Four-Year Delivery Program and One-Year Operational Plan and Budget 2016-2017 by Liverpool City Council

4-YEAR DELIVERY PROGRAM OPERATIONAL PLAN & BUDGET 2016-2017

Version Changes

Date

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017 2

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

Mayor’s Message 6 Chief Executive Officer’s Message 9 Community vision 10 Section 1: Your Council 13 Your Mayor and Councillors 15 Council’s roles and responsibilities 16 Guiding principles 18 Corporate values 20

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Section 2: About Liverpool 23 Our City 24 Liverpool at a glance 26 Key features 27 Our challenges and priorities 28

Section 3: Delivery Program 2013-17, Operational Plan 2015-16 33 About this plan 34 How it all fits together 35 Monitoring and reporting 36 Measuring progress 37 Future Directions 38 Our Directions 39 Principal Activities/Key Services 40 Direction 1: Vibrant Prosperous City 43 Economic Development 44 Strategic Communications and Research 46 Strategic Project: Macquarie Mall Revitalisation 48 Strategic Project: Bigge Park Improvements & Upgrades 49 Strategic Project: Investment in Health and Education Sector 50 Strategic Project: Georges River Masterplan 51 Direction 2: Liveable Safe City 53 Civil Maintenance, Parks and Emergency and Protective Services 54 Community Standards 56 Development Assessment 58 Strategic Planning 60 Strategic Project: Western Sydney Priority Growth Area Steering Group (WSPGA) 62 Strategic Project: Local Environment Plan (LEP) Review 64 Strategic Project: ePlanning Portal 65 Direction 3: Healthy Inclusive City 67 Children’s Services 68 Community Planning and Development 70

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Contents

Community Facilities Management 74 Customer Service 78 Infrastructure Delivery – Community Facilities 80 Infrastructure Delivery – Recreation Facilities 84 Libraries and Museum 86 Strategic Project: Wattle Grove Early Education Centre Refurbishment 88 Strategic Project: Strong Children and Communities Project 89 Strategic Project: Arts and Dementia Program 90 Strategic Project: Carnes Hill Community and Recreation Precinct 91 Strategic Project: National Arts and Refugee Forum 91 Strategic Project: Multiculturalism and Civic Leadership 91 Direction 4: Proud Engaged City 93 Casula Powerhouse Arts Centre 94 Events and Civic Events 96 Strategic Project: No Intermodal Campaign 100 Strategic Project: Community Strategic Plan Engagement 101 Strategic Project: Film Culture at Casula Powerhouse 102 Strategic Project: Children & Young People Development Programs 103 Direction 5: Natural Sustainable City 105 Floodplain and Water Management 106 Parks, CBD and Waste Management 108 Sustainable Environment 110 Strategic Project: Austral-Leppington Drainage Design 112 Strategic Project: Waste Less, Recycle More Program 113 Direction 6: Accessible Connected City 115 Asset Planning and Management 116 Investigation and Design 118 Roads, Footpaths and Cycleways 120 Traffic, Transport and Parking 122 Strategic Project: Georges River - Boardwalk and Bridge over Railway Pylons 124 Strategic Project: Liverpool City Centre Traffic Study 125 Strategic Project: Construction of Bernera Road (Former Croatia Ave, Edmondson Park) 126 Strategic Project: Bathurst Street Extension 127 Direction 7: Leading Proactive Council 129 Business 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 146 Work Health and Safety 148 Strategic Project: New Community Strategic Plan and Delivery Program 150 Strategic Project: Liverpool Civic Place 151 Strategic Project: Southern CBD Master plan 152 Section 4: Financial Information 155

Mayor’s message

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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).

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 mayor@liverpool.nsw.gov.au. I look forward to working with you on future projects as we continue transforming Liverpool into the Capital of the Great South West.

These statistics indicate our success in attracting new businesses, jobs and high quality housing to Liverpool. Mayor Ned Mannoun Liverpool Mayor

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

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.

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 Cullen Acting Chief Executive Officer

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

The forthcoming year will see these initiatives continuing so that the return on our financial and people investments may be achieved.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Community Vision

10 Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Liverpool, the vibrant regional city of opportunity, prosperity and diversity.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Your Council

YOUR COUNCIL

SECTION 1

12 13

Councillor Gus Balloot

Councillor Peter Harle

Deputy Mayor Tony Hadchiti

Councillor Ali Karnib

Councillor Sabrina Mamone

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 RistevskI

Councillor Wendy Waller

Councillor Geoff Shelton

Mayor Ned Mannoun

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Councillor Mazhar Hadid

YOUR COUNCIL

Your Mayor and Councillors

MAYOR

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.

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.

YOUR COUNCIL

Council’s roles and responsibilities

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.

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

COUNCILLORS AS AN ELECTED PERSON

Leadership

Excellence

Partnership

Innovation

Equity

Sustainability

We 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.

We will be recognised across the sector. We will provide services, programs and information which exceed community expectations, and we will lead industry best practice and progression.

We will actively work with our partners. We will bring all key stakeholders together and strengthen relationships to move Liverpool forward in an integrated and cooperative way.

We will develop new solutions to new challenges. We will take advantage of more efficient and state-of-the- art technologies and approaches to deliver services on the ground.

We 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.

