4-year delivery program operational plan ......2016/08/09 · the 2016-17 delivery program and...
TRANSCRIPT
4-YEARDELIVERY PROGRAM OPERATIONAL PLAN & BUDGET 2016-2017
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The Delivery Program and Operational Plan is where the directions and strategies in the 10-year Growing Liverpool 2023 Community Strategic Plan are translated into actions. It outlines the principal activities and services that Council will deliver over four years to move Liverpool forward
Version Changes Date
1 Nil - initial 26/05/2016
1.1 Formatting changes 27/05/2016
1.2 Formatting changes 28/06/2016
1.3 Budget changes 1/08/2016
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Mayor’s Message 6Chief Executive Officer’s Message 9Community vision 10
Section 1: Your Council 13Your Mayor and Councillors 15Council’s roles and responsibilities 16Guiding principles 18 Corporate values 20
Section 2: About Liverpool 23Our City 24Liverpool at a glance 26Key features 27Our challenges and priorities 28
Section 3: Delivery Program 2013-17, Operational Plan 2015-16 33About this plan 34How it all fits together 35Monitoring and reporting 36Measuring progress 37Future Directions 38Our Directions 39Principal Activities/Key Services 40Direction 1: Vibrant Prosperous City 43Economic Development 44Strategic Communications and Research 46Strategic Project: Macquarie Mall Revitalisation 48Strategic Project: Bigge Park Improvements & Upgrades 49Strategic Project: Investment in Health and Education Sector 50Strategic Project: Georges River Masterplan 51Direction 2: Liveable Safe City 53Civil Maintenance, Parks and Emergency and Protective Services 54Community Standards 56Development Assessment 58Strategic Planning 60Strategic Project: Western Sydney Priority Growth Area Steering Group (WSPGA) 62Strategic Project: Local Environment Plan (LEP) Review 64Strategic Project: ePlanning Portal 65Direction 3: Healthy Inclusive City 67Children’s Services 68Community Planning and Development 70
Community Facilities Management 74Customer Service 78Infrastructure Delivery – Community Facilities 80Infrastructure Delivery – Recreation Facilities 84Libraries and Museum 86Strategic Project: Wattle Grove Early Education Centre Refurbishment 88Strategic Project: Strong Children and Communities Project 89Strategic Project: Arts and Dementia Program 90Strategic Project: Carnes Hill Community and Recreation Precinct 91Strategic Project: National Arts and Refugee Forum 91Strategic Project: Multiculturalism and Civic Leadership 91Direction 4: Proud Engaged City 93Casula Powerhouse Arts Centre 94 Events and Civic Events 96Strategic Project: No Intermodal Campaign 100Strategic Project: Community Strategic Plan Engagement 101Strategic Project: Film Culture at Casula Powerhouse 102Strategic Project: Children & Young People Development Programs 103Direction 5: Natural Sustainable City 105Floodplain and Water Management 106 Parks, CBD and Waste Management 108 Sustainable Environment 110Strategic Project: Austral-Leppington Drainage Design 112Strategic Project: Waste Less, Recycle More Program 113Direction 6: Accessible Connected City 115Asset Planning and Management 116 Investigation and Design 118 Roads, Footpaths and Cycleways 120 Traffic, Transport and Parking 122Strategic Project: Georges River - Boardwalk and Bridge over Railway Pylons 124 Strategic Project: Liverpool City Centre Traffic Study 125Strategic Project: Construction of Bernera Road (Former Croatia Ave, Edmondson Park) 126Strategic Project: Bathurst Street Extension 127Direction 7: Leading Proactive Council 129Business Improvement 130 Corporate Strategy 132 Council and Executive Services 134 Financial Services 136 Governance and Legal 138 Internal Audit 140 Information and Technology Support 142 People and Organisational Development 144 Property Group 146Work Health and Safety 148Strategic Project: New Community Strategic Plan and Delivery Program 150Strategic Project: Liverpool Civic Place 151Strategic Project: Southern CBD Master plan 152
Section 4: Financial Information 155
Contents
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Mayor’smessage
The 2016-17 Delivery Program and Budget is the financial foundation for Liverpool Council’s delivery of services, programs and capital projects which will enhance our status as the capital of Sydney’s Great South West.
This budget also continues our tradition of delivering a record capital works program to improve the lifestyle, recreation and employment opportunities for the Liverpool community.
Our wide-ranging budget includes committing more than $36m to road maintenance, $34m to parks and reserves and $14m to community buildings and facilities.
We are delivering a balanced budget to ensure that the services we’re offering are delivered in an efficient and cost-effective manner.
This budget provides detailed and transparent information on all of Council’s expenditure, including major projects and community initiatives.
The State Government and Premier Mike Baird have acknowledged Liverpool Council’s financial competence by letting us continue to stand alone and not be part of a forced amalgamation. The decision is a resounding vote of confidence in Liverpool’s bright future and leadership in the region.
Council’s achievements and future projections continue the community’s vision for a vibrant regional city of opportunity, prosperity and diversity.
Liverpool continues to attract investment. There was a 42% increase in development applications approved in the 2015 calendar year – that’s a $915 million investment in our city.
Unemployment declined from 7.2% in September 2014 to 4.9% in September 2015 and we had a 7.7% increase in our Gross Regional Product (GRP).
These statistics indicate our success in attracting new businesses, jobs and high quality housing to Liverpool.
A highlight of our campaign to bring new commerce to Liverpool was the opening of Fashion Spree with 55 new stores at Warwick Farm, the $70m Inglis Corporate Headquarters relocating to Liverpool and the sold-out Paper Mill apartment buildings
This Council’s term ends in September and the budget we are putting forward for the next financial year consolidates our achievements and successes during the past four years. It also provides the incoming Council with a prudent, balanced budget.
During its term in office, this Council focused on cutting costs while still delivering the highest quality services.
Our effectiveness is demonstrated by our Child Care Services. In the past three years it has turned a $1m deficit into being cost-neutral and winning industry awards for its achievements.
All of our child care centres now exceed National Standards and are running to capacity. They serve as models of efficiency for other councils to adopt.
I am very pleased to present this four year Delivery Program and 2016-17 Operational Plan and Budget to you as final statement of the current Council’s commitment to listening and delivering.
I encourage you to read the Plan and give us feedback on the year’s projects, programs and initiatives we have outlined.
You can contact me at any time at [email protected].
I look forward to working with you on future projects as we continue transforming Liverpool into the Capital of the Great South West.
Mayor Ned MannounLiverpool Mayor
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Chief Executive Officer’s message
Council’s 2016-17 Operational Plan and Budget represents the fourth year of implementation of Council’s 2013-17 Delivery Program. These two types of plans are combined into a single document to outline Council’s key services, projects and initiatives for the next financial year including a complete financial snapshot and outlook.
The document is structured under the 7 strategic directions outlined in Growing Liverpool 2023, the 10-year plan for Liverpool. The Delivery Program and Operational Plan 2016-17 is Council’s response to Growing Liverpool 2023. It outlines the key services and projects which Council will deliver to help achieve the objectives in Growing Liverpool 2023. Each service is explained in detail and includes key performance indicators and activities for the coming year.Over the last few years Council has taken significant steps towards improving our service delivery and efficiency. This includes the development of a new state of the art Customer Service Centre, the Liverpool Service Alliance initiative, the introduction of ePlanning with online and fast track Development Applications and introduction of Promapp to simplify business processes and reduce red-tape across the organisation.
The forthcoming year will see these initiatives continuing so that the return on our financial and people investments may be achieved.
This year, we will be introducing several new initiatives, such as the Bathurst Street Extension (designed to alleviate traffic flow from Liverpool’s CBD) as well as the City Centre Traffic Study to understand where improvements need to be made. The Georges River Boardwalk and Pedestrian design will also be initiated with the aim to provide safe, secure and active connections between the central business district and the Georges River. The Waste Less, Recycle More program will also commence, encouraging the community to increase recycling and reduce illegal dumping and littering to contribute to a healthier city.
Along with these new projects, Council will be continuing with their planned development of Macquarie Mall, Bigge Park and the Carnes Hill Precinct to improve the quality of Liverpool’s public domain and create public spaces that are of high design quality and character for living and working in our city.
Following Council elections, a new Council will be in place by the end of 2016. A new Community Strategic Plan will be developed to help shape the direction of Liverpool over the next ten years. Council will be engaging with the community to get their input to setting the key directions and projects delivered.
We will also continue to invest in providing a diverse range of high quality services to the City. In particular we will be developing a new range of corporate Key Performance Measures (KPIs) to better track our performance and encourage continuous improvement in service delivery.I would like to thank the staff, volunteers and key community members who will help deliver this challenging workload in the next year. We continue to be committed to ensuring the best possible services are provided to the community.
Michael CullenActing Chief Executive Officer
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CommunityVision
Liverpool, the vibrant regional city of opportunity, prosperity and diversity.
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SECTION 1
YourCouncil
YOU
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Your Mayor and Councillors
Liverpool City Council consists of a popularly elected Mayor who represents the City and 10 councillors who are directly elected to represent one of two wards in Liverpool.
Council elections are held every four years. The last election was held in September 2012 with the next election scheduled for September 2016.
Councillor Peter Harle
Councillor Ali Karnib
Councillor Mazhar Hadid
Deputy Mayor Tony Hadchiti
Councillor Sabrina Mamone
Councillor Gus Balloot
Mayor
Ned Mannoun
Councillor Peter RistevskI
Councillor Wendy Waller
Councillor Geoff Shelton
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Council’s roles and responsibilities
Council operates under a charter specified in the Local Government Act 1993.
The charter empowers Council to manage the local government area (LGA), to be a custodian and trustee of public assets, to raise funds for local purposes and to provide services and facilities, including on behalf of other levels of government.
Council is required to manage its work efficiently and effectively, be mindful of the long-term or cumulative effect of its decisions, facilitate public input into its decisions and keep the public informed.
The charter specifically requires Council to exercise its functions in a manner consistent with the principles of multiculturalism and ecologically sustainable development, to provide for the needs of the community and to be a responsible employer.
The charter also empowers Council to exercise community leadership. Council does this through making decisions that take into account the demand for services, consistency with best practices, affordability and future generations.
MAYOR
The Mayor has the same responsibilities as a Councillor but also exercises necessary policy-making decisions of the governing body of Council between meetings of the Council, exercises other functions of the Council as determined by the Council, presides at the meetings of the Council and carries out the civic and ceremonial functions of the Mayoral office.
COUNCILLORS AS A MEMBER OF THE GOVERNING BODY
As a member of the governing body of the Council, a Councillor’s role is to direct and control the affairs of the Council in accordance with the Local Government Act 1993. Council determines policy and allocates resources to benefit the local government area.
Councillors play a key role in the creation and review of Council’s policies, objectives and criteria relating to the exercise of Council’s regulatory functions and to review the performance of Council and its delivery of services and activities.
COUNCILLORS AS AN ELECTED PERSON
As an elected person, Councillors represent the interests of residents and ratepayers, provide leadership and guidance to the community, and facilitate communication between the community and Council.
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Guiding principles
LeadershipWe will be proactive and lead with integrity and honesty. We will take initiative and set the direction for Liverpool and South Western Sydney, embracing challenges and capitalising on opportunities.
ExcellenceWe will be recognised across the sector. We will provide services, programs and information which exceed community expectations, and we will lead industry best practice and progression.
PartnershipWe will actively work with our partners. We will bring all key stakeholders together and strengthen relationships to move Liverpool forward in an integrated and cooperative way.
InnovationWe will develop new solutions to new challenges. We will take advantage of more efficient and state-of-the- art technologies and approaches to deliver services on the ground.
EquityWe will be fair and just. We will recognise, respect and promote the rights of all citizens and support all groups to have equal access to services, information and opportunities, particularly groups who require additional support.
SustainabilityWe will embrace and champion environmental, economic, social and cultural outcomes. We will ensure the wellbeing of present and future generations is considered in all of the decisions we make.
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Corporate values
Value staff by working to enable the recognition of staff performance, encouraging and supporting career development and providing continuous learning. We also recruit competent staff who adhere to our values while proactively retaining good staff.
Work together by contributing towards the team goals of the unit as identified in the work plans and assisting other team members through a cooperative work ethic. We also actively help other units and staff across the organisation.
Respect people by encouraging an honest, courteous, ethical, fair and equitable workplace. Understanding cultural diversity issues and valuing the views of other people is also an important component.
Communicate effectively by providing open, accessible and honest communication with all stakeholders. We also ensure all stakeholders have necessary information at their disposal.
Show leadership at all levels by being proactive in our approach in providing excellent levels of internal and external customer service, leading by example and showing initiative and innovation.
YOU
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SECTION 2
AboutLiverpool
AB
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!
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Liverpool at a glance
305 SQ KM
ORIGINAL ABORIGINAL INHABITANTSOF CURRENT LIVERPOOL LGA BOUNDARIES DHARUG, GANDANGARA AND THARAWAL ABORIGINAL PEOPLE
TRADITIONAL ABORIGINAL CUSTODIANS OF THE LANDCABROGAL CLAN OF THE DHARUG NATION
TOP LANGUAGES SPOKEN
ENGLISH, ARABIC, VIETNAMESE, HINDI, ITALIAN5
POPULATION IN 2021
249,000
POPULATION IN 2013
199,928
97% FEWER THAN 19
EMPLOYEES
SMALL BUSINESSES
1299AVERAGE WEEKLY HOUSEHOLD INCOME
42SUBURBS
13,666NUMBER OF REGISTERED
BUSINESSES
TOTAL CITY CENTRE JOBS
22,000
CITY CENTRE JOBS IN 2031
31,000
57,800
$453,000
$280,000
HOMES IN 2011
MEDIAN HOUSE PRICE
MEDIAN UNIT PRICE
420
300
MEDIAN WEEKLY RENT 3-BEDROOM HOUSE
MEDIAN WEEKLY RENT 2-BEDROOM UNIT
KEY INDUSTRIES
GROWING INDUSTRIES
MANUFACTURING RETAILWAREHOUSING TRANSPORT & LOGISTICS
MEDICALHEALTH & COMMUNITYEDUCATIONCONSTRUCTIONPROPERTY & BUSINESS SERVICES
69 SCHOOLS
509 PARKS, RESERVES AND STREETSCAPES
CHIPPING NORTON LAKESBENTS BASIN STATE RECREATION AREAPIONEERS MEMORIAL PARKLIGHT HORSE PARKBIGGE PARK.
MAJOR PARKS INCLUDE:
OFF-LEASH DOG PARKS
3
74 SPORTING VENUES
Key Features
COUNCIL-OPERATED CHILDCARE
CENTRES
7
3LEISURE AND AQUATIC CENTRES:WHITLAM LEISURE CENTRE
MICHAEL WENDON AQUATIC LEISURE CENTRE
HOLSWORTHY SWIMMING CENTRE
32 COMMUNITYCENTRES
LIBRARIES
6
2606 haHECTARES OF
OPENSPACE
CasulaLiverpool
Warwick Farm
Holsworthy
RAIL STATIONS6 Leppington
Edmondson Park
BECAME A MUNICIPALITY IN
1872 AND WAS PROCLAIMED
A CITY IN
1960
10,243 ha PREDOMINANT LAND USE
IN LIVERPOOL IS RURAL
PIPED DRAINAGE SYSTEMS AND ASSOCIATED PITS
GROSS POLLUTANT TRAPS
FLOOD RETENTION BASINS
FORMED CHANNELS
WATERWAYS
800KM PUBLIC ROADS
35KM EAST OF
SYDNEY CBD
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Our challenges and priorities
Economic developmentLiverpool is experiencing growth in commercial and industrial development. Its status as the regional city of South Western Sydney and its good transport links to other areas of Sydney place it in prime position to attract a
range of industries. Plans are in place to transform Liverpool into a key employment, retail, cultural and entertainment hub. A goal has been set to establish 31,000 jobs in the Liverpool city centre by 2031. This will result in more diverse and innovative jobs closer to home for Liverpool’s residents. To capitalise on its economic potential, Council established an economic development portfolio and an economic development committee which aims to position Liverpool as the destination of choice, attract business and investment and support economic prosperity across the whole community. The Gross Regional Product for Liverpool was $8.4 billion in 2014-15.
The unemployment rate in Liverpool was 5 per cent in December 2015. This is below average for Australia, NSW or the Sydney statistical area. A key challenge for Liverpool is attracting business and investment to our city, in-turn generating jobs and employment opportunities.
Growing city centreThe city centre is the central commercial and entertainment area in Liverpool and offers a range of services and options. There is a growing health and education precinct in the city centre and local planning policies are in place to encourage
business, residential high-rise and mixed developments.
The revitalisation of the city centre is a key Council priority. The Delivery Program will see the implementation of several strategies which are aimed at revitalising the city centre, developing key economic, cultural, and recreational and entertainment precincts and creating a place which brings people from across the South Western Sydney region.
Badgerys Creek AirportThe Australian Government has confirmed that the site for Sydney’s second airport will be Badgerys Creek, with construction expected to begin in 2016. An airport at Badgerys Creek will generate a huge economic boost for both
Liverpool and the surrounding areas. Findings from the Deloitte ‘Economic Impact of a Western Sydney airport’ indicate that the airport could potentially bring more than 20,000 jobs to Liverpool and over $9 billion in economic growth for Western Sydney.
Council is committed to working with key stakeholders to progress the development of Liverpool airport and is working with all levels of Government to deliver the infrastructure and services that are essential to support a project of this scale.
Council has also established a taskforce to plan for the sustainable future growth of South West Sydney and to advocate on behalf of the community. The Joint Study on aviation capacity in the Sydney region predicted that the initial cost of building the airport is approximately $2.4 billion. The majority of the investment is expected to come from the private sector while the Australian Government is expected to take the lead with facilitating the delivery of the surrounding road infrastructure.
A key priority for Council is ensuring that the economic potential of the airport is maximised whilst any adverse impacts on the community are minimised.
Intermodal terminalsThe proposed intermodals at Moorebank will have devastating effects on the surrounding community. It will also prevent the creation of the Casula Parklands and negatively impact the Casula Powerhouse Arts Centre. Traffic and air quality in
our region will worsen and noise levels will rise.
Liverpool Council has opposed placing the proposed intermodals at Moorebank since they were announced.
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Council is actively advocating against placing the Intermodals at Moorebank and has developed a business case to have them re-located to Badgerys Creek. The road and rail upgrades needed to service the Moorebank intermodals would drastically impact on the local environment and residents and are likely to cost in excess of $750 million. In comparison, locating it at Badgerys Creek will mean the site has the capacity to deal with future container freight requirements and will have a minimum impact on the environment and residential areas.
Housing developmentThere are currently 57,800 homes in Liverpool and the next 25 years will see up to 45,000 additional homes accommodating nearly 140,000 residents. New housing will be in the suburbs planned for the areas west of Austral and continued growth
will occur around Middleton Grange, Elizabeth Hills and Edmondson Park. There will also be significant redevelopment in Liverpool’s established suburbs, particularly around the Liverpool city centre and some suburban centres. This will provide more housing and other uses to meet ongoing community needs. Some of this new development will be at a higher density than development in the past.
Council needs to ensure it delivers a fast and effective planning system which embraces sustainable urban renewal and development.
Environmental sustainabilityLiverpool is a river city with the Georges River providing enormous opportunity. Its natural attributes include 500 open space reserves covering approximately 1,400 hectares. Liverpool has a wide variety of plants, animals and ecosystems, including 35
threatened fauna species and 23 threatened flora species. Approximately one third of Liverpool is covered in vegetation, made up of 16 different vegetation communities.
Expanding urban development in Liverpool can place considerable pressure on biodiversity through land clearing for developments, introduction of exotic species, stormwater impacts and altered soil conditions. Its waterways can be exposed to a range of pollutants from industrial, commercial and household waste. Only 1 out of the 6 monitoring sites in Liverpool meet the target of having a rating of B plus or better. On the other hand, Liverpool is on track to meet waste to landfill targets. Areas of bushland restored and maintained are increasing.
Council will continue to place a strong importance on protecting the environment from any adverse impacts of development and has a range of actions in place to address this. However, continued urban development will place strain on the remaining natural ecosystems and on water quality. In addition, while Council has systems in place to reduce the water and energy consumption in new developments, the challenge will be to promote reduced consumption in existing dwellings.
Infrastructure Population growth requires the delivery of appropriate and extensive infrastructure for the new communities being developed and maintenance of existing infrastructure, including parks, community building, roads, drainage and footpaths. The cost of infrastructure to accommodate
urban growth has been estimated to be $304 million over the next 10 years.
All government budgets are undergoing the challenge of meeting community demands while maintaining fiscal responsibility under the pressure of static or declining revenues and Liverpool Council is no exception. Council is developing both its financial and human resources in order to address the growing infrastructure delivery and maintenance demands and will continue to work towards securing the funding needed to deliver and maintain expanding infrastructure.
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Transport accessibilityThe City has good access to major motorways, including the M5 and M7, although traffic congestion can be experienced on major arterial roads during peak periods. Congestion and maintenance of the road system and accessible parking have
been identified as priorities in Liverpool and new urban development is likely to increase traffic in Liverpool.
Public transport is expanding with the Liverpool to Parramatta T-way experiencing high usage. Some people find it difficult to access adequate transport, such as people with special needs or those living in more remote areas. Council has identified the need for more capacity on major roads, improved public transport and transport infrastructure.
In addition, Only 15.8 per cent of trips to work by residents of Liverpool were made by public transport compared to the 10 year State Government target of 25 per cent. The challenge will be for Council to support the viability of public transport options through planning and to continue to lobby other governments to develop public transport options that will assist in increasing the use of public transport and reducing congestion on our roads.
Aboriginal heritageLiverpool is the traditional home of the Cabrogal Clan of the Dharug Nation and the peoples of the Dharawal and Gandangara nations are recognised as being early inhabitants of the land. The City of Liverpool has many heritage sites and Aboriginal
artefacts. A key priority for Council is protecting and conserving areas of Aboriginal significance such as the Collingwood Precinct.
Liverpool also has a significant Aboriginal population. The number of Indigenous people grew by 483 to 2,677 people from 2006 to 2011 making up 1.5 per cent of our population in 2011. This means Council needs to ensure its own services are accessible and welcoming to our Aboriginal community.
Cultural diversityLiverpool has a current estimated population of 199,928 people and it is projected the population will grow to about 325,000 by 2036. Liverpool is one of the most culturally diverse cities in NSW, with almost one in three people born overseas and almost half
of Liverpool’s residents speaking a language other than English at home. Rich cultural diversity increases innovation, creativity and prosperity. It introduces new ways of thinking, beliefs and interests and results in a more cosmopolitan culture.
51 per cent of people believe that there is a sense of community in Liverpool and only 52 per cent of people feel that Liverpool is a harmonious society which respects cultural diversity. This is a challenge for Council and initiatives are in place to promote Liverpool’s rich cultural and linguistic assets.
Community pride and heritage
Liverpool is rich with heritage, with a major cultural and arts precinct in the form of the Casula Powerhouse Arts Centre. There are a number of significant heritage buildings which are protected at the local and state levels, including Collingwood House, the Casula Powerhouse,
the TAFE college building, St Lukes Church and the Cecil Hills Farm. These historical and cultural attributes create Liverpool’s unique identity. Council is proud of Liverpool’s unique identity and is committed to delivering a range of initiatives which continue to build community pride.
Maintenance of historic buildings often involves significant building works which are at a higher cost than normal works. At times grants are available to assist with funding such works but these are limited and are subject to State and Federal budget constraints. A challenge for Council is balancing the need to protect its community identity and heritage with the demands of rapid growth.
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SECTION 3
DeliveryProgram
and Operational
Plan
2016-2017
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About this planCouncil’s strategic planning framework includes a suite of documents that work together to set the direction to move Liverpool forward and communicate how this will be achieved.
10-YEAR GROWING LIVERPOOL 2023 –THE PLAN TO MOVE LIVERPOOL FORWARD
Growing Liverpool 2023 articulates where we want to be as a community in 10 years’ time, what we need to do to get there, and how we will know when we have arrived. It is the highest level plan for Liverpool and is used by Council and other agencies and stakeholders to guide policy and service delivery. The 10-year plan sets seven key directions to move Liverpool forward.
FOUR-YEAR DELIVERY PROGRAM 2013-2017
The Delivery Program is where the directions and strategies in the 10-year Growing Liverpool 2023 community strategic plan are translated into actions. It outlines the principal activities and services that Council will deliver over four years to move Liverpool forward.
The Delivery Program is a statement of commitment to the community from each newly elected Council for their term in office. It is a single point of reference for all of Council’s services and all plans, projects, activities and funding allocations must be directly linked to the Delivery Program.
ONE-YEAR OPERATIONAL PLAN 2016-2017
The Operational Plan is developed each year. It describes the specific actions that Council will undertake. It is an opportunity to review progress and achievements. The Operational Plan allocates responsibility and provides a detailed budget for each year.
RESOURCING STRATEGY
The Resourcing Strategy is about the resources required by Council to deliver the plans. It includes the:
LONG-TERM FINANCIAL PLAN – the financial resources needed over the next 10 years to ensure the plans can be delivered and Council operates in a financially sustainable manner.
WORKFORCE MANAGEMENT PLAN – the four-year staffing, skills and human resources that are required in Council to achieve the outcomes documented in the plans.
ASSET MANAGEMENT PLAN – the 10-year plan for ensuring that assets are developed, managed and maintained effectively and efficiently to meet current and future community needs.
How it all fits together
Mayor and Councillors
Elected by the community to
represent their vision and interests
ResourcingStrategy
Long-term Financial Plan
Workforce Management Plan
Asset Management Plan
Four-Year Delivery Program
One-Year Operational
PlanJob
descriptions
Senior staff business
plans
Our vision
Liverpool, the vibrant regional
city of opportunity, prosperity and
diversity
Community Strategic Plan
7 directions and 26 strategies
Community engagement
Government directions and
policy
Six-monthly progress reports
Annual report to community
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Monitoring and reporting
In the coming year, Council will deliver 32 Principal Activities and 26 Strategic Projects that work towards these future directions.
Each Principal Activity and Significant Project has a number of actions for the 2016-2017 year. Council will keep track of progress in implementing the Delivery Plan and Operational Plan through:
• Six monthly reports to Council and the community at a public Council meeting which details program and budget progress.
• An annual report at the end of each financial year which includes a thorough financial report and overview of all of Council’s spending and operations. This will be published in a full report format as well as a summarised version for readability.
