Community Services $ 5,000Liverpool Neighbourhood Connections $ 5,000Liverpool Women’s Health Centre $ 5,000AFAQ Culture Arts and Sports Association $ 4,000Disability South West $ 3,500Australian Ethiopian Community Good Family Welfare $ 3,500City of Liverpool Meals on Wheels $ 3,250Liverpool Association $ 3,000The Junction Works Ltd, Wattle Grove Neighbourhood Centre $ 2,325Treehouse Theatre $ 2,000Spanish and Italian Speaking Seniors' Group $ 2,000Liverpool Sudanese Australian Union $ 1,519Outer Liverpool Community Services $ 1,423IGBO Association of NSW $ 631Total: $86,898International donationsLau Samoa Council $ 5,000Total $ 5,000Youth donationsNatasha Lay - 8th International Conference of Youth $ 500Adrian Vincent - World Vision Youth Ambassador $ 500Seth Dias - NSW Youth Parliament $ 100Total: $ 1,100School donationsAshcroft High School $ 100Cecil Hills High School $ 100Christadelphian Heritage College Sydney $ 100Hoxton Park High School $ 100James Busby High School $ 100John Edmondson High School $ 100Lawrence Hargrave School $ 100Liverpool Girls High School $ 100Miller Technology High School $ 100Moorebank High School $ 100William Carey Christian School $ 100Total: $ 1,100Sports DonationsTotal: $ 16,200Corporate SponsorshipAustralian Turf Club $ 10,000Shree Santab Dharma Pratinidhi Sabha of Australia $ 6,000Combined Mission $ 5,500Vedic Festival $ 5,000Friends of India $ 3,500Miracle Babies $ 3,500Sanatan Satsang Sabha of NSW $ 2,500Precedent Productions $ 2,225Lau Samoa Council $ 2,200Friends of Fiji $ 2,000Autism Association $ 1,000Fil-Oz Liverpool and Districts $ 1,000Macedonian Cancer Research ANZAC Golf Day $ 1,000Police Officer of the Year $ 1,000Total: $ 46,425Other DonationsPCYC Gift of Time for Kids Event $ 5,000Thomas Hassall High School $ 5,000Total $ 10,000Donations Annual Total: $166,723


22

COUNCiL’S FiNANCiAL SUMMARy Council’s financial position as at 30 June 2013 continues to demonstrate a sound and stable position.

• $191.5 million income from Continuing Operations

• $74 million capital expenditure (including $23.46 million Land Under Roads dedicated by developers)

• Rates and Charges comprised $96.93 million (50.62%) of the total income from Continuing Operations

• Operating Surplus $47.1 million

• Cash reserves increased by $10.34 million

• $23.46 million road reserve dedicated to Council in new land release areas.

SNAPShOT

income StatementThe income statement shows how much Council earned or expended during the 2012-2013 financial year and is calculated using the following formula:

Total revenue – total expenses = net result

The operating surplus in 2012-2013 was $47.1 million. A positive net result does not necessarily mean there is a surplus of funds that can be used for Council operations or future capital expenditure. Some of the net result is made up of items representing funds which have been set aside for a specific purpose and “Non-Cash” revenue. For example, during 2012-2013 these included:

• Non–Cash revenue of $23.46 million road reserves dedicated by developers to Council at Moorebank, Carnes Hill, Middleton Grange, Edmondson Park and Len Waters Estate. The value of these assets is included as revenue (these are non-cash revenues, i.e. do not represent funds available for Council operations or future capital expenditure); and

• $1.1 million “in kind” contributions from developers (value of works completed at the developer’s expense in lieu of Section 94 cash contribution).

• $19.4 million cash contributed by developers to fund future infrastructure associated with new development (Council is restricted as to how it may use these funds).

PART 1 / Financial Summary

Council provided more than $160,000 in funding to a range of community groups.


23


Sourcing our Revenue – where our money came fromCouncil had revenue of $191.5 million during 2012-2013. The largest contributions to revenue were provided by general rates and capital grants and contributions.

identifying our expenses – where our money was spentThe primary components of our $144.37 million expenditure are employee costs, depreciation and materials and contracts. Total gross expenditure increased by approximately 6.3% per cent mainly due to:

• 4.8% increase in employee costs (3.25% annual award increase and 1.55% increase for the competency review and costs associated with the organisational restructure).

• 11% increase in ‘Materials and contracts’ consisting mainly of maintenance costs for infrastructure assets, parks and open space; price and tonnage increases for garbage and recycling materials collected during the year.

PART 1 / Sourcing our Revenue

Other Expenses$11,6295 - 8%

Employee Costs$51,273 - 35%

Borrowing Costs$2,736 - 2%

Materials & Contracts $46,133 - 32%

Depreciation & Amortisation$32,594 - 23%

Where Our Money Came From ($,000 and %)

Where Our Money Was Spent ($,000 and %)

Capital Grants & Contributions $47,084 - 25% Net Gain on Sale of

Assets $1,620 - 1%

Net Share Interest in Joint Ventures $785 - less than 1%

General Rates $73,579 - 39%

Other Rates & Charges $23,355 - 12%

User Charges & Fees $12,031 - 6%

Interest & Investment Revenue $6,355 - 3%

Other Revenues $11,807 - 6%

Operating Grants & Contributions $14,838 - 8%


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PART 1 / Balance Sheet

Balance SheetThe balance sheet shows what we own (our assets) and what we owe (our liabilities) and our net worth.

Assets – what we ownAs at 30 June 2013, Council held assets worth $1.88 billion. The major components of our assets include:

• property, plant and equipment (land, buildings, roads, stormwater drainage, motor vehicles, trucks and other plant items)

• capital works in progress• investment properties• cash and investments

Revaluation of Assets and Correction of Prior year ErrorsCouncil is required by the Division of Local Government to re-value its assets at Fair Value every five years and on a cyclical basis for each major asset class in accordance with Australian Accounting Standard AASB116. For the financial year ending 30 June 2013, Council engaged a registered external Valuer to re-value its buildings and operational land.

Council recognised a fair value gain of $36.9 million upon completion and review of the Valuer’s report. This gain consisted of $29.67 million for buildings and $7.3 million for operational land.

As part of the review process, Council identified and revised down the rate per square metre on a number of operational lands held in its asset register. This resulted in a total write down of $93.2 million for this asset class. The main reason for the asset write down was an overstatement of the rate per square metre used in the 2008 revaluation. The land values

in Council’s asset register have been adjusted as at 30 June 2013 to reflect zoning, development restrictions, limited use and other factors that were not considered during the 2008 revaluation.

Both the Revaluation Gain of $36.9 million and the correction of errors of $93.2 million are reported in the Statement of Comprehensive Income (OCI), as they have no impact on the results for the reporting period. They are instead reported as equity adjustments to the Asset Revaluation Reserves and to Retained Earnings in Council’s Statement of Financial Position.

Capital expenditure

The level of capital expenditure in 2012-13 strived to deliver on the challenge of renewing community assets. During the year $74 million dollars was spent on capital works and acquisitions including $23.46 million of road reserves dedication and in kind contributions of $1.1 million by developers.

Reviewing our liabilities – what we oweCouncil’s liabilities include debt, amounts owed to suppliers and amounts owed to employees for leave entitlements. Council’s total liabilities of $77.1 million represent an increase of 6.1 per cent from the previous year. The increase is mainly due to a net increase in borrowings for $3.5 million as follows:

1. Increase in loan liability for $9.6 million – Round One Local Infrastructure Renewal Scheme (LIRS).

2. Reduction of loan liability by $6.6 million - Repayments of loan principal during the year.

3. Increase in loan liability $0.5 million - Unwinding of deemed interest income for 2012/2013 on the ten year interest free loan.

The iconic Casula Powerhouse Arts Centre is just one of Council’s many assets.


25


Cash reservesCouncil’s cash holdings have increased by $1.5 million during 2012-2013, with an increase of $2.4 million in external restrictions and $0.9 million reduction in internal restrictions. Unrestricted funds increased from $4.9 million in the previous year to $8.9 million as at 30 June 2013.

Debt levelsCouncil’s single largest liability is its debt as a result of its loan borrowing program; at 30 June 2013 this liability was $46.2 million including a $7.8 million interest free loan. Council obtained approval from the Division of Local Government (DLG) for an interest subsidy loan through round one of the Local Infrastructure Renewal Scheme (LIRS). Council borrowed $9.6 million through this scheme at a net interest rate of 1.55% to fund road pavement reconstruction ($8.19 million) and the City Library mechanical services ($1.4 million). Council will be reviewing its future needs to borrow as part of its Long Term Financial Plan, especially opportunities to apply for future LIRS rounds as they become available. Council’s debt service ratio is at around 6.34 per cent and is well below the industry benchmark of 10 per cent.

ConclusionCouncil is continuing to work to ensure it is in a strong financial position to provide for the present and future needs of Liverpool’s growing community. In accordance with the requirements of the Division of Local Government, Council developed a 10-year Community Strategic Plan supported by a Resourcing Strategy consisting of a Long Term Financial Plan, an Asset Management Plan and Workforce Management Plan.

The Long Term Financial Plan is updated annually as part of the development of the Operational Plan and reviewed in detail as part of the four yearly review of the Community Strategic Plan. These plans will assist Council to inform all stakeholders of what is required to ensure a financially sustainable Regional City for all residents.

PART 1 / Cash Reserves

Cash Reserves 2009 - 2003


26

PART 1 / Risk Management

Council identifies risk based on risk assessments, risk registers, claim trends and emerging risk factors. Asset inspections were undertaken based on set criteria and time frames.

Council managed known risk factors within allocated funding and available resources. Council has as part of its self-insurance program a comprehensive Risk Assessment Program for Work Health and Safety. Council progressed implementation of an Enterprise Risk Management Program including a register of identified risks across the organisation.

Council has a critical incident response plan to respond to any major event or infrastructure loss to enable continuity in the provision of services to the community.

Workers CompensationLiverpool City Council is a self-insurer for workers compensation purposes and is licensed by Workcover NSW under NSW legislation to manage its own claims. Council has held this licence for 28 years.

Westpool – United independent PoolsLiverpool is a founding member of Westpool Group of Councils. This group was established to help stabilise insurance premium costs and has achieved significant

cost savings and long term benefits for member councils through effective risk management.

The organisation was established in 1988 by Liverpool, Fairfield, Blacktown, Penrith, Hawkesbury and Blue Mountains Councils. Parramatta joined in 2002, Wollongong in 2010 and Shellharbour in 2011. The nine member councils work together to manage their risk and secure all their required insurance cover.

Westpool also works closely with Metropool which is made up of seven inner city councils and Kiama Council to form the United Independent Pools (UIP) to combine the buying power and enhance the services to both pools, their member council and communities.

Financial contributions to the pool are based on the relative size of each council and incorporate a proportion of underlying claims experience so as to reflect risk exposure.

Westpool is owned, governed and administered by elected and appointed delegates from each member Council, with the assistance of professional staff and service providers.

Types of insurances purchased by the councils of Westpool and the United Independent Pools include public liability, professional liability, property, motor vehicle, councillors and officers statutory liability, fidelity, artworks and transit, volunteers and other insurances.

RiSK MANAgEMENT

Macquarie Mall in Liverpool’s City Centre.


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Current Replacement CostInfrastructure Assets 2013

PART 1 / Managing Council Assets

MANAgiNg COUNCiL ASSETS

introductionCouncil is responsible for the management, care and control of a wide range of infrastructure assets. These include public roads and other transport related facilities, floodplain and drainage networks, parks, reserves and recreational facilities, property and buildings. The combined replacement cost of these is more than $1.87 billion.

The scope and value of assets managed by Council is shown in the figure below.

Council’s assets are used to provide a range of services which aim to deliver social, environmental and economic outcomes for the community of Liverpool.

Asset Management PlanningCouncil has a comprehensive suite of asset management planning documents in place which are in line with current best practice. The planning documents ensure that assets continue to provide services effectively and efficiently.

Asset Renewal and ReplacementDuring the year, Council continued its capital works program to renew and replace infrastructure assets. Works were funded from the following income sources:

• special rate variation;• stormwater management service charge; • grants from Commonwealth and State governments; and• Council’s own funding sources including Section 94 developer contributions.

Roads$1,039 million - 55%

Drainage$418 million - 22%

Parks $145 million - 8%

Building $272 million - 15%


28

PART 1 / Asset management Planning

The M7/M5 Interchange connects Sydney with the Southern Highlands, Canberra and Victoria.

29


Council is responsible for the care, control and management of more than 840 kilometres of formed roads. Approximately eight kilometres of this network is unsealed and 36 kilometres has regional road status. During 2012-13, an additional 12 kilometres of new roads were added to the network as the result of subdivision, mostly in Middleton Grange and Edmondson Park.

Council continued to implement road pavement management strategies to progressively upgrade assets that are in poor condition, while focusing on preventing assets that are in fair or good condition from falling into the poor category.

Achievements for the yearCouncil spent more than $17 million on preserving, restoring and enhancing all road and transport related assets during 2012-13. Key achievements include:

Streetscape enhancement works on the following streets in the city centre:• Moore Street between George and Bigge Streets.• Macquarie Street between Bathurst and Scott

Streets. • Scott Street at George Street. • Major road upgrades to support current and

predicted future growth in the residential and industrial release areas of Prestons, Carnes Hill, Edmondson Park and Horningsea Park.

• Bernera and Kurrajong Roads are major sub-arterial roads that provide primary access to the above areas and Council is continuing the staged reconstruction and widening of these roads with an estimated cost of more than $40 million.

• Road pavement renewal and rehabilitation works valued at more than $4 million were completed.

• Major upgrades were undertaken at Collimore Car Park to provide 155 additional spaces at a cost of approximately $145,000.

• Resurfacing of five streets was completed in Austral and Kemps Creek covering an area of more than 28,000 square metres.

• Surface rejuvenating treatments were carried out on more than 20,000 square metres of pavements in Hinchinbrook.

• $1.4 million in funding was secured through the State Government’s River Cities Bike Program. This was used to construct five kilometres of shared paths along key regional parks and major arterial roads.

• New and upgraded traffic facilities were provided at the following locations:

− Pedestrian refuge at Australis Avenue, Wattle Grove− School Crossing at Cross Street, Kemps Creek − Footbridge at Fifteenth Avenue, West Hoxton.

ROAD AND TRANSPORT ASSETS

PART 1 / Road and Transport assets

Council spent approximately $5 million on footpaths and cycle ways.


30

PART 1 / Drainage Assets

Council’s drainage assets include more than 590 kilometres of piped drainage systems and associated pits, gross pollutant traps, flood retention basins, formed channels and waterways with a combined value of more than $418 million.

Council uses state-of-the-art CCTV to assess the structural condition and hydraulic performance of its drainage network. These inspections provide Council with accurate condition data and digital imagery of its pipe network.

Council has been recognised as an industry leader for using innovative technology to restore its piped drainage system and was highly commended at the NSW Stormwater Industry Association Excellence Awards.

Achievements for the yearCouncil spent more than $3 million dollars on preserving, restoring and enhancing drainage infrastructure. This includes:

• Renewal and rehabilitation of more than two kilometres of Council’s piped drainage system (covering a network of just over 24 kilometres).