We 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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017 18

YOUR COUNCIL

Guiding principles

YOUR COUNCIL

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.

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Communicate effectively

by providing open, accessible and honest communication with all stakeholders. We also ensure all stakeholders have necessary information at their disposal.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

About Liverpool

ABOUT LIVERPOOL

SECTION 2

22 23

ALE GREEND

GREENDALE

ROAD

Liverpool Museum Bents Basin Holsworthy Millitary Reserve Liverpool hospital Ingham Institute Train Station St Lukes Anglican Church Carnes Hill Recreation Precinct Badgeryâ&#x20AC;&#x2122;s Creek Airport Site Rural Area City Centre

Chipping Norton Lakes Warwick Farm Race Course Holsworthy Swimming Center Helles Park Waterskiing Whitlam Leisure Centre Michael Wenden Leisure Centre Golf course Greenway Park Retail Centre Sporting Oval

BRINGELLY

ROSSMORE

FIFTEENTH

ROAD

SOUTH WEST GROWTH CENTRE AREA

Ernie Smith Reserve and Hockey Complex

HERN NORT

Casula Powerhouse Arts Centre

E TH

Rosedale Oval

ROAD

BRINGELLY

CR EE K

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

SILVERDALE

YS BADGER

KEMPS CREEK

BADGERYS CREEK

ROAD

AUSTRAL

DR IV

ELIZABETH HILLS

CECIL HILLS

GREEN VALLEY

Nor

th L

PARK

iver poo l Ro ad BE

ROA D

DR.

E RN

HIG HW

HUM E

DENHAM COURT

LEPPINGTON

LL VA

HORNINGSEA PARK WAY

PRESTONS

EDMONDSON PARK

CARNES HILL

HOXTON PARK

HOXT ON

CASULA HUM

RN STE WE

LURNEA

FREEW

CHIPPING NORTON

HOLSWORTHY

HOLSWORTHY MILITARY BARRACKS

AY TO R W MO

ROAD

RO AD

PLEASURE POINT

VOYAGER POINT

HAMMONDVILLE

WESTERN

WATTLE GROVE HOLSWORTHY

SO U

H H IG

MACQUA RIE

MOOREBANK

NEWBRIDGE

HECKENBERG WAR W IC K LEN FAR M WATERS ! WARWICK ESTATE ASHCROFT FARM MIDDLETON HINCHINBROOK SADLEIR GRANGE AVENUE ES LIVERPOOL TL INK ! CARTWRIGHT WEST HOXTON

CECIL PARK

LUDDENHAM

VO NS HI STREET

K IN TL

WE S CO WP

WALLACIA

D AS TU

RE KING

ROA D

FLO WE RD AL E

Elizabeth Drive

ELIZABE TH

ROAD

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

LE T

A RO SO

HIG

RO AD

A RO

NDA GREE

E OT

O TE

HC AT

ABOUT LIVERPOOL

24 IN K WES TL

DRIVE

HEAT HC

I EL

NUW ARR

Our City

CA MD

Liverpool at a glance 22,000 POPULATION IN 2013

199,928

TOTAL CITY CENTRE JOBS

POPULATION IN 2021

249,000

31,000 CITY CENTRE JOBS IN 2031

13,666

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

NUMBER OF REGISTERED BUSINESSES

SMALL

BUSINESSES

97% FEWER THAN 19 EMPLOYEES

1299

AVERAGE WEEKLY HOUSEHOLD INCOME

ORIGINAL ABORIGINAL INHABITANTS OF CURRENT LIVERPOOL LGA BOUNDARIES DHARUG, GANDANGARA AND THARAWAL ABORIGINAL PEOPLE

HOMES IN 2011

SQ KM

TOP LANGUAGES SPOKEN

ENGLISH, ARABIC, VIETNAMESE, HINDI, ITALIAN

$453,000

MEDIAN UNIT PRICE

$280,000

420 300

MEDIAN WEEKLY RENT 2-BEDROOM UNIT

42 SUBURBS

KEY INDUSTRIES

MEDIAN HOUSE PRICE

MEDIAN WEEKLY RENT 3-BEDROOM HOUSE

57,800

305

MANUFACTURING RETAIL WAREHOUSING TRANSPORT & LOGISTICS

GROWING INDUSTRIES

MEDICAL HEALTH & COMMUNITY EDUCATION CONSTRUCTION PROPERTY & BUSINESS SERVICES

Key Features

SPORTING VENUES

BECAME A MUNICIPALITY IN

OPEN SPACE

LIBRARIES

COUNCIL-OPERATED

CHILDCARE CENTRES

Leppington

RAIL STATIONS

KM EAST OF SYDNEY CBD

Holsworthy Edmondson Park

1872

AND WAS PROCLAIMED A CITY IN

10,243 ha

1960

PREDOMINANT LAND USE IN LIVERPOOL IS RURAL

800KM

PUBLIC ROADS

LEISURE AND AQUATIC CENTRES: WHITLAM LEISURE CENTRE

PIPED DRAINAGE SYSTEMS AND ASSOCIATED PITS

MICHAEL WENDON AQUATIC LEISURE CENTRE

GROSS POLLUTANT TRAPS

HOLSWORTHY SWIMMING CENTRE

FORMED CHANNELS

SCHOOLS

Warwick Farm

2606 ha HECTARES OF

Casula

Liverpool

FLOOD RETENTION BASINS WATERWAYS

509

PARKS, RESERVES AND STREETSCAPES

OFF-LEASH DOG PARKS

MAJOR PARKS INCLUDE:

CHIPPING NORTON LAKES BENTS BASIN STATE RECREATION AREA PIONEERS MEMORIAL PARK LIGHT HORSE PARK BIGGE PARK.