• A cumulative report at the end of Council’s four-year term which details Council’s financial position and progress against all of the activities outlined in the Delivery Program.
Measuring progress:Performance Indicators
Council plans use two types of indicators. These are:
Key Performance Indicators:Measures which indicate whether a service is working well/is improving.
Community Indicators and Targets:Are used to track trends in quality of life for people in Liverpool.
These indicators assist Council, all levels of government, business, community organisations and other stakeholders to have an understanding of conditions, experiences and priorities in Liverpool. Community indicators and targets are not intended to measure Council’s performance as Council does not control all of the elements which may contribute towards it.
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Future directions
Our Principles
Leadership
Excellence
Partnership
Innovation
Equity
Sustainability
Liverpool,
the vibrant regional city
of opportunity, prosperity
and diversity.
Community Vision
Ourdirections
Direction 1: Vibrant Prosperous City
Direction 2: Liveable Safe City
Our Directions
Direction 3: Healthy Inclusive City
Direction 4: Proud Engaged City
Direction 5: Natural Sustainable City
Direction 6: Accessible Connected City
Direction 7:Leading Proactive Council
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Principal Activities/Key ServicesThe Growing Liverpool 2023 10-year plan concentrates on seven key strategic directions to move Liverpool forward. The directions are based on feedback from the community, stakeholders and leaders, and incorporate local, regional, state and national priorities for Liverpool.
Vibrant Prosperous City1.1 Economic Development 1.2 Strategic Communications and Research Strategic Project: Macquarie Mall Revitalisation Strategic Project: Bigge Park Improvements & Upgrades Strategic Project: Investment in Health and Education Sector Strategic Project: Georges River Masterplan
Liveable Safe City 2.1 Civil Maintenance, Parks and Emergency and Protective Services 2.2 Community Standards 2.3 Development Assessment 2.4 Strategic Planning Strategic Project: Western Sydney Priority Growth Area Steering Group (WSPGA) Strategic Project: Local Environment Plan (LEP) Review Strategic Project: ePlanning Portal
Healthy Inclusive City3.1 Children’s Services3.2 Community Planning and Development3.3 Community Facilities Management3.4 Customer Service3.5 Infrastructure Delivery – Community Facilities3.6 Infrastructure Delivery – Recreation Facilities3.7 Libraries and MuseumStrategic Project: Wattle Grove Early Education Centre Refurbishment Strategic Project: Strong Children and Communities Project Strategic Project: Arts and Dementia Program Strategic Project: Carnes Hill Community and Recreation Precinct Strategic Project: National Arts and Refugee Forum Strategic Project: Multiculturalism and Civic Leadership
In the coming four years, Council will deliver 32 Principal Activities and 26 Significant Projects that work towards these future directions.
Each Principal Activity and Significant Project has a number of actions for the 2016-17 financial year.
Proud Engaged City
4.1 Casula Powerhouse Arts Centre 4.2 Events and Civic Events Strategic Project: No Intermodal Campaign Strategic Project: Community Strategic Plan Engagement Strategic Project: Film Culture at Casula Powerhouse Strategic Project: Children & Young People Development Programs
Natural Sustainable City5.1 Floodplain and Water Management 5.2 Parks, CBD and Waste Management 5.3 Sustainable Environment Strategic Project: Austral-Leppington Drainage Design Strategic Project: Waste Less, Recycle More Program
Accessible Connected City6.1 Asset Planning and Management 6.2 Investigation and Design 6.3 Roads, Footpaths and Cycleways 6.4 Traffic, Transport and Parking Strategic Project: Georges River - Boardwalk and Bridge over Railway Pylons Strategic Project: Liverpool City Centre Traffic Study Strategic Project: Construction of Bernera Road (Former Croatia Ave, Edmondson Park) Strategic Project: Bathurst Street Extension
Leading Proactive Council7.1 Business Improvement 7.2 Corporate Strategy 7.3 Council and Executive Services 7.4 Financial Management 7.5 Governance and Legal 7.6 Internal Audit 7.7 Information and Technology Support 7.8 People and Organisational Development 7.9 Property Group 7.10 Work Health and Safety Strategic Project: New Community Strategic Plan and Delivery Program Strategic Project: Liverpool Civic Place Strategic Project: Southern CBD Master plan
Mayor’s Message 6Chief Executive Officer’s Message 9Community vision 10
Section 1: Your Council 13Your Mayor and Councillors 15Council’s roles and responsibilities 16Guiding principles 18 Corporate values 20How Council spends every $100 21
Section 2: About Liverpool 23Our City 24Liverpool at a glance 26Key features 27Our challenges and priorities 28
Section 3: Delivery Program 2013-17, Operational Plan 2015-16 33About this plan 34How it all fits together 35Monitoring and reporting 36Measuring progress 37Future Directions 38Our Directions 39Principal Activities/Key Services 40Direction 1: Vibrant Prosperous City 43Economic Development 44Strategic Communications and Research 46Strategic Project: Macquarie Mall Revitalisation 48Strategic Project: Bigge Park Improvements & Upgrades 49Strategic Project: Investment in Health and Education Sector 50Strategic Project: Georges River Masterplan 51Direction 2: Liveable Safe City 53Civil Maintenance, Parks and Emergency and Protective Services 54Community Standards 56Development Assessment 58Strategic Planning 60Strategic Project: Western Sydney Priority Growth Area Steering Group (WSPGA) 62Strategic Project: Local Environment Plan (LEP) Review 64Direction 3: Healthy Inclusive City 67Children’s Services 68Community Planning and Development 70Community Facilities Management 74Customer Service 78Infrastructure Delivery – Community Facilities 80Infrastructure Delivery – Recreation Facilities 84Libraries and Museum 86Strategic Project: Wattle Grove Early Education Centre Refurbishment 88Strategic Project: Strong Children and Communities Project 89Strategic Project: Arts and Dementia Program 90Strategic Project: Carnes Hill Community and Recreation Precinct 91Strategic Project: National Arts and Refugee Forum 91Strategic Project: Multiculturalism and Civic Leadership 91Direction 4: Proud Engaged City 93Casula Powerhouse Arts Centre 94 Events and Civic Events 96Strategic Project: No Intermodal Campaign 99Strategic Project: Community Strategic Plan Engagement 100Strategic Project: Film Culture at Casula Powerhouse 101Strategic Project: Children & Young People Development Programs 102Direction 5: Natural Sustainable City 105Floodplain and Water Management 106 Parks, CBD and Waste Management 108 Sustainable Environment 110Strategic Project: Austral-Leppington Drainage Design 112Strategic Project: Waste Less, Recycle More Program 113Direction 6: Accessible Connected City 115Asset Planning and Management 116 Investigation and Design 118 Roads, Footpaths and Cycleways 120 Traffic, Transport and Parking 122Strategic Project: Georges River - Boardwalk and Bridge over Railway Pylons 124 Strategic Project: Liverpool City Centre Traffic Study 125Strategic Project: Construction of Bernera Road (Former Croatia Ave, Edmondson Park) 126Strategic Project: Bathurst Street Extension 127Direction 7: Leading Proactive Council 129Business Improvement 130 Corporate Strategy 132 Council and Executive Services 134 Financial Services 136 Governance and Legal 138 Internal Audit 140 Information and Technology Support 142 People and Organisational Development 144 Property Group 146Work Health and Safety 148Strategic Project: New Community Strategic Plan and Delivery Program 150Strategic Project: Liverpool Civic Place 151Strategic Project: Southern CBD Master plan 152Strategic Project: ePlanning Portal 153
Section 4: Financial Information 155
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10-Year Strategies
1a • Position Liverpool as the destination of choice to attract business and investment in South Western Sydney.
1b • Activate the city centre and develop vibrant places that attract people to Liverpool.
1c • Assist existing businesses to grow, innovate and become more competitive.
1d • Improve the availability of a diverse range of jobs and increase workforce participation rates.
10-Year Community Targets
• 10,000 additional jobs in Liverpool.• An unemployment rate comparable to Sydney
at 5% or less.• An increased gross regional product (GRP).
1.1 Economic Development
1.2 Marketing and Communications
Council’s Principal Activities/ Key Services
DIRECTION 1
VibrantProsperousCityThis direction is about developing and supporting a robust local economy and vibrant and dynamic public spaces that attract business, jobs and investment.
Council will proactively work with landowners, business and stakeholders to develop destinations that attract people to Liverpool and will support land use policies that are conducive to commercial growth in both the city centre and across Liverpool.
• Macquarie Mall Revitalisation
• Bigge Park Improvements & Upgrades
• Investment in Health and Education Sector
• Georges River Masterplan
Council’s Strategic Projects
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Economic DevelopmentService Name: Economic DevelopmentKey Direction: Vibrant Prosperous CityResponsibility(s): Manager Economic Development
Service Description: Economic Development services are about facilitating the process of developing and implementing strategic policies, projects and actions to guide the future economic prosperity of the city through the attraction, growth and support of businesses in the city. The service works with new and existing businesses and other stakeholders to provide an environment that supports sustainable economic growth and business opportunities throughout the City of Liverpool.
External Partners and Stakeholders
• Liverpool City Chamber of Commerce• South Western Sydney Business Enterprise
Centre • South West Sydney Institute TAFE• NSW Business Chamber (Western Sydney)• Western Sydney Regional Organisation of
Councils• The Office of NSW Small Business Commissioner• Department of Industry and Science
Key Documents/Polices/Strategies
• Liverpool Economic Development Strategy 2013-2023 September 2013
1.1
Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Marketing Liverpool as a business destination of choice in South West Sydney for a wide spectrum of commercial and industrial activities
Business leads developed 50 leadsdeveloped
Quarterly CRM Database EconomicDevelopmentOfficer
Target the creation and retention of jobs through business investment in Liverpool by facilitating private sector investment and the delivery of services and programs by Commonwealth and NSW government agencies
Total number of jobs created
1500 Quarterly EconomicDevelopmentOperational Plan report
EconomicDevelopmentOfficer
Activating the City Centre and developing vibrant places that attract residents, visitors and workers to Liverpool
No. of projects completed vs no. of projects scheduled
Value of carry over vs total budget
Program delivery – over 95% of scheduled program delivered by 30 June.
Budget control - less than 90% of program that has expenditure variance of over 10%.
Quarterly Capital Works Project Report
Manager Special Projects
Manager Infrastructure Delivery
Building awareness and “ownership” of activities that strengthen Liverpool’s economic base
Number of initiativesdelivered to strengthenLiverpool’s economic base
Number of events hosted and facilitated and number of businesses attending
3 initiativesdelivered
10 events to be held300 businesses to attend events
Quarterly EconomicDevelopmentOperational Plan report
CRM Database - Campaigns
EconomicDevelopmentAssistant
Deliver capital works which activate the city centre and develop vibrant places that attract residents, visitors and workers to Liverpool
Number of projectscompleted vs number ofprojects scheduled
Value of carryover vs total budget
95% of scheduledprogram delivered
Less than 90% of program that has an expenditurevariance above 10%
Quarterly Capital works project report
Manager SpecialProjects
ManagerInfrastructureDelivery
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Operating Projects Total Budget Key DeliverablesProject Owner
Develop Manufacturing Network and Exporters Program in conjunction with the Department of Industry
$10,000 The establishment of a Manufacturing Network and Exporters Program
Economic Development
Develop marketing narrative and collateral to promote businesses, successes and opportunities in Liverpool
$5,000 The development of 11 business case studies to be incorporated into various marketing and communication collateral.
Economic Development
Implement a program of park upgrades and streetscape embellishments to enhance the urban and visual amenity of the city centre
$16.4m Continue the upgrade and revitalisation ofMacquarie Mall
Undertake improvements and upgrades to Bigge Park and adjoining streets comprising Bigge, Elizabeth and College Streets.
Undertake improvements and enhancements at the gateways located at Warwick Farm and Lighthorse Bridge.
Manager Special Projects
Manager Infrastructure Delivery
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Strategic Communications and ResearchService Name: Strategic Communications and ResearchKey Direction: Vibrant Prosperous CityResponsibility(s): Manager, Strategic Communications and Research
Service Description: Strategic Communications and Research delivers the promotional and communications strategies to support Council’s economic development strategy, key events, projects and activities. The unit’s work promotes Liverpool as an ideal location for business investment and lifestyle choice, and aims to build on the city’s reputation.
The unit:• provides support to the Mayor, CEO and Councillors through the provision of
communications services.• highlights increasing business and community confidence, and the city’s reputation as the
gateway to the Great South West• manages advertising, promotion and media engagement for the major community
projects throughout the year.
External Partners and Stakeholders
• Local and metropolitan media
Key Documents/Polices/Strategies
• Flag and Banner Policy May 2015• Corporate Sponsorship (Outgoing) Policy March 2016• Media Representation Policy August 2015• City Branding Strategy October 2015
1.2
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Develop marketing andcommunications on behalf ofLiverpool City Council for all majorprojects and initiatives
Total Facebook followers of Council
5000 Quarterly Facebook counts Manager,StrategicCommunications and Research
Total Twitter followers of Council
2670 Quarterly Twitter counts
Number of newsletters produced and distributed
5 Annually Number of newsletters issued
Generate positive media coverage Dollar amount of positive and neutral media coverage
$1 million Quarterly Media monitoring
Support the Mayor, CEO and Councillors with the provision ofcommunications services
Number of speeches provided
NA Annually Number of speeches written
Number of media releases
NA Annually Number of mediareleases generated
Number of media responses
NA Annually Number of mediaresponsesprovided
Deliver the banner program acrossLiverpool
Number of banner campaigns designed and produced
NA Annually Number of bannercampaigns
Operating Projects Total Budget Key Deliverables Project Owner
Deliver the corporate sponsorship program $130,000 Expenditure of funds to support a variety ofcommunity events.
Manager, Strategic Communications and Research
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StrategicProject
StrategicProject
This project aims to improve the quality of public domain and create public spaces that are of high design quality and character. The works, which are being delivered over two program years will involve repaving of the mall with large format and modern granite pavers, provide mature trees for immediate improvement to the amenity, overhead lighting, water play areas, modern street furniture as well as a LCD TV screen, CCTV and Wi-Fi.
Project Sponsor(s): Director Infrastructure and Environment
Project Budget: $11.6 Million in 2015 - 2017
The Bigge Park improvement and upgrade project aims to provide unrivalled living, working and recreational experiences for the community. It involves revitalisation of the park to provide residents and visitors with a unique urban landscape setting, exciting recreational opportunities and a strong sense of community.
Project Sponsor(s): Director Infrastructure and Environment
Project Budget: $10 Million in 2016 - 2017
2016 - 17 Key Deliverables
Activity Accountability
Direct project management by Council’s own staff to achieve total construction of the project by December 2016
Manager Special Projects
2016 - 17 Key Deliverables
Activity Accountability
Provide new pathways and paved areas, additional play and gym equipment, retaining walls, new lighting, irrigation, landscaping, management of memorials and park furniture
Manager Infrastructure Delivery
Provide children’s water play facility designed to be an eye-catching feature within Bigge Park. The facility will provide three zones of play for different ages and senses and feature a mega soaker dumping bucket
Manager Infrastructure Delivery
Provide streetscape upgrades along the perimeter streets comprising sections of Bigge, Elizabeth and College Streets including street lighting, paving and traffic signals
Manager Infrastructure Delivery
MACQUARIE MALL REVITALISATION BIGGE PARK IMPROVEMENTS & UPGRADES
Key StakeholdersLocal ResidentsStallholdersLocal PoliceLocal Businesses
Key StakeholdersLocal Residents
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StrategicProject
StrategicProject
This projects aims to attract businesses and institutions in the health and education sectors to assist in building and offering world class facilities for health, wellbeing, life sciences and learning in Liverpool. It involves establishing and maintaining strategic partnerships with local stakeholders to jointly promote Liverpool. Furthermore, it aims to promote opportunities in Liverpool to internal and external investors through direct and tailored approaches.
Project Sponsor(s): Director Economic Development
Project Budget: $100,000 per year 2016 - 2023
This project aims to conduct feasibility assessments and implementation of Masterplan objectives. It involves incorporation of the Plan’s outcomes into the review of the Liverpool Local Environment Plan (LLEP) and development of a Development Control Plan (DCP) for the precinct.
Project Sponsor(s): Director Planning and Growth
Key Stakeholders:Local ResidentsLiverpool City Council
2016 - 17 Key Deliverables
Activity Accountability
Establish and maintain strategic partnerships with key local stakeholders to jointly promote Liverpool
Director and Manager Economic Development
Develop and update marketing narrative and collateral to promote opportunities in Liverpool to internal/external investors
Economic Development Directorate
Develop direct and tailored approaches to new business and industry prospectsDirector and Manager Economic Development
Develop deeper industry context materialDirector and Manager Economic Development
2016 - 17 Key Deliverables
Activity Accountability
Conduct studies to determine hard and soft infrastructure required to support Masterplan
Manager Strategic Planning
Develop amendments to the Liverpool Local Environment Plan for the precinct Manager Strategic Planning
Develop a Development Control Plan for the precinct Manager Strategic PlanningINVESTMENT IN HEALTH AND EDUCATION SECTOR
GEORGES RIVER MASTERPLAN
Key StakeholdersLocal ResidentsExternal InvestorsStallholdersLocal Businesses
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10-Year Strategies
2a • Deliver an efficient planning system which embraces sustainable urban renewal and development.
2b • Create clean and attractive public places for people to engage and connect.
2c • Improve the community’s sense of safety in Liverpool.
2d • Facilitate diverse and affordable housing options.
10-Year Community Targets
• 85% of people in Liverpool report being satisfied or better with the cleanliness of public spaces.
• 85% of people in Liverpool report feeling safe in the community.
• An increase in diverse housing options.
Community Measures• Percentage of residents who feel safe when
using their local park• Community satisfaction with city centre parks
and gardens• Community satisfaction with keeping public
spaces clean
2.1 Civil Maintenance, Parks and Emergency and Protective Services2.2 Community Standards2.3 Development Assessment2.4 Strategic Planning
Council’s Principal Activities/ Services
DIRECTION 2
Liveable Safe CityThis direction is about planning for sustainable urban development, and revitalising Liverpool’s towns and public spaces to create liveable and safe neighbourhoods that connect and bring people together.
Council will initiate a range of initiatives to address safety in the community. It will implement a simple and flexible planning system which supports high quality development. A review of Council’s public and open space maintenance program will also be undertaken to ensure the highest standards of cleanliness are achieved.
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• Western Sydney Priority Growth Area Steering Group (WSPGA)
• Local Environment Plan (LEP) Review
• ePlanning Portal
Council’s Strategic Projects
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2.1
Civil Maintenance, Parks, and Emergency and Protective ServicesService Name: Civil Maintenance, Parks, and Emergency and Protective ServicesKey Direction: Liveable Safe CityResponsibility(s): Director City Presentation
Service Description:• Carry out routine maintenance to keep assets operating, including instances where
immediate repairs are required to make the asset operational again. Undertake reactive maintenance and repair works in response to customer requests and complaints. This includes repairs to damaged roads and road shoulder areas, repairs to damaged concrete footpaths and cycleways, kerb and gutter, cleaning of stormwater pits and pipes including repairs, cleaning of gross pollutant traps, maintenance of detention basins and water ways, repairs to street signs, bus shelters, street furniture items, traffic facilities and footbridges.
• Monitor and manage works carried out by utility authorities and private contractors to ensure Council’s standards and specifications are maintained and ensure that Council’s assets are restored to their previous condition. This includes the management of road opening applications, inspecting and approving construction of private vehicular crossings.
• Managing and Maintaining Council’s Plant & Fleet to provide resources to enable staff to deliver their expected community services, roles, duties and outcomes including the replacement of plant items.
• Provide accommodation and facilities to enable the SES and RFS to exercise their functions including maintenance of accommodation and their plant and equipment.
• Provide Financial contributions to SES, RFS, NSW Fire and Rescue and provide operational support when an emergency arises.
External Partners and Stakeholders
• Roads and Maritime Services Telstra• Optus Sydney Water• Jemena Gas Networks• Endeavour Energy• State Emergency Service• Rural Fire Service• NSW Police
Key Documents/Polices/Strategies
Assets Management Plan 2016 June 2016 Road Opening Procedure N/AVehicular Crossing Standards N/A Emergency Management Plan 2016 June 2016
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Maintenance and repairs of road and road related infrastructure.
Customer Requests and planned works are completed within the specified timeframe.
90% Quarterly Work Schedule& Activity Records
CoordinatorMaintenancePlanning
Maintenance and repairs of footpath, cycleway and kerb andgutter.
Customer Requests and planned works are completed within the specified timeframe.
90% Quarterly Work Schedule& Activity Records
CoordinatorMaintenancePlanning
Maintenance and repairs of street furniture, traffic facilitiesand line markings.
Customer Requests and planned works are completed within the specified timeframe.
90% Quarterly Work Schedule& Activity Records
CoordinatorMaintenancePlanning
Undertake maintenance of parks, gardens and open spaces
Percentage of customer related amenity requests actioned within 48 hours
80% Monthly Daily run sheetsstats and GEACs
Coordinator Parksand Playgrounds
Maintenance and repairs of stormwater drainage infrastructure including detention basins and water ways, cleaning of gross pollutant traps, stormwater pits and pipes.
Customer Requests and planned works are completed within the specified timeframe.
90% Quarterly Work Schedule& Activity Records
CoordinatorMaintenancePlanning
Restoring Council assets that were affected by external works.
Restoration program. 90% Quarterly Works Records CoordinatorMaintenancePlanning
Maintaining plant and fleet in a safe and operating condition.
Minimum down time and maximum availability of plant and vehicle.
Turn-aroundtime
Quarterly Works Records Plant and FleetCoordinator
Financial contribution to emergency and protective services organisations
Making quarterly payment in a timely manner.
100% Quarterly Budget CoordinatorMaintenancePlanning
Maintenance and repairs of emergency and protectiveservices plant and equipment.
Maintenance carried out as per the maintenance manual.
90% Quarterly Service Report CoordinatorMaintenancePlanning
Maintenance and repairs of emergency and protectiveservices accommodation.
Works Program 90% Quarterly Works Program CoordinatorFacilitiesMaintenance
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2.2
Community StandardsService Name: Community StandardsKey Direction: Liveable Safe CityResponsibility(s): Manager Community Standards
Service Description: This service maintains and contributes to public protection in Liverpool by undertaking a range of activities including planning and building compliance, investigation of nuisance issues, animal management and registration, health inspection programs and approval, parking enforcement, swimming pool compliance, construction certification and inspection by accredited Council certifiers.
External Partners and Stakeholders
• Department of Primary Industries • NSW Food Authority• RSPCA• NSW Environment Protection Authority • NSW Building Professionals Board• NSW Department of Planning and Environment• NSW Police
Key Documents/Polices/Strategies
• Enforcement Policy March 2016• Animal Management Policy December 2015
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Provide Construction Certificates and Complying Development Certificates and undertake the certifier role in competitionwith the private sector
Percentage of Construction Certificate issued with 40 days
90% Quarterly InternalReports
ManagerCommunityStandards
Assess and determine building certificates Percentage of Building Certificates issued within 40 days
70% Quarterly InternalReports
Conduct an inspection program for activities such as on-site sewage management systems and swimming pools
Percentage of swimming pool inspections completed
90% Quarterly InternalReports
Investigate and enforce development consents to ensure compliance
To be determined (TBD) TBD TBD TBD
Respond to customer requests regarding planning, building enforcement matters and regulatory matters.
Percentage of Planning & Building customer complaints actioned within 7 days
100% Quarterly InternalReports
Inspect high risk food shops and other regulated premises through an ongoing program and in response to complaints.
Percentage of food safety assessments completed
Percentage of non-complying retail food businesses that meet safe food handling practises at the first reinspection
Percentage of Health customer complaints actioned within 7 days
90%
70%
100%
Quarterly InternalReports
Conduct parking enforcement, including daily patrols of metered parking, on street parking and car parks
Percentage of Rangers/Parking customer complaints actioned within 7 days
90% within 7days
Quarterly InternalReports
Provide technical advice in regards to Building, Health and Enforcement matters
To be determined (TBD) TBD TBD TBD
Conduct fire safety program for existing buildings
To be determined (TBD) TBD TBD TBD
Conduct animal management programTime taken to initially action animal management requests
90% within 7days
QuarterlyInternalReports
2.2
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Development AssessmentService Name: Development AssessmentKey Direction: Liveable Safe CityResponsibility(s): Manager Development Assessment
Service Description: This service carries out the efficient determination of development applications to ensure optimum development outcomes. It also provides development advice to the community and the developers.
External Partners and Stakeholders
• Planning and Environment NSW• RMS and other state agencies• Community Organisations• Development Organisations
Key Documents/Polices/Strategies
Liverpool Local Environmental Plan 2008Liverpool Development Control Plan 2008
2.3 LIVE
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2.3
Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Process development applications Percentage of development applications determined within 40days - Electronic reporting from Tech 1
40% Quarterly Tech 1/Pathway e-businessand Planning ReformCoordinatorPercentage of FastTrack applications
decided within 10 days - Electronic reporting from Tech 1
85% Quarterly Tech 1/Pathway
Percentage of Assess Smart applications decided within 20 days - Electronic reporting from Tech 1
85% Quarterly Tech 1/Pathway
Percentage of information requests issued within 10 days - Electronic reporting from Tech 1
95% Quarterly Tech 1/Pathway
Percentage of Development Applications lodged electronically -Electronic reporting from Tech 1
20% Quarterly Tech 1/Pathway
Provide development advice Percentage of pre-DA meetings held 70% Quarterly Tech 1/Pathway
Educate and inform the community on planning related matters
Notification/Advertised development 100% Quarterly Tech 1/Pathway
Operating Projects Total Budget Key Deliverables Project Owner
eBusiness and Planning Reform Program In budget Expansion of FastTrack for houses in established areas
Program Coordinator-eBusiness and Planning Reform
Online lodgement for private certifications
Pilot online development application lodgement for all types of developments
Enhance reporting services
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Strategic PlanningService Name: Strategic PlanningKey Direction: Liveable Safe CityResponsibility(s): Manager Strategic Planning
Service Description: This activity ensures that Council:
• Plans for future growth• Maintains its environmental, heritage and cultural values• Articulates the preferred future directions for urban development and urban design• Identifies appropriate planning controls to protect and enhance urban development
External Partners and Stakeholders
• Department of Planning and Environment [DPE]• Roads and Maritime Authority [RMS] and other
State Agencies• Community Organisations • Development Organisations
Key Documents/Polices/Strategies
Liverpool LEP 2008 Liverpool DCP 2008Liverpool Contributions Plan 2009
2.4 LIVE
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2.4
Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Assess proposals to amend the LEP Percentage sent to Council for determination within 18 months
80% Quarterly Trim/Pathway Manager Strategic Planning
Process DCPs Percentage processed within 12 months
80% Quarterly Trim
Process minor S. 94 plans Percentage processed within 3 months
90% Quarterly Trim
Process major S. 94 plans Percentage processed within 3 years
100% Quarterly Trim
Process planning agreements Percentage processed within 18 months
80% Quarterly Trim
DA referrals Percentage processed within 10 days
80% Quarterly Pathway
Operating Projects Total Budget Key Deliverables Project Owner
Review the Liverpool Development Control Plan
$51,000.00 Complete the Liverpool City Centre DCP (Part 4).Initiate the review of the General Controls for all Development (PART 1)
Manager Strategic Planning
Implement the recommendations of the S. 94 review.