• 320 metres of a new underground piped drainage system was constructed along George Street,

between Moore and Scott Streets to boost existing stormwater capacities and reduce flooding within the city centre. This $2 million project was jointly funded by the State government’s Floodplain Management Program. Designs for the final stage of this project were also completed.

• Council implemented a substantial program of works at the following locations:

− Erosion protection and bank stabilisation of Brickmakers Creek at Reilly Street, Lurnea. Designs for a flood detention basin at Amalfi Park to mitigate the adverse impact of flooding from Brickmakers Creek were also completed.

− Works to prevent ongoing erosion of South Creek at Western Road, Kemps Creek.

− Drainage improvement works at Cubit Drive, Denham Court to alleviate property flooding from overland flows.

− Three gross pollutant traps were installed in the city centre to prevent pollutants from reaching Georges River.

DRAiNAgE ASSETS

Council has been recognised as an industry leader for using innovative technology to restore its piped drainage system.


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PART 1 / Parks And Recreation Facilities

Council manages more than 500 open space reserves which span over 1,400 hectares and provide opportunities for active and passive recreation. This includes recreational facilities such as netball courts, tennis courts, cricket nets, skate ramps, parks and sportsgrounds. These assets have a combined replacement cost of more than $145 million.

Achievements for the yearCouncil spent $7.4 million on parks and recreational facilities.

$583,000 was spent on upgrading the following playgrounds:

• Paramor Reserve, Green Valley• Ayshford Park, West Hoxton• Paine Park, Moorebank• Lions Park, Lurnea• Sullivan Park, Lurnea• Sanananda Park, Holsworthy• Kelso Park, Moorebank• Fairall Park, Chipping Norton• Lakeside Park, Wattle Grove• Schell Park, Liverpool

$845,000 was spent on improving the following key parks:

• Ashfordby Park, Chipping Norton• Collimore Park, Liverpool• Lakeside Park, Wattle Grove• Woodward Park, Liverpool• Glendevie Park, West Hoxton• Sanananda Park, Holsworthy• Sullivan Park, Lurnea • Liverpool Pioneer’s Park, Liverpool• Lions Park, Lurnea• Vasta Park, Moorebank• Whitlam Park Oval, Busby• Bardia Park, Holsworthy.

$173,000 was spent improving floodlighting at:

• Jardine Park, Casula • Hammondville Park, Hammondville.

Planning for the upgrade of the following parks commenced:

• Bardia Park, Holsworthy• Whitlam Park Oval, Busby• Ida Kennedy Reserve, Hinchinbrook• Apex Park, Liverpool• Glendevie Park, West Hoxton• Liverpool Pioneer’s Park, Liverpool• Georges River Casula Parklands

PARKS AND RECREATiON FACiLiTiES

A full upgrade to Peter Miller Reserve was completed and included a new sports field, playground, sports amenities building, car parking and landscaping.


32

PART 1 / Buildings

Council cares for 210 buildings which have a wide range of uses and include office space, parking stations, aquatic centres and heritage buildings. The combined replacement cost of these buildings is currently more than $272 million.

Achievements for the yearCouncil spent $4.4 million dollars on renewing, refurbishing and improving many of its existing properties. Achievements include:

• A $2.3 million upgrade of Brownes Farm Reserve in Hoxton Park, which includes a new amenity building for AFL and cricket club use, two rugby/cricket ovals with flood lighting and irrigation system, a 100 space car park, half-size basketball court, playground and landscaping.

• Completion of the Rose Street Operations Centre.

• Improvements and upgrades to the following buildings:− Dr Pirie Centre− Rosedale Oval amenity building− Casula, Casula, Cecil Hills, Holsworthy, Hinchinbrook and Prestons child care centres− Liverpool Regional Museum− Michael Wenden Aquatic Centre and Stadium− Miller Senior Citizens and Heckenberg Community Centre− Liverpool City Library

BUiLDiNgS

Council launched the new Brownes Farm Reserve which included basketball courts, 2 new playgrounds, cycle ways, floodlighting and irrigation.


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PART 1 / Condition of Assets

1. Current replacement cost - estimated cost to replace existing asset with modern equivalent which will deliver same service potential.

2. Average condition - an overall assessment of the average condition of assets within an asset category. Selected from five condition levels comprising excellent, good, average, poor and very poor or unserviceable.

3. Estimated cost to bring to a satisfactory standard - estimated cost required to bring assets within an asset group to a condition level equal to, or better than “good” as required by the Division of Local Government’s (DLG) Planning and Reporting Manual for Local Governments in NSW - 2010. Note:

a. Approximately 120km of the rural road network is predominantly within the South West Growth Centre. Council will only implement low cost strengthening and stabilisation strategies which aim to keep these roads in a reasonable condition until full reconstruction can occur as part of the development of the South West Growth Centre. The upgrade costs reflect this strategy.

b. Most of the amenities or toilet blocks located in parks and reserves are not required to be maintained as per DLG standard (good or above good) as they are currently considered to be fit for the intended purpose. Furthermore, most of the small sheds and structures at the depot will be demolished in coming years and these structures have been excluded from any upgrades.

4. Estimate annual cost of maintaining asset - estimated annual expenditure required to maintain all assets within an asset group at a satisfactory standard.

5. Annual maintenance expenditure - Council’s expenditure during the financial year for the purpose of maintaining, preserving or restoring assets.

6. Footpath and cycleways - a comprehensive inspection program was

undertaken in 2012-13 to assess the condition of all footpaths and

cycleways. A large portion of footpaths and cycleways located in parks

and reserves were not included in previous inspections undertaken in

2006-7. These footpaths are now included and mapped in Council’s

footpath network. The reason for the valuation increase in road transport

assets is due to the significant increase in footpaths (114 km) with an

estimated value of $21 million.

7. Off street car parks - Council sold Elizabeth Drive car park and four

small car parks associated with the Council administration building at

Hoxton Park Road.

8. Libraries - three libraries at Moorebank, Miller and Green Valley which

are located in a composite building that also accommodates community

facilities were valued separately in the previous valuation. These

three libraries are now included in the Community Centres category

(increasing this asset category from 35 to 38).

9. Parks buildings and associated structures - the number of assets in

this category decreased from 114 to 111 due to removal of two small

structures and addition of the amenities building at Brownes Farm

Reserve.10.Playground equipment - number of playgrounds decreased from 160

to 155 due to demolition of five poor and unserviceable playgrounds.

NOTES TO TABLE (see page 35)

CONDiTiON OF ASSETSCouncil proactively develops maintenance and renewal strategies to ensure responsive and cost effective management of its assets.

Information on the condition and performance of Council’s key assets is provided in the following graph.

Condition of Infrastructure Assets


34

PART 1 / Condition of Assets

The following table provides average condition of Council’s assets and costs to upgrade and maintain these assets to ensure they continue to provide acceptable standards of service over the long term.

Asset Description Quantity

Current replacement

cost (Note 1)

Average condition as at June 2013

(Note 2)

Estimated cost to bring

to satisfactory standard

(Notes 3a and 3b)

Required annual

maintenance(Note 4)

Annual maintenance expenditure

2012-13 (Note 5)

ROAD AND TRANSPORT ASSETS $1,039,138,000 $149,610,000 $20,715,000 $17,044,000

Roads 840 km $642,734,000 Average $138,272,000 $16,898,000 $13,417,000

Kerb and gutter 1270 km $189,273,000 Good $1,208,000 $358,000 $519,000

Footpath and cyclewaysnote 6 652 km $97,674,000 Good $1,452,000 $1,740,000 $1,313,000

Bridges and culverts 101 $41,349,000 Good $2,596,000 $285,000 $237,000

Road furniture and structures 12801 Nos $57,120,000 Excellent $4,787,000 $981,000 $1,392,000

Off street car parksnote 7 117 $10,988,000 Good $1,295,000 $453,000 $166,000

FLOODPLAIN AND DRAINAGE $417,703,000 $12,789,000 $2,541,000 $2,960,000

Pipes 590 km $318,952,000 Excellent $7,856,000$1,847,000 $1,810,000

Pits 20290 No $68,380,000 Excellent $2,624,000

Headwalls 1275 No $2,231,000 Good $1,227,000 $100,000 $58,000

Retarding Basins 57 $16,987,000 Good $558,000 $233,000 $869,000

Gross Pollutant Traps 112 $5,527,000 Excellent $118,000 $256,000 $105,000

Wetlands 19 No $5,626,000 Good $406,000 $105,000 $118,000

BUILDING ASSETS $272,466,000 $34,493,000 $7,666,000 $4,388,000

Admin Building 1 $41,829,000 Average $4,000,000 $1,177,000 $694,000

Aquatic Centres 6 $37,760,000 Average $9,107,000 $1,062,000 $394,000

Bush Fire / SES 9 $2,373,000 Average $808,000 $67,000 $33,000

Childcare Centres 10 $11,157,000 Good $1,609,000 $314,000 $430,000

Commercial Properties 2 $10,711,000 Average $750,000 $301,000 $47,000

Community Centres 38 $49,589,000 Good $4,255,000 $1,395,000 $766,000

Heritage Buildings 14 $34,058,000 Good $4,600,000 $958,000 $294,000

Libraries, Museumsnote 8 3 $21,916,000 Excellent $617,000 $743,000

Multi-Level Car Parks 2 $23,145,000 Average $4,090,000 $651,000 $354,000

Parks Buildings / Structuresnote 9 111 $33,185,000 Average $4,008,000 $934,000 $334,000

Works Depot 13 $6,743,000 Average $1,266,000 $190,000 $299,000

PARKS AND RECREATION $145,238,000 $9,881,000 $7,517,000 $7,373,000

Sporting Fields/ Ovals 92 $34,150,000 Good $3,961,000 $1,708,000 $1,794,000

Sporting Facilities 115 $6,892,000 Average $638,000 $345,000 $1,359,000

Natural Reserves 32 $9,081,000 Good $683,000 $454,000 $475,000

Parks, gardens and streetscapes 509 $86,140,000 Good $812,000 $4,307,000 $2,956,000

Playground equipment note 10 155 $8,444,000 Average $3,684,000 $676,000 $758,000

Wharves, Jetties, Boat ramps 6 $531,000 Average $103,000 $27,000 $31,000

GRAND TOTAL $1,874,545,000 $206,773,000 $38,439,000 $31,765,000


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STORMWATER MANAgEMENT SERViCE ChARgE The Stormwater Management Services Charge commenced in July 2008 and generates approximately $1.2 million in funding each year to undertake additional stormwater rehabilitation and renewal works to accommodate for Liverpool’s growing population.

The following table provides a summary of works completed as at 30 June 2013.

PART 1 / Stormwater Management Service Charge

Projects partly or fully funded through stormwater management service charge

Funding from stormwater charge

Total Expenditure

Flood Mitigation $119,304 $2,088,570

Chauvel Park, Chipping Norton - outlet protection works to reduce erosion and improve water quality

$46,332 $46,332

Flood Mitigation - works to address overland flooding $38,734 $131,581

CBD Trunk Drainage Improvements - George Street and Moore Street to Scott Street

$34,238 $1,910,657

Stormwater Quality $123,399 $123,399

City Centre - new Gross Pollution Trap $97,356 $97,356

Brickmakers Creek at Homepride Avenue - new Gross Pollution Trap $26,043 $26,043

Drainage Enhanced Maintenance $204,394 $215,273

Programed Drainage Maintenance $140,000 $150,879

Stormwater Pipe Inspection, assessment and ancillary works $64,394 $64,394

Erosion Protection Works $133,322 $155,322

Brickmakers Creek and Reilly Street - erosion protection works $91,188 $91,188

South Creek at Western Road - bank stabilisation to reduce erosion $42,134 $64,134

Stormwater Pipe Restoration and Renewal $643,716 $709,803

Stormwater Pipe relining $382,451 $412,153

Stormwater Pipe structural patches $261,265 $297,650

Grand Total $1,224,135 $3,292,367


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PART 1 / Works Funded by a Special Rate Variation

WORKS FUNDED By A SPECiAL RATE VARiATiONCouncil introduced a special rate variation of nine per cent commencing 1 July 2009. The purpose of the variation is to allow Council to increase its maintenance budget by $0.6 million and capital works program by approximately $5 million annually. As a result of the variation, Council is able to undertake more enhanced maintenance and fund much needed infrastructure works to bring community infrastructure up to a satisfactory standard.

Council’s main focus areas have been road, bridge and footpath works, improvement and restoration of public buildings, drainage and floodplain improvements which reduce the impact of flooding and sporting field renovation.

The additional works that have been funded by the special rate variation during 2012-13 are listed in the table below.

Projects partly or fully funded from Special Rate Variation Funding from SRV Total expenditure

Buildings $529,000 $599,000

Rosedale Oval – design of new toilet amenities $285,600 $295,600

Child Care Centres - Rehabilitation and renovation works $129,000 $179,000

Hammondville Oval Baseball Amenity - Renewal design $54,400 $54,400

Liverpool Regional Museum - Air-conditioning upgrade $40,000 $50,000

Audit on vulnerability of Council’s buildings to fire and vandalism $20,000 $20,000

Drainage and Floodplain $214,688 $283,422

Flood Mitigations - at Cubit Drive Denham Court $92,847 $131,581

Brickmakers Creek Flood Mitigation – Construction of Amalfi Park detention basin $69,875 $99,875

CBD Trunk Drainage - Elizabeth Street, George Street to College Street $51,966 $51,966

Parks and Recreation $921,000 $699,049

Playground replacement program $240,000 $168,131

Whitlam Oval No. 4 – field improvement works $145,000 $95,849

Lakeside Park – upgrade as per Key Suburb Park Program $130,000 $80,165

Bi-annual audit of sports courts and facilities $90,000 $90,000

Hammondville Park - Floodlight Staged Upgrade Program to soccer field $85,000 $81,852

Access improvement works to parks as per the Disability Action Plan $70,000 $70,000

Pioneers' Park - Monument replacement program $64,000 $37,910

Jardine Park - Floodlight Staged Upgrade Program $51,000 $51,000

Amalfi Park (Main Oval) – Upgrade to floodlighting $46,000 $24,142

Roads, Bridges and Footpaths $2,815,300 $3,179,775

Fifteenth Avenue, West Hoxton - Second to Herley $375,840 $364,481

Atkinson Street, Liverpool - East end to eastern side of railway $195,050 $195,050

General Bridge Rehabilitation and Renewal works $129,600 $129,600

General Footpath and Cycleway Restoration works $34,560 $56,721

Disability Action Plan works $27,650 $79,771

Pavement Stabilisation and Strengthening $424,000 $403,410

National Street, Warwick Farm - Bull to Hope $384,260 $332,604

St Johns Road, Busby - Aberdeen to South Liverpool $326,380 $286,380

Grove Street, Casula - Highway to Gibb $279,670 $257,670

Moore Street, Liverpool - George to Northumberland $229,800 $252,403

Pacific Palms Circuit, Hoxton Park - 19th East to Lismore $138,670 $138,670

Frederick Road, Cecil Hills - Gabriella to Spencer $129,270 $471,844

Kerb and Gutter Replacement $105,750 $126,340

Pedestrian Access and Mobility Plan $34,800 $84,831

Grand Total $4,479,988 $4,761,246


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On 3 July 2007, Council received approval for a permanent environment levy from the then Department of Local Government. The environment levy is an ad valorem charge per rateable property and is approximately $20 per property per annum. The funds allow Council to undertake projects, programs and initiatives which address environmental sustainability in Liverpool.