COMMUNITY

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

TRADITIONAL ABORIGINAL CUSTODIANS OF THE LAND CABROGAL CLAN OF THE DHARUG NATION

CENTRES

Badgerys Creek Airport

Liverpool 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 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.

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 centre The 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.

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 terminals The 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.

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.

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.

Housing development

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.

There 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 sustainability Liverpool 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.

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017 28

Economic development

ABOUT LIVERPOOL

Our challenges and priorities

Transport accessibility

Cultural diversity

The City has good access to major motorways, including the M5 and M7, although traffic congestion can be experienced on major arterial roads during peak periods. Congestion and maintenance of the road system and accessible parking have been identified as priorities in Liverpool and new urban development is likely to increase traffic in Liverpool.

Liverpool 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.

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 heritage Liverpool is the traditional home of the Cabrogal Clan of the Dharug Nation and the peoples of the Dharawal and Gandangara nations are recognised as being early inhabitants of the land. The City of Liverpool has many heritage sites and Aboriginal 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.

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

and

Operational Plan

2016-2017 Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Delivery Program

DELIVERY PROGRAM AND OPERATIONAL PLAN

SECTION 3

How it all fits together

DELIVERY PROGRAM AND OPERATIONAL PLAN

Council’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

Mayor and Councillors

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.

Elected by the community to represent their vision and interests

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.

Community engagement

Our vision

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.

Liverpool, the vibrant regional city of opportunity, prosperity and diversity

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

ONE-YEAR OPERATIONAL PLAN 2016-2017

Government directions and policy

Community Strategic Plan

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.

7 directions and 26 strategies

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.

Resourcing Strategy

Four-Year Delivery Program

Long-term Financial Plan Workforce Management Plan Asset Management Plan

One-Year Operational Plan Job descriptions

Six-monthly progress reports Annual report to community

Senior staff business plans

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

About this plan

Measuring progress: Performance Indicators

In the coming year, Council will deliver 32 Principal Activities and 26 Strategic Projects that work towards these future directions.

Council plans use two types of indicators. These are:

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:

Key Performance Indicators: Measures which indicate whether a service is working well/is improving.

DELIVERY PROGRAM AND OPERATIONAL PLAN

Monitoring and reporting

• Six monthly reports to Council and the community at a public Council meeting which • 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 Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

position and progress against all of the activities outlined in the Delivery Program.

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

details program and budget progress.

Our directions Our Directions Direction 1:

Vibrant Prosperous City Direction 2:

DELIVERY PROGRAM AND OPERATIONAL PLAN

Future directions

Liveable Safe City

Our Principles Direction 3:

Excellence Partnership

Community Vision Liverpool, the vibrant regional city

Innovation

of opportunity, prosperity

Equity

and diversity.

Sustainability

Healthy Inclusive City Direction 4:

Proud Engaged City Direction 5:

Natural Sustainable City Direction 6:

Accessible Connected City Direction 7:

Leading Proactive Council

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Leadership

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 City 3.1 Children’s Services 3.2 Community Planning and Development 3.3 Community Facilities Management 3.4 Customer Service 3.5 Infrastructure Delivery – Community Facilities 3.6 Infrastructure Delivery – Recreation Facilities 3.7 Libraries and Museum Strategic 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

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 City 5.1 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 City 6.1 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 Council 7.1 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

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Vibrant Prosperous City 1.1 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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

The Growing Liverpool 2023 10-year plan concentrates on seven key strategic directions to move Liverpool forward. The directions are based on feedback from the community, stakeholders and leaders, and incorporate local, regional, state and national priorities for Liverpool.

Proud Engaged City DELIVERY PROGRAM AND OPERATIONAL PLAN

Principal Activities/ Key Services

DIRECTION 1

VIBRANT PROSPEROUS CITY

Vibrant Prosperous City

This 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.

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 •

Council’s Principal Activities/ Key Services

Council’s Strategic Projects • Macquarie Mall Revitalisation • Bigge Park Improvements & Upgrades • Investment in Health and Education Sector • Georges River Masterplan

at 5% or less. An increased gross regional product (GRP).

1.1

Economic Development

1.2

Marketing and Communications

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

10-Year Strategies

Economic Development Vibrant Prosperous City 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.

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 leads developed

Quarterly

CRM Database

Economic Development Officer

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

Economic Development Operational Plan report

Economic Development Officer

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

Program delivery – over 95% of scheduled program delivered by 30 June.