In budget Conduct consultation and finalise the City Centre contributions plan for submission to the Minister. Conduct consultation and finalise the Established Areas contributions plan for submission to the Minister.
Assess proposals to amend the LEP and DCP In budget Timely assessment of proposed amendments.
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StrategicProject
The NSW Government is investigating opportunities for new jobs, homes and services around the planned Western Sydney Airport in Sydney’s west and proposes to prepare a draft Land Use and Infrastructure Strategy (the Strategy) for the Western Sydney Priority Growth Area (WSPGA) in partnership with Liverpool and Penrith Councils.
The preparation of a Land Use and Infrastructure Strategy for the WSPGA will guide new infrastructure investment, identify new homes and jobs close to transport, coordinate services in the area, and ensure that Western Sydney Airport is fully integrated into future surrounding land uses. A new special infrastructure contribution levy will be established to cover cost of regional road infrastructure, strategic land use planning costs and environmental protection measures.
Council is an active member of the steering group, which provides direction on the preparation of the strategy at key milestones.
Project Sponsor(s): Director Planning and Growth
Key StakeholdersExecutive Director, Infrastructure, Housing and Employment Director Land Release, Department of Planning and EnvironmentExecutive Director Transport Strategy, Transport for New South WalesAssistant General Manager and City Planning Manager, Penrith City CouncilDirector Planning and Growth, Liverpool City CouncilManager Strategic Planning, Liverpool City CouncilLocal Residents
2016 - 17 Key Deliverables
Activity Accountability
Participate in Steering Group and Strategic Planning for WSPGA Director Planning and Growth
Provide assistance in development of visioning and ambition document and exhibition in second half of 2016
Director Planning and Growth
Report to Council and liaise with other stakeholders on outcomes of the exhibition Director Planning and Growth
WESTERN SYDNEY PRIORITY GROWTH AREA STEERING GROUP (WSPGA)
M4
M4
M5
M7
M31
PENRITH
ST MARYS
CAMPBELLTOWN
NARELLAN
WESTERN SYDNEY EMPLOYMENT
AREA
WESTERN SYDNEY PRIORITY GROWTH
AREA
WESTERN SYDNEY
PARKLANDS
CAMDEN
OU
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SYD
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ITA
L (M
9)
GREAT WESTERN HWY
EDMONDSON PARK
GLENFIELD
LIVERPOOL
PARRAMATTA
SYDNEY
BLACKTOWN
ELIZABETH DRIVE
SOUTH WEST PRIORITY LAND RELEASE AREA
BRINGELLY
BADGERYS CREEK
LEPPINGTON
LEGEND
Commonwealth Land (Badgerys Creek Airport Site)
Western Sydney Priority Growth Area
Western Sydney Employment Area
Western Sydney Parklands
Planned Industrial Area
South West Priority Release Area
South West Rail Link
Proposed extension of the South West Rail Link
Proposed Outer-Western Sydney Orbital (M9)
Existing rail network
Major Motorways
Camden Airport
Bankstown Airport
Kingsford Smith Airport
Badgerys Creek Airport
LIVERPOOL: IN THE CORRIDOR BETWEEN SYDNEY’S INTERNATIONAL AIRPORTS
M4
M4
M5
M7
M31
PENRITH
ST MARYS
CAMPBELLTOWN
NARELLAN
WESTERN SYDNEY EMPLOYMENT
AREA
WESTERN SYDNEY PRIORITY GROWTH
AREA
WESTERN SYDNEY
PARKLANDS
CAMDEN
OU
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SYD
NE
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ITA
L (M
9)
GREAT WESTERN HWY
EDMONDSON PARK
GLENFIELD
LIVERPOOL
PARRAMATTA
SYDNEY
BLACKTOWN
ELIZABETH DRIVE
SOUTH WEST PRIORITY LAND RELEASE AREA
BRINGELLY
BADGERYS CREEK
LEPPINGTON
LEGEND
Commonwealth Land (Badgerys Creek Airport Site)
Western Sydney Priority Growth Area
Western Sydney Employment Area
Western Sydney Parklands
Planned Industrial Area
South West Priority Release Area
South West Rail Link
Proposed extension of the South West Rail Link
Proposed Outer-Western Sydney Orbital (M9)
Existing rail network
Major Motorways
Camden Airport
Bankstown Airport
Kingsford Smith Airport
Badgerys Creek Airport
LIVERPOOL: IN THE CORRIDOR BETWEEN SYDNEY’S INTERNATIONAL AIRPORTS
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StrategicProject
The project involves the preparation of a new local environmental plan for the Liverpool local government area that is consistent with current regional planning strategies and community expectations.
Project Sponsor(s): Director Planning and Growth
Key Stakeholders: Local ResidentsLiverpool City Council
2016 - 17 Key Deliverables
Activity Accountability
Prepare background studies Manager Strategic Planning
Prepare strategic planning vision Manager Strategic Planning
Hold community consultation, seminars and workshops Manager Strategic Planning
Prepare draft Local Environmental Plan Manager Strategic Planning
LOCAL ENVIRONMENTAL PLAN (LEP) REVIEW
StrategicProject
This project aims to develop a rapid online lodgement system which will provide 24/7 all the elements that are required to lodge a successful development application in one place, including zoning, planning rules, maps and property details. It will also provide the facility to easily keep track of the progress of the applications and search its history.
The portal provides a one-stop-shop for the community and industry to find planning and development information. A wide range of tools have been developed, including interactive development enquiry systems, online planning controls and maps and property searching tools.The 2016 - 2017 year will focus on expanding online applications for other application types, and expanding the types of development activities that can be lodged online. This will be supported by greater customer engagement in order to understand customer needs and satisfaction to ensure systems remain useful and efficient.
Project Sponsor(s): Director Planning and Growth
Key Stakeholders:Local ResidentsLiverpool City Council Developers and Investors
2016 - 17 Key Deliverables
Activity Accountability
Expand application types available for online lodgement, including privately certificated applications
eBusiness and Planning Reform Unit
Conduct online video tutorials to assist applicants to navigate new serviceseBusiness and Planning Reform Unit
Introduce alternative payment options for online lodgementeBusiness and Planning Reform Unit
EPLANNING PORTAL
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10-Year Strategies 3a • Foster social inclusion, strengthen the local community and increase opportunities for people who may experience barriers.
3b • Celebrate and respect Liverpool’s rich cultural and social diversity and embrace the opportunities it provides.
3c • Improve health and wellbeing and encourage a happy, active community.
3d • Plan, support and deliver high quality and accessible services, programs and facilities.
10-Year Community Targets• 90% of people feel that Liverpool is a harmonious
society which respects cultural diversity.• An increase in the number of people who
participate in regular physical activity.• 85% of people believe that there is a sense of
community in Liverpool.• 90% of people express satisfaction or better with
their contact with council.
Community Measures• Community satisfaction with access to community
centres• Community satisfaction with provision and
operation of libraries• Community satisfaction with leisure centres• Community satisfaction with provision and
maintenance of playgrounds, sporting ovals and facilities
• Community satisfaction with support for: aged persons, people with a disability, young people,
multicultural communities
3.1 Children’s Services3.2 Community Planning and Development3.3 Community Facilities Management3.4 Customer Service3.5 Infrastructure Delivery – Community Facilities3.6 Infrastructure Delivery – Recreation Facilities3.7 Libraries and Museum
Council’s Principal Activities/ Services
DIRECTION 3
Healthy Inclusive CityThis direction is about creating a harmonious community which values and respects diversity and embraces the opportunities it provides. Equity and inclusion will underpin all of Council’s service delivery as it strives to build community strength and ensure social inclusion.
Council will offer diverse and accessible sport, recreational, cultural and leisure facilities for the enjoyment of all. It will foster the development of a strong not-for-profit sector and deliver programs and initiatives which are founded on best practice. Healthy lifestyles will be promoted by creating active public places and appealing parks and playgrounds.
HE
ALTH
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LUSIV
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3
• Wattle Grove Early Education Centre Refurbishment• Strong Children and Communities Project• Arts and Dementia Program• Carnes Hill Community and Recreation Precinct• National Arts and Refugee Forum• Multiculturalism and Civic Leadership
Council’s Strategic Projects
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Children’s ServicesService Name: Children’s ServicesKey Direction: Healthy Inclusive CityResponsibility(s): Manager Children’s Services
Service Description Liverpool City Council runs seven education and care centres for children aged 0-6 years. These include six early education and care centres and one preschool. Council is committed to providing the highest quality care and education for children at an affordable cost for families.
An inclusion support program funded by the Intervention Support Program (ISP) and administered by the NSW Department of Education is managed by Children’s Services. This program provides support for families with children with diagnosed additional needs by providing individualised programs, developed in consultation with families and educators, to assist children to optimise their educational outcomes and participation in a mainstream service.
The Child and Family Support Officers role works in partnership with the Manager Children’s Services in delivering programs aimed to enhance children’s early learning and developmental outcomes in the Liverpool area. This includes specialised work in planning for social infrastructure and services, the support to early education and care service providers inclusive of playgroups, transition to schools programs, parenting programs, vacation care and strategic work relating to Families and children’s services planning.
External Partners and Stakeholders
• Miller Tafe• Western Sydney University• Mission Australia• Local government Managers reference group• Semann and Slattery training consultants • Liverpool Migrant Centre• Defence Family Liaison Officer
Key Documents/Polices/Strategies
• National Care Services Regulations 2011• National Quality Standards 2012 • National Care and Services Law 2010 • Children’s Services Strategy 2016/20
3.1 HE
ALTH
Y INC
LUSIV
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3.1
Ongoing Outputs / Activities
KPI Target Frequency Source Who reports
Provide high quality childcare services for children aged 0-5 years
Centre overall utilisation rate Weekly analysis of centre utilisation figures are collated
93% Weekly Figures directly from HubWorks- Childcare administration software
Manager Children’s Services
Cost of services to Council Quarterly budget review
Budget Quarterly Quarterly report figures from Finance One
Quality ratings delivered from the Department of Education and Communities Compliance checks and quality improvement plans developed in collaboration with Nominated Supervisor and Manager Children’s Services
Meeting National standards
Quarterly Department of Education and Communities
User satisfaction rates with children’s services Family satisfaction survey
80% Annually Family satisfaction survey completed via survey monkey
Child and Family Support Officer/Manager Children’s Services
Operating Projects Total Budget Key Deliverables Project Owner
Integrate Council Children’s Services into community playgroups within the Liverpool area
$5000 Partnership model developed with Fairfield Council supported playgroups in delivering weekly playgroup at Hinchinbrook Early Education and Care Centre and Liverpool City Library.
Children’s Services
Explore opportunities and feasibility of vocational programs and Out of School Hours Care (OOSH)
In budget • Data analysis collated on existing programs within Liverpool to identify gap areas and current service provisions.
• Community engagement into child and family needs in identified areas with parents and families.
• Investigation of possible sites to deliver the service.• Application to Department of Education and Communities
for possible $30,000 start-up grant for Out of School Hours Care (OOSH) programs with an additional $10,000 replenishment fund.
• Project brief to be developed covering scope of program, staffing required, budget and feasibility of service.
• Consultation with Department of Education and Communities on considered options.
Children’s Services
Refurbish Wattle Grove Early Education and Care Centre
$80,000 • Replacement of flooring to whole centre.• Painting works to centre.
Children’s Services City Assets - Building & Open Space
Investigate and identify options for future expansion of children’s services in new growth areas including Austral/Leppington, Edmondson Park and Liverpool CBD
In budget • Data analysis collated on existing programs within Liverpool to identify need in gap areas and current service provisions.
• Community engagement into child and family needs in identified areas with parents and families.
• Investigation of possible sites to deliver the service.• Project brief to be developed covering scope of program,
staffing required, budget and feasibility of service.• Consultation with Department of Education and
Communities on considered options.
Children’s Services Community Services Team
Partnership with Liverpool City Library including the expansion of Literacy for learning, transition to school programs, and supported playgroup
$2000 • Monthly meetings to be held with Coordinator Child and Family Programs (Liverpool City Library) and Child and Family Support Officer (Children’s Services) to evaluate literacy for learning outcomes and directions.
• Transition to School program to be run weekly at Liverpool City Library and all branch libraries one day per week.
• Rostering arrangement to conduct program to be formulated by Child and Family Support Officer.
Children’s Services Liverpool City Library
Delivery of professional development goals for all educators including annual conference and training on leadership, resiliency and managing conflicts
$64,000(Long Day Care Professional Development Grant )
• Learning and development plans to be established under the program ‘People Achieving’.
• Identify professional development requirements for unit.• Research into the delivery of required training.• Conference outline to be developed.• Internal mentoring and coaching programs established,
inclusive of internal network groups and buddy programs.
Children’s Services
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Community Planning & DevelopmentService Name: Community Planning & Development Key Direction: Healthy Inclusive CityResponsibility(s): Manager Community Planning & Development
Service Description This service works to promote the better coordination and integration of public services, in partnership with individuals, groups and organisations, to develop an inclusive, well-informed and skilled community that has access to the services and facilities that they require.
It delivers a range of programs, services and activities ranging from social impact assessments, planning for recreational and community facilities, through to community events, workshops and community engagement and capacity building opportunities.
External Partners and Stakeholders
• Local community organisations • Local schools• NSW Police • NSW Health Multicultural NSW• Department of Families and Communities –
Housing NSW• Department of Families and Communities –
Community Services• Department of Attorney General and Justice• Department of Education and Communities• Department of Premier and Cabinet• TAFE NSW-SWSi• Local Aboriginal Land Council
Key Documents/Polices/Strategies
2168 Strategic Plan 2015-2018 September 2015 Ageing Strategy 2015-2017 December 2014 Community Engagement Policy and Strategy (Draft) Community Facilities Strategy (Draft)Community Safety and Crime Prevention Strategy 2013-2017 July 2013Disability Strategy 2012-2017 December 2013 Grants and Donations Policy September 2015Homelessness Policy and Homelessness Strategy and Action Plan 2016-2017 November 2015Multicultural Plan 2015-2017 July 2015 Reconciliation Action Plan (Draft) Recreation Strategy (Draft)Social Impact Assessment Policy August 2015 Youth Strategy 2012-2017 December 2013Social Justice Policy May 2011Graffiti Management Strategy 2016-2018 March 2016
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3.2Ongoing Outputs / Activities
KPI Target Frequency Source Who reports
Undertake regular safetyaudits in partnership with the NSW Police and relevant stakeholders.
Number of safety auditsundertaken
1 per quarter Annual Safety Audit ReportImplementation Plan
Community DevelopmentWorker (Safety)
Convene community sector interagencies, forums and networks to improve coordination of information and service delivery in Liverpool.
Number of participants
Number of sectorinteragencies, forumsand networks held
120 per quarter
5 per quarter
Quarterly Quarterly Report Coordinator Community Development
Provide information on available community services and undertake referrals
Number of referrals 2,500 per annum Bi-annually Consisting of weeklysnapshot period twice per year to create an average over the year
Manager CommunityDevelopment and Planning
Deliver the Community 2168 Project in partnership with NSW Health and Department of Family and Community Services-Housing NSW to improve social and economic outcomes in the 2168 postcode area.
Number of partnership projects delivered
Number of people participating in activities and programs
Number of community consultations undertaken
Number of volunteers
Increased community sense of pride and safety
8 per annum
4,000 per annum
3 per annum
25 per annum
75%
Annually Primary data collected through implementation of actions
Quarterly Management Committee Reports
Community Forums Consultations
Evaluations Surveys
Senior Project Officer- Community 2168
Manage the LiverpoolCommunity Profile and provide expert demographic advice to Council and external stakeholders through information provision and training.
Training session relatingto demography delivered to Council staff
1 per annum Annually Social Planner work plan Community PlanningPolicy Officer (Social Planning)
Facilitate community advisory committees to enable community input and participation in the following areas: Aboriginal, Access, Community Safety and Youth Council
Number of volunteer hours contributed towards Council activities
500 per annum Quarterly Quarterly Report Coordinator CommunityDevelopment
Hold a series of community events that recognise and celebrate significant national and international days.
Number of participants reported feeling a sense of belonging within the community
Number of attendees
75%
1,800 per annum
Quarterly Quarterly Report Coordinator Community Development
Review submitted social impact assessments for development applications in accordance with Council policy.
Number of development applications reviewed in relation to social impact
15 per quarter Quarterly Quarterly Report Coordinator CommunityPlanning
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Ongoing Outputs / Activities
KPI Target Frequency Source Who reports
Implement endorsed actions from:• Ageing Strategy and Action
Plan 2015-17• Community Engagement
Strategy• Community Facilities
Strategy• Community Safety and
Crime Prevention Strategy 2013-17
• Disability Strategy and Action Plan 2013-17
• Homelessness Strategy and Action Plan 2015-17
• Multicultural Strategy and Action Plan 2015-17
• Reconciliation Action Plan• Youth Strategy and Action
Plan 2013-17
Actions completed and reported to Council annually
100% complete Annually Council Report Manager CommunityDevelopment and Planning
Identify funding opportunities and submit grant applications to help deliver community programs, projects and services.
Number of funding applications submitted
Grant funding received from submitted applications
10 per annum
$500,000 per annum
Quarterly Quarterly Report Manager Community Development and Planning
Operating Projects Total Budget Key Deliverables Project Owner
Provide funding to community groups through Council’s Community Grants and Donations Program
$300,000 • Distribute funding to community groups in accordance with Policy
• Maintain grants management system• Deliver workshops and information
session• Maintain online information about
grant opportunities
Community Development Worker (Funding and Support)
Provide on-going support to the Liverpool Community Kitchen and Hub
Nil • Attend monthly Strategic Committee meetings
• Renew MOU with project partners• Support the implementation of actions
in strategic plan
Group Project Officer
Deliver Discovery Tours to assist new and emerging migrant communities to access services
$2,500 • Promote tours • Conduct EOI process • Deliver tours • Conduct evaluation
Community Development Worker (CALD)
Deliver the Midnight Basketball program $27,675 • Sign agreement with Midnight Basketball
• Deliver two tournaments
Community Development Worker (Youth)
Implement White Ribbon Workplace Accreditation Program
TBC • Implement program as per signed agreement with White Ribbon Workplaces Australia
Coordinator Community Development
Pan Pacific Safe Community Accreditation Program
$2,000 • Submit application to Australian Safe Communities Foundation to become an accredited Safe Community
Community DevelopmentWorker (Community Safety)
Complete consultations for the Miller Skate Park
$80,000 • Consultation report prepared detailing key design considerations for Miller Skate Park
Coordinator Community Planning
Deliver the Liverpool Listens online community engagement platform
$80,000(over threeyears)
• Liverpool Listens is live and operational
• Consultation projects are always live and up-to-date on website
• Reports are provided at the end of consultation projects that detail the outcomes and what will happen next
Coordinator Community Planning
Deliver the Strong Children’s and Communities Project in partnership with Mission Australia.
$95,000external$10,000council
• Project is implemented in partnership with local agencies including establishment of the Children’s Parliament
Project Officer Strong Children& Communities
Syrian Refugee Program TBC • Work with the Migrant Resource Centre (MRC) to effect integrated planning and coordinated delivery of services necessary for successful settlement and integration
Community Development Worker (CALD)
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Community Facilities ManagementService Name: Community Facilities ManagementKey Direction: Healthy Inclusive CityResponsibility(s): Coordinator Community Facilities Management
Service Description Community venues are a valuable asset of Liverpool. They are versatile places which provide vibrant hubs for a diverse range of community, cultural and commercial activities across the LGA. Socially and culturally, these venues are places for interaction and participation in community and cultural life. They provide a central meeting point for the public to interact and participate in social, community and cultural life. Community Facilities Management is committed to supporting access to high quality social infrastructure so communities have better access to services, information and activities. All facilities cater for a variety of interests and needs and are located in the heart of the community all of which are multipurpose facilities and are available for hire on a casual permanent and on a 3-year license basis at very affordable rates. Each facility caters for a diverse range of functions, with certain venues creating just the right atmosphere for special occasions, whether it is a wedding reception, engagement party, christening, birthday party, social gathering, concert, seminar or meeting.Community Facilities Management encourages partnerships as they provide the basis for integration, the effective coordination of existing services and resources, and enhance access to services and responsiveness to community need.
External Partners and Stakeholders
• Playgroup NSW • Our Communities• Australian Commonwealth Grants
Community Building Partnership• Share Care• Liverpool Neighbourhood Connections• Local community organisations NSW Health• NSW Police• Department of Families and Communities• Department of Education
Key Documents/Polices/Strategies
Community Facilities Strategy (draft) Social Justice Policy 2011Guidelines for the Compulsory Acquisition of Land by Council’s 2006Disability Strategy 2013Ageing Strategy 2014 Casual Hiring Policy 2015Permanent Hiring Policy 2015 Community Buses Policy 2015Community Licence Tenancy Agreement 2016 Corporate Sponsorship (outgoing) Policy 2016
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3.3Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Provide information to the community on programs and activities being offered at the community centres
Website ‘hits’ (audience) New Hirers
New Monthly WebsiteDatabase
Community Facilities Management
Provide ongoing support, assistance and referrals to key community organisations including Liverpool Neighbourhood Connections. Building partnerships, assisting with grant applications, aiding with promoting and increasing the organisations services.
FeedbackCommittee Meetings
New Site Visits
Promoting and marketing the community centres and buses. Through rebranding a promotional campaign is planned to promote the services on Council’s website, publications, Instagram, Facebook and other savvy formats. Using various forms of media to target a wider market and with the rapid growth in the LGA providing details per centre and the variety of uses facilities can be hired for e.g.: weddings, christenings, birthday parties, cultural events.
Applications New Clientele IncreaseVisitation/Utilisation
New DatabaseEOISocialMedia
Visitations to the community facilities (across all community centres) which include memberships, permanent clients
Clientele Booking Details 36,000 Database
Community Facilities Cleaners Service Delivery: number of weekly cleans (includes community centres & amenity blocks)
Number of Cleans 850 CleaningReports
Casual HirersApplicable to one-off bookings (e.g. meetings, functions, birthdays), less than 11 bookings in a calendar year.
Clientele Accessibility Details
10% Utilisation
Permanent HirersApplicable to permanent meetings and classes (e.g. yoga, salsa, tai chi), more than 12 bookings in a calendar year.
Application Form 75% Utilisation
Community Licence Tenancy Agreements & ScheduleCreate equity in the tenure arrangements held by many community organisations over Council owned or controlled land.
Application Form 85% Utilisation
Community BusesAvailable to not-for-profit community groups and organisations that provide services of benefit either to the entire LGA community or a specific target group.
Application Form 35% Utilisation
Cost of budget vs income for each community centre
Expenditure Income Cost Neutral Budget
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Operating ProjectsTotal Budget
Key Deliverables Project Owner
Apply for grant applications to assist in delivering community programs, projects and services.
$80,000
• Awarded grants continue 16/17: Community Building Partnership. Bathroom upgrades, Cecil Hills Community Centre & Wattle Grove Community Centre
Community Facilities Management
Carnes Hill Recreation & Community Precinct, delivering the opening of the community centre that will provide services and spaces that can be hired to support the wellbeing and health of the community
• Opening of Community Centre• Promoting the centre to casual, permanent and
leasing the office space• Liaising with current user groups to expand their
services to Carnes Hill.• Community Facilities Management will be managing
all hirers who enquire, book and cater to the hirers needs and spending time at the Centre ensuring clients maximise the entire precinct when hiring the Centre, e.g.: the library, recreation centre, outdoor space
Assets & Infrastructure
Establishment of a Community Facilities Strategy group to oversee strategy implementation
• Determining requirements for the new facilities, discussions on existing Council facilities with key stakeholders ensuring programmed, reactive maintenance is occurring, assets rehabilitation program for the centres, funds are properly distributed meeting the needs of Council and the demand of the end user, the community and also ensuring the community centres are aesthetically pleasing to the hirer.
Community Planning Community Facilities Management
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Customer ServiceService Name: Customer ServiceKey Direction: Healthy Inclusive CityResponsibility(s): Alliance Operations Manager
Service Description The Customer Service Team provides efficient and effective quality customer services to our customers through the counter and contact centre operations.
The Customer Service Team processes all applications, enquiries, submissions, bookings and payments relevant to all of Council services.
External Partners and Stakeholders
• Residents• Developers• Businesses• Internal and external customers
Key Documents/Polices/Strategies
Customer Service and Communication Policy May 2014
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Provide high quality customer services through the provision of a ‘one stop shop’ at Council’s Customer Service counter
Percentage of good or better service rating by customers for counter operations
85% Monthly Qmatic System Alliance OperationsManager
Provide a 24 hours a day, 7 days a week contact centre inclusive of after-hours phone service
Percentage of good or better service rating by customers for contact centre operations
Percentage of phone callsanswered within 20 sec
Percentage of phone callsresolved without transfer
85%
75%
82%
Monthly Call Centre System Alliance OperationsManager
Monitor and report on customerrequests to enable timely and reliable information and response to Council’s customers
Reporting Provided monthly
100% Monthly Pathway System Alliance OperationsManager
Operating Projects Total Budget Key Deliverables Project Owner
Knowledge Management TBC • Deliver a way to capture and quickly source knowledge within the Customer Service Centre
Alliance Operations Manager
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Infrastructure Delivery - Community FacilitiesService Name: Infrastructure Delivery - Community FacilitiesKey Direction: Healthy Inclusive City - 3(d)Responsibility(s): Manager Infrastructure Delivery (Building Construction)
Service Description This function is responsible for the planning and delivery of Council and grant funded infrastructure capital works associated with the large portfolio of building assets comprising community facilities, libraries, child care caters, car parking stations and leisure centres to ensure ongoing serviceability.
