4-YEAR DELIVERY PROGRAM OPERATIONAL PLAN ......2016/08/09 · The 2016-17 Delivery Program and...

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

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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.


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.



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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.


• Local and metropolitan media


• 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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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 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




Provide new pathways and paved areas, additional play and gym equipment, retaining walls, new lighting, irrigation, landscaping, management of memorials and park furniture


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


Provide streetscape upgrades along the perimeter streets comprising sections of Bigge, Elizabeth and College Streets including street lighting, paving and traffic signals


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



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



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.


• 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.

LIVE

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• Western Sydney Priority Growth Area Steering Group (WSPGA)

• Local Environment Plan (LEP) Review

• ePlanning Portal


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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.


• Roads and Maritime Services Telstra• Optus Sydney Water• Jemena Gas Networks• Endeavour Energy• State Emergency Service• Rural Fire Service• NSW Police


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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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.




Maintenance and repairs of street furniture, traffic facilitiesand line markings.




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.




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.


• Department of Primary Industries • NSW Food Authority• RSPCA• NSW Environment Protection Authority • NSW Building Professionals Board• NSW Department of Planning and Environment• NSW Police


• Enforcement Policy March 2016• Animal Management Policy December 2015

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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


Conduct an inspection program for activities such as on-site sewage management systems and swimming pools

Percentage of swimming pool inspections completed


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


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


Conduct fire safety program for existing buildings


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.


• Planning and Environment NSW• RMS and other state agencies• Community Organisations• Development Organisations


Liverpool Local Environmental Plan 2008Liverpool Development Control Plan 2008

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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


Percentage of information requests issued within 10 days - Electronic reporting from Tech 1


Percentage of Development Applications lodged electronically -Electronic reporting from Tech 1


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


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


• Department of Planning and Environment [DPE]• Roads and Maritime Authority [RMS] and other

State Agencies• Community Organisations • Development Organisations


Liverpool LEP 2008 Liverpool DCP 2008Liverpool Contributions Plan 2009

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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


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)


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.


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



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

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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

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NE

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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.


Key Stakeholders: Local ResidentsLiverpool City Council



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.


Key Stakeholders:Local ResidentsLiverpool City Council Developers and Investors



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


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.

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• 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


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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.


• Miller Tafe• Western Sydney University• Mission Australia• Local government Managers reference group• Semann and Slattery training consultants • Liverpool Migrant Centre• Defence Family Liaison Officer


• National Care Services Regulations 2011• National Quality Standards 2012 • National Care and Services Law 2010 • Children’s Services Strategy 2016/20

3.1 HE

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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


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.


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.


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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.


• 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


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

3.2

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3.2Ongoing Outputs / Activities


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


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


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.


• 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


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.


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.


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.


• Residents• Developers• Businesses• Internal and external customers


Customer Service and Communication Policy May 2014

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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


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.


• Local Community• Community Facilities Services• Sports and Recreation Services• Childcare Centre Services• Local Accessible Community • Heritage Community • Grant funding agencies


Asset Management Policy & Strategy - 2013Assets Management Plan - Building - 2015Community Facility Strategy Plan - 2015

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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%.




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


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


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


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


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


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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.


Heritage improvements program $70K • Rosebank cottage building, Speed St Liverpool – Investigation and design of level 1


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.


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


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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.


• Local Community• Local and neighbouring sport clubs• Sporting association• Local Schools• Local Community organisations


Asset Management Policy & Strategy - 2013Assets Management Plan - Open Space - 2015Community Facility Strategy Plan - 2015Environment Restoration Plan - 2007

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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.






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.


• State Library of New South Wales• Liverpool District Historical Society• Liverpool Genealogical Society


• Library Services Strategy 2010

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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


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 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



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



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


Establish and coordinate partnerships among schools, family and children’s services and universities


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.


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 Budget:2016/17 - $379,785Start Date: 30 July 2016End Date: On-going



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



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.




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 Budget:$20,000 in 2016



Consult with key stakeholders in Liverpool and Fairfield migrant and refugee settlement services


Develop a localised action plan and program to address service gaps, priority needs and set future directions


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.


• 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


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


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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.


• Liverpool residents• South West Sydney• Arts NSW• Australia Council for the Arts


Cultural and Arts Policy and Plan (Draft)

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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


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.


• Local Government and Shires Association Events section • Local Media• Community Groups • Local Business• Arts and Cultural Groups• State and Federal Government


• Sponsorship Policy – 26 May 2015• Destination Management Plan (to be released)• External Events Info Kit – 17 November 2016

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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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Australia Day $238,911 • Infrastructure Entertainment, Marketing and human resources

Senior Events Coordinator

Spring Expo $70,057 • Infrastructure Entertainment, Marketing and human resources


NYE $126,433 • Infrastructure Entertainment, Marketing and human resources


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



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.