Quarterly

Capital Works Project Report

Manager Special Projects

Value of carry over vs total budget

Budget control less than 90% of program that has expenditure variance of over 10%. Building awareness and “ownership” of activities that strengthen Liverpool’s economic base

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

• The Office of NSW Small Business Commissioner • Department of Industry and Science

Deliver capital works which activate the city centre and develop vibrant places that attract residents, visitors and workers to Liverpool

Key Documents/Polices/Strategies

• Liverpool Economic Development Strategy 2013-2023

Manager Infrastructure Delivery

1.1

September 2013

Number of initiatives delivered to strengthen Liverpool’s economic base

3 initiatives delivered

Number of events hosted and facilitated and number of businesses attending

10 events to be held 300 businesses to attend events

Number of projects completed vs number of projects scheduled

95% of scheduled program delivered

Value of carryover vs total budget

Less than 90% of program that has an expenditure variance above 10%

Quarterly

Economic Development Operational Plan report

Economic Development Assistant

CRM Database - Campaigns

Quarterly

Capital works project report

Manager Special Projects Manager Infrastructure Delivery

Operating Projects

Total Budget

Key Deliverables

Project Owner

Develop Manufacturing Network and Exporters Program in conjunction with the Department of Industry

$10,000

The establishment of a Manufacturing Network and Exporters Program

Economic Development

Develop marketing narrative and collateral to promote businesses, successes and opportunities in Liverpool

$5,000

The development of 11 business case studies to be incorporated into various marketing and communication collateral.

Economic Development

Implement a program of park upgrades and streetscape embellishments to enhance the urban and visual amenity of the city centre

$16.4m

Continue the upgrade and revitalisation of Macquarie Mall

Manager Special Projects

Undertake improvements and upgrades to Bigge Park and adjoining streets comprising Bigge, Elizabeth and College Streets.

Manager Infrastructure Delivery

Undertake improvements and enhancements at the gateways located at Warwick Farm and Lighthorse Bridge.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

KPI

VIBRANT PROSPEROUS CITY

1.1

Economic Development

Ongoing Outputs / Activities

Strategic Communications and Research Vibrant Prosperous City 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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

KPI

Target

Frequency

Source

Who reports

Develop marketing and communications on behalf of Liverpool City Council for all major projects and initiatives

Total Facebook followers of Council

5000

Quarterly

Facebook counts

Total Twitter followers of Council

2670

Quarterly

Twitter counts

Manager, Strategic Communications and Research

Number of newsletters produced and distributed

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 of communications services

Number of speeches provided

Annually

Number of speeches written

Number of media releases

Annually

Number of media releases generated

Number of media responses

Annually

Number of media responses provided

Number of banner campaigns designed and produced

Annually

Number of banner campaigns

Deliver the banner program across Liverpool

External Partners and Stakeholders

Ongoing Outputs / Activities

• Local and metropolitan media Key Documents/Polices/Strategies

• • • •

Flag and Banner Policy Corporate Sponsorship (Outgoing) Policy Media Representation Policy City Branding Strategy

May 2015 March 2016 August 2015 October 2015

Operating Projects

Total Budget

Key Deliverables

Project Owner

Deliver the corporate sponsorship program

$130,000

Expenditure of funds to support a variety of community events.

Manager, Strategic Communications and Research

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

1.2 VIBRANT PROSPEROUS CITY

1.2

Strategic Communications and Research

Strategic Project

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

Key Stakeholders Local Residents Stallholders Local Police Local Businesses

2016 - 17 Key Deliverables

BIGGE PARK IMPROVEMENTS & UPGRADES The Bigge Park improvement and upgrade project aims to provide unrivalled living, working and recreational experiences for the community. It involves revitalisation of the park to provide residents and visitors with a unique urban landscape setting, exciting recreational opportunities and a strong sense of community. Project Sponsor(s): Director Infrastructure and Environment

Key Stakeholders Local Residents

Project Budget: $10 Million in 2016 - 2017 2016 - 17 Key Deliverables

Activity

Accountability

Activity

Accountability

Direct project management by Councilâ&#x20AC;&#x2122;s own staff to achieve total construction of the project by December 2016

Manager Special Projects

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

Manager Infrastructure Delivery

Provide childrenâ&#x20AC;&#x2122;s water play facility designed to be an eye-catching feature within Bigge Park. The facility will provide three zones of play for different ages and senses and feature a mega soaker dumping bucket

Manager Infrastructure Delivery

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

Manager Infrastructure Delivery

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

MACQUARIE MALL REVITALISATION

Strategic Project

Strategic Project GEORGES RIVER MASTERPLAN This project aims to conduct feasibility assessments and implementation of Masterplan objectives. It involves incorporation of the Planâ&#x20AC;&#x2122;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 Residents Liverpool City Council

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

INVESTMENT IN HEALTH AND EDUCATION SECTOR

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

Key Stakeholders Local Residents External Investors Stallholders Local Businesses

2016 - 17 Key Deliverables Activity

Accountability

Establish and maintain strategic partnerships with key local stakeholders to jointly promote Liverpool

Director and Manager Economic Development

Develop and update marketing narrative and collateral to promote opportunities in Liverpool to internal/external investors

Economic Development Directorate

Develop direct and tailored approaches to new business and industry prospects

Director and Manager Economic Development

Develop deeper industry context material

Director and Manager Economic Development

Activity

Accountability

Conduct studies to determine hard and soft infrastructure required to support Masterplan

Manager Strategic Planning

Develop amendments to the Liverpool Local Environment Plan for the precinct

Manager Strategic Planning

Develop a Development Control Plan for the precinct

Manager Strategic Planning

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

2016 - 17 Key Deliverables

Liveable Safe City

LIVEABLE SAFE CITY

DIRECTION 2

This direction is about planning for sustainable urban development, and revitalising Liverpool’s towns and public spaces to create liveable and safe neighbourhoods that connect and bring people together. Council will initiate a range of initiatives to address safety in the community. It will implement a simple and flexible planning system which supports high quality development. A review of Council’s public and open space maintenance program will also be undertaken to ensure the highest standards of cleanliness are achieved.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

10-Year Community Targets • 85% of people in Liverpool report being • •

satisfied or better with the cleanliness of public spaces. 85% of people in Liverpool report feeling safe in the community. An increase in diverse housing options.