External Partners and Stakeholders
• Local Community• Community Facilities Services• Sports and Recreation Services• Childcare Centre Services• Local Accessible Community • Heritage Community • Grant funding agencies
Key Documents/Polices/Strategies
Asset Management Policy & Strategy - 2013Assets Management Plan - Building - 2015Community Facility Strategy Plan - 2015
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Plan and deliver adopted program of upgrades and renewals to Council’s large portfolio of building assets comprising community facilities, libraries, child care caters, car parking stations and leisure centres to ensure ongoing serviceability.
• No. of projects completed vs no. of projects scheduled
• Value of carry over vs total budget
Program delivery- 95% scheduled program delivered by 30 June.
Budget control - less than 90% program with expenditure variance of over 10%.
Quarterly Capital Works Project Report
Manager Infrastructure Delivery
Operating Projects Total Budget Key Deliverables Project Owner
Sports and recreation facilities renewal and upgrade program
$1.505M • Scott Memorial Park, Austral – Amenity upgrade• Davy Robinson Reserve, Moorebank – Boating
facilities upgrade• Pleasure Point Park - Boating facilities upgrade• Whitlam Park, Busby – Amenity design• Parks amenities program – Investigation , design and
construction• Jardine Park – Investigation and design
Manager Infrastructure Delivery
Car park renewal and upgrade program $2.203M • Northumberland Car Park – Structural repair and installation of safety barriers
• Warren Service Way Car Park – Structural repair and installation of safety barriers
Manager Infrastructure Delivery
Administration building improvement program
$1.125M • 33 Moore Street - Lift lobby upgrade, floor, wall, ceiling, monitor, signage and lighting
• 33 Moore Street - External foot path upgrade to integrate with lobby works
• 33 Moore Street – Final Lifts installation
Manager Infrastructure Delivery
Building access improvement program $129K • Casula Library – Access path pavement upgrade• Green Valley District Centre – Access path and
ambient toilet upgrade• Moorebank Library – Accessible car park and signage
upgrade
Manager Infrastructure Delivery
Building renewal and upgrade program $285K • Protection and security to councils remote assets program to various site, security fence, CCTV and bin enclosure
• Casula Powerhouse – Ground floor concrete flooring upgrade
• Rose Street Depot – Mechanical workshop lunch room roof repair
Manager Infrastructure Delivery
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Operating Projects Total Budget Key Deliverables Project Owner
Community facilities renewal and upgrade program
$578.5K • Kemps Creek Community Centre – Wall and ceiling repair, HVAC installation
• Peterson Park, Chipping Norton – Electrical power line rewiring works, installation of drainage and swale, fencing upgrade
• Brass Band and Pipe Band Hall – Path and cracks repair works Marching Girl Hall, Liverpool – Replacement of switchboard, window and alarm system
• Seton Recreation Hall and Clinches Pond Offices, Moorebank –replacement of roof sheeting
• New park office, Liverpool – replacement of HVAC• Girl Guide Hall, Liverpool – replacement of roof
sheeting andrepair cracked wall• Childcare centres renovation – wattle grove floor
finishes replacement, bathroom renewal.
Manager Infrastructure Delivery
Heritage improvements program $70K • Rosebank cottage building, Speed St Liverpool – Investigation and design of level 1
Manager Infrastructure Delivery
Leisure centres upgrade works program $961K • Michael Wenden Leisure Centre – renewal of pool expansion joints, replacement of wet decks, repair to chemical dosing pump, toddler pool replacement and roof repair works.
• Whitlam Leisure Centre – replacement of pool hardware, pump, roof access ladder system, roof skylight, hot water system to change room, roof balustrade, pool hall floor covering, kitchen ceiling, flashing and slip surfaces repair.
Manager Infrastructure Delivery
Undertake water and energy conservation delivery program to various community, childcare and car park centres.
$160K • Warren Service Way Car park – lighting upgrade• Regional Museum - HVAC upgrade• Chipping Norton Community Centre – Installation of
Solar Panel• System• Wattle Grove Community Centre – Installation of
Solar Panel System• Casula Childcare Centre – installation of Solar Panel
system• Holsworthy Childcare Centre – Installation of Solar
Panel system
Manager Infrastructure Delivery
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Infrastructure Delivery - Recreation FacilitiesService Name: Infrastructure Delivery – Recreation FacilitiesKey Direction: Healthy Inclusive City – 3(c) & 3(d)Responsibility(s): Manager Infrastructure Delivery (Open Space Construction)
Service Description Open Space Construction proactively plan and delivers Council’s annual capital works programs (new and renewal) for parks, reserves, open space and the environment, based on asset and environmental management principles, strategic planning, landscape architecture and procurement providing best practice construction principals to meet levels of service and the community’s needs.
External Partners and Stakeholders
• Local Community• Local and neighbouring sport clubs• Sporting association• Local Schools• Local Community organisations
Key Documents/Polices/Strategies
Asset Management Policy & Strategy - 2013Assets Management Plan - Open Space - 2015Community Facility Strategy Plan - 2015Environment Restoration Plan - 2007
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Plan and deliver adopted program of upgrades and renewals to Council’s many parks, playgrounds and sporting facilities to ensure ongoing serviceability.
• No. of projects completed vs no. of projects scheduled
• Value of carry over vs total budget
Program delivery- 95% scheduled program delivered by 30 June.
Budget control - less than 90% program with expenditure variance of over 10%.
Quarterly Capital Works Project Report
Manager Infrastructure Delivery
Operating ProjectsTotal Budget
Key Deliverables Project Owner
Deliver Council’s playground infrastructure upgrade program across the LGA.
$720,000 • Woolway Park, Cecil Hills• Park, Montella Place, Preston• Park, Solander Avenue, Carnes Hill• James Park, Lurnea• Woodside Park (Rubber only), Hinchinbrook• Hoxton Park Reserve (Rubber only), Hoxton Park• Black Muscat Park (Rubber only), Chipping Norton
Manager InfrastructureDelivery
Implement Council’s Outdoor Fitness Gym program.
$265,000 • Collimore Park, Liverpool• Cameron Park, Holsworthy
Provision of Shade Structure to children’s playground and outdoor fitness gyms within open space across the LGA.
$160,000 • Black Muscat Park, Chipping Norton• Greenway Park, Carnes Hill• Woodside Park, Hinchinbrook• Woodward Park Fitness, Liverpool
Deliver renewal and upgrade to the following sports facilities.
$815,000 • Bringelly Reserve – Netball Courts• Wheat Park – Floodlighting• Stanwell Oval – Floodlighting• Brownes Farm Reserve – Picket Fence• Cirillo Reserve – Design of active sport complex• Stante Reserve – Design of passive recreation facility
Undertake landscape renewal andimprovement works at.
$2M • Miller Park, Miller – Key Suburb Park Upgrade• Tharawal Park, Casula – Local Park Upgrade• Hazel Bradshaw Park, Casula – Local Park Upgrade• Hurley Park, Horningsea Park – Landscape renewal
program• Cameron Park, Macleod Park - Solar light Program• Liverpool Pioneers’ Memorial Park – Interpretive
Signage Strategy
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Libraries & MuseumService Name: Libraries & MuseumKey Direction: Healthy Inclusive CityResponsibility(s): Manager Libraries & Museum
Service Description Council’s six libraries provide recreational, educational and cultural resources and activities to the community. The library provides large diverse physical and virtual collections the great majority of which are available for loan. The library also delivers programs, events and exhibitions, for children youth and adults, that reflect the community’s unique identity and needs. Liverpool Regional Museum provides exhibitions and events that showcase the heritage and history of the area. The museum also collects, organises, preserves and makes available materials of local historical and cultural significance.
External Partners and Stakeholders
• State Library of New South Wales• Liverpool District Historical Society• Liverpool Genealogical Society
Key Documents/Polices/Strategies
• Library Services Strategy 2010
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Provide lending and information services, programs and events of interest
Visitation (Number of people through the doors)
85,000 Monthly Door Counters Coordinator Network services
Borrowing Rates (Number of items lent by the library)
52,500 Monthly Library Management System
Systems Officer
Active Library Members (Members who used their library cards in the reporting period as a percentage of the population).
30% Annually Library Management System
Systems Officer
Attendance at Library Events (Levels of attendance)
15,000 Annually Headcounts at events
Coordinator Programs and Outreach
Social Media Engagement (Use of Facebook pages)
1200 Monthly Facebook Coordinator Programs and Outreach
Library Website Visits 80,000 Monthly Website E-ResourcesLibrarian
Provide historical services TBC TBC TBC TBC TBC
Operating Projects Total Budget Key Deliverables Project Owner
Databases and eBooksDevelopment of Virtual Reference Library
$90,215 • Comprehensive and relevant (including HSC material)
Library Manager
Children’s Activities $67,070 • Engaging and educational children’s activities Coordinator Programs and Outreach
Adult Activities $10,650 • Engaging and recreational activities
Foreign Language Collections $93,539 • Community relevant collections of books, periodicals and eResources
Periodicals Collection $92,695 • Comprehensive and relevant hard copy and virtual collections
Carnes Hill $169,000 • Industry leading regional library Manager Library & Museum Services
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StrategicProject
StrategicProject
This project involves creating environments that work for children and enable educators to append valuable time interacting with children and allow children to access different areas, move between spaces, explore, experiment, create and express themselves. This project aims to achieve the Standard 3.1 of The National Quality Standards that links to the impact the physical environment has on the interaction of children and adults.
To achieve this, capital works will be carried out at Wattle Grove Early Education and Care Centre consisting of floor finishes renewal, bathroom refurbishment, statutory signage and other compliance upgrades.
Project Sponsor(s): Director Community and Culture
Project Budget:$80,000 in 2016 - 2017
The Strong Children and Communities Project is a community capacity building project that aims to improve outcomes for children aged 6-12 years who live or attend schools in the 2168 postcode area. The core activity of this project will be the establishment and operation of a Children’s Parliament that will provide a platform for children to have a voice and influence policy that affects their lives at a local level.
Project Sponsor(s): Director Community and Culture
Project Budget:$95,000 Communities for Children Program in 2016 - 2017 (Potential Extension to 2019)$10,000 Liverpool City Council
Key Stakeholders:Department of Education2168 Primary SchoolsDepartment of Social ServicesCommunities for ChildrenWestern Sydney UniversityMacquarie UniversityCommunity 2168 ProjectLiverpool City CouncilMission Australia-Miller Pathways
2016 - 17 Key Deliverables
Activity Accountability
Replace flooring to whole centreManager Children’s ServicesCity Assets - Building & Open Space
Paint works to centreManager Children’s ServicesCity Assets - Building & Open Space
Upgrade 0-2 bathroomsManager Children’s ServicesCity Assets - Building & Open Space
2016 - 17 Key Deliverables
Activity Accountability
Establish a Children’s Parliament in the 2168 postcode area for children aged 6-12 years who live or attend schools in the 2168 postcode area
Manager Community Development and Planning
Facilitate a maximum of five workshops per school term focusing on children’s active participation in political, educational, civic and community matters that impact their lives
Manager Community Development and Planning
Establish and coordinate partnerships among schools, family and children’s services and universities
Manager Community Development and Planning
WATTLE GROVE EARLY EDUCATION CENTRE REFURBISHMENT
STRONG CHILDREN AND COMMUNITIES PROJECT
Key Stakeholders:Local ResidentsChildren
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StrategicProject
StrategicProject
Casula Powerhouse’s Education and Public Programs area will be piloting a new Arts and Dementia program which will coincide with the Refugee exhibition in August at the Casula Powerhouse Arts Centre. The aim of the project is to support people living with dementia in the Liverpool Community.
Project Sponsor(s): Director Community and Culture
This project aims to provide new community and recreation facilities and a community meeting place that promote and enable healthy, active, inclusive and accessible use for the growing community of Carnes Hill and surrounds. This project involves the launch and activation of a new Community and Recreation Precinct in Carnes Hill comprising of a district library, multi-purpose community centre, recreation centre (indoor/outdoor sports courts, gym), skate park (bmx/scooter/skater), cafe, and outdoor spaces for passive and active recreation (public park).
Project Sponsor(s): Director Community and Culture
Project Budget:2016/17 - $379,785Start Date: 30 July 2016End Date: On-going
2016 - 17 Key Deliverables
Activity Accountability
A partnership program which will deliver a two day workshop on Arts and Dementia in July 2016 in partnership with the National Gallery of Australia (who have pioneered the program) and Liverpool City Council’s Community Services on Art and Dementia
Director Community and Culture
Producer Education and Public Programs Casula Powerhouse Arts Centre
2016 - 17 Key Deliverables
Activity Accountability
Precinct launch Carnes Hill Place Manager
Place management activation Carnes Hill Place Manager
Project evaluation Carnes Hill Place Manager
ARTS AND DEMENTIA PROGRAM
CARNES HILL COMMUNITY AND RECREATION PRECINCT
Key Stakeholders:Local ResidentsYouth and Children
Key Stakeholders:National Gallery of AustraliaLocal ResidentsPeople living with Dementia
As part of the Refugees exhibition public programs, the inaugural National Arts & Refugees Forum provides an opportunity for artists, arts organisations, humanitarian organisations, community development workers and academics to share their experiences about the interactions between refugees and the arts.
Project Sponsor(s): Director Community and Culture
2016 - 17 Key Deliverables
Activity Accountability
Hold a National Arts and Refugees Forum Curator/Producer Theatre
NATIONAL ARTS AND REFUGEE FORUM
Through this project Council will deliver a framework of best practise in relation to a successful multicultural society. In the context of expected increases to refugee numbers in the Liverpool local government area, and more broadly across south west Sydney, Council will work collaboratively with key stakeholders to address issues related to the resettlement process of the additional refugee intake. This is an opportunity to promote social cohesion and community harmony initiatives across Liverpool’s culturally diverse communities.
Project Sponsor(s): Director Community and Culture
Project Budget:$20,000 in 2016
2016 - 17 Key Deliverables
Activity Accountability
Consult with key stakeholders in Liverpool and Fairfield migrant and refugee settlement services
Manager Community Development and Planning
Develop a localised action plan and program to address service gaps, priority needs and set future directions
Manager Community Development and Planning
Implement localised action plan to address increased refugee settlement Manager Community Development and Planning
MULTICULTURALISM AND CIVIC LEADERSHIP
Key Stakeholders:Local ResidentsYouth and ChildrenRefugees and Diverse Sections of local CommunityLocal Community Organisations
Key Stakeholders:Local ResidentsYouth and ChildrenRefugees and Professional ArtsSettlement Services International (SSI)Casula Powerhouse Centre
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10-Year Strategies
4a • Strengthen and celebrate Liverpool’s unique community identity.
4b • Engage and consult with the community to enhance opportunities for communication and involvement.
4c • Deliver a range of stimulating and vibrant cultural events, programs and festivals.
4d • Provide first-class and iconic facilities and places.
4e • Protect and preserve Liverpool’s heritage, including its rural landscape and cultural history.
10-Year Community Targets
• An increase in the community’s sense of belonging in their city.
• 85% of people express satisfaction or better with Council’s consultation with the community.
• An increase in the number of people who participate in arts and or cultural activities.
Community Measures• Community satisfaction with support for arts
and cultural groups• Community satisfaction with Casula
Powerhouse Arts Centre• Community satisfaction with festivals and major
events
4.1 Casula Powerhouse Arts Centre
4.2 Events and Civic Events
Council’s Principal Activities/ Services
DIRECTION 4
Proud Engaged CityThis direction is about community engagement, pride and identity. As a regional city, Liverpool is home to several iconic facilities such as the Casula Powerhouse Arts Centre and Brownes Farm Reserve. Council will continue to develop and expand its iconic facilities, attracting people from across the South Western Sydney region. Strategies will be in place to protect Liverpool’s heritage and celebrate its unique identity.
Innovation and creativity will be fostered by hosting world-class events, programs and festivals which provide opportunities to showcase Liverpool and strengthen community pride.
Council will implement innovative and effective community engagement practices which mix traditional forms of communication with the latest technological advances to ensure the community participates in shaping Liverpool’s future.
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• No Intermodal Campaign• Community Strategic Plan Engagement • Film Culture at Casula Powerhouse• Children & Young People Development Programs
Council’s Strategic Projects
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Casula Powerhouse Arts CentreService Name: Casula Powerhouse Arts CentreKey Direction: Proud Engaged CityResponsibility(s): Director, Casula Powerhouse Arts Centre
Service Description The Casula Powerhouse Arts Centre contributes to an inclusive and creative community through the presentation and production of compelling, quality and diverse cultural programs that are relevant and engaging to Liverpool and South Western Sydney communities.
External Partners and Stakeholders
• Liverpool residents• South West Sydney• Arts NSW• Australia Council for the Arts
Key Documents/Polices/Strategies
Cultural and Arts Policy and Plan (Draft)
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Develop and present public art and education programs, exhibitions, theatre shows, festivals and events that integrate contemporary art, community, environment and heritage
Annual visitation rates (Total Number)
75,000 Daily Front of house daily counts
Front of House Team
Maintain and conserve the Liverpool City Art Collection
Asset updates (including provenance and acquisition information, condition reporting, exhibition history and research, location and housing of objects), valuation of individual objects, artwork transfers, conservation and storage of objects (Total Number)
1,000 Daily Vernon (Collection Database)
Registration Team
Develop and maintain effective partnerships
Annual grant income received
$250,000 Annually Grant fundingbodies.
Administration Coordinator
Annual website hits 53,139 Quarterly IT counts Media Officer
Percentage increase in customers engaging via social media (no. social media contacts + social media ‘reach’)
10% Bi-Annually IT counts Media Officer
Total theatre ticket sales as a percentage of house
65% Tri-Weekly Box Office Theatre Producer
Total Facebook page likes 8,500 Quarterly Facebook Media Officer
Operating Projects Total Budget Key Deliverables Project Owner
Casula Powerhouse Arts Centre $315,264 • Deliver the annual multi-disciplinary exhibition, theatre and education program.
CPAC
Casula Powerhouse Arts Centre $10,000 • Deliver an art competition and award. CPAC
Casula Powerhouse Arts Centre $131,302 • Deliver a major festival and/or event. CPAC
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Events and Civic EventsService Name: Events and Civic EventsKey Direction: Proud Engaged CityResponsibility(s): Senior Events Coordinator
Service Description This service delivers the Liverpool City Council Events program based on the proud engaged City strategy which was developed in collaboration with key business and stakeholders. However the aim of the section is to set in place action activities that will showcase Liverpool as a vibrant and dynamic location for major events, tourism and social interaction resulting in the creation of employment opportunities for local residents. Some of these events include Spring Expo, NYE, Australia Day celebrations, and Civic functions such as citizenships, Heroes of Liverpool Annual Awards, SWS Academy of Sports event, ANZAC Day Dawn Service, Remembrance Day, park openings.
External Partners and Stakeholders
• Local Government and Shires Association Events section • Local Media• Community Groups • Local Business• Arts and Cultural Groups• State and Federal Government
Key Documents/Polices/Strategies
• Sponsorship Policy – 26 May 2015• Destination Management Plan (to be released)• External Events Info Kit – 17 November 2016
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Major events
Australia Day Attendance level at each major event.Survey results Media coveragePost event reports WHS Evaluations
20,000 Quarterly From survey and community feedback
Internal feedback Sponsors
Events Admin support
Spring Expo 4,000
NYE 10,000
Events
Mayoral Ball Attendance level at each major event.Survey results Media coveragePost event reports WHS Evaluations
Raise $100,000 for 2 charities
Quarterly From survey and community feedback
Internal feedback Sponsors
Event Project Officer
Civic
CitizenshipNumber of people on backlog list
Waiting time of no more than 6 months from approval for citizenship ceremony and presentation of certificate
Reduction in the number of people on backlog list. 100% of citizens to receive their certificates within 6 months from approval.
Post Event Data from the Department of Immigration
Civic Coordinator
Sister City Programme Post event report WHS Evaluations
Report completed. No incidents.
Post Event From student and school feedback Internal feedback
Civic Coordinator
Volunteers Dinners ( Gift of time) 90% attendance Post event report WHS Evaluations
Report completed. No incidents. Delivered on budget
Post Event From RSVP database From community feedbackInternal feedback
Civic Coordinator
Liverpool Birthday Attendance level Media coverage Post event report WHS Evaluations
Report completed. No incidents. Delivered on budget.
Post Event From RSVP databaseFrom community feedbackInternal feedback
Civic Coordinator
Mayoral Christmas Community Functions• Mayor and Councillor’s Community
Kitchen• Mayor and Councillor’s Christmas
Reception
Attendance level Media coverage Post event reports WHS Evaluations
Report completed. No incidents. Delivered on budget.
Post Event From community feedback Internal feedback
Civic Coordinator
Australia Day Civic Event – Australia Day Awards and Order of Liverpool Awards
Attendance level Media coverage Post event reports WHS Evaluations
100% of awardees attend. Delivered on budget.No incidents.
Post Event From survey and community feedback Internal feedback
Civic Coordinator
Civic Functions• Anzac Day• Remembrance Day• Park Openings• SWS Academy of Sport• Civic Function and• Board Meeting CPAC• Quota Public Speaking• Heroes function• Trophy Cannon Plaque unveiling• Mayoral Ball Cheque Presentation• Ad hoc civic functions on a needs basis
Events completed on time and on budget
100% Post Event From community feedback Internal feedback
Civic Coordinator
4.2
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Operating Projects Total Budget Key Deliverables Project Owner
Australia Day $238,911 • Infrastructure Entertainment, Marketing and human resources
Senior Events Coordinator
Spring Expo $70,057 • Infrastructure Entertainment, Marketing and human resources
Senior Events Coordinator
NYE $126,433 • Infrastructure Entertainment, Marketing and human resources
Senior Events Coordinator
Mayoral Ball • Infrastructure Entertainment, Marketing and human resources
Events Project Officer
Citizenship $93,674 • Conducting 11 citizenship ceremonies per annum.
Civic Coordinator
Volunteers Dinners ( Gift of time) $35,000 • A ceremony to thank and celebrate Council’s volunteers who contribute to the Liverpool community
Civic Coordinator
Liverpool Birthday $4,879 • An event to celebrate the day that Liverpool was founded by Governor Macquarie.
• Orders of Liverpool awardees are also announced.
Civic Coordinator
Mayoral Christmas Community Functions $15,563 • An annual community kitchen event to celebrate Christmas which involves the Mayor and Councillors serving food.
• An annual event to celebrate Christmas involving local community stakeholders, sponsors and local volunteers.
Civic Coordinator
Australia Day Civic Event $8,558 • An annual event to award Australia Day winners and Order of Liverpool winners for their contribution to the Liverpool area.
Civic Coordinator
Civic Functions $77,765 • Civic functions are held on a needs basis. They can include new park openings, civic receptions for Heroes of Liverpool, a ceremony to thank our local sporting athletes from SWS Academy of Sport, ANZAC Day Dawn Service and Remembrance Day civic functions to name a few.
Civic Coordinator
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StrategicProject
This project aims to engage the community in validating the vision for Liverpool City and also review Council’s directions and strategies for the next ten years. Project seeks to actively engage the community including Councillors, residents, local businesses and staff through interactive workshops, community engagement booths, surveys at events, social media blogs and updates.
Project Sponsor(s): Director Business Improvement
Key Stakeholders:ResidentsStallholdersLocal PoliceLocal BusinessesRegional Organisations
2016 - 17 Key Deliverables
Activity Accountability
Prepare Community Engagement Strategy for Community Strategic Plan Manager Corporate Strategy and Performance
Design community engagement workshops using various methodologies outlined in the Community Engagement Strategy
Manager Corporate Strategy and Performance
Implement community engagement through interactive suburb based workshops, community engagement booths, community surveys, advertisements etc.
Manager Corporate Strategy and Performance
COMMUNITY STRATEGIC PLAN ENGAGEMENT
StrategicProject
The ‘No Intermodal’ campaign aims to stop the proposed Moorebank intermodal projects. Council is committed to opposing this development in Moorebank as it is the wrong location. The intermodal projects will have negative impacts on the amenity and health of local communities, traffic, the Georges River and the natural environment. Council’s view is that the development should be established at the Western Sydney Airport. Council has formed the No Intermodal Committee with community representatives to lobby against the proposed developments.
Project Sponsor(s): Director Planning and Growth
Project Budget:$150,000 2016 - 2017(and continuing into 2017 for as long as required)
Key Stakeholders:Local ResidentsLiverpool City Council
2016 - 17 Key Deliverables
Activity Accountability
Conduct quarterly No Intermodal Committee meetings or as required Manager Strategic Planning
Prepare technical assessments of reports and development proposal documents and studies
Manager Strategic Planning
Prepare submissions and make representations in PAC hearings and meetings Manager Strategic Planning
Undertake media campaigns and community consultation as required to promote awareness
Manager Strategic Planning
NO INTERMODAL CAMPAIGN
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StrategicProject
The Children & Young People Development programs aim to:
• Provide an accessible and inclusive space for children and young people• Introduce children and young people to high quality contemporary art & culture• Provide access for children to develop creative skills• Allow children and young people an opportunity to develop and curate their own program
The project involves development of children & young people with an engaged interest in the arts. The project runs under the umbrellas of:
• CPAC Youth• The Casula Kids (as part of the Way out West Festival for Children)
Project Sponsor(s): Director Community and Culture
Project Budget: $22,500 in 2016 - 2017
Key Stakeholders:Local ResidentsYouth and Children
2016 - 17 Key Deliverables
Activity Accountability
Develop and execute a number of programmed events by CPAC Youth including:• Arts Meets West• Halloween End of Year Wind Down• 2017 Production• Journey Maker Station (as part of the 2016 Way out West Festival for Children)• Destination: Imagination (as part of the 2016 Way out West Festival for Children)
Curator/Producer Theatre
Develop and execute a number of programmed events by the Casula Kids as part of the 2016 Way out West Festival for Children including:• Mini Cine• Baby Hearts Disco• Kids Reporters (in partnership with CuriousWorks)• The Art of Being a Creative Kid
Curator/Producer Theatre
CHILDREN & YOUNG PEOPLE DEVELOPMENT PROGRAMS
StrategicProject
Film is the most accessible art form, engaging directly with the viewer to create intrigue through storytelling. The Film Culture at Casula Powerhouse program aims to develop the relationship between the local community and art films through extensive partnerships with:
• Sydney Film Festival• Alliance French Film Festival• Marcello Mastroianni Italian Film showcase• Mini Cine Film Festival• Little Big Shots Film Festival• Plus many more
The films selected to be shown at Casula Powerhouse Arts Centre are significant, game changing films that target audiences willing to be challenged. They are also films that are exclusive, accessible outside of Sydney only to Casula Powerhouse.