Council’s Environment Restoration Plan provides the framework for delivery of key projects which are funded through the environment levy.

PART 1 / Environment Levy Works

ENViRONMENT LEVy WORKS

Council staff delivered restoration works including locally native tree planting and weeding.


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The following table provides details of all projects funded through the levy in 2012-13.


Income and Expenditure for the Environment Levy

Amount Details

Income ($1,489,475)

Environment Levy ($1,367,172)

Interest Environment Levy ($122,303)

Total Expenditure $900,334

Education and Administration $345,940

Administration Costs (includes staffing) $250,535• Salaries of Environment Restoration Coordinator, two project officers,

volunteer supervisor and site inspector• Consultant costs

Community Support $8,679• Provision of support for Environment Advisory Committee and

environment groups meetings and activities• Provision of training for environment volunteers

George’s River Riverkeeper Program $34,750Contribution to delivery of Georges River Riverkeeper Program which undertakes creek cleaning projects at various locations around Liverpool

Educational Material and Programs $51,976

Development and delivery of educational material and programs including:• Major environment restoration projects • Sustainability Blitz environmental workshops• Quarterly environment activity flyers• Development and distribution of Council’s environment newsletter

Sustaining Liverpool• Tree planting activities and environment events

Maintenance, Materials and Equipment

$227,614

Plants $15,144Native local plants for community tree planting activities, tree giveaways, environment group activities, schools programs, grant projects, bush regeneration maintenance activities and Sustainability Blitz workshops

Mulch and site preparation $17,953 Site preparation and provision of mulch for programs and activities

Site Maintenance $3669 Site maintenance on completed major bush regeneration project sites

Bush Regeneration Maintenance $184,398 3 full-time staff to undertake maintenance of bush regeneration sites

Equipment and Tools $6,450Delivery of annual tree planting calendar, environment group activities, environment events including National Tree Day, bush regeneration maintenance and Sustainability Blitz workshops

On-Ground Contracted WorksRound 5 Projects, 2011-12

$19,071Bushland and riparian restoration works for Round 5 of the environment restoration project which includes weeding, locally native tree planting and litter removal (24 month duration)

Delivery of riparian restoration works including weeding, locally native tree planting and litter removal

$17,439 Cabrogal Park Riparian Restoration Project – Area 2 (Commenced February 2013 , proposed completion February 2015)

$1632Mannix Park Bushland Restoration Project – Area 2 (Commenced May 2013, proposed completion May 2015)

On-Ground Contracted WorksRound 4 Projects, 2010-11

$307,709Bushland and riparian restoration works for Round 4 of the environment restoration project which includes weeding, locally native tree planting and litter removal (18 months duration)


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Income and Expenditure for the Environment Levy

Amount Details

Delivery of riparian restoration works including weeding, locally native tree planting and litter removal

$10,210Public Reserve – Tucker Road Bushland Restoration Project – Area 2 (March 2011 - November 2012)

$15,424South Park Riparian Restoration Project – Area 2 (September 2011 - April 2013)

$14,484Murragan Park Bushland Restoration Project – Area 2(September 2011 - April 2013)

$12,729Paciullo Park Riparian Restoration Project – Area 1 (October 2011 - April 2013)

$31,390Havard Reserve Riparian Restoration Project – Area 3 (August 2011 - April 2013)

$9,901Blamfield Oval Riparian Restoration Project – Area 1 (November 2012 - July 2014)

$24,269The River Walk Riparian Restoration Project – Area 1(August 2012 - May 2014)

$26,437Powell Park Riparian Restoration Project – Area 1(August 2012 - July 2014)

$24,269Fassifern Park Riparian Restoration Project – Area 2(August 2012 - March 2014)

$33,394Dwyer Oval Riparian Restoration Project – Area 1(August 2012 - February 2014)

$38,321Brickmakers Creek – Lawrence Hargrave Drive – Riparian Restoration Project – Area 1(August 2012 - February 2014)

$30,527Maxwells Creek Riparian Restoration Project – Area 2(August 2012 - February 2014)

$36,354Glen Regent Reserve Bushland Restoration Project – Area 1 (September 2012 - February 2014)


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DELiVERy PROgRAM

2011-2015AChiEVEMENTS

Part 2:



Community StrategicPlan

10 years+

Delivery Program4 years

Operational PlanAnnual

Annual Report

ResourcingStrategy

Perpetual monitoringand review framework

PART2 / Planning for the Future

Council has developed the following plans and strategies in accordance with the requirements of the Integrated Planning and Reporting Framework.

•A 10-year Community Strategic Plan •A 4-year Delivery Program•A 1-year Operational Plan•A detailed Resourcing Strategy

PLANNiNg FOR ThE FUTURE

Council held a series of community consulations to develop Growing Liverpool 2023 the new 10-year plan for Liverpool


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PART 2 / Planning for the Future

Growing Liverpool 2021, the Community Strategic Plan for the City of Liverpool

Growing Liverpool 2021 is the 10-year Community Strategic Plan for Liverpool. It outlines what the community has said is important. It is a plan for the whole city, not just Council. Council is a leader and custodian of the plan and is one of the parties responsible for its delivery.

Growing Liverpool 2021 identifies 12 key objectives for Liverpool:

Objective 1: Liverpool is the vibrant regional centre for South-Western SydneyObjective 2: Neighbourhoods and villages are well designed, safe and cleanObjective 3: Urban development is consistent with sustainability principlesObjective 4: Liverpool is a socially inclusive and healthy communityObjective 5: Council and the community work together to support environmental sustainabilityObjective 6: The culture and diversity of Liverpool is recognised and valuedObjective 7: There is an efficient and highly connected transport systemObjective 8: Urban infrastructure meets the needs of a growing communityObjective 9: There is access to comprehensive education and trainingObjective 10: Liverpool has a range of business and employment opportunitiesObjective 11: Decision-making processes are transparent and the community has opportunities to be involvedObjective 12: The community is supported by a well-managed and responsive Council

This is the final annual report for Growing Liverpool 2021. Future annual reports will report on the implementation of Council’s new Community Strategic Plan, Growing Liverpool 2023. Growing Liverpool 2023 was adopted on 26 June 2013 following a review of the previous plan to and reflect the emerging priorities and direction of Liverpool.

Council launched the new plan to a range of community partners and business leaders.


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Delivery Program 2011-15 The Delivery Program is where the strategies and objectives in the 10-year Community Strategic Plan are translated into actions. It outlines the principal activities that Council will deliver over four years to move Liverpool forward.

Operational Plan 2012-13The 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 outlines a detailed budget for each year.

For improved integration, the 2011-15 Delivery Program and 2012-13 Operational Plan have been incorporated into one document.

Resourcing StrategyThe Resourcing Strategy is about the resources required by Council to deliver the activities outlined in the Delivery Program and Operational Plan.

• The Long Term Financial Plan identifies the financial resources needed for the next 10 years to ensure Council operates in a financially sustainable manner.

• The Asset management Plan identifies strategies to ensure that assets are developed, managed and maintained effectively and efficiently to meet current and future community needs.

• The Workforce Management Plan details the staffing, skills and human resources that are required for Council to achieve the outcomes documented in the plans.

Reporting on ProgressProgress Reports on the Delivery Program and Operational Plan are developed on a six-monthly and annual basis in accordance with the requirements of the Integrated Planning and Reporting Framework. Quarterly reports to Council on key achievements were also made by the Chief Executive Officer and provided a visual overview on the progress of projects and services.

This annual report provides information on Council’s progress against the Growing Liverpool 2021 Delivery Program and Operational Plan. It is the final report that will be completed against Growing Liverpool 2021 as future reports will be made against the Principal Activities outlined in Growing Liverpool 2023.


Copies of all Progress Reports, CEO Quarterly

Presentations and Annual Reports can be found on

Council’s websitewww.liverpool.nsw.gov.au


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Sustainability indicators Council uses a range of indicators to measure its progress in relation to environment, social, economic and governance aspects. These are reported below and divided into Council and community indicators. They are categorised in line with the objectives in the Delivery Program. Comparison with industry benchmarks is made where comparative data is available.

* To address community concerns regarding city centre parking, Council introduced a range of measures including discounted parking in the city centre, 15 minutes free parking everyday and free parking on weekends.


LegendValuable progress is

being madeOpportunity for improvement

There is insufficient data to make an

assessment Attention is required

Indicator Result 2012-13 Progress

Objective 1- Liverpool is the vibrant regional centre for South-West Sydney

Council

Community satisfaction with the general appearance of the city centre

Moderate satisfactionSatisfaction increased from 2011-12

Community satisfaction with festivals and major eventsModerately high satisfactionSatisfaction increased from 2011-12

Community satisfaction with city centre parking Low level of satisfactionNo significant change from 2011-12

Community satisfaction with footpathsModerate satisfactionHigher satisfaction compared to other cities

Community satisfaction with city centre parks and gardens Moderate satisfaction.No change from 2011-12

Community

Trend in growth in office and commercial space in the city centre Data currently not yet available

Trend in number of people employed in Liverpool city 53,803 in 2011A 10 per cent increase since 2006

*


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Indicator Result 2012-13 Progress

Objective 2- Neighbourhoods and villages are well designed, safe and clean

Council

Community satisfaction with keeping public spaces cleanModerate satisfactionNo significant change from 2011-12

Community satisfaction with controls over illegal parkingModerate satisfactionNo significant change from 2011-12

Community satisfaction with level of access to the community facilities they require

Moderately high satisfactionNo significant change from 2011-12

Per cent of residents who have a high quality park within 1 km walk of their home

69 per centAn increase from 61 per cent in 2011-12

Community

Trend in estimated value of development in Liverpool $645.7m in 2012-13309 per cent increase from 2011-12 ($158m)

Percentage of residents who feel safe when using their local park

65 per cent in 2012-13A small decrease from 2011-12 (67 per cent)

Trend in the rate of non-domestic assaults3.10 per 1000 people in 2012-13Decrease from 4.8 in 2011-12 Less than the NSW rate ( 4.8 per 1000 people)

Indicator Result 2012-13

Objective 3- Urban development is consistent with sustainability principles

Council

Community satisfaction on whether development is compatible with the local area

Moderately high satisfaction. Higher satisfaction compared to other cities

Community

Trend in growth in office and commercial space in the city centre Data currently not yet available

Monitor trend in the number of people in rental and mortgage housing stress

37 per cent of people in mortgage stress in 2011Higher than 14 per cent in 200638 per cent of people in rental stress in 2011Higher than 28 per cent of people in 2006



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Objective 5- Council and the community work together to support environmental sustainability

Council

Monitor trend in corporate and community total annual waste diverted from landfill

69.4 per cent in 2012-13Council is above the State government target of 66 per cent

Monitor trend in Council’s energy consumption Decrease in energy consumption by 1.3% in gas and electricity

Monitor trend in Council’s total annual water consumption Increase in water consumption by approximately 23 per cent

Community satisfaction with the health of rivers and creeksModerate satisfaction No significant change from 2011-12

Monitor cumulative area of land restored and maintained as native plant ecosystems

757,174m2 in 2012-13Increase from 632,272m2 in 2011-12

Monitor trend in area of bushland with Environment Protection zonings

991.4 hectares in 2010-11This is reviewed every 4 years

Community

Monitor trend in corporate and community total annual waste

72,532 tonnes in 2012-13A 3.6 per cent decrease since 2011-12 (75,216 tonnes)

Monitor trend in community total annual water consumption

18,332,433 kilolitres in 2012-13Increased from 17,232,303 in 2011-12


Objective 4- Liverpool is a socially inclusive and healthy community

Council

Community satisfaction with support for aged personsModerate satisfactionNo significant change from 2011-12

Community satisfaction with support for people with a disability

Moderate satisfactionNo significant change from 2011-12

Community satisfaction with support for youthModerate satisfactionHigher satisfaction compared to other cities.

Community satisfaction with support for the multicultural community


Community satisfaction with access to the services that residents require

Moderately high satisfactionSatisfaction increased from 2011-12

Community

Monitor trend in the annual rate of volunteering10 per cent of residents over 15 in 2012No change from 10 per cent in 2006Higher than the NSW rate of 6.9 per cent

Monitor trend in the proportion of people who participate in physical activity

48.1 per cent participation rate in 2013Increase from 47.2 per cent in 2010

Monitor trend in the number of people participating in local organised sports

39,264 participants in 2012



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Objective 7- There is an efficient and highly connected transport system

Council

Number of bus shelters installed per year Four bus shelters were installed this year

Length of cycle way and footpath constructed per year4 kilometres constructed in 2012-13Increase from 2.9 in kilometres 2011-12

Community satisfaction with access to cycle ways and walking tracks

Moderate satisfactionNo significant change since 2011-12Council is above the industry benchmark

Community satisfaction with access to the public transportModerately high satisfactionNo significant change since 2011-12

Community satisfaction with road maintenance in LiverpoolModerately low satisfactionEqual satisfaction to similar cities

Community

Monitor trend in proportion of trips made by modes other than private car

21 per cent in 2011Less than 32 per cent for Sydney overall


Objective 6- The culture and diversity of Liverpool is recognised and valued

Council

Community satisfaction with support for arts and cultural groups


Community satisfaction with Casula Powerhouse Arts CentreHigh level of satisfactionSatisfaction increased from 2011-12Higher satisfaction compared to other cities

Community

Monitor trend in number of visitors to Casula Powerhouse per year

65,668 visitors11 per cent increase from 2011-12


Objective 8- Urban infrastructure meets the needs of a growing community

Council

Trend in capital works expenditure by Council$74 million in 2012-13Higher than Council’s average of $69 million from 2008-11

Trend in length of road added to the Council managed network each year

9.2km of new roadsLess than 11kms in 2011-12

Community satisfaction with access to community centresModerately high satisfactionSatisfaction increased from 2011-12Higher satisfaction compared to other cities

Community satisfaction with swimming pools and leisure centres

Moderately high satisfactionSatisfaction increased from 2011-12Higher satisfaction compared to other cities

Community satisfaction with provision and maintenance of sporting ovals, grounds and facilities


Community satisfaction with provision and maintenance of playgrounds

Moderate satisfactionSatisfaction increased from 2011-12

Community satisfaction with level of access to the community facilities they require




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Objective 9- There is access to comprehensive education and training

Council

Community satisfaction with provision and operation of libraries

High satisfactionNo significant change from 2011-12

Community

Monitor trend in number of residents with post-secondary qualifications

37.6 per cent in 2011Increased from 33.4 per cent in 2006

Monitor trend in school retention rates73.4 per cent in 2012Decrease from 76.5 per cent in 2011

Monitor trend in proportion of young people participating in post school education

25.5 per cent in 20115 per cent increase since 2006Lower than 31.5 per cent in Sydney overall


Objective 10- Liverpool has a range of business and employment opportunities

Council

Community satisfaction with encouragement of local employment

Moderate satisfactionNo change since 2011-12

Community

Monitor increase in the number of local residents working within Liverpool

27.7 per cent in 2011Decreased from 28.1 per cent in 2006

Monitor trend in number of workers entering Liverpool LGA to work

61.7 per cent in 2011Increased from 61.1 per cent in 2006

Monitor trend in proportion of workforce in Managerial and Professional occupations