2c • Improve the community’s sense of safety in Liverpool.

Community Measures

2d • Facilitate diverse and affordable housing options.

• Percentage of residents who feel safe when •

Council’s Principal Activities/ Services 2.1 Civil Maintenance, Parks and Emergency and Protective Services 2.2 Community Standards 2.3 Development Assessment 2.4 Strategic Planning

•

using their local park Community satisfaction with city centre parks and gardens Community satisfaction with keeping public spaces clean

Council’s Strategic Projects • Western Sydney Priority Growth Area Steering Group (WSPGA)

• Local Environment Plan (LEP) Review • ePlanning Portal

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

10-Year Strategies

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.

Ongoing Outputs / Activities

KPI

Target

Frequency Source

Who reports

Maintenance and repairs of road and road related infrastructure.

Customer Requests and planned works are completed within the specified timeframe.

90%

Quarterly

Work Schedule & Activity Records

Coordinator Maintenance Planning

Maintenance and repairs of footpath, cycleway and kerb and gutter.

Customer Requests and planned works are completed within the specified timeframe.

90%

Quarterly

Work Schedule & Activity Records

Coordinator Maintenance Planning

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

Customer Requests and planned works are completed within the specified timeframe.

90%

Quarterly

Work Schedule & Activity Records

Coordinator Maintenance Planning

Undertake 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

Maintenance and repairs of stormwater drainage infrastructure including detention basins and water ways, cleaning of gross pollutant traps, stormwater pits and pipes.

Customer Requests and planned works are completed within the specified timeframe.

90%

Quarterly

Work Schedule & Activity Records

Coordinator Maintenance Planning

Restoring Council assets that were affected by external works.

Restoration program.

90%

Quarterly

Works Records

Coordinator Maintenance Planning

Maintaining plant and fleet in a safe and operating condition.

Minimum down time and maximum availability of plant and vehicle.

Turnaround time

Quarterly

Works Records

Plant and Fleet Coordinator

Financial contribution to emergency and protective services organisations

Making quarterly payment in a timely manner.

100%

Quarterly

Budget

Coordinator Maintenance Planning

Maintenance and repairs of emergency and protective services plant and equipment.

Maintenance carried out as per the maintenance manual.

90%

Quarterly

Service Report

Coordinator Maintenance Planning

Maintenance and repairs of emergency and protective services accommodation.

Works Program

90%

Quarterly

Works Program

Coordinator Facilities Maintenance

External Partners and Stakeholders

• • • • • • •

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

Key Documents/Polices/Strategies Assets Management Plan 2016 Road Opening Procedure Vehicular Crossing Standards Emergency Management Plan 2016

June 2016 N/A N/A June 2016

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Civil Maintenance, Parks, and Emergency and Protective Services Key Direction: Liveable Safe City Responsibility(s): Director City Presentation

2.1 LIVEABLE SAFE CITY

2.1

Civil Maintenance, Parks, and Emergency and Protective Services

Community Standards Liveable Safe City Manager Community Standards

Service Description: This service maintains and contributes to public protection in Liverpool by undertaking a range of activities including planning and building compliance, investigation of nuisance issues, animal management and registration, health inspection programs and approval, parking enforcement, swimming pool compliance, construction certification and inspection by accredited Council certifiers. External Partners and Stakeholders

• • • • • • •

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

• Enforcement Policy • Animal Management Policy

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Provide Construction Certificates and Complying Development Certificates and undertake the certifier role in competition with the private sector

Percentage of Construction Certificate issued with 40 days

90%

Quarterly

Internal Reports

Manager Community Standards

Assess and determine building certificates

Percentage of Building Certificates issued within 40 days

70%

Quarterly

Internal Reports

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

Percentage of swimming pool inspections completed

90%

Quarterly

Internal Reports

Investigate and enforce development consents to ensure compliance

To be determined (TBD)

TBD

Respond to customer requests regarding planning, building enforcement matters and regulatory matters.

Percentage of Planning & Building customer complaints actioned within 7 days

100%

Quarterly

Internal Reports

Inspect high risk food shops and other regulated premises through an ongoing program and in response to complaints.