Project Sponsor(s): Director Community and Culture
Project Budget:$15,000 in 2016 - 2017
Key Stakeholders:Local ResidentsNon Local Residents
2016 - 17 Key Deliverables
Activity Accountability
A series of film screenings to engage with the local community Director Community and Culture
Develop film culture audiences Marketing Officer
FILM CULTURE AT CASULA POWERHOUSE
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10-Year Strategies
5a • Lead the community to develop and implement environmentally sustainable practices.
5b • Enhance and protect natural corridors, waterways and bushland.
5c • Reduce adverse environmental impacts for present and future generations.
10-Year Community Targets
• Increased natural bushland corridors that are restored.
• Improved condition of rivers and waterways to B+ or better.
• At least 80% of domestic waste is diverted from landfill.
• A yearly household water consumption rate comparable to Greater Sydney at 200 kilolitres or better.
Community Measures • Community satisfaction with health of rivers
and creeks• Community satisfaction with the domestic
waste service • Community satisfaction with festivals and major
events5.1 Floodplain and Water Management5.2 Parks, CBD and Waste Management5.3 Sustainable Environment
Council’s Principal Activities/ Services
DIRECTION 5
Natural Sustainable CityThis direction is about protecting the environment and ensuring development is sustainable and ecological.
Council will advocate sustainability goals and regenerate Liverpool’s natural environment. Council will lead by example and implement environmentally sustainable practices while engaging and informing the local community through a range of educational initiatives. Infrastructure which protects the community from natural events like flooding will be developed and maintained.
• Austral-Leppington Drainage Design
• Waste Less, Recycle More Program
Council’s Strategic Projects
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5.1Floodplain and Water ManagementService Name: Floodplain and Water ManagementKey Direction: Natural Sustainable CityResponsibility(s): Manager Technical Support
Service Description Provision of flood plain management strategies, policies, systems and programs to enable controlled occupation of flood prone land and to reduce the impact of flooding and flood liability on the community. Function also includes provision of strategies, policies and programs for the conveyance of stormwater as well as management of stormwater to improve the health and quality of our receiving waterways by reducing the amount of pollution entering our creeks and rivers by installing stormwater treatment devices and adopting other appropriate stormwater management practices.
External Partners and Stakeholders
• Office of Environment & Heritage Greater • Sydney Local Land Services• Georges River Combined Council Committee • Planning & Growth
Key Documents/Polices/Strategies
• Floodplain Risk Management Studies and Plans - various plans covering the five major floodplains
• NSW Floodplain Development Manual 2005• Water Management Policy and Water Quality Management Strategy (Draft) - 2016• Liverpool Development Control Plan 2008
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Undertake assessment of development applications on flood prone land
Percentage of development applications (DA) assessed within 10 days
80% Quarterly Record of DAs referred
Manager Technical Support
Undertake design of stormwater management structures
Design of stormwater management structures for Austral, North Leppington and East Leppington precincts
100% Quarterly Consultant progress report
Develop water quality education and awareness strategy
Water quality education and awareness strategy developed
100% Annually Progress report
Undertake a program of upgrades and renewals to ensure ongoing performance of drainage infrastructure
Length of drainage pipes rehabilitated
Program delivery - 95%scheduledprogram delivered by 30 June.
Quarterly Capital Works Project Report
Manager Infrastructure Delivery
Operating Projects Total Budget Key DeliverablesProject Owner
Development of standard drawings to support the implementation of WSUD
$15,000 • Standard drawings for WSUD. Manager Technical Support
Design of stormwater management structures for Austral, North Leppington and East Leppington precincts
$1,000,000 • Design documentation of stormwater management structures
Overland Flow Path Study for Rural Catchment Areas $45,000 • Overland Flow Path Study Report
Undertake restoration and relining of piped drainage Systems.
$951,760 • Length of drainage pipes rehabilitated Manager Infrastructure Delivery
Stormwater Quality Improvement works including provision of a gross pollutant trap at stormwater drainage outlets in Cabramatta Creek as part of a source control strategy to prevent pollutants reaching the Georges River and erosion protection works.
$667,530 • Improved condition of rivers and waterways
Flood mitigation works including drainage upgrading works at Banks Road Basin, Aubrey Keech Reserve, Hinchinbrook, Moorebank Voluntary Acquisition Scheme.
$1,580,000 • Sustainable development of flood prone land
5.1
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Parks, CBD and Waste ManagementService Name: Parks, CBD and Waste ManagementKey Direction: Natural Sustainable CityResponsibility(s): Coordinator Waste Management Coordinator Cleansing and Waste Coordinator Parks and PlaygroundsService Description The Parks, CBD and Waste Management service maintains and improves the amenity of the Liverpool area through action and education. It provides domestic waste services for all of Liverpool’s residents including the collection and processing of recycling, green waste, bulk waste and various problem waste streams. It also delivers the cleaning of streets, parks, gardens and open spaces and the maintenance of these assets.
External Partners and Stakeholders
• NSW Environment Protection Authority• Western Sydney Regional Organisation of Council (WSROC)• Local Businesses and Residents
Key Documents/Polices/Strategies
NSW EPA Waste Avoidance and Resource Recovery Strategy 2014-21 December 2014The Western Sydney Regional Waste Avoidance and Resource Recovery Strategy 2014-2017 May 2015
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Collect and process general waste, recycling and green waste
Percentage of kerbside waste diverted from landfill
70% Monthly Tip dockets and/or contractor reports
Waste Projects Officer
Collect and process bulky waste including mattresses and metal waste
Tonnage of bulky and other waste collected
Monthly Tip dockets and/or contractor reports
Waste Projects Officer
Collect household chemical waste Tonnage of householdchemical waste collected
Attendance of event by minimum of 400 vehicles
Twice yearly Contractor reports Waste Projects Officer
Collect and process problem waste via the Community Recycling Centre
Tonnage of problem waste collected
An increase in tonnages compared to that collected in the previous year
Monthly Contractor reports Waste Projects Officer
Promote the domestic waste service
Number of waste eventsand education programs
Attendance at all major Council events
Quarterly Attendance of staff at these events
Waste Projects Officer
Cleaning of public spaces including street sweeping
Percentage of major roads swept daily
100% Quarterly Daily run sheets stats
Coordinator Cleansing and Waste
Investigate illegal dumping Number of incidences of illegal dumping investigated
100 incidents per month
Monthly EPA RID online database (includes TRIM, GEACs)
Coordinator Cleansing and Waste
Undertake programmed and responsive maintenance of parks, gardens and open spaces
Percentage of customer related amenity requests actioned within 48 hours
80% Monthly Daily run sheets stats and GEACs
Coordinator Parks and Playgrounds
Operating Projects Total Budget Key DeliverablesProject Owner
Deliver all approved projects funded under the Waste Less, Recycle More Program
$417,699.55 • Various deliverables including the a significant reduction in litter and illegal dumping via the provision of educational material and service improvements
Domestic Waste Section
Deliver additional waste services to increaserecovery of waste and diversion from landfill
$1,283,371 • Facilitate the management and disposal of waste especially that of problem waste
Domestic WasteSection
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Sustainable EnvironmentService Name: Sustainable EnvironmentKey Direction: Natural Sustainable CityResponsibility(s): Manager Technical Support Manager Infrastructure Delivery
Service Description This service facilitates restoration activities on key sites to improve biodiversity and water quality outcomes. It aims to increase the capacity of Council and the community to make informed Sustainable Environment related decisions via the development of strategy, education and engagement.
External Partners and Stakeholders
• Office of Environment & Heritage • Greater Sydney Local Land Services• Georges River Combined Council Committee
Key Documents/Polices/Strategies
Environmental Restoration Plan 2007Biodiversity Management Plan 2012Climate Change Adaptation Plan 2013Energy Management Plan 2012Water Efficiency Plan 2012Georges River Floodplain Risk Management Study and Plan 2004
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Develop and deliver capital bush regeneration works within priority bushland areas
Increase in area of Council land improved through bush regeneration activities
200,000m² Annually Collated data ERP Coordinator
Maintain bushland regeneration works
Area of Council land maintained through bush regeneration activities
900,000m² Annually Collated data Director CityPresentation
Deliver Environmental Education Workshops
Total number of Sustainability Workshops delivered
9 Annually Collated data ERP Coordinator
Deliver Environment Restoration Plan Volunteer Program
Number of EnvironmentVolunteer Groups Supported
10 Annually Collated data ERP Coordinator
Develop ecological, water management and environmental sustainability related strategy
Weeds Management Strategy developed and implemented
100% Annually Status report ERP Coordinator
Provide ecological and environmental sustainability related advice to key Service Areas upon request
Percentage of responses within 10 business days
80% Quarterly Collated data CoordinatorSustainable Environment
Assess applications to prune or remove trees on private property
Assess applications within 10 business days
80% Quarterly Collated data Tree PreservationOfficer
Operating Projects Total Budget Key DeliverablesProject Owner
Develop Weed Management Strategy $20,000 • Liverpool Weed Management Strategy developed
Manager Technical Support
Review Environment Restoration Plan $25,000 • Review of the Environment Restoration Plan completed
Manager Technical Support
Complete consultation and develop detailed design plans for Community Nursery and Environmental Education Centre (Sustainability Hub)
$35,000 • Community Consultation and design plans completed
Manager Technical Support
Undertake bush regeneration works at 11 sites and continue to maintain existing bush regeneration sites in accordance with the Environmental Levy Program.
$800,000 • Clinches Pond Area 1, Moorebank• Glen Regent Reserve Area 2, Casula• Tepper Park Area 3, Liverpool• Blamfield Oval Area 2, Liverpool• Brickmakers Creek Area 2, Warwick Farm• River Walk Riparian Area 3, Voyager Point• Pye Hill Reserve Area 1, Cecil Hills• Bill Anderson Reserve Area 1, Kemps Creek• Mannix Park Area 3, Heckenberg• Lot 10 Heathcote Road Area 2, Holsworthy• Dwyer Oval Area 2, Warwick Farm
Infrastructure Delivery
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StrategicProject
StrategicProject
The project involves the development of detailed concept designs of flood detention basins, water quality treatment basins (bio-retention basins), trunk drainage systems and overland flow paths/constructed channels in the Austral/Leppington North Precincts. The design project will facilitate to progress smooth development in the area with certainty and clarity of necessary stormwater management measures and will ensure that adverse impacts of developments are minimised. In addition, the project will also involve hydraulic assessment of flood conveyance capacities of existing culvert crossings and design of culvert capacity improvement works.
Project Sponsor(s): Director Infrastructure and Environment
Project Budget: $1 Million (Design Only) in 2016 - 2017
Key Stakeholders:Local Residents
New South Wales Environment Protection Authority provides funding support to local councils so that they can work with their communities to increase recycling and reduce illegal dumping and littering. Council has proposed a number of projects to the NSW EPA to achieve these objectives.
Project Sponsor(s): Director City Presentation
Project Budget: $419,670 in 2016 - 2017
Key Stakeholders:Local ResidentsLocal Businesses
2016 - 17 Key Deliverables
Activity Accountability
Prepare detailed concept design of water cycle management devices Manager Technical Support
Develop concept design of major trunk drainage system Manager Technical Support
Review Environmental Factors (REF) Manager Technical Support
Prepare Vegetation Management Plan (VMP) Manager Technical Support
2016 - 17 Key Deliverables
Activity Accountability
Continue Be Sharp Safe Sharps Disposal Program Waste Management Coordinator
Employ two Waste and Recycling Ambassadors Waste Management Coordinator
Implement Top Hot Spots Illegal Dumping Prevention and Management Program Waste Management Coordinator
Purchase customised event bin covers and curtains Waste Management Coordinator
Establish an in-house Garage Sale Program Waste Management Coordinator
AUSTRAL-LEPPINGTON DRAINAGE DESIGN
WASTE LESS, RECYCLE MORE
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10-Year Strategies 6a • Provide safe and easy travel with a high quality road and traffic management network.
6b • Encourage sustainable and alternative transport options such as walking, cycling and integrated public transport.
6c • Collaborate with key stakeholders to maximise community access to emerging technologies.
10-Year Community Targets
• 25% of trips to work are made by modes other than private car.
• 85% of people express satisfaction with the management of traffic and safety on local streets.
• 95% of homes have access to broadband
Community Measures • Community Satisfaction with access to
cycleways and footpaths• Community satisfaction with road maintenance
in Liverpool• Community satisfaction with access to public
transport.
6.1 Asset Planning and Management
6.2 Investigation and Design
6.3 Roads, Footpaths and Cycleways
6.4 Traffic, Transport and Parking
Council’s Principal Activities/ Services
DIRECTION 6
Accessible Connected CityThis direction is about local and global connections. Council will work collaboratively with all relevant partners to improve the connectivity and functionality of Liverpool’s transport systems.
Infrastructure will continue to be delivered to facilitate an integrated transport system that supports safe and easy driving, walking, cycling and public transport.
To become a globally connected community, Council will support the rollout of the National Broadband Network and implement new and exciting initiatives such as introducing Wi-Fi in the city centre.
• Georges River - Boardwalk and Bridge over Railway Pylons
• Liverpool City Centre Traffic Study
• Construction of Bernera Road (Former Croatia Ave, Edmondson Park)
• Bathurst Street Extension
Council’s Strategic Projects
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Asset Planning and ManagementService Name: Asset Planning and ManagementKey Direction: Accessible Connected CityResponsibility(s): Manager Technical Support
Purpose This function is responsible for the provision of asset management strategies, policies, systems and programs for Council owned infrastructure assets to ensure assets continue to deliver the required levels of service over time in a cost effective manner.
Key Documents/Polices/Strategies
Asset Management Policy - 2013Australian Design Standards - current versionLiverpool Development Control Plan - 2008
External Partners and Stakeholders
• Office of Local Government • Roads and Maritime Services • Planning and Growth• City Presentation• Infrastructure Delivery• Community and Culture
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Statutory Reporting All financial and statutory reports are completed to a satisfactory standard within deadline
100% Annually Status report Manager Technical Support
Asset management systems Complete predictive modelling of:• bridges and culverts• kerb and gutter and• pipe assets
100% Quarterly Inspection data Manager Technical Support
Asset management plans Develop AMP for Council’s entire building portfolio.
100% Quarterly Using current inspection data
Manager Technical Support
Operating Projects Total Budget Key DeliverablesProject Owner
Undertake Fair Valuation of building assets by registered Valuer
$80,000 • Complete inspection of Council building and submit report for statutory reporting.
Manager Technical Support
Undertake condition assessment of community facilities (Heritage and Major buildings)
$50,000 • Complete inspection and upload data to myData and prepare renewal and maintenance works programs.
Undertake structural investigation of Council bridges
$30,000 • Complete inspection and submit report.
6.1
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Investigation and DesignService Name: Investigation and DesignKey Direction: Accessible Connected CityResponsibility(s): Manager Technical Support
Service Description Provision of technical support to council, its management units and other stakeholders (State Authorities, Utility Authorities, Developers, Consultants, Contractors and residents) involved in the planning, provision and management of assets so that infrastructure assets are planned, designed, costed, constructed, operated, maintained and repaired to required standards and Council policies.
External Partners and Stakeholders
• Roads and Maritime Services • Planning and Growth• City Presentation • Infrastructure Delivery
Key Documents/Polices/Strategies
• Australian Design Standards - current version• Liverpool Development Control Plan - 2008
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Percentage of 2016/17 Design Projects completed
Review the completed tasks
90% 3 months I&D Works Program(Microsoft Project Program)
Manager TechnicalSupport
Bathurst Street Extension Design Review the completed tasks
100% 3 months Consultant’s ProjectProgram (Microsoft Project)
Manager TechnicalSupport
Georges River Boardwalk and Pedestrian Bridge/ramp Design
Review the completed tasks
100% 3 months Consultant’s ProjectProgram (Microsoft Project)
Manager TechnicalSupport
Operating Projects Total Budget Key DeliverablesProject Owner
Bathurst Street Extension Design $500,000 • Concept and Detailed design including REF Manager Technical SupportGeorges River Boardwalk and Pedestrian Bridge Design $600,000 • Concept and Detailed design including REF
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Infrastructure Delivery - Roads, Footpaths and CyclewaysService Name: Infrastructure Delivery - Roads, Footpaths and CyclewaysKey Direction: Accessible Connected CityResponsibility(s): Manager Infrastructure Delivery (Civil Construction)
Purpose Council provides a range of services to improve the accessibility and connectivity of Liverpool’s transport system. This includes design, construction and maintenance of roads and thoroughfares, including alternate transport modes such as footpaths and cycleways, streetscape works, bus stops and signage.
Key Documents/Polices/Strategies
Asset Management Policy & Strategy 2013Assets Management Plan – Roads & Transport Assets 2015Bikeplan 2009Environmental Restoration Plan 2007Water Efficiency Plan 2012
External Partners and Stakeholders
• Office of Environment & Heritage• Commonwealth Government - Department of Infrastructure • Transport for NSW - Roads & Maritime Services
Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Plan and deliver adopted program of upgrades and renewals to Council’s large portfolio of roads and transport related assets comprising roads, footpaths, cycleways, bridges, and traffic control facilities to ensure ongoing serviceability.
No. of projects completed vs no. of projects scheduled
Value of carry over vs total budget
Program delivery - 95% scheduled program delivered by 30 June.
Budget control - less than 90% program with expenditure variance of over 10%.
Quarterly Capital Works Project Report
Manager Infrastructure Delivery
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Operating Projects Total Budget Key DeliverablesProject Owner
Undertake rehabilitation and resurfacing of sections of Council roads
$6,845,290 • Armstrong Street, Ashcroft - Maxwells to Sheriff Nth, Ashcroft
• Bluegum Avenue, Prestons - Jarrah to Box, Prestons• Cunningham Street, Moorebank - Seton to West End,
Moorebank• Governor Macquarie Drive, Chipping Norton - Epsom Rd
to Georges River Crossing, Chipping Norton• Green Valley Road, Green Valley - Johns to Chainage 512,
Green Valley• Jarrah Avenue, Prestons - Box to Bluegum,Prestons• Mitchell Road, Moorebank - Seton to Cunningham,
Moorebank• Nagle Street, Liverpool - Atkinson to Mill, Liverpool• Tooma Place, Heckenberg - Heckenberg to North End,
Heckenberg• Weir Crescent, Lurnea - Graham to Webster, Lurnea• Elizabeth Street, Liverpool - College to Bigge, Liverpool• Dunbier Avenue, Lurnea - Doran to North End, Lurnea• Goulburn Street, Liverpool - Elizabeth to Campbell,
Liverpool• DeMeyrick Avenue, Lurnea - Hanna to West End, Lurnea• Hull Avenue, Lurnea - Marie to Brain, Lurnea• Tindall Avenue, Liverpool - Bigge to West End, Liverpool• Dalkeith Street, Busby - Cartwright to Lyndley, Busby• South Pacific Avenue, Mount Pritchard - Reservoir to
Reservoir, Mount Pitchard• Trevanna Street, Busby - South Liverpool to Orchard,
Busby• Frazer Avenue, Lurnea - DeMeyrick to Graham,Lurnea• First Avenue, Hoxton Park
Manager Infrastructure Delivery
Complete pavement resurfacing and preventative treatments on local roads to slow down the rate of pavement deterioration
$2,793,000 Manager Infrastructure Delivery
Provide new paved footpaths to improve accessibility and mobility across the LGA
$1,442,670 • Footpaths - Prestons• Footpaths - Middleton Grange• Footpaths - Ashcroft• Footpaths - Busby• Footpaths - Lurnea• Footpaths - Moorebank• Footpaths - Pleasure Point• Footpaths - Sadleir• Footpaths - West Hoxton• Footpaths -Warwick Farm• Footpaths - Miller• Footpaths - Liverpool• Footpaths – Holsworthy• Footpath - Lang Road, Casula• Footpath - Ross St, Chipping Norton
Manager Infrastructure Delivery
Provide cycleways to improve accessibility and mobility across the LGA
$2,044,000 • Jedda Road, Prestons• Newbridge Road, Chipping Norton• Elizabeth Street, Liverpool• Glenfield Road, Casula• Hume Highway - Casula
Manager Infrastructure Delivery
Provide ten standard compliant bus shelters
$150,000 10 bus shelters delivered Manager Infrastructure Delivery
Upgrade existing bus stops for compliance with disability standards
$463,500 Accessible bus stops Manager Infrastructure Delivery
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Traffic, Transport & ParkingService Name: Traffic, Transport & ParkingKey Direction: Accessible Connected CityResponsibility(s): Manager Traffic & Transport
Service Description This service:• Manages traffic conditions on the local road network under council responsibility.• Assesses traffic impacts of development applications and proposed re-zonings, and
recommend relevant conditions, associated roadworks and intersection treatments.• Administers the Liverpool Local Traffic Committee.• Plans and implements road safety education programs, in consultation with the RMS
and supports regional road safety pragmas by the Centre for Roads Safety and the NSW Police.
• Manages Council’s three off-street car parks (Warren Service Way, Bathurst Street and Northumberland Street Car Parks), and on-street paid car parking scheme in the Liverpool City Centre.
• Works with the RMS to plan, construct and manage the state road network required to accommodate forecasted additional urban development, including the Badgerys Creek Airport.
• Advocates and encourages the use of public transport.
External Partners and Stakeholders
• Transport for NSW• Roads and Maritime Services• Sydney Trains• Local Bus Operators • NSW Police
Key Documents/Polices/Strategies
• Austroads Traffic Guidelines 2005• Roads and Maritime Services Traffic Management Guidelines 1990• RMS Guide to Traffic Generating Development 2002• Liverpool City Centre Traffic Study 2014• NSW Long Term Transport Masterplan 2012
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Administer the Liverpool Local Traffic Committee
Hold 6 meetings and implement its recommendations
Six meetings per year Bi Monthly Trim Admin Support
Respond to traffic related matters from the MPs and Councillors
Timely response to the MPs and Councillors
5 days Monthly Trim Admin Support
Manage traffic and road safety on the local road network
Respond to the issues andrequest for the improvements
14 days Monthly Pathways Admin Support
Assess traffic impact of development applications, re-zonings and provide Pre DA advice
Internal referral comments and recommended conditions for Development Applications provided within 10 days
85% Quarterly Pathways Admin Support
Provide comments on the majortransport consideration e.g. Metro, Liverpool City Centre Traffic Study
Provide required response within the set time line
85% Ongoing Trim Admin Support
Manage existing street light, review and approve new design in consultation with Endeavour
Quarterly report from Endeavour Energy on street light performance
14 days Quarterly Trim Admin Support
Manage Council’s three off-street car parks and on-street paid car parking scheme in the Liverpool City Centre
Respond to customer requests
10 days Quarterly Trim/ Pathways
Parking Co-coordinator
Operating ProjectsTotal Budget
Key DeliverablesProject Owner
Provide design and traffic management for conversion of sections of George and Northumberland streets to two way traffic
Staff Resource • Traffic modelling, design input for detail design and to secure the RMS approval.
Service Manager, Traffic and TransportPrepare Strategic Concept Layouts for road
developments in Edmondson Park Town Centre, Austral, Middleton Grange
$30,000 • Complete traffic investigation for the preparation of road improvements to accommodate road improvements in Edmondson Park Town Centre, Austral, and Middleton Grange
Complete investigation and provide design input for Bathurst Street extension
$30,000 • Traffic modelling, design input for detail design and to secure the RMS approval.
Complete master planning for Fifteenth Avenue road widening
In budget • Traffic and Land Use inputs to the RMS for the strategic concept design of the project
Work with RMS to plan, design and deliver road upgrades along M12 Motorway along Elizabeth Drive, The Northern Road, Bringelly Road and Campbelltown Road, Heathcote Road
In budget • Work with RMS to plan, design and deliver road upgrades along M12 Motorway along Elizabeth Drive, The Northern Road, Bringelly Road, Campbelltown Road, and Heathcote Road
Complete Governor Macquarie Drive route development study and provide design input
In budget • Complete Governor Macquarie Drive route development study and provide design input
Revised Liverpool City Centre Traffic Study $99,000 • Revised Liverpool City Centre Traffic Study
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StrategicProject
The project aims to conduct a study that will be broken into three parts to assess existing infrastructure and recommend improvements required to accommodate additional development expected under the proposed amendment to Liverpool City LEP. The three studies proposed under this project are • Traffic and Transport Study• Active and Public Transport Study• Parking Strategy
These studies will assess existing conditions and identify traffic and transport impacts, including public transport and parking provisions. These studies will also recommend the required staged improvements, with costings, to accommodate proposed additional development in Liverpool City Centre.
Project Sponsor(s): Director Planning and Growth
Project Budget: $210,000 in 2016 - 2017
Key Stakeholders:Infrastructure, Housing and Employment Land Release, Department of Planning and EnvironmentExecutive Director Transport Strategy, Transport for New South WalesAssistant General Manager and City Planning Manager, Penrith City CouncilDirector Planning and Growth, Liverpool City Council Manager Strategic Planning, Liverpool City CouncilLocal Residents
2016 - 17 Key Deliverables
Activity Accountability
Review the recommended costed improvement strategies to meet the future traffic challenges and prepare a report to Council
Manager - Traffic and Transport
Review the recommended strategic plan to meet the future pedestrian and cycling needs and prepare a report to Council
Manager - Traffic and Transport
Review the recommended strategic plan to improve public transport infrastructure and services through the City Centre including Liverpool bus interchange and taxi service requirements and prepare a report to Council
Manager - Traffic and Transport
Review the recommended car parking strategy, which will include both on-street and off-street parking provision and signage, and prepare a report to Council
Manager - Traffic and Transport
LIVERPOOL CITY CENTRE TRAFFIC STUDY
StrategicProject
This project aims to provide a safe, secure and active connection between the city centre and the Georges River. The new boardwalk and bridge structure will also connect the existing station concourse over the railway lines to Haig Avenue/Newbridge road. It is intended that the new pedestrian route will follow the disused railway bridge pylons across the Georges River. The board walk will also provide a continuous and fully accessible link along the Georges River between Mill Park to the south of the City and Haigh Park to the north/east.