25.2 per cent in 2011Higher than 23.8 per cent in 2006Lower than 38.8 per cent Sydney overall, however increasing at a faster rate. Sydney was 37 per cent in 2006

Monitor trend in labour force participation rate58.1 per cent in 2011Lower than 61.7 per cent in Sydney overall

Monitor trend in proportion of people receiving government benefits

20,225 (15%) in June 2013Higher than Sydney overall

Monitor the employment rate 7 per cent unemployment in 2012-13Increased from 6.5 per cent unemployment in 2011-12



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Objective 11- Decision-making processes are transparent and the community has opportunities to be involved

Council

Community satisfaction with provision of information on Council and community services

Moderate satisfaction Higher satisfaction compared to other cities

Community satisfaction with information on Council’s website

Moderately high satisfactionSlight decrease from 2011-12

Ratio of applications for advertised Council committee positions to total positions available

2 applications per available community representative positionIncrease from 1.3 applications in 2011-12

Community satisfaction with consultation with the community

Moderate satisfactionSatisfaction increased from 2011-12Similar satisfaction compared to other cities

Monitor trend in use of language aides as a proportion of total customer contacts

219 uses of 221,870 contacts in 2012-13

Monitor trend in use of translation services as a proportion of total customer contacts

391 of 221,870 contacts in 2012-13

Monitor annual attendance at community forums227 attendees in 2012-13Less than 335 in 2011-12


Objective 12- The community is supported by a well-managed and responsive Council

Council

Community satisfaction with the performance of CouncilModerate satisfactionNo significant change since 2011-12Similar satisfaction compared to other cities

Monitor trend in annual rate of staff turnover10.7 per cent in 2012-13Increase from 9.61 per cent in 2011-12Less than the industry benchmark of 15 per cent

Monitor trend in hours of training per employee per year9 hours per employee in 2012-13Increased from 8.8 hours per employee in 2011-12

Council’s financial performance for unrestricted current ratio2.02:1 in 2012-13Higher than the industry benchmark of 1:1:1

Council’s financial performance for debt service ratio6.34 per cent in 2012-13Below the industry benchmark of 10 per cent

Council’s financial performance for rates and charges ratio50.63 per centHigher than 45.48 per cent in 2011-12



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COUNCiL’S AChiEVEMENTS iN iMPLEMENTiNg ThE DELiVERy PROgRAM 2011-2015Council’s Delivery Program 2011-15 contained 145 principal activities. The progress made on Council’s Principal Activities for the year is outlined below.

OBJECTiVE 1LiVERPOOL iS ThE ViBRANT REgiONAL CENTRE FOR SOUTh WEST SyDNEy

PART 2 / Objective 1

hOW COUNCiL WORKED TOWARDS ThiS OBJECTiVE DURiNg 2012-13

StrateGy 1.1 Provide quaLity SPaceS that SuPPort an active SociaL and cuLturaL Life for aLL aGeS incLudinG civic and other eventSDevelop and maintain developer contribution plans and voluntary planning agreements that enable collection of contributions for public spacesDraft Section 94 contributions plans were prepared in partnership with the Department of Planning and Infrastructure for the Austral and North Leppington precinct and East Leppington precinct.

Council also entered into two Voluntary Planning Agreements for the New Brighton Golf Course at Moorebank and land at the former Hoxton Park Airport site at Len Waters Estate. The Planning Agreements will see developers funding or undertaking works-in-kind to provide much needed infrastructure around these areas.

Plans are under-way to transform Liverpool into the vibrant regional city of opportunity, prosperity and diversity.


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Provide a venue for arts-related cultural activitiesCasula Powerhouse Arts Centre (CPAC) is Liverpool’s iconic arts and cultural facility. It hosted a range of successful exhibitions, performance, programs and activities and was hired by 58 groups for their own cultural activities. Visitation at CPAC has been growing rapidly since 2010-11. There was an 11.9 per cent increase in attendance at the Centre since 2011-12 and visitation has almost doubled since 2010-11.

Manage and further enhance Council’s art collection, making works available to the public to enjoyCPAC delivered a range of significant exhibitions including Pacifica Power, No Added Sugar, Onside- Women in Sport, Landlock, Wild Stories and Pigeon Auction. CPAC also began to tour exhibitions nationally, raising the profile of the centre and attracting new audiences to exhibitions developed by CPAC.

StrateGy 1.2 encouraGe and Promote buSineSSeS to deveLoP in the hoSPitaL, heaLth and medicaL PrecinctPromote establishment of professional medical suites, and consulting rooms in the streets surrounding the hospitalA Health and Education Precinct Strategy which is aimed at establishing a health and education precinct in the area around the hospital was released in partnership with Regional Development Australia - Sydney. Council also hosts a Precinct Group which is aimed at progressing this concept.

StrateGy 1.3 further deveLoP a commerciaL centre that accommodateS a variety of emPLoyment oPPortunitieSPromote economic development within the City Centre by actively encouraging investment and developmentCouncil made significant process in this area with the development of an Economic Development Strategy which outlines priorities, actions and targets that will guide the growth of Liverpool’s economy for the next five years. An economic profile and an investment prospectus called Liverpool: City of Growth and Opportunity were also completed.

StrateGy 1.4 encouraGe commerciaL and retaiL deveLoPment in the city centre, incLudinG the Southern Part of the cityProvide flexibility in planning controls to encourage investment and development of the City CentreA Retail Hierarchy Study which provides information on Liverpool’s existing retail catchment and forecasts retailing in the future was developed. The study is being used by Council and the development industry as a tool to evaluate the appropriateness of rezoning applications and investment decisions.

Council also initiated a City Centre Revitalisation Project which is aimed at transforming the city centre, revitalising Macquarie Mall and strengthening Council’s gateways. A City Centre Revitalisation Committee was established to oversee the project.

Work with developers to achieve high quality development outcomesSixteen development applications for potential projects in the city centre were referred to the Design Review Panel. The Panel was established to encourage quality development in the growth of Liverpool as a regional centre and provides independent advice to ensure that new developments are well designed and consistent with sustainability principles.

StrateGy 1.5 Provide vibrant community and cuLturaL activitieS and eventSDeliver a range of eventsCouncil held several family-friendly community events including Liverpool’s Australia Day celebrations at Woodward Park, its first New Year’s Eve Celebration at Chipping Norton Lakes, Christmas Carnival and Open Air Cinema.

Council also held events to celebrate significant days including Refugee Week, International Day for People with a Disability and Harmony Day.

StrateGy 1.6 enhance the urban and viSuaL amenity of the city centreUndertake education and enforcement action to encourage commercial premises to better manage their wasteA discussion paper on commercial waste in Liverpool was completed. Rangers undertook regular patrols of laneways adjacent to commercial premises.



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Undertake cleansing programsCouncil completed a range of cleansing programs including daily cleaning of the city centre, street sweepers which carry out footpath and service way cleaning, litter collection foot patrols and a chewing gum removal machine to remove gum from the mall and city streets.

Deliver works to improve public spaces$7.4 million was spent on parks and recreational facilities for the community. Key suburb parks, ten new playgrounds and Council’s leisure centre were all upgraded.

Works were also carried out at Pioneers’ Park including a contemplation area, fencing and screen planting. Council has an ongoing program in place for monument repair and re-installation which spans several years and is under-way.

improve safety in the City CentreCouncil received $150,000 from the state government to implement programs which prevent young people from participating in anti-social behaviour, and to undertake work on five sites in Liverpool to make them less susceptible to opportunistic crime. Council received a further $49,947 from the NSW Department of Attorney General and Justice to deliver the Non-Domestic Violence Assault Risk Minimisation Project. This project aims to reduce incidences of common assault, particularly alcohol-related assault in the Liverpool City Centre.

StrateGy 1.7 Provide efficient ParkinG for the city centreimprove access to parking in the City CentreCouncil undertook a range of activities to improve parking in the city centre, including:

• An additional 150 free, all day car parking spaces were made available at Collimore Park.• Revising the parking policy to provide cheaper access to all-day car parking at Warren Service Way Car Park and

Northumberland Car Park.

StrateGy 1.8 encouraGe oPPortunitieS for quaLity food and entertainment choiceSRegulate outdoor dining areasOutdoor Dining Permits for 20 premises were renewed during the year.


Council held a range of events to promote economic development in Liverpool.


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StrateGy 2.1 deveLoP and imPLement PLanninG PoLicieS that reSPond to environmentaL, SociaL and economic conSiderationSEnsure planning policies provide for development that achieves an appropriate balance of environmental, social and financial outcomesCouncil continued to review development applications in line with sustainability principles. Eleven amendments to Liverpool Local Environmental Plan 2008 were progressed. These amendments seek to facilitate development and investment opportunities within the Liverpool.


OBJECTiVE 2NEighBOURhOODS AND ViLLAgES ARE WELL DESigNED, SAFE AND CLEAN

Concept drawings of new Elizabeth Hill estate, adjacent to Cecil Hills.


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Ensure planning controls encourage growth and provide an adequate mix of land uses and a variety of opportunities for living, working and recreationAmendments to the Liverpool Local Environmental Plan 2008 and Development Control Plan 2008 which are aimed at promoting a range of development opportunities and protecting agricultural viability were made in accordance with findings from the Rural Lands Study 2012. Council also completed a Retail Hierarchy Study which is aimed at increasing investment in the city.

Provide and enforce a suite of planning policiesHighlights for the period include:

• $569 million in development applications lodged• $645.7 million in development applications

determined• 799 residential dwellings approved• 970 residential lots approved

This represents a significant growth, and investment in Liverpool as a regional city.

Contribute to the planning for urban expansion of areas within the South-West growth CentreCouncil is working closely with the Department of Planning and Infrastructure to plan for the urban expansion of areas within the South-West Growth Centre. During the year, Council was involved in the development of the Indicative Layout Plan for East Leppington, undertaking further verification studies in relation to flooding, traffic and ecological values of the site.

StrateGy 2.2 undertake continuaL imProvement to PubLic areaSClean and maintain public spaces and facilitiesCouncil continued to maintain its public spaces and facilities, including renewing playgrounds, undertaking enforcement, scheduled and responsive maintenance.

Deliver programs that aim to build community prideSeveral programs were delivered to build community pride in Liverpool including tree-planting days, community events and festivals, and delivery of the Community 2168 Project. Furthermore, Council began a campaign for a sporting stadium for Liverpool as a way of fostering a sense of identity.

StrateGy 2.3 foSter neiGhbourhood Pride and a SenSe of civic reSPonSibiLityConduct illegal dumping enforcement programA joint government helicopter fly-over in the rural areas of Liverpool was conducted to identify properties used as illegal dumping grounds. Enforcement Officers conducted regular patrols of identified ‘hot-spot’ dumping areas and Council worked with the Regional Illegal Dumping (RID) Squad to carry out joint surveillance operations.

Reduce graffiti vandalismMurals which are aimed at preventing graffiti were delivered at various locations across the city, this includes the dynamic Ashcroft Shops street gallery which was launched on 2 May 2013.

StrateGy 2.4 manaGe air, water, noiSe and chemicaL PoLLutionEnforce regulations for air, water and noise pollutionCouncil proactively enforced regulations for air, water and noise pollution. Council also began to develop an Environmental Auditing program for industrial and commercial premises.

StrateGy 2.5 faciLitate deveLoPment of a community SenSe of Safety in PubLic SPaceS in PartnerShiP with PoLice, LocaL StakehoLderS and reSidentSLiaise with Police, local stakeholders and the community to deliver targeted initiativesCouncil provides in-kinds and financial assistance the Rural Fire Service and State Emergency Services. Council continued to work the local police to address safety issues in Liverpool.



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StrateGy 2.6 SuPPort PoLicieS and PLanS that Prevent crimePromote public safety through the design of buildings and public areasThirty-five development applications were referred to the local police for comment and assessment on how to reduce opportunistic crime by applying the principles of Crime Prevention through Environmental Design.

Undertake planning in relation to safety and crime preventionCouncil developed a Community Safety and Crime Prevention Plan. Safety audits were undertaken at city centre car parks and lighting audits were held within the city centre. Initiatives to reduce assault in the city centre included personal safety awareness information days and the establishment of a secure taxi rank at Macquarie St. Consultations were undertaken in relation to community safety with local business and community members.

In addition Council:• Produced safety and car park signs for city centre

car parks. • Distributed alcohol related educational information

to residents through community activities. • Secured funding from the state government to

deliver a Car Security Project. • Submitted funding applications to the federal

government to deliver Closed Circuit Television (CCTV) in the city centre.

StrateGy 2.7 undertake enforcement actionS baSed on Sound comPLiance PoLicyUndertake inspections as required by legislationRegular inspections were carried out on food premises, hairdressers, beauty and skin penetration premises, public swimming pools and spas, caravan parks, mortuaries, cooling towers and warm water systems in Liverpool.

Promote responsible animal managementCouncil’s annual free micro-chipping day resulted in micro-chipping of 269 companion animals, an 83 per cent increase from last year. Council’s animal management program included collection of stray animals and feral cats, inspections of Council off leash areas, a subsidised companion animal de-sexing program, and animal registrations. Council also developed a restricted breed inspection program.

Enforce offences regarding illegal land filling and or educate offenders to ensure appropriate land useIllegal landfill incidents were investigated. A joint surveillance operation was conducted with the RID Squad which involved a helicopter fly-over to identify any potential illegal dumping sites in Liverpool’s rural district.

inspect existing developments to ensure compliance with conditions of development consentsCouncil continued to investigate reported incidents of illegal development and construction.

StrateGy 2.8 encouraGe the revitaLiSation of LocaL retaiL centreSUndertake planning reviews for local centresA Retail Hierarchy Study was completed and is being used to evaluate the appropriateness of rezoning applications.

StrateGy 2.9 Promote PoSitive and heaLthy behaviourS in PubLic PLaceSEncourage the community to introduce practical solutions to liquor related problemsCouncil collaborated with Liverpool City Liquor Accord and participated in the Plan B campaign which is aimed at preventing drink-driving.



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OBJECTiVE 3URBAN DEVELOPMENT iS CONSiSTENT WiTh SUSTAiNABiLiTy PRiNCiPLES



StrateGy 3.1 PreServe and maintain heritaGe, both LandScaPe and cuLturaL aS urban deveLoPment takeS PLaceProvide adequate heritage protection for significant items of local heritage value and consider applications for state listing of items where appropriateCouncil’s Heritage Advisory Committee met regularly to discuss various heritage issues and identify projects to promote Liverpool’s heritage.

The Conservation Management Plan for Apex Park, Liverpool was exhibited. The Liverpool Local Environmental Plan was updated to improve description of heritage properties and to reflect changes in heritage legislation. New controls regarding conservation of Aboriginal and historic heritage were incorporated into planning documentation for the East Leppington precinct.

New urban development in Liverpool’s west..


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Liverpool City Council ANNUAL REPORT Liverpool City Council ANNUAL REPORT

StrateGy 3.2 imPLement PLanninG PoLicieS which encouraGe commerciaL and reSidentiaL hiGh-riSe in major centreS near tranSPort interchanGeS, comPLemented by oPen SPace and faciLitieSPromote the inclusion of appropriate forms of urban renewal and urban release development in planning proposals and planning amendmentsEleven amendments to Liverpool’s Local Environmental Plan 2008 were progressed. These amendments seek to facilitate development and investment opportunities within Liverpool. Significant amendments were major residential release proposing 16,500 dwellings at Austral and North Leppington and allowances for a Costco site.