Percentage of food safety assessments completed

90%

Quarterly

Internal Reports

Percentage of non-complying retail food businesses that meet safe food handling practises at the first reinspection

70%

March 2016 December 2015

Percentage of Health customer complaints actioned within 7 days

100%

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

Internal Reports

Provide technical advice in regards to Building, Health and Enforcement matters

To be determined (TBD)

TBD

Conduct fire safety program for existing buildings

To be determined (TBD)

TBD

Time taken to initially action animal management requests

90% within 7days

Quarterly

Internal Reports

Conduct animal management program

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

2.2 LIVEABLE SAFE CITY

2.2

Community Standards

Development Assessment Liveable Safe City Manager Development Assessment

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Process development applications

Percentage of development applications determined within 40 days - Electronic reporting from Tech 1

40%

Quarterly

Tech 1/Pathway

Percentage of FastTrack applications decided within 10 days - Electronic reporting from Tech 1

85%

Quarterly

Tech 1/Pathway

e-business and Planning Reform Coordinator

Percentage of Assess Smart applications decided within 20 days - Electronic reporting from Tech 1

85%

Quarterly

Tech 1/Pathway

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

95%

Quarterly

Tech 1/Pathway

Percentage of Development Applications lodged electronically Electronic reporting from Tech 1

20%

Quarterly

Tech 1/Pathway

Provide development advice

Percentage of pre-DA meetings held

70%

Quarterly

Tech 1/Pathway

Educate and inform the community on planning related matters

Notification/Advertised development

100%

Quarterly

Tech 1/Pathway

Service Description: This service carries out the efficient determination of development applications to ensure optimum development outcomes. It also provides development advice to the community and the developers.

External Partners and Stakeholders

• • • •

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

Key Documents/Polices/Strategies

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Liverpool Local Environmental Plan 2008 Liverpool Development Control Plan 2008

Operating Projects

Total Budget

Key Deliverables

Project Owner

eBusiness and Planning Reform Program

In budget

Expansion of FastTrack for houses in established areas

Program Coordinator-eBusiness and Planning Reform

Online lodgement for private certifications Pilot online development application lodgement for all types of developments Enhance reporting services

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

2.3 LIVEABLE SAFE CITY

2.3

Development Assessment

Strategic Planning Liveable Safe City Manager Strategic Planning

Service Description: This activity ensures that Council: • • • •

Plans for future growth Maintains its environmental, heritage and cultural values Articulates the preferred future directions for urban development and urban design Identifies appropriate planning controls to protect and enhance urban development

External Partners and Stakeholders

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Assess proposals to amend the LEP

Percentage sent to Council for determination within 18 months

80%

Quarterly

Trim/Pathway

Manager Strategic Planning

Process DCPs

Percentage processed within 12 months

80%

Quarterly

Trim

Process minor S. 94 plans

Percentage processed within 3 months

90%

Quarterly

Trim

Process major S. 94 plans

Percentage processed within 3 years

100%

Quarterly

Trim

Process planning agreements

Percentage processed within 18 months

80%

Quarterly

Trim

DA referrals

Percentage processed within 10 days

80%

Quarterly

Pathway

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

• Community Organisations • Development Organisations

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

Liverpool LEP 2008 Liverpool DCP 2008 Liverpool Contributions Plan 2009

Operating Projects

Total Budget Key Deliverables

Project Owner

Review the Liverpool Development Control Plan

$51,000.00

Complete the Liverpool City Centre DCP (Part 4). Initiate the review of the General Controls for all Development (PART 1)

Manager Strategic Planning

Implement the recommendations of the S. 94 review.

In budget

Conduct consultation and finalise the City Centre contributions plan for submission to the Minister. Conduct consultation and finalise the Established Areas contributions plan for submission to the Minister.

Assess proposals to amend the LEP and DCP

In budget

Timely assessment of proposed amendments.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

2.4 LIVEABLE SAFE CITY

2.4

Strategic Planning

IN THE CORRIDOR BETWEEN SYDNEY’S INTERNATIONAL SYDNEY’S INTERNATIONAL AIRPORTS AIRPORTS PENRITH

ST MARYS

Strategic Project

GREA T WE

STER

PENRITH

OUTER SYDNEY ORBITAL (M9)

ELIZABE

PARRAMATTA

M4 SYDNEY

TH DRIV

BADGERYS CREEK

SYDNEY

ELIZABET

H DRIVE

WESTERN SYDNEY BADGERYS PRIORITY GROWTH CREEK AREA

LIVERPOOL M5

BRINGELLY WESTERN SYDNEY PRIORITY GROWTH AREA

LIVERPOOL

M 7 GLENFIELD

BRINGELLY LEPPINGTON

EDMONDSON PARK

SOUTH WEST PRIORITY LAND RELEASE AREA

GLENFIELD LEPPINGTON 31

SOUTH WEST PRIORITY LAND RELEASE AREA

EDMONDSON PARK

NARELLAN

CAMDEN

NARELLAN

CAMPBELLTOWN

CAMDEN CAMPBELLTOWN

Key Stakeholders Executive Director, Infrastructure, Housing and Employment Director Land Release, Department of Planning and Environment Executive Director Transport Strategy, Transport for New South Wales Assistant General Manager and City Planning Manager, Penrith City Council Director Planning and Growth, Liverpool City Council Manager Strategic Planning, Liverpool City Council Local Residents

LEGEND Commonwealth Land (Badgerys Creek Airport Site) LEGEND Western Sydney Priority Commonwealth LandGrowth Area (Badgerys Creek Airport Site) Western Sydney Employment Area

Western Sydney Priority Growth Area Western Sydney Parklands

2016 - 17 Key Deliverables Accountability

Western Sydney Employment Area Planned Industrial Area

Director Planning and Growth

Western Sydney Parklands South West Priority Release Area

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

Planned Industrial Area South West Rail Link South West Priority Release Area Proposed extension of the South West Rail Link South West Rail Link Proposed extension of the South West Rail Link

Proposed Outer-Western Sydney Orbital (M9) Existing rail network

Proposed Outer-Western Sydney Orbital (M9) Major Motorways Existing rail network Camden Airport Major Motorways Bankstown Airport Camden Airport Kingsford Smith Airport Bankstown Airport Badgerys Creek Airport Kingsford Smith Airport Badgerys Creek Airport

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

PARRAMATTA

WESTERN SYDNEY PARKLANDS

BLACKTOWN WESTERN SYDNEY PARKLANDS

Project Sponsor(s): Director Planning and Growth

WESTERN SYDNEY EMPLOYMENT AREA

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.