Project Sponsor(s): Director Infrastructure and Environment
Project Budget: $495,000 (Design Only) in 2016 - 2017
2016 - 17 Key Deliverables
Activity Accountability
Full investigation and design to enable fully costed designs to be developed Manager Technical Support
GEORGES RIVER – BOARDWALK AND BRIDGE OVER RAILWAY PYLONS
Key StakeholdersLocal ResidentsLocal BusinessesCommutersNon Locals
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StrategicProject
StrategicProject
The purpose of the proposed road works is to provide a link between Liverpool – Parramatta Bus-Transit Way in the north and a newly constructed train station at Edmondson Park. It will be an extension of existing Bernera Road from the intersection of Camden Valley Way to south along the realigned Croatia Avenue. It will provide a main road-based public transport access to newly developed Edmondson Park and surrounding suburbs which will have a bus priority corridor.
Project Sponsor(s): Director Infrastructure and Environment
Project Budget: $25 Million in 2015 - 2017
The purpose of the proposed road works is to extend Bathurst Street in Liverpool to Terminus Street in accordance with the Liverpool Ring Road Masterplan. This project is one of the key elements of Council’s Building Our New City initiative that will enable efficient traffic flow from Liverpool CBD to the eastern suburbs and Bankstown airport via Newbridge Road. Construction of the project is anticipated in the 2017 - 2018 financial year once the detailed design is completed.
Project Sponsor(s): Director Infrastructure and Environment
Project Budget: $500,000 (Design Only) in 2016 - 2017
Key StakeholdersLocal ResidentsLocal Businesses
2016 - 17 Key Deliverables
Activity Accountability
Develop designs, acquire land, secure funding, tender and construct Manager Technical Support
2016 - 17 Key Deliverables
Activity Accountability
Prepare traffic modelling by September 2016 Manager Development Engineering
Develop concept and detailed design by June 2017 Manager Technical Support
CONSTRUCTION OF BERNERA ROAD (FORMER CROATIA AVENUE), EDMONDSON PARK
BATHURST STREET EXTENSION
Key StakeholdersLocal ResidentsNon LocalsLocal PoliceLocal BusinessesDepartment of Transport
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10-Year Strategies 7a • Position Council as an industry leader, delivering best practice and innovation.
7b • Lead partnerships and collaboration with community, business and governments.
7c • Provide business excellence and financial sustainability to deliver services that meet community expectations.
10-Year Community Targets
• Increased number of people report satisfaction or better with the overall performance of Council.
• An organisational climate score of 90%.• A financial sustainability rating of Strong and a
Positive outlook
Community Measures • Community satisfaction with their contact with
Council• Community satisfaction with information on
Council’s website
7.1 Business Improvement7.2 Corporate Strategy7.3 Council and Executive Services7.4 Financial Management7.5 Governance and Legal7.6 Internal Audit7.7 Information and Technology Support7.8 People and Organisational Development7.9 Property Group7.10 Work Health and Safety
Council’s Principal Activities/ Services
DIRECTION 7
Leading Proactive CouncilThis direction is about Council, its customers and operations. Council will place customer satisfaction, innovation and best practice at the centre of all its operations, continuing to build on its strong financial position by effectively and efficiently managing its resources and assets.
Council is committed to demonstrating integrity, professionalism and transparency in its decision making and having strong governance structures in place to support this. It will seek to become an employer of choice, attracting and retaining a highly skilled workforce and developing a culture where staff are supported and rewarded for good performance.
• New Community Strategic Plan and Delivery Program
• Liverpool Civic Place
• Southern CBD Master plan
Council’s Strategic Projects
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Business ImprovementService Name: Business ImprovementKey Direction: Leading Proactive CouncilResponsibility(s): Director Business Improvement
Service Description The Business Improvement Directorate aims to inspire, empower and support Council staff with best practice improvement methodologies, skills, tools and thinking to continuously improve and achieve their potential. This unit undertakes in-depth analysis in order to understand the structure, policies, processes and operations of different Council functions.
The team partners with different departments to recommend solutions which enable Council to improve the quality of the services being delivered by gathering data and undertaking feasibility studies. The team also facilitates the mapping of Council’s processes, supporting staff to make changes from a business perspective and ensure that these changes are aligned with business needs and objectives.
External Partners and Stakeholders
• All Council directorates• External suppliers • Elected Leaders• Consultants and Industry experts
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Undertake organisational improvement projects and implement efficiencies.
Percentage of BI projects undertaken with efficiencies > 20%
Percentage of projects undertaken that contribute to Council’s Strategic Plan
40%
75%
Quarterly Internal reports
Director Business Improvement
Implementation of Promapp Percentage of corporate processes mapped and improved with efficiencies > 15%
Percentage of corporate processes mapped with qualitative improvements.
20%
60%
Quarterly ProMapp Director BusinessImprovement
Operating ProjectsTotal Budget
Key DeliverablesProject Owner
Impacts of outbound bulk print, fold, insert and mail distribution on new Customer Service Centre
In-house • Review current capabilities / constraints, obtain market information & engage with stakeholders
• Prepare recommendation paper to undertake a pilot program to trial possible solution
• Review pilot program and conduct further need analysis across council supported by cost analysis of options
Director Business Improvement
Review full EDRMS solution
In-house • Assess current system functionality & provide recommendation based on cost benefit analysis
• Delivery of implementation plan• Source Consulting services and engage with key stakeholders• Implement standard process & train staff
Director Business Improvement
Transform and enable e-business capabilities within Customer Service
In-house • Review current processes & evaluate market options• Engage with key stakeholders i.e. IT, Finance, Alliance & prepare business case• Delivery of implementation plan• Implement standard process & train staff
Director Business Improvement
Deliver a continuous process improvement program
In-house • Engage with all directorates and identify opportunities for operational improvements that will deliver savings to Council
• Establish short and long term goals• Develop project plans for short, medium & long term goals
Director Business Improvement
Develop a business planning frameworkfor the organisation
In-house • Hold business planning workshops with each department• Develop corporate templates and approval process for business plans• Business plans drafted for review
Director BusinessImprovement
Manager CorporateStrategy
Deliver a standard project methodology for continuous improvement
In-house • Project methodology developed. Director Business Improvement
Enhance the effective use of TRIM
In-house • Create a training program to educate staff on regulatory requirements to capture customer communications.
• Create focus group to help enhance how TRIM can be utilised and enhanced to assist all departments.
Director Business Improvement
Review document storage, retrieval & secure bin destruction contracts utilised by Records service Delivery Unit to identify long term cost saving strategies
In-house • Review costs, current agreement conditions and operational needs and prepare options paper for Director
• Conduct further analysis of storage and retrieval needs identifying any trends• Undertake procurement activity to be compliant with Council procurement
process and legislative requirements• Finalise terms of contract
Director Business Improvement
Facilitate the completion of Promapp Process Mapping
In-house • Conduct workshops for further training• Provide monthly status reports• Conduct quarterly process quality reviews• Automate Monthly Promapp Scorecard with existing software technology• Build and test reporting tool• Train staff and implement new process
Director Business Improvement
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CorporateStrategy Service Name: Corporate StrategyKey Direction: Leading Proactive CouncilResponsibility(s): Manager Corporate Strategy
Service Description Corporate Strategy drives the development, implementation, review and monitoring of Council’s strategic documents in accordance with legislative requirements. The team provides direction to the organisation on Council’s community priorities and facilitates community engagement in the development of Council’s strategic and operational plans. Corporate Strategy undertakes continuous improvement of Council’s corporate performance indicators and coordinate the preparation of statutory reports in accordance with legislative timeframes.
External Partners and Stakeholders
• Division of Local Government• State and Federal Government agencies• Elected Leaders
Key Documents/Polices/Strategies
Division of Local Government – Integrated Planning and Reporting Guidelines for NSW March 2013
7.2
Ongoing Outputs / Activities KPI Target Frequency SourceWho reports
Timely preparation of Council’s statutory requirements in regards to Integrated Planning and Reporting, including: • Community Strategic Plan• Delivery Program and Operational Plan• Annual Report• 6-monthly reports
Percentage compliance with legislated time-frames, DP&OP, Budget and Annual Report
100% Quarterly InfoCouncil ManagerCorporate Strategy
Deliver quarterly CEO presentations to staff on Council’s strategic direction
Staff satisfaction at CEO Briefings 90% Quarterly Survey Monkey
ManagerCorporate Strategy
Coordinate the development of award submissions and industry recognition initiatives which profile Council as a leading organisation.
Percentage of successful award submissions
60% Quarterly Internalreports
ManagerCorporate Strategy
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7.2Operating Projects
Total Budget
Key DeliverablesProject Owner
Coordinate the Engagement Program for the development of the new CSP as per IP&R requirements
$50,000 Community Engagement Strategy developed in consultation with the Mayor and CouncillorsDraft Community Engagement Strategy tabled at Council meeting for adoption.Implementation of Community Engagement Program.Target of 3,000 people engaged. Representative sample with 0.5% margin of error.
Manager Corporate Strategy
Assess and establish the community’s priorities and satisfaction in relation to Council activities, services and facilities by undertaking a biennial telephone satisfaction survey. (Last survey report - Dec 2013)
$30,000 Draft question list developed for Executive Team sign-off Research company engaged to undertake surveyInformation session held with Executive Team and Councillors on survey findingsResults inputted into the CSP delivery report
Update the Growing Liverpool 2023 video
$20,000 Develop scripting with Mayor’s office and CommunicationsEngage a video production company to produce videoVideo distributed and publicised
Develop the new 10-year Community Strategic Plan for Liverpool in line with IP&R legislation
In-house Engage state and federal departments and local business in development of the planWorkshops held with Councillors and Management team to review directions and strategies and develop new community indicators/measuresDocument approved by Council and launched
Develop a business planning framework for the organisation
In-house Hold business planning workshops with each departmentDevelop corporate templates and approval process for business plansBusiness plans drafted for review
Coordinate the organisation’s operational reporting framework
In-house Facilitate the development of KPI’s for each Director Identify areas where KPI’s do not existRefine and improve existing service KPI’s that managers currently report on.Develop an automated dashboard/system for reporting
Develop the new 4-year Delivery Program and Operational Plan and Budget
In-house Prepare the plan, including:• Strategic Projects and 4-year Principle Activities identified• Managers input into actions and measures• Graphic design undertaken• 4-year budget developmentOversee the development of the Resourcing Strategy, including:• Long Term Financial Plan• Workforce Management Plan• Asset Management PlanPublic Exhibition and adoption of Plan and BudgetUpdate Liverpool 2023 website with new information
Develop Council’s Annual Report as per Local Government Act requirements
$10,000 Information compiled, including statutory information, key statistics and how $100 is spent chart• Graphic design completed• Community report developed
Hold quarterly CEO presentations to staff which are aimed at raising awareness on Council’s key projects and strategic direction
In-house Eight Presentations heldEvaluation survey distributed to all staff
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Council and Executive ServicesService Name: Council & Executive ServicesKey Direction: Leading Proactive CouncilResponsibility(s): Manager Council & Executive Services
Service Description The Council & Executive Services Unit provides leadership, guidance and support to the Council and Executive Services to ensure Council has high level delivery of quality, accurate and timely services to the Mayor, Councillors and Executive team.
External Partners and Stakeholders
• Office of Local Government• State and Federal Government agencies• Elected Leaders• Local Government Association Conference• National General Assembly Conference• Western Sydney Regional Organisation of Councils • Councillors
Key Documents/Polices/Strategies
Code of Meeting Practice 25 November 2015Civic Expenses and Facilities Policy 25 November 2015Civic Awards Policy 3 February 2016
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7.3Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Preparation of Council Agendas and posting on website and Diligent system as per timeline
Agendas prepared in accordance with the requirements of Council’s Code of Meeting Practice
100% Monthly InfoCouncil and website
Council and Executive Services Coordinator
Assigning of Council resolutions to responsible officers
Councillor resolutions assigned within 48 hrs of meeting
100% Monthly TRIM Council and Executive Services Coordinator
Completion of Council meeting minutes
Minutes of Council meeting posted on website within 48 hours
100% Monthly Website and TRIM
Manager Council and Executive Services
Managing, recording and tracking of Councillor requests
Percentage of requests actioned within agreed time frames
2 working days Monthly TRIM Councillor Support Officer
Prepare and manage Outstanding Resolutions Report
Outstanding Resolutions Report provided to the Executive team each month (reduce the number of outstanding resolutions over time) and actively follow up to ensure completeness within timeframes
75% completed within timeframes
Monthly TRIM Council and Executive Services Coordinator
Preparation of Councillor request report
Councillor requests report provided to the Councillorsand Executive team each month (reduce the number of outstanding requests over time)
60% completed within timeframes
Monthly TRIM Council and Executive Services Coordinator
Coordination of Councillors Briefing Sessions
Councillor Briefing Sessions to be arranged and held in accordance with Council guidelines on Councillors briefing sessions
Monthly TRIM Manager Council and Executive Services
Operating ProjectsTotal Budget
Key DeliverablesProject Owner
Assist NSW Electoral Commission (and Returning Officer) with the conduct of the 2016 council elections
$832,919 • Successful delivery of the election of the Mayor and Councillors
Manager Council and Executive ServicesCompletion of Councillor induction package and
delivery of induction package and training to the new council
$10,000 • Successful delivery of the induction package and training to the new council
Provision of Info Council training to report writers To beconducted in house
• In house training on Info Council to be provided to all staff involved in preparing reports
Coordinate the order of Liverpool Awards and the Australia Day Awards nomination and recommendation to Council process
To beconducted in house
• Coordinate the advertising of the awards to seek nominations, coordinate the Civic Advisory Committee meeting to review, score and make recommendations for award winners and report to Council on their recommendations
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FinancialServicesService Name: Financial ServicesKey Direction: Leading Proactive CouncilResponsibility(s): Manager Financial Services
Service Description Financial Services provides Council wide financial accounting and support services relating to the development and implementation of financial policies and procedures, statutory reporting, budgeting and management reporting, GST & FBT accounting & reporting, banking, investments, debt collection, accounts payable and financial systems.
External Partners and Stakeholders
• Office of Local Government • NSW Audit Office • Investment Advisors • Financial Institutions • Australian Taxation Office • Office of State Revenue
Key Documents/Polices/Strategies
Investment Policy May 2015Office of Local Government/ NSW T-Corp performance benchmarks - most recentAustralian Accounting Standards- most recentOffice of Local Government Code of Accounting Practice- not yet released
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7.4Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Develop and implement Council’s financial management policies andprocedures
Operating performanceratio (Average over 3 years)
Own source operatingRevenue ratio (Average over 3 years)
Debt service ratio (Averageover 3 years)
>=0% By 2018/19
>60% By 2018/19
<20% By 2018/19
Yearly
Yearly
Yearly
Tech One
Tech One
Tech One
Manager FinancialServices
Prepare Council’s annual operating & capital program budget
Asset renewal compared todepreciation (asset renewal expenses/asset depreciation) (Average over 3 years)
100% By 2018/19 Yearly Tech One
Develop and maintain Council’s long term financial planning model
N/A N/A N/A N/A N/A
Partner with Business Directorates to help achieve budget results
N/A N/A N/A N/A N/A
Capture & Process FinancialTransactions
Complete Financial Closewith 4-5 working days
95% Monthly Tech One Manager FinancialServices
Perform Asset & Liability Account Reconciliations
Complete balance sheetaccount reconciliations by 15th day following quarter end
100% Quarterly TRIM
Prepare Council’s annual statutory financial statements
Audited FinancialStatements lodged with OLG within statutory timeline – on or before 31 October
100% Yearly TRIM
Prepare Council’s Business ActivityStatements
Lodge with statutorytimeline – on or before 21st of following month
100% Monthly ATO Portal
Calculate Council’s Fringe BenefitTax Liability
Lodge with statutory timeline – on or before 21st of April
100% Yearly ATO Portal
Manage Council’s investmentportfolio
Return on investment >BBSW Monthly Council Report
Manage Accounts ReceivableFunction
% of General Debtorsoutstanding
< 5% Yearly Pathway
Manage Accounts Payable Function Pay contractor invoices with 15 days (required under Security of Payment Act)
Pay general creditors withintrading terms
100%
90%
Yearly
Yearly
Tech One
Tech One
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Governance and Legal7.5
Service Name: Governance and LegalKey Direction: Leading Proactive CouncilResponsibility(s): Manager Governance & Legal Services
Service Description These areas provide day-to-day governance, legal and procurement services to internal Council clients, and provide access to Council information to the general public in accordance with the public interest. Internal audit provides an independent, objective assurance and consulting activity designed to add value and improve Council’s operations.
External Partners and Stakeholders
• Liverpool Council ratepayers• External Legal Providers Audit and Risk• Committee• Independent Commission Against• Corruption• Office of Local Government• NSW Ombudsman• Information and Privacy Commission• External Auditor (NSW Audit Office)
Key Documents/Polices/Strategies
Access to Council Information Policy 12 November 2015 Councillor Access to Information and Interaction with Staff Policy 20 June 2014Legal Services Policy 29 July 2015Procurement Manual 3 March 2015
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Provide legal services to internal stakeholders
Value of internal legal work (market rates)
$505,000p.a Bi-annually Legal Services General Counsel
Manage Council’s ongoing compliance with Office of Local Government reporting requirements
Compliance with statutory reporting requirements for Government Information (Public Access), Public Interest Disclosures, Code of Conduct, and Pecuniary Interest Disclosures.
100% Bi-annually Governance GovernanceCoordinator
Manage Council’s policy and procedure register, and monitor the frequency and quality of policy review activities
Number of policy and procedure reviews completed
20p.a Bi-annually Governance GovernanceCoordinator
Manage Council’s public access to information processes
Number of formal and informal GIPA applications, and inter- agency access applications, processed within statutory timeframe
700p.a Bi-annually Governance GovernanceCoordinator
Provide support for Council business units in purchasing and procurement activities
Number of tenders, formal quotes, and informal quotes managed
60p.a Bi-annually Governance GovernanceCoordinator
Service Statistics Number of non-conformances with Court, Commission or Tribunal timetables
0p.a Bi-annually Legal Services General Counsel
Operating ProjectsTotal Budget
Key DeliverablesProject Owner
Complete and implement TechOne Contracts Management system and integrate with Infrastructure and Environment project initiatives
TechOne Contract Register operational and integrated with Infrastructure and Environment Activities by December 2016
Procurement Coordinator
Implement and integrate a new delegations management system
$10,000 New delegations management system in place and operational by October 2016
Governance Coordinator
Implement a system for managing compliance with new and amended legislation
($4,000p.a) (Complete)
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Internal AuditService/Principal Activity: People and Organisational DevelopmentKey Direction: Leading Proactive CouncilResponsibility(s): Manager People and Organisational Development
7.6
Service Name: Internal AuditKey Direction: Leading Proactive CouncilResponsibility(s): Manager Internal Audit
Service Description This service performs annual enterprise risk management, internal audits, investigations and probity reviews.
External Partners and Stakeholders
• External Auditors• Independent Commission Against Corruption • Office of Local Government
Key Documents/Polices/Strategies
Audit Risk Committee Charter 2015 Internal Audit Charter 2015
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Complete Annual Enterprise Risk Management Review
Review completed in May 2016 for the 2017-18
N/A N/A Internal Manager InternalAudit
Internal Audit Plan completed and approved for implementation
Plan for 2016-17 completed
N/A N/A Internal Manager InternalAudit
Implement the internal audit plan Percentage of planned audits completed
100% by end of year Quarterly Internal Manager InternalAudit
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Information and Technology Support7.7
Service/Principal Activity: People and Organisational DevelopmentKey Direction: Leading Proactive CouncilResponsibility(s): Manager People and Organisational Development
Service Name: Information and Technology SupportKey Direction: Leading Proactive CouncilResponsibility(s): Manager Information Technology
Service Description Provide technological and information based support for the organisation. This includes the provision of computers and equipment for all Council staff to support day to day operations and improvements to connectivity.
External Partners and Stakeholders
• Australia Post• Grace Records Management• Kapish• Government Records Repository• TPG (Virtual Data Centre (VDC) & Wide Area Network (WAN))• IT Managers Local Government Network• Local Government Vendor Management Panel (VMP)• Current Corporate Management System Vendors
Key Documents/Polices/Strategies
Council Information, Communication and Technology Strategy 2015 State Records Act 1998
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7.7
Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Provide equipment and software and support to all appropriate staff to enable day to day operations
Percentage operations andsystems uptime
98% Monthly Internal ManagerInformationTechnology
Percentage of resolutions of IT Help Desk calls
100% Quarterly Internal
Percentage of staff satisfied with IT service delivery
80% Quarterly Internal
Total monthly physical storage cost (all servers, all networks (VDC & WAN))
$657 per Terabyte Monthly Internal
Operating Projects Total Budget Key DeliverablesProject Owner
Implement access to Council systems from anywhere anytime
(part of mobile computing strategy)
Accessibility to Council Corporate Systems for all site staff and accessibility for local community to Pathway. Accessibility to mobile device apps.
Manager Information Technology
Implement WiFi for all major Council sites $186,000 Secure WIFI access at all council sites Team Leader Projects
Implement Modern Telephony $100,000 per year Implement modernised telephony system Team Leader Business Engagement
Rebuild Council website $300,000 Implement web responsive design, current content and an improved look and feel.Integration to Council Corporate Systemsincluding ePlanning.
Manager Information Technology
IT Helpdesk upgrade and self service (part of Corporate Systems upgrade)
Team Leader Business Engagement
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People and Organisational Development
7.8
Service/Principal Activity: People and Organisational DevelopmentKey Direction: Leading Proactive CouncilResponsibility(s): Manager People and Organisational DevelopmentService Name: People and Organisational DevelopmentKey Direction: Leading Proactive CouncilResponsibility(s): Manager People and Organisational Development
Service Description People and Organisational Development supports Council to be an employer of choice, connecting people and the workplace, through the development and delivery of people and workplace services and strategies that:• values, recognises and supports the continual development of people capability and
enhanced capacity to respond to evolving and changing Council business priorities• creates sustained ability for Council to attract, select, on-board, retain, recognise and
reward talented people• to meet present and future organisational needs, and the achievement of business results
against Council’s strategic directions.
External Partners and Stakeholders
• Office of Local Government• Local Government NSW• Industry Unions• Professional Providers (including. Aurion Corporation, Learning Seat, AccessEAP)
Key Documents/Polices/Strategies
Our People, Our Workplace, Our Future – Council’s Workforce Management Plan November 2015
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7.8Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Deliver recruitment services and advice that attracts the right people to the right jobs
Recruitment rate (number of permanent employees recruited as a percentage of permanent FTE)
1.5% Monthly Aurion POD
Deliver streamlined and automated recruitment services that deliver timely outcomes
Average time to fill a position (from advertisement to date started)
10 weeks
Monthly Aurion
Position Council as an employer of choice
Applicant rate (applicants for position/total offers accepted)
50% Monthly Aurion
Deliver and enhance Developing Our People Program
Developing Our People impact ratio (percentage of employees who attend a learning and development activity as a total of FTE)
20% Monthly Aurion
Develop strategies for retaining talented people
Staff engagement 60% Yearly Climate Survey
Turnover rate 0.9% Monthly Aurion
Reduction in first year turnover rate 0.9% Monthly Aurion
Operating Projects Total Budget Key Deliverables Project Owner
Develop and implement a new approach to attracting, recruiting and engaging new employees
$15,000 “Great People, Great Workplace” careers page promoting Council as an employer of choice launched
E-recruitment capability to simplify and automate the job application and supporting recruitment and selection process launched
Co-ordinator, People and Workplace
Finalise roll out of Developing Our People Program and roll out of a new model for managing performance and achievement planning
$64,000 Process developed for ensuring individualdevelopment needs identified throughperformance management processes are captured through “People Achieving”
A capability approach for performance goal setting and assessment through “People Achieving” established
Co-ordinator, Talent Development
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PropertyGroup7.9
Service/Principal Activity: People and Organisational DevelopmentKey Direction: Leading Proactive CouncilResponsibility(s): Manager People and Organisational DevelopmentService Name: Property GroupKey Direction: Leading Proactive CouncilResponsibility(s): Director Property & Commercial Development
Service Description The Property Group works with all sections of Council as well as external stakeholders to provide property solutions and advice. The overall objective is to effectively manage Council’s property portfolio and to provide property solutions that would improve Council’s long term financial viability.
External Partners and Stakeholders
• Land and Property Owners• State and Federal Government Authorities• Developers • Community Groups• Business groups and operators
Key Documents/Polices/Strategies
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7.9
Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Property Asset Management N/A N/A N/A N/A N/A
Facilities Management N/A N/A N/A N/A N/A
Road Closures N/A N/A N/A N/A N/A
Property Acquisitions & Disposals N/A N/A N/A N/A N/A
Granting of Easements N/A N/A N/A N/A N/A
Leases and Licenses N/A N/A N/A N/A N/A
Operating Projects Total Budget Key Deliverables Project Owner
Deliver Liverpool Civic Place Project N/A Council Report – first quarter 2016/17 Property Group
Develop Property Asset Management Plans for all Major Property Assets
N/A Commence first quarter 16/17 Property Group
Complete Strategic Assessment of Council’s Property Assets
$100,000 Develop Draft report 2016/17 Property Group
Complete the Southern Liverpool Central Business District Master Plan
$120,000 Council Report – first quarter 2016/17 Property Group
Develop a Strategic Heritage Property Plan N/A Develop Draft report 2016/17 Property Group
Investigate the development of future Community Hubs
$100,000 Council Report – late 2016 Property Group
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Work Health and Safety7.10
Service/Principal Activity: People and Organisational DevelopmentKey Direction: Leading Proactive CouncilResponsibility(s): Manager People and Organisational DevelopmentService Name: Work Health and SafetyKey Direction: Leading Proactive CouncilResponsibility(s): WHS Coordinator
Service Description The purpose of the WHS service is to provide guidance, advice and support to the Liverpool City Council Executive Management Team, Managers Coordinators and staff on meeting legislative requirements and the application and implementation of the LCC Work Health and Safety Management System procedure, including among other things but not limited to:
• Assisting managers and supervisors to effectively administer Work Health and Safety and injury management as an integral part of their operational practices
• Developing and reviewing WHS policies, procedures and forms to ensure continuous improvement and to ensure that Council’s WHS System Model is compliant with the Work Health and Safety Model for Self–Insurers (WorkCover NSW) and National Self-Insurer OHS Audit Tool
• Support injured staff Recovery at Work• Investigate incidents and hazards and advise of improved hazard control measures• Deliver and identify programs to assist in the delivery of a safe work environment for our
staff, volunteers and contractors• Assist in the conduct of WHS Risk Assessments across all areas of Council’s operations• Communication and consultation with employees in regard to WHS through the Work
Health and Safety Committee
External Partners and Stakeholders
• SafeWork NSW
Key Documents/Polices/Strategies
Liverpool City Council Work Health and Safety Policy September 2016Work Health and Safety Management System Program and Procedures June 2015
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Ongoing Outputs / Activities KPI Target Frequency Source Who reports
Participate in Work Health and Safety Audits
Half yearly planned WHS Management System Audits undertaken in accordance with WHS Audit Schedule.