StrateGy 3.3 Provide aPProPriate infraStructure for the communitieS of new urban areaS aS they are beinG SettLedUndertake infrastructure needs planning for new areas of Liverpool including the South-West growth CentreCouncil continues to work with the Department of Planning and Infrastructure and relevant partners to plan for the South-West Growth Centre.

Deliver new infrastructure assets and upgrade existing assets as identified in the contributions plansKurrajong Road from Kookaburra Road to Sarah Hollands Drive was extended to improve access and traffic between key suburbs in Liverpool.

Develop and maintain developer contribution plans and voluntary planning agreements that enable collection of contributionsDuring the year, Voluntary Planning Agreements were entered into for the former Hoxton Park Airport site and the New Brighton Golf Course site. Major road upgrades, land dedication, public amenity improvements and pedestrian facilities, will be delivered as a result of the agreements.

In addition, more than one million dollars’ worth of road and drainage works were delivered through the works-in-kind program.

StrateGy 3.4 reGuLate for a mix of houSinG tyPeS that reSPondS to different PoPuLation GrouPS Such aS younG famiLieS and oLder PeoPLePlanning policies provide for towns and suburbs which have a range of dwelling types that deliver housing choice for owners and rentersCouncil provided input and submissions on draft State Government policies, directions and legislative proposals with impact on dwelling types including the draft planning legislation and White Paper.

StrateGy 3.5 retain viabLe oPPortunitieS for LocaL food Production whiLe manaGinG Land uSe to meet urban Growth demandSConsider opportunities for agriculture to be maintained within the South-West growth Centre area as the area establishesThe Austral and North Leppington precinct of the South West Growth Centre was rezoned in March 2013 and caters for approximately 52,000 people and 16,000 dwellings. Approximately 51 hectares is zoned to allow agricultural land uses.

StrateGy 3.6 manaGe the imPact of fLoodinG throuGh the deLivery and maintenance of drainaGe SyStemSidentify areas prone to flooding and develop flood management optionsA Risk Management Plan for areas subject to overland flooding was completed.

Council pursued voluntary purchase of properties confronted with severe flood risk from Georges River at Moorebank. Acquisition of properties has been less than expected due to owner reluctance to participate in the voluntary property acquisition scheme.


Maintain creeks, waterways and man-made drainage systemsCouncil’s drainage assets were surveyed and maintenance carried out as required. Sediment and rubbish removal from waterways was completed at known ‘hotspots’. Council also undertook removal of aquatic weeds from waterways to improve water quality and flow. Highlights include:

• Over two kilometres of drainage pipes repaired and strengthened within the suburbs of Chipping Norton, Warwick Farm, Lurnea and Liverpool.

• Major erosion protection works around drainage structures and creeks in Ireland Park, Chauvel Park and Amalfi Park

• Construction of 320 metres of large diameter underground pipe in the city centre.• Completed design of a flood retention basin at Almalfi Park

StrateGy 3.7 SuPPort urban renewaLEncourage renewal of older urban areasCouncil has worked closely with stakeholders in Miller for the redevelopment of Miller Town Centre. However, Council is currently awaiting feedback from Housing NSW in order to continue with plans for the redevelopment which prevented the project from proceeding in this financial year.

StrateGy 3.8 SuPPort houSinG affordabiLityUndertake planning for housing affordabilityA Housing Affordability Briefing Paper was drafted.


Concept design of Edmondson Park in Liverpool’s south.


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OBJECTiVE 4LiVERPOOL iS A SOCiALLy iNCLUSiVE AND hEALThy COMMUNiTy


StrateGy 4.1 SuPPort community orGaniSationS, GrouPS and voLunteerS to deLiver coordinated ServiceS to the communitySupport and resource the Liverpool Community Services SectorCouncil resourced and attended community services networks in Liverpool including the Liverpool Migrant Interagency, Liverpool Community Safety and Crime Prevention Working Group and the Liverpool Youth Workers Network. Several capacity building workshops were delivered throughout the year including Social Enterprise 101 in September 2012, Managing a Social Enterprise in October 2012, Financial Understanding for a Social Enterprise in October 2012, Grant Writing in November 2012 and Working Better with Government in April 2013.

$86,898 was donated to the community sector through the Community Donations Program. Council also facilitated ClubGRANTS in partnership with local participating clubs. A total of 121 applications were received requesting more than $1.2 million in funding.


Liverpool hosted the Biggest Family Workout at Bigge Park.


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Build a pathway of creative opportunities for Liverpool’s people in collaboration with the Liverpool Migrant Resource Centre through community access programsCasula Powerhouse Arts Centre worked with Liverpool’s diverse communities on several programs. Highlights for the year included Pacifica Power with a suite of exhibitions, performance and festival opportunities, the Sweet As festival highlighting multicultural food and delicacies, Landlock exhibition featuring Afghani-Australian artists and the presentation of Boxman about refugee experiences.

StrateGy 4.2 raiSe awareneSS in the community about avaiLabLe ServiceS and faciLitieSUndertake publicity for Council services, facilities and activitiesCouncil undertook:

• 267 media and marketing campaigns • 51 Liverpool City Council weekly news pages in

the Liverpool Leader (News Local) and South West Advertiser (Fairfax) newspapers.

• Four Liverpool City Council residential newsletters

Council also increased its use of social media with 1156 combined Facebook and Twitter updates being posted. Council now has 1143 Twitter ‘followers’ and 562 Facebook ‘fans’.

StrateGy 4.3 SuPPort LocaL heaLth ServiceS and ProGramS that Prevent diSeaSe and imProve weLL beinGWork with local health services to improve community health and wellbeingFour healthy living programs and a healthy cooking program were delivered. Eight groups participated in Council’s learn to ride cycling program and a Bike Week event was held to engage residents in cycling programs. An active travel map has been developed and translation into community languages commenced.

StrateGy 4.4 SuPPort acceSS to ServiceS for oLder PeoPLe and PrePare for an aGinG PoPuLationRun programs specifically for the ageing communityTwo information sessions for older people to raise awareness of, and increase access to community services were delivered during Seniors’ Week.

Casula Powerhouse Arts Centre also delivered programs which are aimed at engaging older audiences including matinee performances, a Seniors’ Week program which comprised of a Seniors Film Festival, workshops and high tea.

StrateGy 4.5 deLiver hiGh quaLity ServiceS for chiLdren and their famiLieSProvide Child Care Services for under five year olds compliant with national standards415 children were enrolled in Council child care centres. Hinchinbrook Multi-Purpose Children’s Centre and Wattle Grove Children’s Centre were assessed during the year and both exceeded National Quality Standards.

Casula Preschool, Cecil Hills Children’s Centre and Warwick Farm Children’s Centre received upgrades to outdoor areas to provide better learning environments. Children’s Week was celebrated at all centres.

Deliver program and activities for children and their familiesCasula Powerhouse Arts Centre delivered a range of programs including:

• The Way Out West Festival for Children at CPAC, attended by more than 3500 people

• Hosting the National Conference for Young People• School holiday programs• A Kids Studio

StrateGy 4.6 SuPPort younG PeoPLe’S acceSS to activitieS, ServiceS and SPaceSimplement Council’s youth StrategyCouncil supported local young people through a range of activities including, the CBD Exposed urban youth festival, the Street Jam basketball competition and Street Legacy dance competition. These programs play an integral role in connecting young people to local services and provide recreational activities in a safe environment.

$1,100 in funds were provided to young people through the Liverpool Youth Donations Program and Council convened the Liverpool Youth Workers Network and Liverpool Youth Council.


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StrateGy 4.7 SuPPort acceSS and ServiceS for PeoPLe with a diSabiLityimprove access to public infrastructure for those with a disabilityCouncil progressed works in the disability access upgrade program which was completed in this financial year.

Deliver programing at the Casula Powerhouse Arts Centre specifically targeting people with special needsA program of activities was delivered for people with special needs, including Create It workshops, opportunities to try new dance and movement forms, creative expression workshops, a tour of the building translated in Auslan and installation of public art. In addition, all exhibition openings are interpreted in Auslan.

implement footpath and cycleway programs to improve accessibility and mobility across LiverpoolWorks include:

• Construction of more than four kilometres of footpaths and shared paths

• Disability compliant bus shelters at:− Wroxham Road and Kurrajong Road, Prestons− Greenway Drive, West Hoxton− Horningsea Park Drive, Horningsea

• Accessibility ramps were completed at Miller Senior Citizens Centre and Heckenberg Community Centre.

StrateGy 4.8 SuPPort initiativeS that imProve heaLth, education and emPLoyment outcomeS for aboriGinaL PeoPLeUndertake planning in relation to the Aboriginal and Torres Strait islander communitiesAn Aboriginal Employment Strategy which is aimed at enhancing employment and training opportunities for residents with Aboriginal and Torres Strait Islander backgrounds was drafted. Work commenced on the Aboriginal Culture and Heritage Study.

StrateGy 4.9 SuPPort acceSS to ServiceS and SuPPort for miGrantS and refuGeeSDeliver programs for culturally and linguistically diverse communitiesActions from the Local Ethnic Affairs Policy Statement Action Plan 2012-13 were completed during the year.

Council also held 12 citizenship ceremonies for 799 people from 56 countries.

Provide information and resources to culturally and linguistically diverse communitiesA Refugee Forum was held on Thursday 13 June in partnership with the Liverpool Migrant Resource Centre. The forum was attended by government and non-government agencies and focused on how to build social cohesion among diverse multicultural communities.

Deliver programs at Casula Powerhouse Arts Centre that engage migrant and refugee communitiesA range of programs were delivered, including Boxman, Landlock , Pacifica Power and No Added Sugar. In addition, Casula Powerhouse Arts Centre engaged with not for profit organisations in the planning and promotion of its programs.

StrateGy 4.10 SuPPort acceSS to heaLthy and affordabLe food for the LocaL communityCollaborate with local groups and stakeholders to deliver a targeted initiative aimed at increasing access to healthy and affordable foodThe following programs were delivered:

• Community gardens at Lighthorse Park, Dunbier Park, Hart Park and Miller Technology High were resourced.

• Support for Liverpool Community Kitchen and Hub • Development of a Healthy Food Provision Policy for

Council events and activities.

StrateGy 4.11 faciLitate the deveLoPment of community LeaderSDeliver actions that enhance community leadershipAn Ethnic Leaders Forum was held in partnership with Liverpool Migrant Resource Centre and support was provided to Liverpool Youth Council.

StrateGy 4.12 Provide a diverSe ranGe of recreation ServiceSConduct a range of recreation events and activitiesCouncil’s leisure centres offer a range of recreational facilities including swimming, sports and gym. More than 750,000 people visited the Whitlam Leisure Centre, Michael Wenden Aquatic Leisure Centre and Holsworthy Swim Centre.



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Council held a range of activities as part of the Live Well in Liverpool program, including community walking groups.


StrateGy 5.1 minimiSe houSehoLd and commerciaL waSteProvide residents with a sustainable waste collection serviceMore than 75,532 tonnes of recycling and waste were collected by Council. Council continues to be one of the top performing Councils in the state for its efforts in diverting waste away from landfill.

Deliver a range of waste collection activitiesActivities include:• 21,884 residential household collections which gathered 3,620 tonnes of

materials• 7,116 residential white goods collections which resulted in 219 tonnes of

materials• Collection of 6,550 mattresses• A Chemical Cleanout event on 23 February 2013 where 10.27 tonnes of

unwanted chemicals were collected and disposed in an environmentally safe manner

• An E-Waste collection from 8 - 11 March 2013 where 22 tonnes of TV’s and computers were collected

• A Clean Up Australia Day event on Sunday 3 March 2013 which involved community groups and schools cleaning their local environment

OBJECTiVE 5COUNCiL AND ThE COMMUNiTy WORK TOgEThER TO SUPPORT ENViRONMENTAL SUSTAiNABiLiTy


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Undertake a waste education strategyCouncil facilitates a proactive waste education program which includes information and education to households to reduce contamination in bins. Households are identified through a thorough bin inspection program. Council also worked with eight local schools on a school waste minimisation program.

StrateGy 5.2 manaGe the environmentaL heaLth of waterwaySReduce the amount of pollution entering creeks and riversPatrols of Council managed waterways in parks were carried out. These ensure any pollution matters are identified, rectified or reported to relevant agencies.

Aquatic weed spraying was undertaken for noxious and toxic weeds across Liverpool and three gross pollutant traps were installed as part of Council’s source control strategy to prevent pollutants reaching waterways.

incorporate appropriate controls into Development Control Plans (DCP) to manage potential impacts of development on waterwaysCouncil provided comprehensive feedback to the Department of Planning and Infrastructure on the water quality impacts of development.

StrateGy 5.3 Protect, enhance and maintain areaS of endanGered ecoLoGicaL communitieS and hiGh quaLity buShLand aS Part of an attractive mix of Land uSeSSeek to incorporate appropriate controls into planning policies to ensure endangered ecological communities are adequately protectedCouncil proactively worked with the Department of Planning and Infrastructure to provide appropriate planning controls for the new East Leppington release area.

Undertake significant bush regeneration projects that include locally native tree planting and weed and litter removalWorks commenced on eight new bush regeneration sites. Council is now maintaining over 80 sites that have been completed under the Environment Restoration Program.

Deliver tree management programsThree tree giveaway events were held and more than 4000 native trees were provided to the public for planting at home. Applications for tree removal and pruning were also assessed in line with Council’s policies and procedures.

implement a generic plan of management for natural areas in LiverpoolCompletion of this item was deferred in order to develop the preliminary feasibility study for a stadium and entertainment centre.

StrateGy 5.4 raiSe community awareneSS and SuPPort action in reLation to aLL environmentaL iSSueSFacilitate Council’s Environment Volunteer Program to support environmental activities around LiverpoolTen volunteer groups were supported to work on environmental activities, including a new group for Chauvel Park. Community tree planting activities were held at Voyager and Riverside Park, Chipping Norton, Australis Park, Wattle Grove and Overett Park, Kemps Creek.

Conduct an education program on a range of sustainability issuesA comprehensive education program was implemented, highlights include:

• Nine sustainability workshops • Four editions of the Sustaining Liverpool newsletter • A councillor workshop on energy and water

efficiency. • Completion of a Climate Change Risk Assessment

and Adaptation Strategy.

Encourage public comment in relation to planning proposals and planning controls which may result in environmental impactsEleven amendments to the Liverpool Local Environmental Plan 2008 were progressed. Each of these involved consultation with state government agencies and the local community.

include environmental awareness in arts programsThe Wild Stories exhibition at CPAC was the culmination of an 18 month community engagement project that explored foraging, use of the natural environment and engagement with plants and nature. The Way out West festival included recycling themes and provided positive and engaging messages about sustainability.



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StrateGy 5.5 act aS an environmentaL Leader within the communityincrease the capacity of Council to meet its environmental legislative requirements and improve environmental performanceCouncil’s Integrated Environmental Sustainability Action Plan focuses on improving six key environmental performance areas (Energy, Sustainable Procurement, Sustainable Transport, Waste, Water and Environmental Sustainability Engagement). All tasks scheduled for the financial year were completed.