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 Budget:$150,000 2016 - 2017(and continuing into 2017 for as long as required)




Conduct quarterly No Intermodal Committee meetings or as required Manager Strategic Planning

Prepare technical assessments of reports and development proposal documents and studies


Prepare submissions and make representations in PAC hearings and meetings Manager Strategic Planning

Undertake media campaigns and community consultation as required to promote awareness


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 Budget: $22,500 in 2016 - 2017

Key Stakeholders:Local ResidentsYouth and Children



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 Budget:$15,000 in 2016 - 2017

Key Stakeholders:Local ResidentsNon Local Residents



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.


• 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


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


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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.


• Office of Environment & Heritage Greater • Sydney Local Land Services• Georges River Combined Council Committee • Planning & Growth


• 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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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.




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.


• NSW Environment Protection Authority• Western Sydney Regional Organisation of Council (WSROC)• Local Businesses and Residents


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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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


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


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


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.


• Office of Environment & Heritage • Greater Sydney Local Land Services• Georges River Combined Council Committee


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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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


Develop Weed Management Strategy $20,000 • Liverpool Weed Management Strategy developed


Review Environment Restoration Plan $25,000 • Review of the Environment Restoration Plan completed


Complete consultation and develop detailed design plans for Community Nursery and Environmental Education Centre (Sustainability Hub)

$35,000 • Community Consultation and design plans completed


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 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


Key Stakeholders:Local ResidentsLocal Businesses



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



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.


• 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


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


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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.


Asset Management Policy - 2013Australian Design Standards - current versionLiverpool Development Control Plan - 2008


• Office of Local Government • Roads and Maritime Services • Planning and Growth• City Presentation• Infrastructure Delivery• Community and Culture

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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



Undertake Fair Valuation of building assets by registered Valuer

$80,000 • Complete inspection of Council building and submit report for statutory reporting.


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.


• Roads and Maritime Services • Planning and Growth• City Presentation • Infrastructure Delivery


• Australian Design Standards - current version• Liverpool Development Control Plan - 2008

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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)


Georges River Boardwalk and Pedestrian Bridge/ramp Design

Review the completed tasks

100% 3 months Consultant’s ProjectProgram (Microsoft Project)



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.


Asset Management Policy & Strategy 2013Assets Management Plan – Roads & Transport Assets 2015Bikeplan 2009Environmental Restoration Plan 2007Water Efficiency Plan 2012


• Office of Environment & Heritage• Commonwealth Government - Department of Infrastructure • Transport for NSW - Roads & Maritime Services


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.




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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


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


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


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.


• Transport for NSW• Roads and Maritime Services• Sydney Trains• Local Bus Operators • NSW Police


• 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


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.



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



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


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


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


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 Budget: $495,000 (Design Only) in 2016 - 2017



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 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 Budget: $500,000 (Design Only) in 2016 - 2017

Key StakeholdersLocal ResidentsLocal Businesses



Develop designs, acquire land, secure funding, tender and construct Manager Technical Support



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.


• 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


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


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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.


• All Council directorates• External suppliers • Elected Leaders• Consultants and Industry experts

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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



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


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


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


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


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.


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


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


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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.


• Division of Local Government• State and Federal Government agencies• Elected Leaders


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


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.


• 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


Code of Meeting Practice 25 November 2015Civic Expenses and Facilities Policy 25 November 2015Civic Awards Policy 3 February 2016

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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



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.


• Office of Local Government • NSW Audit Office • Investment Advisors • Financial Institutions • Australian Taxation Office • Office of State Revenue


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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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.


• 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)


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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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


Provide support for Council business units in purchasing and procurement activities

Number of tenders, formal quotes, and informal quotes managed


Service Statistics Number of non-conformances with Court, Commission or Tribunal timetables

0p.a Bi-annually Legal Services General Counsel



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 Auditors• Independent Commission Against Corruption • Office of Local Government


Audit Risk Committee Charter 2015 Internal Audit Charter 2015

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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.


• 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


Council Information, Communication and Technology Strategy 2015 State Records Act 1998

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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


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.


• Office of Local Government• Local Government NSW• Industry Unions• Professional Providers (including. Aurion Corporation, Learning Seat, AccessEAP)


Our People, Our Workplace, Our Future – Council’s Workforce Management Plan November 2015

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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


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.


• Land and Property Owners• State and Federal Government Authorities• Developers • Community Groups• Business groups and operators


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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


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


• SafeWork NSW


Liverpool City Council Work Health and Safety Policy September 2016Work Health and Safety Management System Program and Procedures June 2015

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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



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



Engage the community, local businesses, state and federal government departments in developing key regional priorities and strategies


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


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




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




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

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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

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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

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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


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

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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


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

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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


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

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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

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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

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