100% 6 monthly WHS records stored in Trim
WHS Coordinator
Undertake Workplace Health and Safety inspections
Half yearly WHS Workplace Inspections undertaken in accordance with schedule.
100% 6 monthly WHS records stored in Trim
WHS Coordinator
Implement WHS Corrective Actions Corrective Actions completed /actioned in accordance with due action date i.e. <60days and <90 days.
100% 6 monthly Aurion and Pathways
WHS Coordinator
Eliminate Workers’ Compensation Claims across Council operations.
Reduction in the number of Workers’ Compensation Claims from the F15/16.
20% 6 monthly Figtree Risk Manager
Monitor and evaluate achievement towards Zero Harm at Work performance.
Reduction in Lost Time Injury Frequency Rate (LTIFR) from the F15/16
20% 6 monthly Aurion and Figtree
WHS Coordinator
Operating ProjectsTotal Budget
Key Deliverables Project Owner
Progressive roll out across Council of a 2 day competency based Safety Leadership Development Program, for Managers and Coordinators
$30,000 Managers and Coordinators successfully completing the training will:• Have a sound understanding of their WHS legal requirements.• Take ownership of safety and have the confidence and competence
to identify the hazards in their work area.• Have the ability to communicate effectively with people from all
levels of the business, including contractors, regulators and senior leaders.
• Have practical skills that can be applied to hazard identification, risk assessment and control. Focus on hierarchy of control application and importance of eliminating hazards at the source where possible.
• Have the ability to lead and inspire others to act in safe manner.• Have an understanding of the benefits of addressing unsafe
behaviours in a proactive manner – and transfer this into a positive outcome.
• Have the ability to have effective and appropriate safety conversations.
• Have the mindset and strong desire to take responsibility for their own safety and the safety of their teams in the workplace.
• Understand how to effectively manage subcontractors in line with meeting statutory WHS requirements.
• Practice strategies for communicating key safety messages to staff and contractors.
• Finally, not only understand these concepts but have the mindset and strong desire to be a safety leader within the organisation.
WHSCoordinator& Directors
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StrategicProject
This project aims at complying with the legislative requirements related to the Integrated Planning and Reporting Framework. The legislation requires councils to plan for the future of their Local Government Area by actively engaging their local communities and develop plans that are integrated with all other plans aimed at delivering projects and services for the community.
This project aims to review and update the existing Community Strategic Plan and subsequently develop a new Delivery Program which is in line with the objectives and directions of the newly elected Council.
Project Sponsor(s): Director Business Improvement
2016 - 17 Key Deliverables
Activity Accountability
Engage the community, local businesses, state and federal government departments in developing key regional priorities and strategies
Manager Corporate Strategy and Performance
Involve Councillors and Staff to validate and review current content and directionsManager Corporate Strategy and Performance
Develop layout and content for the New Community Strategic Plan and Delivery Program
Manager Corporate Strategy and Performance
Prepare Draft Reports for endorsement by Council for public ExhibitionManager Corporate Strategy and Performance
Exhibit Publicly and finalise the Community Strategic Plan and the Delivery ProgramManager Corporate Strategy and Performance
NEW COMMUNITY STRATEGIC PLAN AND DELIVERY PROGRAM
StrategicProject
The Liverpool Civic Place development has been identified as a key site, anchoring and activating the southern end of Liverpool CBD. Council’s exciting and innovative vision for the Liverpool Civic Place development is to provide new Council offices, Library, Chambers and a mixed use development which could incorporate a combination of residential, commercial, retail, cultural, educational, serviced apartments, hotel and dining options and other uses. It is envisaged that the Liverpool Civic Place will be a catalyst and encourage more business and development within the southern end of the CBD.
Project Sponsor(s): Director Property and Commercial Development
Project Budget:$200 Million in 2017 - 2019
Key Stakeholders:Local ResidentsLiverpool City Council
2016 - 17 Key Deliverables
Activity Accountability
Extensive Stakeholder consultation and workshops Property Group
Finalise Property Development Agreement Property Group
Obtain development consent Property Group
Commence construction Property Group
LIVERPOOL CIVIC PLACE
Key StakeholdersLocal ResidentsLocal BusinessLocal PoliceRegional AgenciesCouncil Staff
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StrategicProject
The purpose of the Southern CBD Master Plan is to create synergies between all the major landholdings and guide the redevelopment of this precinct while considering spatial structure, built form and public domain.
Project Sponsor(s): Director Property and Commercial Development
Project Budget:$150,000 in 2016-17
Key Stakeholders:Local ResidentsLiverpool City Council
2016 - 17 Key Deliverables
Activity Accountability
Finalise the Draft Southern CBD Master Plan Property Group
Council approval of Draft Southern CBD Master Plan Property Group
Publicly exhibit the Draft Southern CBD Master Plan Property Group
Adopt the Southern CBD Master Plan Property Group
SOUTHERN CBD MASTER PLAN
154 155
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SECTION 4
FinancialInformation
FINA
NC
IAL IN
FOR
MA
TION
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Council’sBudget
The 2016-17 budget was prepared using 2015-16 estimates as a base which assumes continuation of Council services at current levels, consistent with the Community Strategic Plan.
Liverpool LGA is experiencing strong growth resulting in increasing demand for Council Services. Council’s revenue and expenditure estimates have been adjusted to commensurate with the expected growth in 2016-17 and forward years.
In formulating its budget, Council has been mindful of its obligation to demonstrate continuing financial sustainability for Fit for the Future purposes. The new initiatives incorporated in the budget estimates include progressive adjustments to unregulated fees and charges to allow full cost absorption, introduction of new fees, and operational efficiencies to effectively manage discretionary expenditure.
In 2016-17, Council’s net operating result (NOR) before grants and contributions for capital purposes is budgeted at $1.075 million surplus. The adjusted NOR for Fit for Future purposes is budgeted at a surplus $0.061 million.
From cash perspective, the budget has resulted in some $27.6 million of operational funds being available for use towards financing loan principal repayments ($6.72 million) and the capital works program ($114.3 million).
Council will continue to monitor operations to ensure they are performed efficiently, on time and within budget. All revenue and expenditure items are analysed monthly and reported to Council at least quarterly with a view to improving services and reducing net cost of services.
Maintaining financial trends within accepted benchmarks
Council is committed to maintaining critical financial performance indicators within acceptable benchmarks.
Current and targeted benchmarks are:
Actual Projected
FY14/15
FY15/16
FY16/17
FY17/18
FY18/19
FY19/20
Operating Performance RatioBenchmark: >=0% (Average over 3 years) - 3.75% -3.93% -0.90% -0.46% 0.48% 1.08%
Own Source Operating Revenue RatioBenchmark: >= 60% (Average over 3 years)
66.32% 66.73% 62.86% 63.93% 61.65% 63.40%
Buildings & infrastructure Renewals Ratio Benchmark: >100% (Average over 3 years) 84.16% 95.32% 135.11% 142.24% 134.28% 103.95%
Infrastructure Backlog Ratio Benchmark: <2% 3.90% 2.90% 2.90% 2.30% 1.90% 1.30%
Asset Maintenance RatioBenchmark: >100% (Average over 3 years) 102.00% 112.00% 113.00% 114.00% 114.00% 115.00%
Debt Service RatioBenchmark: >0% and <=20% (Average over 3 years)
5.70% 5.23% 5.13% 4.96% 4.58% 3.99%
Real Operating ExpenditureBenchmark: Decrease per capital over time
$725.06 $678.09 $639.32 $626.63 $614.85 $602.05
158 159
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Interest ratesSince mid-2012, the cash rate is trending downwards with no indication of a likely rise in the near future. Council has assumed an average interest rate of 3 per cent when compiling the 2016–2017 budgets
Inflation ratesCouncil has used a CPI of 2% in the budget to index revenue and expenditure.
Investment in Council infrastructureCouncil has stewardship of infrastructure assets valued in excess of $1.2 billion (excludes land). Council recognises asset maintenance and renewal as a fundamental aspect of a responsible government. It reflects our commitment to providing quality services and facilities in line with the expectations of our community, and financial sustainability over the medium to long-term. Council adopted an Asset Management Policy that sets the guidelines for undertaking asset management in a structured and coordinated way throughout Liverpool.
Budget processIn establishing the budget compilation process, instructions are provided to managers to ensure integration of the budget with the Community Strategic Plan and the Delivery Program. Specific guidelines are also provided to allow for consistency in the development of the operating and capital budgets.
In preparing the 2016-17 budget consideration was given to:
• The forward estimates in year three of the delivery plan;
• Service demands that must be satisfied in the course of the budget cycle;
• Assets and resource management requirements that satisfy service delivery demands (including the capital works program);
• Various assumed indices from which to budget revenues and expenses;
• Statutory requirements that may be applicable (such as in the pricing policy);
• New initiatives to improve service delivery; • Business process improvements to improve financial
sustainability and Fit for the Future; and• Sources of funds available to finance service delivery
and asset management.
Financial and economic trends
Rates and annual chargesIncreases in rates and annual charges are subject to rate pegging limits determined annually by the NSW Independent Pricing and Regulatory Tribunal (IPART). Rate pegging limits the amount that Council can increase its rate revenue. For 2016-17, IPART has varied Council rates income by 1.8% and has been factored in the budget.
In addition, provisions under the NSW Local Government Act 1993 allows Council’s to make special rate variation, subject to IPART approval, to meet cost of any works, facilities or services it provides. No such special rate variation has been factored in Councils 2016-17 and forward year budget estimates.
The Domestic Waste Management (DWM) charge will increase to $411 in 2016-17, representing a 11% increase from the current rate of $371. IPART does not specify a percentage by which annual charges for DWM may be varied for the rating year. However, in accordance with the Act all charges must be calculated so as not to exceed the ‘reasonable cost’ to Council of providing those services. For 2016-17, the variations include a 2% CPI adjustment and progressive DWM cost alignment that will enable full cost absorption.
Stormwater management service chargeCouncil first introduced the storm water management service charge for residential and business properties in 2008 – 2009. This charge is intended to ensure that maintenance, renewal and improvements to Liverpool’s storm water system are adequately funded. The 2016-17 budget estimates assumes no increases.
Major Income and Expenditure
Environment levyThe environment levy was introduced in 2006-2007 following a successful application to the Minister for Local Government for a special rate variation. The money collected from the levy is used to fund works identified in the Environment Restoration Plan and in particular to strategically address environmental issues in rural and urban areas of the City, and support local environmental groups in restoring sites around Liverpool.
The estimated $118.8 million revenue from rates and annual charges for 2016-17 includes:
$
Ordinary Rates 87,192,428
Domestic Waste Management Services 26,381,772
Environment Levy 1,600,427
Town Improvement Fund 1,515,859
Stormwater Management Services 1,428,062
Fire Levy 453,437
Miscellaneous - On Site Sewerage Management
270,000
118,841,985
160 161
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User charges and feesCouncil’s user charges are categorized into two groups:• Regulated fees – These are prescribed and charged
by Council under relevant NSW State Acts and Regulations. The 2016-17 budget estimates is based on current rates.
• Non-regulated fees – These “user pays” fees are set by Council and applied on partial or full cost recovery basis. An increase of 2% is generally included in the 2016-17 budget estimates.
The estimated $17.0 million revenue from user charges & fees for 2016-17 includes:
$
Planning & Building Regulation Fees 8,155,519
Community, Sporting Facilities and Bus Hire
1,026,936
Parking Fees 3,087,566
Other Statutory Regulatory Fees 735,044
Child Care Fees 3,023,196
Other fees & charges 990,576
17,018,837
Interest and Investment RevenueCouncil has an investment portfolio comprising of a diversified mix of bank term deposits and Floating Rate Notes (FRN’s) so as to achieve its policy objective of maximising returns from authorised investments and minimising risk. Council also uses independent professional investment advisory services in the management of its investment assets. Council’s investment policy is in accordance with the current Ministerial Investment Order and the Investment Guidelines issued by State Government. Income from Interest and investments is projected at $4.52 million for 2016 – 2017. This estimate is based on current lower market cash rate and expected investment holdings.
Grants & ContributionsOperating grants – includes Federal Government Financial Assistance (FAG) and various specific purpose grants from NSW State Government agencies. The FAG program consists of two components:
• a general purpose component which is distributed by the NSW Grants Commissions on a per capita basis, and
• an identified local road component which is distributed according to fixed historical shares.
Both components of the grant are untied allowing Council to spend the grants according to local priorities. The 2016-17 budget estimates assumes no indexation.
Capital grants – Includes specific purpose grants from NSW State Government agencies and S94 developer contributions. The budget estimates is based on projected level of development in Liverpool LGA.
Other RevenueIncome from Council’s non-core activities are included in the budget estimates as other revenue and based on current level of activities.
$
Rental: Investment & Other Properties 2,635,266
Parking & Other Fines 2,412,573
Restoration Works - Cost Recovery 1,641,201
Sales General (CPAC/Recycled Material/ Café's/ Events) 1,401,302
Miscellaneous 625,067
8,715,409
Employee-related costsCouncil employed the equivalent of 704 full-time staff at the end of June 2016. That number fluctuates and consists of part-time as well as full-time officers that work directly on providing Council services in Liverpool and indirectly through the provision of corporate support services. Estimated employee-related costs in 2016-17 will be approximately $60.3 million. This represents an overall decrease of 2.8% compared to estimates for 2015 – 2016. Employee-related costs include expenses for salaries, superannuation, workers compensation, staff training and welfare, and uniforms.
The estimates includes a provision for a 2.8% general award increase, incremental progression through Council’s salary system for eligible employees, a freeze on 24 vacant positions and further savings from industrial and business improvement efficiencies.
In 2016-17, Council will continue to make additional superannuation contributions on behalf of employees in the defined benefits scheme Division B as a result of investment losses within the fund. The basis for the calculation for future additional contribution was reviewed in November 2015 and the additional contributions will continue for the foreseeable future.
Borrowing costsAt 30 June 2016, Council had an outstanding loan liability of $40.1 million. The budget is based on interest payable on current level of Council debts and assumes no additional borrowing in 2016-17 and forward years.
Material & Contracts • Tipping & Waste Services – Includes contractor
cost for domestic waste collection, tipping, and hazardous waste remedial. The budget estimates has been also indexed for expected increase in residential properties and CPI changes to contract price.
• Others – Includes general maintenance cost of Council’s infrastructure, buildings and community facilities. The budget estimates represent a 2% CPI and specific adjustments to reflect program of works.
DepreciationDepreciation costs relates to apportionment of an asset’s capital value as an expense over its estimated useful life to take account of normal usage, obsolescence, or the passage of time. The budget estimates represents Council’s significant investment in capital assets.
Other expensesOther expenses include provision for utilities, contribution to State Emergency Services, insurance and other miscellaneous costs. The budget estimates represent a 2% CPI and specific adjustments known price increases. The estimated $13.4 million includes:
$
Street Lighting Charges 4,512,485
Insurance 1,934,749
Emergency Services Contributions (NSW Fire/ SES/ RFS) 1,826,084
Grants, Contributions, Donations, Subsidies and Sponsorships 753,577
Council Election Expenses 796,400
Water, Gas and other utilities 777,055
Advertising (Non Employment) 433,968
Telephone Rentals, Calls, Data Lines and Website licence fees 559,866
Councillors' Expenses, incl. allowances 396,520
Databases & eBooks 300,154
Publications & Subscriptions 162,207
Other Statutory Charges 135,037
Miscellaneous 372,061
12,960,163
162 163
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As in previous years, the 2016-17 budget has been prepared on a fully consolidated basis. Information is collated from Council’s controlled entities, Council’s business activities and special purpose funds, and incorporates non-cash transactions to present a complete picture of Council’s operations.
Summary of Council’s 2016-17 Operating Budget
2015 2016 2016-17 2017-18 2018-19 2019-20
Annual Actual Original Budget
Approved Budget
Budget Budget Budget
Revenue
Rates & Annual Charges 108,373,313 112,325,532 118,841,985 122,807,513 126,383,694 131,161,854
User Charges & Fees 14,073,941 12,733,647 17,018,837 18,115,361 19,014,809 19,867,253
Interest & Investment Revenue 6,765,697 6,128,150 4,518,179 4,311,828 4,336,995 4,693,361
Grants & Contributions - Operating 23,953,747 15,796,760 15,799,714 15,892,571 15,897,121 16,099,380
Grants & Contributions - Capital (Others) 51,093,356 14,021,742 34,451,847 25,567,650 28,412,582 15,697,970
Grants & Contributions - Capital (s94) 23,169,934 26,906,251 46,189,743 50,947,982 54,732,717 53,553,899
Other Revenues 14,462,446 9,239,102 8,715,409 9,138,081 9,564,213 9,743,864
Net Gain from the Disposal of Assets 5,048,655 0 1,014,000 4,340,264 0 0
Share of interests in Joint Ventures 397,809 0 0 0 0 0
Total Revenue 247,338,897 197,151,184 246,549,714 251,121,250 258,342,131 250,817,581
Expenses
Employee Costs 59,207,707 62,064,117 60,312,174 61,038,104 62,232,598 63,481,866
Borrowing Costs 2,259,483 2,337,954 1,902,856 1,572,522 1,254,308 947,295
Materials & Contracts - Tipping & Waste Services 20,907,369 21,398,534 23,938,959 25,116,823 27,104,702 29,283,400
Materials & Contracts - Other 29,891,634 24,093,228 28,414,063 28,723,941 28,580,824 29,024,672
Legal Costs 1,028,427 743,971 749,742 760,989 772,403 783,989
Consultants 2,963,231 2,002,645 1,849,032 2,288,296 1,693,183 1,591,243
Depreciation 32,581,376 31,697,605 34,706,468 37,138,516 39,871,495 40,642,530
Other Expenses 19,617,121 12,230,632 12,960,163 12,546,207 12,326,097 12,492,354
Total Expenses 168,456,348 156,568,686 164,833,457 169,185,398 173,835,610 178,247,349
Net Operating Result 78,882,548 40,582,498 81,716,257 81,935,852 84,506,521 72,570,232
Less: Grants & Contributions for Capital Purposes 74,263,289 40,927,993 80,641,590 76,515,632 83,145,299 69,251,869
Net Operating Results Before Grants & Contributions for Capital Purposes
4,619,259 (345,495) 1,074,667 5,420,220 1,361,222 3,318,363
Less: Net Gain from the Disposal of Assets (5,048,655) 0 (1,014,000) (4,340,264) 0 0
Less: Share of interests in Joint Ventures (397,809) 0 0 0 0 0
Less: Fair Value adjustments - investment (331,870) 0 0 0 0 0
Net Operating Results used for Fit For Future Ratios (1,159,075) (345,495) 60,667 1,079,956 1,361,222 3,318,363
Add back: Grants & Contributions for Capital Purpose
74,263,289 40,927,993 80,641,590 76,515,632 83,145,299 69,251,869
Net changes in Reserves 20,175,883 30,965,384 (11,624,064) (28,920,555) (43,535,348) (37,769,752)
Add back: Net Gain from the Disposal of Assets 5,048,655 0 1,014,000 4,340,264 0 0
Add back: Share of interests in Joint Ventures 397,809 0 0 0 0 0
Add back: Fair Value adjustments - investment 331,870 0 0 0 0 0
Net Results including non-cash items 99,058,432 71,547,882 70,092,193 53,015,297 40,971,173 34,800,480
Non-Cash Items
Add back: Depreciation 32,581,376 31,697,605 34,706,468 37,138,516 39,871,495 40,642,530
Add back: Non-cash Borrowing Costs 459,463 417,572 364,684 299,947 214,693 115,081
Add back : Net Accrual of revenue & expenses (1,782,999) 0 0 0 0 0
Net Result available for Capital Expenditure 130,316,272 103,663,059 105,163,345 90,453,760 81,057,361 75,558,091
Capital Expenditure
Capital Works Program 108,238,373 102,713,940 114,344,883 97,777,376 82,237,963 75,594,613
Loan Principal 6,118,791 7,020,927 6,722,453 6,069,217 5,803,161 5,297,307
Book Value of Assets Sold (2,881,783) (5,338,000) (5,235,500) (1,715,736) (2,917,600) (2,871,500)
Total Capital Expenditure 111,475,380 104,396,867 115,831,836 102,130,857 85,123,524 78,020,420
Change in Cash at Bank 18,840,893 (733,808) (10,668,491) (11,677,097) (4,066,163) (2,462,329)
164 165
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BusinessImprovement
Chief Executive Officer
City Presentation
Community & Culture
Corporate Services
Economic Development
Infrastructure & Environment
Planning & Growth
Property & Commercial
Development
2016-17Draft Budget
Revenue
Rates & Annual Charges 0 0 26,381,772 0 89,256,009 0 3,028,489 270,000 (94,285) 118,841,985
User Charges & Fees 0 0 736,578 4,117,159 290,506 0 13,849 11,708,413 152,332 17,018,837
Interest & Investment Revenue 0 0 155,130 0 2,287,889 0 113,270 1,961,890 0 4,518,179
Grants & Contributions - Operating 0 0 1,263,680 3,561,190 10,540,126 0 55,000 379,718 0 15,799,714
Grants & Contributions - Capital (Others) * 0 0 0 0 0 0 18,316,648 16,135,199 0 34,451,847
Grants & Contributions - Capital (s94) * 0 0 0 0 0 0 0 46,189,743 0 46,189,743
Other Revenues 0 0 2,187,950 1,137,674 256,547 0 17,601 2,572,133 2,543,504 8,715,409
Net Gain from the Disposal of Assets 0 0 0 0 1,014,000 0 0 0 0 1,014,000
Total Revenue 0 0 30,725,110 8,816,023 103,645,077 0 21,544,857 79,217,096 2,601,551 246,549,714
Expenses
Employee Costs 5,514,791 1,625,746 14,966,459 15,527,161 8,942,547 644,181 1,895,531 10,494,464 701,294 60,312,174
Borrowing Costs 0 0 0 0 1,902,856 0 0 0 0 1,902,856
Materials & Contracts - Tipping & Waste Services 0 0 22,440,402 33,000 0 0 1,425,000 0 40,557 23,938,959
Materials & Contracts - Other 1,223,320 254,092 11,531,620 7,494,637 3,911,427 142,005 603,118 1,935,345 1,318,499 28,414,063
Legal Costs 52,740 0 0 0 653,480 0 1,040 0 42,482 749,742
Consultants 127,335 13,618 54,303 41,404 445,540 214,525 440,893 466,218 45,196 1,849,032
Depreciation 14,771 6,148 7,255,253 3,260,917 886,473 9,451 21,387,909 1,947 1,883,599 34,706,468
Other Expenses 17,282 395,232 2,289,424 2,312,700 3,560,705 203,229 143,962 3,686,462 351,167 12,960,163
Internal Charges 0 0 165,724 124,136 (347,300) 0 42,492 14,948 0 0
Total Expenses 6,950,239 2,294,836 58,703,185 28,793,955 19,955,728 1,213,391 25,939,945 16,599,384 4,382,794 164,833,457
Net Operating Result (6,950,239) (2,294,836) (27,978,075) (19,977,932) 83,689,349 (1,213,391) (4,395,088) 62,617,712 (1,781,243) 81,716,257
Less: Grants & Contributions for Capital Purposes * 0 0 0 0 0 0 18,316,648 62,324,942 0 80,641,590
Net Operating Results Before Grants & Contributions for Capital Purposes
(6,950,239) (2,294,836) (27,978,075) (19,977,932) 82,675,349 (1,213,391) (22,711,736) 292,770 (1,781,243) 1,074,667
Less: Net Gain from the Disposal of Assets 0 0 0 0 (1,014,000) 0 0 0 0 (1,014,000)
Net Operating Results used for Fit For Future Ratios (6,950,239) (2,294,836) (27,978,075) (19,977,932) 82,675,349 (1,213,391) (22,711,736) 292,770 (1,781,243) 60,667
Add back: Grants & Contributions for Capital Purpose 0 0 0 0 0 0 18,316,648 62,324,942 0 80,641,590
Net changes in Reserves 0 52,987 (2,001,525) 323,058 413,911 221,535 13,846,517 (23,648,605) (831,942) (11,624,064)
Add back: Net Gain from the Disposal of Assets 0 0 0 0 1,014,000 0 0 0 0 1,014,000
Net Results including non-cash items (6,950,239) (2,241,849) (29,979,600) (19,654,874) 84,103,260 (991,856) 9,451,429 38,969,107 (2,613,185) 70,092,193
Non-Cash Items
Add back: Depreciation 14,771 6,148 7,255,253 3,260,917 886,473 9,451 21,387,909 1,947 1,883,599 34,706,468
Add back: Non-cash Borrowing Costs 0 0 0 0 364,684 0 0 0 0 364,684
Add back : Net Accrual of revenue & expenses 0 0 0 0 0 0 0 0 0 0
Net Result available for Capital Expenditure (6,935,468) (2,235,701) (22,724,347) (16,393,957) 85,354,417 (982,405) 30,839,338 38,971,054 (729,586) 105,163,345
Capital Expenditure
Capital Works Program 0 0 3,074,000 1,123,307 798,000 0 61,882,269 41,934,375 5,532,932 114,344,883
Loan Principal 0 0 0 0 6,722,453 0 0 0 0 6,722,453
Book Value of Assets Sold 0 0 0 0 (5,235,500) 0 0 0 0 (5,235,500)
Total Capital Expenditure 0 0 3,074,000 1,123,307 2,284,953 0 61,882,269 41,934,375 5,532,932 115,831,836
Change in Cash at Bank (6,935,468) (2,235,701) (25,798,347) (17,517,264) 83,069,464 (982,405) (31,042,931) (2,963,321) (6,262,518) (10,668,491)
166 167
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Capital WorksThe Capital Works Program details proposed capital works for the 2016-17 year. The Capital Works Program represents net expenditure of some $115 million. The following tables show the allocation of expenditure by asset class and sources of funding
Asset Class $’000 %
Roads 36,050 32%
Parks and Recreation 34,363 30%
Buildings 14,073 12%
Land 12,642 11%
Drainage 4,998 4%
Footpaths 4,099 4%
Plant and Fleet 2,592 2%
Floodplain 2,483 2%
Information Technology 1,128 1%
Library Materials 722 1%
Bridges 711 1%
Land Improvements 301 0%
Office Equipment, Furniture and Fittings 182 0%
114,345 100.0%
Funding Sources $’000 %
S94 Developer Contributions 48,765 43%
General Fund 30,951 27%
Grants 18,317 16%
General Property Reserve 7,126 6%
LIRS Loan Reserve (CDF) 3,180 3%
Parking Strategy Reserve 2,333 2%
Stormwater Reserve 1,310 1%
Domestic Waste Reserve 1,047 1%
Environment Levy 820 1%
Moorebank Acquisition Reserve 450 0%
Contribution Reserve 46 0%
114,345 100.0%
CapitalWorks
Section 94 of the Environmental Planning and Assessment Act, 1979 gives Council the power to levy contributions from developers for public services and public amenities required as a consequence of their development. For Council to levy contributions there must be a clear nexus between the proposed development and the need for the public service or public amenity for which the levy is required. These funds are held separately to Council’s general income and can only be applied to the provision of services and amenities identified in Council’s Developer Contributions Plan. The delivery of works funded by section 94 contributions is subject to the timing of receipts.