StrateGy 5.6 enhance the environmentaL Performance of buiLdinGS and homeSEnsure that the environmental performance of buildings and homes is considered in all relevant Development ApplicationsCouncil continued to require developers to demonstrate that appropriate environmental performance is achieved through compliance with BASIX standards.

improve environmental performance of Council’s buildings through maintenance and renewal projectsNew energy efficient high performance air conditioning systems were installed at Prestons, Casula and Holsworthy child care centres.


A city centre clean-up day was held in February 2013.


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OBJECTiVE 6ThE CULTURE AND DiVERSiTy OF LiVERPOOL iS RECOgNiSED AND VALUED


StrateGy 6.1 faciLitate the ceLebration of the rich variety of cuLtureSFacilitate the development of local storiesAn exhibition featuring local artists, titled 8 x 8, was held in the Marsden Gallery. The Marsden Gallery also showed local solo exhibitions that complemented the major exhibitions on display. HSC art students from schools in Liverpool were exhibited in NEXT: 2012. Local artists and performers were employed during the Way Out West festival for children and Pacifica Power.


Council ran a range of events to support community identity and a sence of belonging.


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Deliver a program of city wide community eventsCommunity events were delivered in partnership with a range of government and community organisations. Highlights were:

• NAIDOC Week street march and family day - July 2012

• Harmony Day event - 21 March 2013 • Two Youth Week events - Street Legacy III

dance competition and the Street Jam basketball competition.

The Library ran a series of highly successful programs for children and adults. These included story time, rhyme time, English language conversation classes, a broadband class for seniors, author talks and a month-long celebration for Christmas.

StrateGy 6.2 Promote community harmony and addreSS diScriminationProvide programing and art experiences that physically brings together communitiesThe Pacifica Power program was successfully held from 13 October - 20 November. More than 15,000 visitors participated in the program of events. Highlights included the presentation of Tautai theatre from New Zealand, Pacific Empowerment Tours, workshops with school students.

StrateGy 6.3 Provide cuLturaL centreS and activitieS for the enjoyment of cuLture and the artSProvide a centre for the collection and enjoyment of local historical and heritage itemsThe Liverpool Regional Museum continued to provide an attractive venue for the enjoyment of Liverpool’s history and culture. Many heritage collections were catalogued including family papers and objects donated to the Museum by the Bartlett family who lived in Collingwood house during the 1850s.

Conduct an extensive arts and culture program and events at Casula Powerhouse Arts CentreCPAC continued to grow in popularity. Total visitation to the Centre was 65,668. This is an increase of 11 per cent from the previous year. Highlights for the year included:• An extremely diverse and critically received

exhibition program including Onside, Landlock, Pigeon Auction and Wild Stories

• Three major festivals – Way Out West, Pacifica Power and Sweet As

• A performance program comprised of drama, comedy, children’s theatre and music

• Production of a printed guide showing the building, public art works and key facts about its history

StrateGy 6.4 create awareneSS of and encouraGe uSe of SiGnificant hiStoricaL and cuLturaL SiteSimplement a variety of approaches to raise awareness of Liverpool’s historical and cultural heritageThe Library and the Museum provided an extensive program of historical or cultural exhibitions and events:• Resonances: objects, lives and stories of Liverpool • They Never Knew Why - The Holsworthy

Internment Camp• Smalltown exhibition featuring photographs by

Martin Mischkulnig with words by Tim Winton • Reading through the Ages, a National Year of

Reading 2012 exhibition

StrateGy 6.5 SuPPort community identity and a SenSe of beLonGinGPromote diversity and harmony and enhance community identityA highlight for the year was the You Are Here project. The project was produced in collaboration with CuriousWorks and produced a series of films with young people to engage them in developing multimedia skills and enhance community pride.


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OBJECTiVE 7ThERE iS AN EFFiCiENT AND highLy CONNECTED AND iNTEgRATED TRANSPORT SySTEM


StrateGy 7.1 Promote an inteGrated and uSer friendLy PubLic tranSPort ServiceAdvocate to state government to improve public transport services for our suburbsCouncil made the following representations to state government transport agencies:

• Submission on the draft NSW Long Term Transport Master Plan• Submission on the draft NSW Freight and Port Strategy

Council also supported the Liverpool Transport Taskforce which makes submission to the state government for improvements to public transport services in Liverpool.


A trial taxi rank was set up in Macquarie Street to improve safety in and around the central business district.


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StrateGy 7.2 SuPPort the deLivery of a ranGe of tranSPort oPtionSAdvocate to State government for increased road, rail and bus capacity to meet increasing travel demands of south-west SydneyRepresentations at state level are covered by Strategy 7.1.

StrateGy 7.3 deLiver and maintain a hiGh quaLity LocaL road SyStem incLudinG ProviSion and maintenance of infraStructure and manaGement of traffic iSSueSUndertake timely renewal and replacement of road assetsMore than $5 million was spent on renewing and resurfacing 15 local and regional roads across Liverpool with a combined length of more than six kilometres.

Council continued the $40 million upgrade to Bernera and Kurrajong Roads which provides access to the development areas of Prestons, Carnes Hill, Edmondson Park and Horningsea Park.

Proactive road repairs, resealing, pothole patching, re-grading road of shoulder and drains were carried out in line with Council’s Works Program.

Council continued to facilitate the Liverpool Local Traffic Committee which meets regularly to provide advice to Council on matters relating to traffic control devices and facilities.

StrateGy 7.4 deLiver and maintain a ranGe of tranSPort reLated infraStructure Such aS footPathS, buS SheLterS and bikewaySPut in place development controls which require the provision of bus shelters, footpaths and bike pathsCouncil provided comprehensive feedback to the Department of Planning and Infrastructure regarding the Development Control Plan which provides for bus shelters and paths.

Continue to deliver new paved footpaths, shared paths and bus sheltersMore than 1.5 kilometres of new paved footpaths were provided at the following locations:

• Falcon Crescent, Bernier Way, Chapel Ave, Cristobal Drive in Hinchinbrook and Green Valley

• Leacoks Lane, Tallwood Ave, Reserve Road and De Meyrick Avenue in Casula

• Bus Shelters were also constructed at Wroxham Road and Kurrajong Road, Prestons; Greenway Drive, West Hoxton and Horningsea Park Drive, Horningsea

Regularly maintain footpaths, cycle ways and kerb and gutterCivil maintenance works were completed. All safety issues were addresses within 48 hours.

StrateGy 7.5 enhance road Safety for aLL road uSerSimplement Road Safety Action PlanActions delivered includes:• Road Safety Officers and Rangers carried out site

visits and regular patrols to address road safety and parking concerns around the schools

• A slow down on local roads campaign was implemented with the aim of reminding residents of the default speed limit (50 kilometres per hour)

• Eight free child restraint checking sessions were held to teach parents the correct procedure for fitting child restraints and properly fixing child seats

• Four workshops were held for parents and supervisors of learner drivers to provide practical advice on better supervision

• A Children’s crossing fact sheet was distributed to schools where new crossings or upgrading was carried out

• School zone penalty flyers were distributed to all schools in Liverpool

StrateGy 7.6 Promote the ProviSion of a weLL-functioninG reGionaL tranSPort network by State and federaL GovernmentSAdvocate to State government to improve transport services and infrastructureCouncil made the following representations to state government transport agencies:

• Submission on the Draft NSW Long Term Transport Master Plan on the transport improvements required to accommodate development

• Submission on the Draft NSW Freight and Port Strategy with a detailed assessment of the impact of the strategy on Liverpool

Council also supported the Liverpool Transport Taskforce which makes submission to the state government for improvements to public transport services in Liverpool.


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AERIAL

Tuesday, 16 October 2012

OBJECTiVE 8URBAN iNFRASTRUCTURE MEETS ThE NEEDS OF A gROWiNg COMMUNiTy


StrateGy 8.1 SuPPort the ProviSion of major infraStructure incLudinG eLectricity, SeweraGe, water, SchooLS and teLecommunicationSLiaise with State agencies to secure delivery of infrastructure to support urban renewal and to underpin development of new suburbsPlanning for lighting infrastructure in the new release areas of Georges Fair, Middleton Grange, and Edmondson Park is underway.


Design concepts of the new Carnes Hill Community and Recreation Precinct.


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StrateGy 8.2 manaGe infraStructure aSSetS in accord with eStabLiShed aSSet manaGement PrinciPLeS Maintain Council’s building assets in sound condition to meet the community’s needsAll scheduled building maintenance works were completed. Highlights include:

• A new amenities building in Rosedale Oval• Significant renovation of the Voyager Point

Community Centre at an estimated cost $16,600• Approximately $40,000 worth of works on the

Durrant Oval change rooms, toilet facilities and club house

Monitor and manage works carried out by others to ensure Councils standards and specifications are maintainedAll driveway inspections were completed within required timeframes. Applications for permits to undertake works on Council’s roads and road reserves were issued in line with Council’s standards.

StrateGy 8.3 Provide weLL deSiGned community faciLitieS to meet community needS Deliver the Community Native Plant Nursery and Environment Education Centre

The delivery of this Centre has been significantly delayed by the proposed Moorebank Intermodal as the site for the Nursery has been identified as a potential location for the Intermodal rail link.

This program has been included in Council’s new 2013-2017 Growing Liverpool 2023 Delivery Program and Operational Plan as a Significant Project and is subject to the location of the Intermodal rail link.

Support the delivery of new and upgraded community facilities in new and recently established areasCouncil supports the Human Services Planning Group which plays a lead role in lobbying for services and resources for Liverpool’s growth areas.

Deliver the Carnes hill Community and Recreation PrecinctThe design and building brief for the Carnes Hill Library and Community Centre has been completed. A development application for the precinct was lodged. The project is progressing in accordance with the project plan.

StrateGy 8.4 Provide and maintain a diverSe ranGe of recreation ServiceS and faciLitieSSupport the delivery of new and upgraded recreation facilities in new and recently established areasEight new sporting fields are being planned for delivery in the Austral and North Leppington regions.

Provide equitable access to Council’s community facilitiesEighteen community groups were allocated community buses, tenancies were allocated to 33 community groups and permanent hires were allocated to 130 community groups. Access to Council’s community facilities is assessed against set criteria and an open and transparent expression of interest process.

Research future community requirements for recreation and open space infrastructureCouncil allocated $120,000 dollars to prepare a feasibility study on a stadium and entertainment centre. The study commenced and is on track for completion by the end of October 2013.

StrateGy 8.5 Provide aSSetS in a manner that meetS reLevant StandardS and identified Service LeveLSEnsure Council’s buildings comply with sustainability principlesCouncil continued to undertake post construction reviews on all major projects to ensure that environmental, social, economic and governance requirements have been met.


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StrateGy 9.1 SuPPort oPPortunitieS for informaL LearninG and reSource a network of LibrarieS in the communityProvide modern Library facilities to meet the learning and leisure needs of the people of LiverpoolThe Library continued to provide first class learning facilities and opportunities. There were more than 1.1 million visits to the library and almost 750,000 borrowings.

The library held a range of programs throughout the year and continued to expand its collections, in particular its online collections.


OBJECTiVE 9ThERE iS ACCESS TO COMPREhENSiVE EDUCATiON AND TRAiNiNg

iPads were introduced at the Liverpool Library to support early literacy programs for children.


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StrateGy 9.2 SuPPort acceSS to the internet, in ParticuLar broadband connectionWork with government to promote delivery of information infrastructureOptic fibre by the National Broadband Network Company is being installed in parts of Liverpool, including the city centre.

StrateGy 9.3 SuPPort acceSS to PoSt-Secondary education, incLudinG tafe and univerSity

Collaborate with education providers to enhance access for the local community to educational opportunitiesCouncil partnered with TAFE on a range of initiatives including:

• A state-wide TAFE awards event which was held at Casula Powerhouse Arts Centre in July 2013

• The Health, Education and Medical Precinct Group • Local employment workshops

StrateGy 9.4 SuPPort ProGramS for StudentS requirinG aSSiStanceEncourage study by providing appropriate facilitiesCouncil continued to support students through the provision of facilities at libraries, including new study benches, additional power points for electronic devices and an interactive floor in the children’s area. The Library also introduced tablets for young children to support early literacy programs. The library’s Digital Literacy Hub was expanded to meet increasing demand. The Hub provides English and information literacy programs to people from a non-English speaking background and computer and internet lessons to seniors.

StrateGy 9.5 SuPPort education oPPortunitieS that meet the needS of the communityTake action on identified education related issuesYoung people were supported to plan and deliver the Twisted Sounds Youth Music Festival and Youth Week events. This provided valuable event management, leadership and volunteering opportunities.

Construction of a People’s Shed at Busby is currently underway. The shed is aimed at supporting lifelong learning. Council also resolved to provide grants of up to $20,000 to support men’s sheds in Liverpool. Preliminary planning has begun to identify potential locations.

Liverpool City Library continued to be the most visited library in the state.

There were more than 1.1 million visits to the

library and almost 750,000 borrowings.


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OBJECTiVE 10LiVERPOOL hAS A RANgE OF BUSiNESS AND EMPLOyMENT OPPORTUNiTiES


StrateGy 10.1 encouraGe further deveLoPment of a variety of emPLoyment oPPortunitieS, which Provide for a ranGe of SkiLL LeveLS and emPLoyment cateGorieSzone land to allow a range of employment types within a variety of locations to best meet local employment needsCouncil worked with the Department of Planning and Infrastructure to prepare the planning documents for the East Leppington Precinct. These documents include an Indicative Layout Plan which designates land for a local centre and a neighbourhood centre that will provide local employment. The precinct is within walking distance of the planned North Leppington Major Centre which will be developed to have a range of employment, retailing and services.


More than 600 people participated in 2168 Employment and Education Expo.


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Facilitate the development of social enterprise initiatives across LiverpoolA community forum for residents and community agencies which focused on the development of social enterprises in the 2168 area was held.

StrateGy 10.2 faciLitate economic deveLoPmentProvide information and support to improve the quality of development applicationsCouncil held four developer’s focus groups which provide an opportunity to discuss planning matters and assist developers in the preparation of applications.

Actively promote Liverpool as a place for business to invest and growA Liverpool Economic Development Strategy, Economic Profile and investment prospectus called Liverpool: City of Growth and Opportunity were completed.

Provide opportunities for local artists to sell or present their workCasula Powerhouse Arts Centre has dedicated the Marsden Gallery to local artists and community groups. This supports the local creative community by providing a professional exhibition space.

More than 20 local artists had their work exhibited in gallery spaces, this assisted many of the artists to secure other exhibition and development opportunities.

In addition, annual exhibitions from Liverpool Art Society and Mil-pra Aboriginal Educational Consultative Group (AECG) were held and local theatre groups were also able to use the space, most notably Liverpool Performing Arts Ensemble.

hold markets at Casula Powerhouse Arts Centre for local business and community to sell produce and productsRecord and craft fairs were held including a small ‘pop-up shop’ in the building which profiled local designers and craftspeople.

StrateGy 10.3 SuPPort acceSS to emPLoyment and traininG ParticuLarLy for younG PeoPLe, oLder PeoPLe, miGrantS and thoSe exPeriencinG LonG term unemPLoymentConduct a program of training and learning activities at the Community 2168 Training and Research CentreMore than 600 people participated in the 2168 Employment and Education Expo which featured workshops and stalls from 55 government, non-government and business agencies.