N HW

OUTER SYDNEY ORBITAL (M9)

STER

WESTERN SYDNEY M4 EMPLOYMENT AREA

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.

Participate in Steering Group and Strategic Planning for WSPGA

GREA T WE

WESTERN SYDNEY PRIORITY GROWTH AREA STEERING GROUP (WSPGA)

Activity

BLACKTOWN

N HW

ST MARYS M4

Strategic Project

Strategic Project EPLANNING PORTAL This project aims to develop a rapid online lodgement system which will provide 24/7 all the elements that are required to lodge a successful development application in one place, including zoning, planning rules, maps and property details. It will also provide the facility to easily keep track of the progress of the applications and search its history. The portal provides a one-stop-shop for the community and industry to find planning and development information. A wide range of tools have been developed, including interactive development enquiry systems, online planning controls and maps and property searching tools. The 2016 - 2017 year will focus on expanding online applications for other application types, and expanding the types of development activities that can be lodged online. This will be supported by greater customer engagement in order to understand customer needs and satisfaction to ensure systems remain useful and efficient. Project Sponsor(s): Director Planning and Growth

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.

2016 - 17 Key Deliverables Activity

Accountability

Expand application types available for online lodgement, including privately certificated applications

eBusiness and Planning Reform Unit

Conduct online video tutorials to assist applicants to navigate new services

eBusiness and Planning Reform Unit

Introduce alternative payment options for online lodgement

eBusiness and Planning Reform Unit

Project Sponsor(s): Director Planning and Growth Key Stakeholders: Local Residents Liverpool City Council 2016 - 17 Key Deliverables Activity

Accountability

Prepare background studies

Manager Strategic Planning

Prepare strategic planning vision

Manager Strategic Planning

Hold community consultation, seminars and workshops

Manager Strategic Planning

Prepare draft Local Environmental Plan

Manager Strategic Planning

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

LOCAL ENVIRONMENTAL PLAN (LEP) REVIEW

Key Stakeholders: Local Residents Liverpool City Council Developers and Investors

DIRECTION 3

This direction is about creating a harmonious community which values and respects diversity and embraces the opportunities it provides. Equity and inclusion will underpin all of Council’s service delivery as it strives to build community strength and ensure social inclusion.

HEALTHY INCLUSIVE CITY

Healthy Inclusive City

10-Year Strategies

10-Year Community Targets

3a • Foster social inclusion, strengthen the

•

local community and increase opportunities for people who may experience barriers.

•

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

Community Measures

3d • Plan, support and deliver high quality and accessible services, programs and facilities.

• •

Council’s Principal Activities/ Services 3.1 Children’s Services 3.2 Community Planning and Development 3.3 Community Facilities Management 3.4 Customer Service 3.5 Infrastructure Delivery – Community Facilities 3.6 Infrastructure Delivery – Recreation Facilities 3.7 Libraries and Museum

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 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

Council’s Strategic Projects • • • • • •

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

Service Name: Key Direction: Responsibility(s):

Children’s Services Healthy Inclusive City 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.

Target

Frequency

Source

Who reports

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017 68

• • • • • • •

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

Total Budget Key Deliverables

Project Owner

Integrate Council Children’s Services into community playgroups within the Liverpool area

$5000

Partnership model developed with Fairfield Council supported playgroups in delivering weekly playgroup at Hinchinbrook Early Education and Care Centre and Liverpool City Library.

Children’s Services

Explore opportunities and feasibility of vocational programs and Out of School Hours Care (OOSH)

In budget

•

Data analysis collated on existing programs within Liverpool to identify gap areas and current service provisions. Community engagement into child and family needs in identified areas with parents and families. Investigation of possible sites to deliver the service. Application to Department of Education and Communities for possible $30,000 start-up grant for Out of School Hours Care (OOSH) programs with an additional $10,000 replenishment fund. Project brief to be developed covering scope of program, staffing required, budget and feasibility of service. Consultation with Department of Education and Communities on considered options.

Children’s Services

• • •

• • Refurbish Wattle Grove Early Education and Care Centre

$80,000

• •

Replacement of flooring to whole centre. Painting works to centre.

Children’s Services City Assets - Building & Open Space

Investigate and identify options for future expansion of children’s services in new growth areas including Austral/Leppington, Edmondson Park and Liverpool CBD

In budget

•

Data analysis collated on existing programs within Liverpool to identify need in gap areas and current service provisions. Community engagement into child and family needs in identified areas with parents and families. Investigation of possible sites to deliver the service. Project brief to be developed covering scope of program, staffing required, budget and feasibility of service. Consultation with Department of Education and Communities on considered options.