At the reporting period end 30 June 2015 Council held $69.2 million of developer contributions for the provision of infrastructure. Approximately $48.8 million of developer contributions have been allocated in the 2016-17 capital works program. The following table identifies the projects that will be undertaken.
Developer Contributions(section 94)
168 169
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$’000
Buildings 1,000
Carnes Hill Recreation and Community Centre - Construction 1,000
Drainage and Floodplain 4,283
Local Drainage-CCD-(Kiora Ct to Lot 53 DP 2475) 120
Local Drainage-Compensatory-WCD9 285
Raingarden (9) - Maxwells Creek - Edmondson Park 760
Cabramatta Creek-Bushland Regeneration- Works 302
Raingarden (6) Cabramatta Creek 617
Drainage Facilities in East Leppington 1,200
Design of Stormwater Management Structures, South West 1,000
Land 12,569
R29-Middleton Grange-Local Street Type1-Land 149
Street Along Ck North of Pacific Palms Cct-7.8-Land 214
OS9-Park on Collector Street 3-Land 188
Cabramatta Creek-Bushland Regeneration & Land Acquisition 409
Link (Across Kookaburra Road)-Land 906
Local Playground-Green Valley-Land Acquisition 533
Open Space (OS7) - Active Area-Edmondson Park 10,170
Parks and Recreation 17,211
Cabramatta Creek West Arm (2) - Passive Area - Edmondson Park 1,679
Bigge Park Precinct - City Centre Revitalisation 2,463
Light Horse Park & Gateway 250
2-Maxwells Tributary North (11)-Edmondson Pk 2,809
Stante Reserve - Design and Construction of Sports Field 180
Cirillo Reserve - Design and Construction of Sports Field 250
Landscaping in Prestons Industrials 243
Maxwells Creek (7) Passive Area - Edmondson Park Recreation 721
Cabramatta Ck-(4) Edmondson Pk-Passive Area 825
Open Space (OS3)- Edmondson Pk-Passive Area 150
Open Space (OS4)- Edmondson Pk-Passive Area 1,828
Cabramatta Creek (3) Edmondson Park 244
Culvert RCC4 - Edmondson Park 97
Open Space (OS2) – Edmondson Park 2,392
(6) Maxwells Creek Passive Area 1,061
RCC3 Culvert - Edmondson Park 80
RCC6 Culvert - Edmondson Park 189
Recreation Facilities in East Leppington 300
Construction of Shared Pathway - Macleod Park 150
Cycleway through Open Space Linkages & Along Creeks 800
Carnes Hill North Sports Precinct - Design 500
Works funded by developer contributionsFY 16/17
Roads, Bridges and Footpaths 13,451
Bus Shelter Installations 147
R11-Collector Centre Street Frontage to Drainage over Culvert 172
R17-Middleton Grange-Local Street Type 1-Works 18
R29-Middleton Grange-Local Street Type1-Works 41
RLR32-Local Road (Park Frontage)-Edmondson Park 249
Local Street-7.19-Adjacent to park off Inverell Ave 35
Traffic Signals at Fifteen Avenue and Kingsford Smith Avenue 20
Roundabout 1.4 Myall, Box & Un-named Rds-East of Bernera Rd 50
Street Along Ck North of Pacific Palms Cct-7.8-Works 55
Local Road “D” East from Kookaburra Rd-Prestons Industrials 607
RAP14a-Neighbourhood Connector (Bushland Frontage APZ)-Edmondson Park 1,163
RBC10 - Bus Priority Corridor-Edmondson Park 4,431
RBC10a - Bus Priority Corridor (CVW Intersection) – Edmondson Park 163
RBC10c-Bus Priority Corridor-Edmondson Park 193
RLR34-Local Road (Park Frontage)- Edmondson park 326
RMN6-Main Neighbourhood-Edmondson park 565
RMN7-Main Neighbourhood-Edmondson Park 387
Footpaths - Middleton Grange 30
M. Grange - R30 - Northern Collector Street 310
M. Grange - R31 - Local st Type 1-Love Rd 44
R16-Middleton Grange-Local Street Type 1 - Works 18
RBC51 - Main Street Town Centre-Edmondson Park 676
RLR18a - Local Road (Park Frontage) - Edmondson Park 248
RLR5a-Local Road (park Frontage) - Edmondson Park 844
RLR5b-Local Road (Park Frontage) - Edmondson Park 148
Road-N/East Sector-GV/Hinchinbrook-(1/2 x 18m wide) 520
Cycleway - Casula 220
Cycleway - Hoxton Park Carnes Hills, Prestons 30
RLR35b Park Street (park frontage / bus route) 285
RCCC Neighbourhood Connector Culvert 492
RLR35a - local road (Park Frontage)-Edmondson Park 160
Traffic Facilities in East Leppington 300
First Avenue - Culvert and Road Widening 400
Pacific Palms Circuit Southern Crossing (Bridge Culvert and Road Crossing) 100
Total Capital Expenditure 48,765
170 171
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Town Improvement Fund (TIF)The TIF is a special levy based on the rateable land value of all commercially zoned properties within an agreed boundary containing the Liverpool City Centre and collected for the purpose of improvements to the amenity and enhancement of the City Centre. The TIF is to be spent only on projects within that boundary which improve all or any of the following aspects of the City Centre: image, role, urban design, safety, recreation, public art, heritage, economic development and general amenity.
In 2016-17 Council has allocated $1.46 million from TIF mainly to repay the loan taken out for City Revitalisation Projects.
Town Improvement Fund (TIF)
172 173
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2016-17 2017/18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
Flood Mitigation 229,450 315,255 315,305 337,270 373,150 373,150 372,920 382,600 380,120 382,600
Flood Mitigations - Overland Flows 74,600 143,520 143,520 143,520 179,400 179,400 179,400 184,800 184,800 184,800
Wetlands 46,200 51,405 51,405 61,755 61,755 61,755 59,800 61,600 61,600 61,600
Non Prescribed Basins - Restoration & Renewal 58,650 0 70,380 0 81,995 0 83,720 0 83,720 0
Prescribed Basins - Restoration & Renewal 0 70,330 0 81,995 0 81,995 0 86,200 0 86,200
Telemetry System Maintenance 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000
Stormwater Drainage Renewal 643,360 885,615 976,390 1,026,040 834,560 854,560 826,000 946,500 1,001,500 1,007,300
Programmed Drainage Maintenance 50,000 120,000 100,000 100,000 100,000 100,000 117,440 161,700 211,700 202,500
Stormwater Pipe Inspection, Assessment & Ancillary Works 113,160 149,960 120,060 154,215 154,330 154,330 155,480 172,500 172,500 172,500
Stormwater Pipe Relining 289,600 378,495 509,000 513,825 354,430 350,430 304,280 357,200 362,200 377,200
Stormwater Pipe Structural Patches 190,600 237,160 247,330 258,000 225,800 249,800 248,800 255,100 255,100 255,100
Stormwater Quality 437,530 233,025 235,405 207,575 339,250 339,250 382,720 271,000 271,000 271,000
Coucal Avenue, Hinchinbrook - GPT Modification 0 0 0 0 46,000 0 0 0 0 0
Erosion protection 162,530 161,035 163,415 84,410 216,085 216,085 215,280 160,100 160,100 160,100
New GPT in Existing Development 125,000 71,990 71,990 77,165 77,165 77,165 107,640 110,900 110,900 110,900
Colo Circuit, Wattle Grove - GPT Modification 0 0 0 0 0 46,000 0 0 0 0
Corryton Circuit, Wattle Grove - GPT Modification 0 0 0 0 0 0 59,800 0 0 0
Lycett Avenue, West Hoxton - GPT Modification 0 0 0 46,000 0 0 0 0 0 0
Installation of Gross Pollutant Trap and Access in Amalfi Park 150,000 0 0 0 0 0 0 0 0 0
TOTAL 1,310,340 1,433,895 1,527,100 1,570,885 1,546,960 1,566,960 1,581,640 1,600,100 1,652,620 1,660,900
10 Year Stormwater Works Program
Works funded by Stormwater Management service charge
174 175
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SRV $ Value Project $ Value
Buildings 1,400,000 1,641,589
Community Centre Rehabilitation Program 475,500 475,500
Sports Amenity Building Upgrade Program 180,000 180,000
Leisure Centre Upgrade Program - Michael Wenden Leisure 185,000 185,000
Boating Facilities Renewal Program 125,000 325,000
Whitlam Park 3-4 Building Renewal 75,000 75,000
Leisure Centre Upgrade Program - Whitlam Leisure Centre 200,000 200,000
Leisure Centre Upgrade Program - Holsworthy Pool 159,500 201,089
Drainage 420,000 1,055,000
Stormwater Pipe Relining 100,000 400,000
Stormwater Pipe Structural Patches 120,000 330,000
New GPT in Existing Development 200,000 325,000
Parks and Recreation 1,420,000 1,420,000
Playground Replacement program 570,000 570,000
Outdoor Fitness Gym Program 275,000 275,000
Key Suburb Park Program - Miller Park Upgrade 575,000 575,000
Roads 3,894,835 6,214,975
Pavement Stabilisation & Strengthening 660,000 660,000
Road Resurfacing Programs Resealing 688,900 1,079,000
Road Resurfacing Program Rejuvenation 200,000 354,000
Road Resurfacing Program Programmed Patching 500,000 700,000
Cunningham Street, Moorebank - Seton to West End 321,540 321,540
Governor Macquarie Drive, Chipping Norton - Epsom Rd to Georg 79,000 700,000
Green Valley Road, Green Valley - Johns to Chainage 512 98,960 1,054,000
Jarrah Avenue, Prestons - Box to Bluegum 223,800 223,800
Mitchell Road, Moorebank - Seton to Cunningham 514,750 514,750
Tooma Place, Heck enberg - Heck enberg to North End 165,100 165,100
Weir Crescent, Lurnea - Graham to Webster 184,250 184,250
Dunbier Avenue, Lurnea - Doran to North End 258,535 258,535
TOTAL 7,134,835 10,331,564w
Special rate variationThe Council uses the additional income from Special Rate Variations for the purposes of asset maintenance and infrastructure related expenditure.
The works that will be funded in 2016-17 will include:
Special Rate Variation
Program/Project Description $
Buildings 14,072,741
Expression of Interest – 52 Scott Street 3,000,000
Liverpool Civic Place 1,550,000
Warren Serviceway Carpark Renewal 1,318,000
Carnes Hill Recreation and Community Centre - Construction 1,000,000
Northumberland Carpark Structural Improvement 885,000
School of Arts External Works 751,500
33 Moore St Lift Renewal 600,000
Lurnea Community Hub - Design 600,000
Men's Shed Relocation 500,000
Community Centre Rehabilitation Program 475,500
Boating Facilities Renewal Program 325,000
Refurbishment of Ground Floor 33 Moore St - Stage 2 250,000
Whitlam Leisure Centre Restoration 241,000
Leisure Centre Upgrade Program - Holsworthy Pool 201,089
Park Amenities Program 200,000
Leisure Centre Upgrade Program - Whitlam Leisure Centre 200,000
Leisure Centre Upgrade Program - Michael Wenden Leisure 185,000
Sports Amenity Building Upgrade Program 180,000
Water & Energy Conservation Delivery Program 160,000
Holsworthy Pool Changeroom design & Documentation 150,000
Implementation of Disability Action Plan 129,000
Michael Wenden Roof Renewal 125,000
Michael Wenden Leisure Centre Restoration 110,000
Child Care Centre Rehabilitation / Renovation 103,000
Ernie Smith Reserve- Club House 100,000
Property Sales 100,000
Casula Powerhouse Arts Centre Upgrades 80,000
Rose Street Mechanical Workshop Design 80,000
Whitlam Park 3-4 Building Renewal 75,000
Building Structural Repair Program 75,000
Heritage Conservation Program 70,000
Protection & Security to Councils Remote Assets Program 50,000
Jardine Park Building Renewal 50,000
Liverpool Central Library 50,000
Community Recycling Drop Off Centre 50,000
Asset / Facilities Management Review 30,000
Stockton Avenue Moorebank - Fit Out 22,652
Relocation Of Black Jack Tobacconist 1,000
Relocation Of Black Jack Tobacconist 1,000w
Detailed 2015-16 capital expenditure program by asset type
176 177
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Program/Project Description $
Drainage 4,998,288
Drainage Facilities in East Leppington 1,200,000
Raingarden (9) - Maxwells Creek - Edmondson Park 759,616
Raingarden (6) Cabramatta Creek 616,616
Stormwater Pipe Relining 400,000
Stormwater Pipe Structural Patches 330,000
New GPT in Existing Development 325,000
Cabramatta Creek-Bushland Regeneration- Works 301,663
Local Drainage-Compensatory-WCD9 284,903
Erosion protection 162,530
Installation of Gross Pollutant Trap and Access in Amalfi Pa 150,000
Local Drainage-CCD-(Kiora Ct to Lot 53 DP 2475) 120,000
Stormwater Pipe Inspection, Assessment & Ancillary Works 113,160
Programmed Drainage Maintenance 108,600
Telemetry System Maintenance 50,000
Wetlands 46,200
Installation of Aerators in Amalfi Park Wetland 30,000
Floodplain 2,483,250
Moorebank Voluntary Acquisition Scheme 1,350,000
Design of Stormwater Management Structures, South West 1,000,000
Flood Mitigations - Overland Flows 74,600
Non Prescribed Basins - Restoration & Renewal 58,650
Information Technology 1,128,000
Macquarie Mall to 33 Moore St - Optical Fibre Link 330,000
Council Website Modernisation 240,000
Future IT Projects 129,000
Liverpool Pioneers Memorial Park Website 120,000
Infrastructure Asset Management System 95,000
Council-wide Wi-Fi 93,000
TechnologyOne - New Modules & Upgrades 45,000
CPAC Hardware - Theatre and CPAC Servers 16,000
Library and Museum Hardware 16,000
Online Form Software 15,000
Payroll System Replacement Upgrade 15,000
Trim Replacement/Upgrade 14,000
Trim Replacement/Upgrade 14,000
Land 12,642,159
Open Space (OS7) - Active Area-Edmondson Park 10,170,160
Link (Across Kookaburra Road)-Land 906,360
Local Playground-Green Valley-Land Acquisition 532,800
Cabramatta Creek-Bushland Regeneration & Land Acquisition 408,828
Street Along Ck North of Pacific Palms Cct-7.8-Land 213,675
OS9-Park on Collector Street 3-Land 188,168
R29-Middleton Grange-Local Street Type1-Land 149,488
Landswap and Road Closure 24 Scott Street Liverpool 50,000
Proposed Development Part Lot 1 DP 510863 20 First Ave 22,680w
Program/Project Description $
Land Improvements 300,750
Tree Planting Established Area 90,000
Liverpool City Centre Planning Controls Review 50,750
Tree Planting - Casula (s94) 50,000
Tree Planting - Cecil Hill (s94) 50,000
Tree Planting - Hinchinbrook (s94) 50,000
Tree Planting - Plan 6 (s94) 10,000
Library Materials 722,307
Carnes Hill Library - Book Acquisition 169,000
Audio-visual resources 110,558
Foreign language 82,644
Children's resources Fiction 60,705
Adult fiction 57,000
Adult non-fiction 53,858
Junior Audio Visual Resources 33,250
School Collection 27,500
HSC Collection 25,750
Children’s Resources Non-Fiction 24,795
Reference 23,000
Special resources 20,685
Young adult resources 20,000
Liverpool Heritage Library 6,262
LIAC 3,800
Large print books 3,500
Office Equipment, Furniture and Fittings 182,000
Bulka Bag Collection Service - Capital Items 182,000
Parks and Recreation 34,363,353
Bigge Park Precinct - City Centre Revitalisation 10,015,000
Macquarie Mall - City Centre Revitalisation 5,145,000
2-Maxwells Tributary North (11)-Edmondson Park 2,808,749
Open Space (OS2) – Edmondson Park 2,391,907
Open Space (OS4)- Edmondson Park - Passive Area 1,827,595
Cabramatta Creek West Arm (2) - Passive Area - Edmondson Park 1,678,510
(6) Maxwells Creek Passive Area 1,061,132
Cabramatta Ck-(4) Edmondson Park - Passive Area 825,396
Bush Regeneration Contracts 820,000
Cycleway through Open Space Linkages & Along Creeks 800,000
Light Horse Park & Gateway 775,000
Maxwells Creek (7) Passive Area - Edmondson Park Recreation 720,720
Key Suburb Park Program - Miller Park Upgrade 575,000
Playground Replacement program 570,000
Carnes Hill North Sports Precinct - Design 500,000
Recreation Facilities in East Leppington 300,000
Outdoor Fitness Gym Program 275,000
Cirillo Reserve - Design and Construction of Sports Field 250,000
Cabramatta Creek (3) Edmondson Park 244,186
Landscaping in Prestons Industrials 243,499w
178 179
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Program/Project Description $
Solar Light Program 200,000
Construction of Shared Pathway - Macleod Park 200,000
RCC6 Culvert - Edmondson Park 189,475
Stante Reserve - Design and Construction of Sports Field 180,000
Shade Structure Program 170,000
Sports Field Fence Replacement Program 155,000
Local Park Upgrade - Tharawal Park 155,000
Open Space (OS3)- Edmondson Park-Passive Area 149,864
Floodlight Staged Upgrade Program - Wheat Park 125,000
Angle Park - Regional Playground Rubber Surface Upgrade 120,000
Southern CBD Master Plan 120,000
Floodlighting Staged Upgrade Program - Stanwell Oval - League 115,000
Lighthorse Park Master Plan 100,000
Culvert RCC4 - Edmondson Park 97,240
Sports Courts / Facilities 90,000
Local Park Upgrade - Hurley Park 90,000
Local Park Upgrade - Hazel Bradshaw Park 85,000
RCC3 Culvert - Edmondson Park 80,080
Interpretive Signage – LPMP 60,000
Construction of Soccer Oval Screen Fence - Wheat Park 55,000
Plant and Fleet 2,592,000
Major Plant 1,777,000
Trucks for Bulka Bag Initiative 250,000
Replacement of Trucks for Household Clean-up Service 565,000
Bridges 710,975
Warwick Farm Bridge - Gateway Fencing 525,000
Pacific Palms Circuit Southern Crossing (Bridge Culvert and Road Crossing) 100,000
Bridge Rehabilitation & Renewal 85,975
Footpaths 4,099,140
Georges River Boardwalk & River Crossing 600,000
Bus Stops 463,500
Cycleway - Elizabeth Street, Liverpool 408,700
Cycleway - Newbridge Road, Chipping Norton 388,400
Footpath - 33 Moore St 275,000
Cycleway - Jedda Road, Prestons 261,000
Footpaths - Prestons 226,360
Cycleway - Casula 220,000
Footpaths - Moorebank 167,300
New Footpath & Cycleways Program 152,980
Cycleway - Glenfield Road, Casula 136,000
Footpaths - Lurnea 124,750
Footpaths - Ashcroft 111,000
Footpaths - Miller 92,400
Footpaths - Busby 73,950
Footpaths - West Hoxton 67,500
Footpaths - Mount Pritchard 66,600w
Program/Project Description $
Footpaths - Warwick Farm 47,200
Footpath - Ross St, Chipping Norton - Franklin To Longstaff 38,500
Footpaths - Liverpool 31,900
Footpaths - Middleton Grange 30,000
Cycleway - Hoxton Park Carnes Hills, Prestons 30,000
Footpath - Lang Road, Casula - Canberra To Highway 29,700
Footpaths - Pleasure Point 25,000
Footpaths - Holsworthy 18,400
Footpaths - Sadleir 13,000Roads 36,049,920
Croatia Avenue - Road Construction 11,000,000RBC10 - Bus Priority Corridor - Edmondson Park 4,431,019
RAP14a-Neighbourhood Connector (Bushland Frontage APZ) - Edmondson Park 1,162,868
Road Resurfacing Programs Resealing 1,079,000
Green Valley Road, Green Valley - Johns to Chainage 512 1,054,000
RLR5a-Local Road (park Frontage) - Edmondson Park 844,383
Road Resurfacing Program Programmed Patching 700,000
Governor Macquarie Drive, Chipping Norton - Epsom Rd to Georges River Crossing 700,000
RBC51 - Main Street Town Centre - Edmondson Park 675,781
Davy Robinson - Car Park 675,000
Pavement Stabilisation & Strengthening 660,000
Local Road “D” East from Kookaburra Rd-Prestons Industrials 607,421
RMN6-Main Neighbourhood-Edmondson park 564,772
Road-N/East Sector-GV/Hinchinbrook-(1/2 x 18m wide) 519,994
Mitchell Road, Moorebank - Seton to Cunningham 514,750
Bathurst Street Extension and Pirie Street Closure 500,000
RCCC Neighbourhood Connector Culvert 492,170
Goulburn Street, Liverpool - Elizabeth to Campbell 480,000
South Pacific Avenue, Mount Pritchard - Reservoir to Reservoir 479,300
First Avenue - Culvert and Road Widening 400,000
RMN7-Main Neighbourhood-Edmondson Park 387,460
Road Resurfacing Program Rejuvenation 354,000
RLR34-Local Road (Park Frontage) - Edmondson park 325,970
Cunningham Street, Moorebank - Seton to West End 321,540
Armstrong Street, Ashcroft - Maxwells to Sheriff Nth 312,975
M. Grange - R30 - Northern Collector Street 310,391
Traffic Facilities in East Leppington 300,000
RLR35b Park Street (park frontage / bus route) 285,092
Flowerdale Road and Memorial Avenue, Liverpool - Roundabout, Blackspot Program 268,600
Dunbier Avenue, Lurnea - Doran to North End 258,535
Trevanna Street, Busby - South Liverpool to Orchard 255,435
RLR32-Local Road (Park Frontage) - Edmondson Park 249,440
RLR18a - Local Road (Park Frontage) - Edmondson Park 247,527
Frazer Avenue, Lurnea - DeMeyrick to Graham 226,100
Dalkeith Street, Busby - Cartwright to Lyndley 224,600
Jarrah Avenue, Prestons - Box to Bluegum 223,800w
180 181
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Program/Project Description $
Cartwright Avenue and Willan Drive, Miller - Roundabout, Blackspot Program 202,000
Elizabeth Street, Liverpool - College to Bigge 200,000
RBC10c-Bus Priority Corridor-Edmondson Park 193,443
Jedda Road and Lynn Parade, Prestons - Roundabout, Blackspot Program 193,100
DeMeyrick Avenue, Lurnea - Hanna to West End 191,440
Pine road and Cedar Road, Casula - Roundabout, Blackspot Program 188,000
Weir Crescent, Lurnea - Graham to Webster 184,250
Tindall Avenue, Liverpool - Bigge to West End 175,560
Bluegum Avenue, Prestons - Jarrah to Box 172,630
R11-Collector Centre Street Frontage to Drainage over Culvert 172,323
Tooma Place, Heckenberg - Heckenberg to North End 165,100
RBC10a - Bus Priority Corridor (CVW Intersection) - Edmondson Park 163,407
RLR35a - local road (Park Frontage)-Edmondson Park 160,370
Hull Avenue, Lurnea - Marie to Brain 157,655
RLR5b-Local Road (Park Frontage) - Edmondson Park 148,168
Nagle Street, Liverpool - Atkinson to Mill 147,620
Bus Shelter Installations 147,000
Carpark - Renewal & Upgrade 128,530
Access Improvement Program 126,130
Bathurst Street Carpark 80,000
Safety Barrier Installation 66,000
Traffic Facilities - New Works 59,420
Street Along Ck North of Pacific Palms Cct-7.8-Works 55,481
Liverpool City Centre Traffic Management - Detailed Investing 50,000
Roundabout 1.4 Myall, Box & Un-named Rds-East of Bernera Rd 49,707
Kerb & Gutter Replacement 48,000
M. Grange - R31 - Local st Type 1-Love Rd 44,046
R29-Middleton Grange-Local Street Type1-Works 41,499
Stanwell Oval - 147 to 153 Cartwright Avenue, Sadlier 40,655
Traffic Facilities - Renewal Programme 39,600
Bus Shelters and associated works in Elizabeth Point 38,733
Sale - McLean Street Liverpool, Road closure 36,600
Local Street-7.19-Adjacent to park off Inverell Ave 34,616
Traffic Signals at Fifteen Avenue and Kingsford Smith Avenue 20,000
R17-Middleton Grange-Local Street Type 1-Works 18,457
R16-Middleton Grange-Local Street Type 1 - Works 18,457
TOTAL CAPITAL EXPENDITURE 114,344,883w
182 183
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For further information about Liverpool City Council’s Delivery
Program and Operational Plan:
Telephone the Call Centre 1300 36 2170
NRS 13 36 77
Language aides Council has many people who speak different languages. Call 1300 36 2170 and ask for your preferred language
Write a letter Chief Executive Officer Locked Bag 7064 Liverpool BC 1871
Visit Council’s website www.liverpool.nsw.gov.au
Further Information
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Our Directions
Vibrant Prosperous City
Liveable Safe City
Healthy Inclusive City
Proud Engaged City
Natural Sustainable City
Accessible Connected City
Leading Proactive Council
Our Guiding Principles
Leadership
Excellence
Partnership
Innovation
Equity
Sustainability