A men’s health forum was also held on 7 June 2013 and attended by more than 50 residents and agencies.

StrateGy 10.4 faciLitate deveLoPment of new touriSt buSineSSeS baSed on LocaL attractionS and cuLture-in-touriSm aS weLL aS other creative induStrieSimplement a creative industries strategy that includes cultural tourismCouncil was involved in consultations on creative industries strategies, cultural policy and cultural planning at both a state and national level.


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OBJECTiVE 11DECiSiON MAKiNg PROCESSES ARE TRANSPARENT AND ThE COMMUNiTy hAS OPPORTUNiTiES TO BE iNVOLVED


StrateGy 11.1 encouraGe the community to enGaGe in counciL initiativeS and actionSSupport and resource the Committees of CouncilThe following committees were held during the year:

• Aboriginal Consultative Committee• Budget and Finance Committee• Casula Powerhouse Arts Centre Board • Economic Development Committee• Environment Advisory Committee • Ethics and Audit Committee• Floodplain Management Committee• Heritage Advisory Committee


Council facilitated a comprehensive consultation and engagement program including community meetings, committees and forums.


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• Liverpool Access Committee• Liverpool City Centre Urban Revitalisation

Committee• Liverpool Multicultural Advisory Committee• Liverpool Sports Committee• Liverpool Youth Council• No Intermodal Committee• Street Naming Committee• Order of Liverpool Advisory Committee • Tourism and Events Committee• Warwick Farm Racing Precinct Steering Committee

implement a program of community engagementCouncil facilitated a comprehensive program of community engagement:

• Eighteen urban and rural community forums were held, the forums had a combined attendance of 227 people

• Independent Hearing and Assessment Panel • 293 Facebook and Twitter updates • 267 media and marketing campaigns

Provide a volunteer program at Casula Powerhouse Arts CentreOn average 30 provided support to Casula Powerhouse Arts Centre on a range of programs during and events.

11.2 Provide information about counciL’S ServiceS, roLeS and deciSion-makinG ProceSSeSProvide timely and accurate information to residentsInformation to residents was provided through:

• Website updates• Social media• Weekly newspaper updates in the Liverpool Leader

and South West Advertiser• Newsletters to every household• Public Council Meetings and publishing the minutes

of the meeting on the internet.

Provide educational opportunities on the services provided by Council, Council’s role within the community and the decision making processCouncil provided Discovery Tours to new migrants which provide information on the role of Council. Council also facilitated four educational presentations to schools on the role of Council, its services and facilities.

11.3 undertake communication PracticeS with the community and StakehoLderS acroSS a ranGe of mediaSeek customer feedback on services, programs and facilitiesCouncil surveyed 500 residents through its annual telephone survey. 43 of the 46 services were rated as moderate to high satisfaction.

Customer feedback was also sought on specific Council projects and activities, including the upgrade of Council’s website and the Carnes Hill Recreation and Community Precinct.

11.4 SuPPort communication and conSuLtation methodS that are acceSSibLe for PeoPLe with SPeciaL needS or who may exPerience barrierS to ParticiPationDevelop and implement communication strategies that address specific needs in the communityInformation on the National Relay Service phone service for people who have a hearing or speech impairment is provided on Council’s promotional material.

Stories in the residential newsletters are translated into Hindi, Arabic and Vietnamese.

Regular access workshops are held in both visual arts and dance at the Casula Powerhouse Arts Centre and Council undertakes a range of initiatives to improve access for people with a disability, including utilising hearing loops where necessary and providing accessible seating.

Council surveyed 500 residents through its

annual telephone survey. 43 of the 46 services were rated as moderate to high

satisfaction.


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OBJECTiVE 12ThE COMMUNiTy iS SUPPORTED By A WELL-MANAgED AND RESPONSiVE COUNCiL


StrateGy 12.1 deveLoP, imPLement and reGuLarLy review a financiaL StrateGy that baLanceS community aSPirationS and wiLLinGneSS to PayEffectively manage all aspects of Council’s financial management function in accordance with legislative requirementsCouncil maintained a Sound and Stable financial position for 2012-13. Council met all of its financial legislative obligations during the year and all reports were submitted on time.

Develop and monitor Council’s Resourcing Strategy including long term financial plan and annual budget in compliance with the Division of Local government requirementsCouncil continued to monitor and progress its Long Term Financial Plan. The annual budget was adopted by Council on 26 June 2013.


Council’s Customer Contact Centre served more than 150,000 calls and 50,000 counter transactions.


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Reduce the dependency of Casula Powerhouse on Council revenueCasula Powerhouse Arts centre received $5,000 in sponsorship for the Way Out West festival for children and a value-in-kind sponsorship for signage. Value in-kind sponsorships were also received for the Women in Sport initiative.

A comprehensive philanthropic giving program was implemented to allow people to make donations towards specific programs. Audience numbers continued to trend upwards, particularly in children’s theatre and the senior’s matinees, increasing the total amount of revenue received from ticket sales.

StrateGy 12.2 deveLoP, imPLement and reGuLarLy review a workforce manaGement PLan to SuPPort counciL’S deLivery ProGram and oPerationaL PLanCo-ordinate review and maintain the Workforce Management PlanReview of the Workforce Management Plan commenced. Actions include:

• Completion of the Climate Survey • Improvements to the way Council communicates

with applicants and reduction in recruitment time-frames

• Exit interviews with employees to provide information on future retention activities

• Review of policies including staff recognition, performance management and leave

New employee profiles are being entered into the new Human Resources and Information System and existing employees’ profiles will be added in 2013-14.

StrateGy 12.3 deLiver ServiceS that are cuStomer-focuSedOperate Council’s Customer Contact CentreCouncil maintained a 24 hour phone service throughout the year in accordance with agreed delivery standards.

The Contact Centre took 157,915 calls and Council’s after hours service took 11,902 calls in the year. 62,941 customer requests were raised in addition to 459 customer requests received online.

Council’s Customer Service staff handled 52,053 face to face transactions. Prompt and efficient service was provided with an average queue waiting time of only one minute and 37 seconds which is considerably better than the service delivery standard of five minutes.

StrateGy 12.4 oPerate a weLL-deveLoPed Governance SyStem that demonStrateS accountabiLity, tranSParency, ethicaL conduct, a Safe workPLace and manaGeS riSkProvide a sound corporate governance frameworkCouncil’s governance policies and procedures were reviewed and amended to ensure legislative, regulatory and internal policy compliance, as well as in support of Council’s commitment to continuous improvement. These included: Code of Conduct, Conduct Procedures, Code of Meeting Practice, Privacy Management Plan, Customer Feedback Policy, Councillor Access to Information and Interaction with staff, annual monitoring of Gift and Benefits Register and the Ethical Governance Secondary Employment Policy.

Ensure the community is aware of its rights and responsibilities in relation to accessing informationCouncil undertook following activities:

• The Public Access to Information page on Council’s website was updated

• All new and revised policies were published on the Council website

• Training and information on probity, procurement, procedural fairness and other issues related to ethical standards was provided.

Provide training and support for elected representativesEighteen briefing sessions and five training sessions were held for Councillors in the year.

Continue to implement Council’s Work health and Safety (WhS) systemCouncil continued to implement its Work Health and Safety system, training was provided to staff and policies were updated. Fiver Work Health and Safety Audits were conducted for the year.

Provide learning and development opportunities to all staff to improve delivery of Council servicesCouncil commenced development of a training needs anaylsis.

Develop a policy and process that delivers a performance-based cultureA new policy and procedure was developed.



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Manage Council’s property portfolio in accordance with statutory requirementsCouncil’s property portfolio is actively managed to optimise returns to Council. Two road leases, one pipeline lease and two land leases were negotiated. In addition, five leases for office space were re-negotiated.

Acquisitions for infrastructure, open space and drainage are facilitated as required. Three properties were acquired for road widening. Eight properties were acquired for drainage and flood mitigation and six properties were acquired for both drainage and open space.

Conduct a sound audit systemNine planned audits were completed during the year. Six commenced and substantially progressed. Internal Audit conducted 20 unplanned projects during the period which included the investigation of referrals by the Independent Commissioner Against Corruption, Public Interest Disclosures and other investigation referrals.

StrateGy 12.5 undertake inteGrated PLanninG that meetS the requirementS of the State Governmentimplement the integrated planning frameworkThe End of Term Report on the delivery Growing Liverpool 2021 was completed and adopted by the Council at its meeting 20 August 2012 and a comprehensive sixth monthly report on the Delivery Program 2011-15 was made available to Council and the public in February 2013.

A new Community Strategic Plan called Growing Liverpool 2023 was developed in consultation with the community in early 2013, exhibited in May and adopted by Council at its meeting on 26 June. Council’s four-year delivery plan and one-year operational program were also adopted.

Develop and monitor Council’s Resourcing Strategy including long term financial plan and annual budget in compliance with State government requirementsReview of the Asset Management Plan, Long Term Financial Plan and Workforce Management Plan commenced.

Research and provide demographic data for planning purposesThe Liverpool Community Profile on the Council’s website was updated with 2011 Census data.

StrateGy 12.6 activeLy advocate for federaL and State Government SuPPort, fundinG and ServiceSUndertake advocacy to relevant State and Federal bodies to improve services, infrastructure and facilitiesCouncil considered and responded to a number of government initiatives, draft policies, directions of new legislation. This includes the draft planning legislation and White Paper, the updated Sydney Metropolitan Strategy, the Western Sydney Employment Lands project, the Moorebank transport intermodal proposals, Camden Coal Seam Gas proposal, and major road upgrades. In responding to these projects, Council considered the strategic benefits for the local community and sought to ensure Liverpool’s residents and businesses are supported.

Research and pursue relevant grants as an alternative means of funding priority actionsGrants received included:

• $150,000 for the Graffiti Reduction and Removal Program

• $ 50,000 for the Car Security Project• $21,500 to deliver an Ageing Strategy for Council • $9,770 to deliver the 2168 Health and Family Day

in March 2013• $4,000 to deliver a Bike Week event • $3,000 for activities which raise awareness on

mental health• $1,000 for Seniors’ Week activities

Applications submitted during the year include the Regional Development Australia Fund Round 4, Arts NSW Public Outcomes Program, Safer Suburbs Program, Taxi Security Scheme, Operation Bounce Back, an application to the National Crime Prevention Fund for a CCTV network in the city centre, an application to the Cancer Council to fund workplace health and safety initiatives and a Library Development Grant application to the Library Council of New South Wales for $40,000.



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StrateGy 12.7 utiLiSe uP-to-date and inteGrated information SyStemSSupport and manage Councils information and technology requirementsCouncil commenced implementation of a new integrated human resource information system Helpdesk services were provided in accordance with agreed service levels. Selected computer equipment leases have been extended and the replacement program will be back on schedule by the end of October 2013.

implement new and update existing information and technology systemsCertified versions of Corporate Software are reviewed and updated as required. Office 2010 and Windows 7 were implemented across the organisation.

Review and update information technology Disaster Recovery Plan and processesThe update of the Disaster Recovery Plan continued on an on-going basis in response to changing circumstances and further consideration is being given to new technologies to maintain the availability of systems. Tests were carried out on several servers.

StrateGy 12.8 take account of the quadruPLe bottom Line in the deSiGn counciL deciSion makinG ProceSSeSMonitor progress on improving community wellbeingCouncil collected and monitored census data from the Australian Bureau of Statistics, health data from the Population Health Survey, employment information from the labour market information portal and social determinants of health from the Health Atlas. New fact sheets summarising recently released data were developed and are available on Council’s website.

StrateGy 12.9 undertake continuouS imProvement in Governance, oPerationS and LeaderShiPAdvance ethical standards across the organisationPapers were distributed to relevant members of Council staff on Probity Issues in Tendering and Delegations – Getting it Right and information was provided to relevant staff members on legal professional privilege. A letter was sent to suppliers, contractors and consultants regarding procurement practices and the Code of Conduct.



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STATUTORy REPORTiNg REqUiREMENTS

PART 3:


OVERSEAS ViSiTS By COUNCiLLORS AND COUNCiL STAFF The following elected representatives and staff attended the US Studies Centre- Sustainability Study tour from 7 – 15 June 2013 to develop an insight into sustainable design and showcase best practice urban policy:

• Mayor Ned Mannoun• Deputy Mayor Mazhar Hadid• Councillor Sabrina Mamone• Chief Executive Officer, Farooq Portelli

Details of elected representative costs are provided in the next section.

MAyORAL AND COUNCiLLOR FEES, ExPENSES AND FACiLiTiESAll fees, expenses and facilities are provided in line with Council’s Payment of Expenses and Provision of Facilitation to Mayor and Councillors Policy.

PART 3 / Our Statutory Reporting Requirements

Mayoral and Councillor Fees and Facilities Fees Hardware Allowance

Mayor Allowance for Mayor Wendy Waller $11,506 $162

Councillor Allowance for Mayor Wendy Waller $4,033 0

Total Mayor $15,539 $162

Councillors

Councillor Ghulam Gillani $4,033 $167

Councillor Tony Hadchiti $4,033

Councillor Mazhar Hadid $4,033

Councillor Peter Harle $4,033

Councillor Ali Karnib $4,033

Councillor Gary Lucas $4,033

Councillor Ned Mannoun $4,033

Councillor James McGoldrick $4,033 $167

Councillor Nadia Napoletano $4,033

Councillor Anne Stanley $4,033

Total Councillors *$40,328 *$335

Pre September 2012 election


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Mayoral and Councillor Fees and Facilities Fees Hardware Allowance

Mayoral Allowance for Mayor Ned Mannoun $46,089 $17

Councillor Allowance for Mayor Ned Mannoun $17,345 0

Total Mayor $63,434 $17

Councillors

Deputy Mayor Mazhar Hadid $17,286 $167

Councillor Ghassan Balloot $17,286

Councillor Tony Hadchiti $17,286 $167

Councillor Peter Harle $17,286

Councillor Ali Karnib $17,286 $167

Councillor Sabrina Mamone $17,286

Councillor Peter Ristevski $17,286

Councillor Geoffrey Shelton $17,286

Councillor Anne Stanley $17,286 $167

Councillor Wendy Waller $17,286

Total Councillors *$172,857 *$669

Post September 2012 election

*Data in the table is rounded to the nearest dollar and summation is based on actual amounts

Councillor Expenses Total

Joint Regional Planning Panel Allowance $8,400

Dedicated office equipment $786

Mobile phone expenses $505

Postage costs $286

Conferences and seminars $44,721

Training $26,125

Interstate visits $4,532

Overseas visits $32,542

Partner/spouse expenses Nil

Provision of childcare Nil

Miscellaneous $7,285


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CONTRACTS AWARDED By COUNCiL During 2012-13 Council awarded the following contracts for amounts greater than $150,000 (other than employment contracts)

Note: Estimated figures are based on forecasted spend over the entire contract term, including extension options.

Contract Number

Contract Description Contractor(s)Price (GST

Inclusive) over contract term

ST2168 Cleaning of 33 Moore Street Liverpool • Storm International Pty Ltd $220,000

ST2162 Streetscape weed control • Garden Growing Solutions $160,000

ST2206 Sports field floodlight upgrades • Premier Lighting and Electrical Pty Ltd $307,230

RCL2200Demolition of building and removal of asbestos containing materials

• Affective Services (Aust) Pty Ltd• Beasy Pty Ltd• CPA Contracting Pty Limited• RMA Contracting Pty Ltd• Ronnies Demolitions Pty Ltd

Estimated

$525,000

WT1584 Landscape upgrade of various sites • GJs Landscapes Pty Ltd• Sterling Group Services Pty Ltd

$259,307 $85,904

ST2167 Cash collection from parking meters • ECS International Security & Investigations $205,920

RCL2234Reset and repair of heritage headstone monuments at Liverpool Pioneers’ Memorial Park

• Traditional Stonemasonry (Contracting) Pty Ltd• Monuments in Memoriam• E.H. Stonemasonry Services Pty Ltd.

Estimated

$400,000

EOI2219 1-3 Hoxton Park Road, Liverpool • Health Infrastructure (NSW) Pty Ltd Confidential

PST2149Architectural Design Services for the Carnes Hill Recreation and Community Precinct

• Brewster Hjorth $260,150

RCL1583Manufacture, supply and installation of playground equipment

• Australasian Playgrounds Pty Ltd• Parkequip Pty Ltd• Hansen Pty Ltd t/a Forpark

Estimated

$1,000,000

RCL2217 Bush regeneration works

• Bush-It Pty Ltd• Ecohort Pty Ltd• Greening Australia NSW• Southern Habitat (NSW) Pty Ltd• Toolijooa Pty Ltd• Total Earth Care Pty Ltd

Estimated

$1,600,000

ST2204Cleaning of Liverpool Library and Museum

• ADZ Cleaning $375,000

WT2261 Fire system safety upgrade • Grosvenor Fire Pty Ltd $664,382

ST2237 Security Services • Moresmate Pty Ltd T/A NSS GroupEstimated

$600,000

WT2241Supply of ready mixed concrete

• Advanced Ready Mixed Concrete P/L• Concrite Pty Ltd and • Hi-Quality Sitemix Pty Ltd

Estimated

$200,000

PST2164 Supply of library materials• James Bennett Pty Ltd • Digital Education Services

Estimated

$450,000

WT2238Local park upgrades AE Reay Park and Bunya Park

• GJ’s Landscapes Pty Ltd• Lamond Contracting Pty Ltd

$88,823 $158,468


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AMOUNTS iNCURRED iN RELATiON TO LEgAL PROCEEDiNgSIn 2012-2013 Council was involved in the following legal proceedings and incurred costs as shown in the table below:

Matter Status Outcome Costs

Dib v Liverpool City Council.Class 1 proceedings in the Land and Environment Court appealing Council’s deemed refusal of a proposed subdivision of 2 Kurrajong Road Casula.

Finalised.

On advice from its solicitors, Council resolved to enter into consent orders and the development was approved by the Court.

$6,537

Liverpool City Council v Direct Freight. Court elected Penalty Infringement Notice before the Local Court regarding the breach of development consent.

Finalised.

Council was successful. The respondent was ordered to pay a fine of $9,000 and was also ordered to pay court costs and Council’s legal fees.

$4,819

Moorebank Recyclers v Liverpool City Council. Land and Environment Court proceedings initiated by Moorebank Recyclers seeking an easement over Council’s land for road construction.

Finalised.

The court granted the easement sought by the applicant. The applicant was ordered to pay Council’s legal costs.

$230,778

Benclutch Pty Ltd v Liverpool City Council. Class 1 proceedings in the Land and Environment Court appealing Council’s refusal of a development application to operate an existing freighting service at 20 Scrivener Street Warwick Farm on a 24/7 basis.

Finalised.

The appeal was upheld in part. The Court approved partially extended operating hours for a trial period of 12 months.

$36,514

Liverpool City Council v Maller holdings Pty Limited. Class 5, criminal prosecution proceedings in the Land & Environment Court for the alleged development without consent at 17 Manning Street, Warwick Farm.

Matter heard. Judgment has been reserved and, at the time of reporting, not yet handed down.

Judgment reserved. $179,488

Liverpool City Council v Robert itaoui. Class 1 proceedings in the Land and Environment Court, appealing Council’s refusal of a development application for a non-denominational cemetery at 41 Greendale Road, Bringelly.

Finalised.Appeal was upheld and the court approved the development.

$69,089

Liverpool City Council v NSW United Turkish islamic Centre. Class 1 proceedings in the Land and Environment Court, appealing Council’s refusal of a development application for a cemetery at 31 Greendale Road, Bringelly.

Finalised.Appeal was refused and the court refused the development.

$103,827

Mark Topic v Liverpool City Council. Class 1 proceedings in the Land and Environment Court, appealing Council’s refusal of an application to amend a condition of development consent requiring the applicant to pay a financial contribution under Section 94 of the Environmental Planning and Assessment Act 1979.

Finalised.

By way of consent orders, the appeal was upheld in part. The applicant remains required to pay a financial contribution but at a lessor amount than the consent originally required.

$42,290

Poletti and ors v Liverpool City Council and ors. Class 4 proceedings in the Land and Environment Court seeking declarations that two development consents on the same property are invalid.

Finalised.The Court declared the consents invalid.

$13,427


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PRiVATE WORKS AND FiNANCiAL ASSiSTANCE55 Cubit Drive, Denham Court

Construction of drainage pipes and overland flow path through a private property at 55 Cubit Drive, Denham Court to convey stormwater runoff from the street in to the creek at the back of the property. This work was undertaken to mitigate overland flooding problems experienced by adjoining properties.

PLANNiNg AgREEMENTS The following planning agreements were held with developers and landowners during the reporting period:

george’s Fair Estate Lot 2127 DP 11452258 georges Fair (Boral Bricks Pty Ltd) and relates to the residential subdivision and provision of the necessary roads and public open space for the estate (including the link road). The conditions of the agreement have been complied with to date.

146 Newbridge Road, Moorebank also known as Benedict Sand and gravel (Tanlane Pty Ltd) relates to the commercial and residential development of the land and requires works including the embellishment

and dedication of Georges River foreshore land and drainage land, and the construction of a bike/pedestrian path and road bridge. Works and land dedication stipulated in the agreement are not yet due to be undertaken.

124-144 Newbridge Road, Moorebank also known as Flower Power Nursery site (Syesun Pty Ltd) relates to the commercial development of the land and requires works including the embellishment and dedication of Georges River foreshore land and drainage land, and the construction of a bike and pedestrian path. Works and land dedication stipulated in the agreement are not yet due to be undertaken.

Former hoxton Park Airport, Lot 22 DP 1042996 Cowpasture Road (hoxton Park Airport Limited Freehold Pty Ltd and Mirvac Projects Pty Ltd) relates to the industrial, commercial and residential development of the land and requires works including the embellishment and dedication of land along Hinchinbrook Creek, construction of drainage detention basin, road bridge, bike and pedestrian path and signalised intersection at Cowpasture Road. The majority of the infrastructure items have now been provided and de-registration of this agreement is currently underway. The requirement for the developer to provide systematic inspections and maintenance relating to the revegetation of parts of Hinchinbrook Creek still applies.


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Lot 7 Sirius Road, Voyager Point (Defence housing Australia) relates to the residential development of the land and requires works including the embellishment and dedication of land adjacent to Williams Creek. Landdedication and embellishments are not yet due to be undertaken.

Amarino Pty Ltd Lot 29 Cowpasture Road, hinchinbrook relates to the industrial development of the land and requires works including embellishment and dedication of Hinchinbrook Creek foreshore and drainage land, and construction of a signalised intersection on Cowpasture Road. A development application has been lodged for part of this land, dedication and embellishments are not yet due to be undertaken.

Mirvac homes (NSW) Pty Ltd and Landcom Lot 11 DP 1139171 Elizabeth hills relates to the residential development of the land and requires works including embellishment and dedication of Hinchinbrook Creek foreshore and drainage land, provision of public recreation facilities, and public open space for the estate. Construction of works and land dedication has been undertaken, handover of these works to Council will occur in the next reporting period.

Munday Street Warwick Farm, Lot 1 DP 1162276 relates to the commercial development of the land and requires the developer to signalise the intersection of Governor Macquarie Drive and Munday Street. The described works are yet to be undertaken.

inglis and Coopers Paddock sites Warwick Farm relates to the development on land both north and south of Governor Macquarie Drive Warwick Farm. The Planning Agreement requires the developer to provide road improvements, remediation of land, provide shared bicycle and pedestrian paths and dedicate foreshore and environmental land. Works are yet to be undertaken.

New Brighton golf Course relates to the development of part of the New Brighton Golf Course at Moorebank. The planning agreement requires the developer to pay monetary contributions, construct shared pedestrian and cycleways, dedicate Georges River foreshore and other land and rehabilitate existing vegetated areas. Works are yet to be undertaken.

CORPORATiONS, TRUSTS, PARTNERShiPS AND JOiNT VENTURESCouncil is a member of Westpool, a joint insurance and risk management venture that provides liability protection for nine western Sydney member councils. Member councils are Blacktown, Blue Mountains, Fairfield, Hawkesbury, Liverpool, Parramatta, Penrith, Wollongong, Shellharbour and Kiama.

During 2011-2012 Council was engaged in resource sharing with a number of organisations including other councils and state government bodies as follows:• Be Sharp Be Safe Community Sharps Management• Chemical Cleanout• Floodplains Management Authority - NSW• Georges River Combined Councils Committee• Liverpool Local Emergency Management Committee• Macarthur Bushfire Management Committee• Western Sydney Regional Illegal Dumping Squad

Council did not have a controlling interest in any companies during the year.



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RATES AND ChARgES WRiTTEN OFF DURiNg ThE yEAR There were no rates and charges written off during the year.

SENiOR STAFF REMUNERATiONAs at 30 June 2013 the General Manager’s total remuneration, including salary, bonus payments, superannuation and motor vehicle, is detailed below:

As at 30 June 2013 total expenditure on Senior Staff remuneration (other than the General Manager) including salary, bonus payments, superannuation and motor vehicle is shown in the following table:

During 2012-13, Council reviewed its structure to ensure it was in line with industry best practice; this resulted in the transition from four directors to two Executive Directors and eight Group Managers. Council’s new structure places greater accountability on its management team and better outcomes for the community.

EqUAL EMPLOyMENT OPPORTUNiTy MANAgEMENT PLANCouncil supported equality in employment through building strong employment practices and ensuring the implementation of fair workplace policies and procedures with the aim of ensuring all recruitment is based on merit.

Council has several programs in place to ensure that our workplace reflects our community and has a diversity of employees who are all trained and accountable for their behaviour toward each other and the Liverpool community. A particular area of focus for the year was on line training on Equal Employment Opportunity for all employees. Council also enhanced access and equity through education for disadvantaged groups. Council improved the qualification base of these groups through existing worker traineeships which have concentrated on recognition of existing skills and updating the knowledge base with the latest legislation and strategies for completing their work.

Employees were encouraged to “Make a Difference” by providing ideas suggestions and feedback on any areas of concern. This feedback can be anonymous and the process ensures that all our employees have their suggestions considered at the highest levels of the organisation, irrespective of their backgrounds, status or personal attributes.

PositionRemuneration less FBT(Gross + Super + Car)

FBT

General Manager $340,297.00 $16,909.00

PositionRemuneration less FBT(Gross + Super + Car)

FBT

Prior to March 2013:Director, Assets and Infrastructure Delivery Director, City Planning Director, City ServicesDirector, Governance and Financial ServicesMarch 2013 – June 2013:Executive Director Group Manager, Business ExcellenceGroup Manager, City PresentationGroup Manager, Community and CultureGroup Manager, Economy and EngagementGroup Manager, Executive andStrategyGroup Manager, GovernanceGroup Manager, Infrastructure and Environment

$ 1,165,995 $104,855


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COMPANiON ANiMAL MANAgEMENT Liverpool City Council delivered a range of activities during 2012-2013 to ensure compliance with the Companion Animals Act 1998 which included enforcement and education activities and programs.

Council’s subsidised de-sexing program continued to be used by pensioners. This program is permanent and provides assistance to pensioners to de-sex their companion animal. Council provided 13 subsidies for the 2012-2013 year. It was promoted through Council’s website and in local papers.

Liverpool City Council’s Micro-chipping Day provides the local community to have their companion animals micro-chipped free of charge. It was held on Saturday 18 September 2012 with more than269 companion animals micro-chipped and educational show bags provided to the community. The event was advertised in local papers, on Council’s website, through flyers and on banners around the city. 1493 companion animals were registered during the year.

Council embraced the new and more efficient process of reporting dog attacks via the Companion Animal Register. Council reported 53 dog attacks during the year.

Council continued with its review process of all impounded animals to identify repeat offenders and take further action such as penalties and education to assist owners with their dogs and address any problem behaviours.

Council now has two off-leash areas: Lieutenant Cantello Reserve, Stewart Drive, Hammondville and Hoxton Park Reserve, Wilson Drive, Hinchinbrook. Council continues to look at new locations to further increase the number of off-leash areas and also to improve the facilities we provide at the existing locations.

Council, along with our authorised impounding facility is investigating ways to reduce the rate of euthanasia of companion animals. Help in the placement of unclaimed animals. Last financial year 365 dogs and 672 cats were released to these organisations for re-homing.

Council has undertaken a proactive approach to the removal of feral cats within the local government area. Council has removed more than 90 cats with the assistance of residents who set the Council traps up in their yards.

Animal management policies and procedures are reviewed on a regular basis to ensure they meet any changes in the provisions of the Companion Animals Act 1998 and regulations. Companion Animal Funds were used in accordance with the guidelines of Section 85 (1a) of the Companion Animal Act 1998 which states “Any money paid to Council from the fund is to be applied by the Council only for the purpose that relate to the management and control of Companion Animals in its area”.

The total cost of providing these services during 2012-13 was $608,418. The revenue generated from Animal Management services to the community was $162,899.

WORK, hEALTh AND SAFETy (WhS)Council is required to comply with relevant legislation including the Workplace Health and Safety Act 2011. During 2012-13 a major review of our WHS Management System was completed and all relevant changes were implemented. The WHS Management Plan includes various targets and objectives that are relevant to reducing workplace injuries, highlighting hazards and the enhancement of an inspection and audit schedule. Targets and objectives were formulated to ensure that we can provide a safe working environment for our workers and to encourage a proactive approach to safety.

An electrical testing program and Emergency Procedures were completed across all work sites. The influenza vaccine was made available to all staff through the health immunisation program.

Workers Compensation claims reduced significantly, 33 compared to 55 in 2011-12. A Workplace Health and Safety Committee continued to operate within Council with a membership comprising of staff and management representatives. The Committee meets every month to discuss issues, review changes to processes, statistical information and the WHS management system.

A copy of the current Health and Safety policy is provided.


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Liverpool City Council ANNUAL REPORT Liverpool City Council ANNUAL REPORT

Liverpool City Council, Level 2, 33 Moore Street, Liverpool NSW 2170

Phone 1300 36 2170 Visit www.liverpool.nsw.gov.au

E-mail: [email protected]

NRS: 133 677 (for hearing and speech impaired callers only)

If you need this information translated call the interpreter service on 131 450 and

ask them to contact Council on 1300 36 2170.

liverpool city council - annual report 2012 - 2013

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