Children’s Services Community Services Team

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

Learning and development plans to be established under the program ‘People Achieving’. Identify professional development requirements for unit. Research into the delivery of required training. Conference outline to be developed. Internal mentoring and coaching programs established, inclusive of internal network groups and buddy programs.

Children’s Services

• • • •

Key Documents/Polices/Strategies

• • • •

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

Child and Family Support Officer/ Manager Children’s Services

Operating Projects

The Child and Family Support Officers role works in partnership with the Manager Children’s Services in delivering programs aimed to enhance children’s early learning and developmental outcomes in the Liverpool area. This includes specialised work in planning for social infrastructure and services, the support to early education and care service providers inclusive of playgroups, transition to schools programs, parenting programs, vacation care and strategic work relating to Families and children’s services planning. External Partners and Stakeholders

3.1

Partnership with Liverpool City Library including the expansion of Literacy for learning, transition to school programs, and supported playgroup

$2000

•

• • 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 )

• • • • •

HEALTHY INCLUSIVE CITY

3.1

Children’s Services

Provide high quality childcare services for children aged 0-5 years

KPI

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Ongoing Outputs / Activities

Community Planning & Development Healthy Inclusive City 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.

KPI

Target

Frequency

Source

Who reports

Undertake regular safety audits in partnership with the NSW Police and relevant stakeholders.

Number of safety audits undertaken

1 per quarter

Annual

Safety Audit Report Implementation Plan

Community Development Worker (Safety)

Convene community sector interagencies, forums and networks to improve coordination of information and service delivery in Liverpool.

Number of participants

120 per quarter

Quarterly

Quarterly Report

Number of sector interagencies, forums and networks held

5 per quarter

Coordinator Community Development

Provide information on available community services and undertake referrals

Number of referrals

2,500 per annum

Bi-annually

Consisting of weekly snapshot period twice per year to create an average over the year

Manager Community Development and Planning

Deliver the Community 2168 Project in partnership with NSW Health and Department of Family and Community ServicesHousing NSW to improve social and economic outcomes in the 2168 postcode area.

Number of partnership projects delivered

8 per annum

Annually

Primary data collected through implementation of actions

Number of people participating in activities and programs

4,000 per annum

Senior Project OfficerCommunity 2168

Number of community consultations undertaken

3 per annum

Community Forums Consultations

Number of volunteers

25 per annum

Evaluations Surveys

Increased community sense of pride and safety

75%

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

Training session relating to demography delivered to Council staff

1 per annum

Annually

Social Planner work plan

Community Planning Policy 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 Community Development

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

75%

Quarterly

Quarterly Report

Coordinator Community Development

Number of attendees

1,800 per annum

Number of development applications reviewed in relation to social impact

15 per quarter

Quarterly

Quarterly Report

Coordinator Community Planning

External Partners and Stakeholders

• • • • •

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

•

• • • • •

Local community organisations Local schools NSW Police NSW Health Multicultural NSW Department of Families and Communities – Housing NSW Department of Families and Communities – Community Services Department of Attorney General and Justice Department of Education and Communities Department of Premier and Cabinet TAFE NSW-SWSi Local Aboriginal Land Council

Key Documents/Polices/Strategies 2168 Strategic Plan 2015-2018 September 2015 Ageing Strategy 2015-2017 December 2014 Community Engagement Policy and Strategy (Draft) Community Facilities Strategy (Draft) Community Safety and Crime Prevention Strategy 2013-2017 July 2013 Disability Strategy 2012-2017 December 2013 Grants and Donations Policy September 2015 Homelessness Policy and Homelessness Strategy and Action Plan 2016-2017 November 2015 Multicultural Plan 2015-2017 July 2015 Reconciliation Action Plan (Draft) Recreation Strategy (Draft) Social Impact Assessment Policy August 2015 Youth Strategy 2012-2017 December 2013 Social Justice Policy May 2011 Graffiti Management Strategy 2016-2018 March 2016

Review submitted social impact assessments for development applications in accordance with Council policy.

3.2

Quarterly Management Committee Reports

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

Ongoing Outputs / Activities

HEALTHY INCLUSIVE CITY

3.2

Community Planning & Development

Target

Frequency

Source

Who reports

Implement endorsed actions from: • Ageing Strategy and Action Plan 2015-17 • Community Engagement Strategy • Community Facilities Strategy • Community Safety and Crime Prevention Strategy 2013-17 • Disability Strategy and Action Plan 2013-17 • Homelessness Strategy and Action Plan 2015-17 • Multicultural Strategy and Action Plan 2015-17 • Reconciliation Action Plan • Youth Strategy and Action Plan 2013-17

Actions completed and reported to Council annually

100% complete

Annually

Council Report

Manager Community Development and Planning

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

Number of funding applications submitted

Operating Projects

Total Budget

Key Deliverables

Project Owner

Provide funding to community groups through Council’s Community Grants and Donations Program

$300,000

•

Distribute funding to community groups in accordance with Policy Maintain grants management system Deliver workshops and information session Maintain online information about grant opportunities

Community Development Worker (Funding and Support)

Attend monthly Strategic Committee meetings Renew MOU with project partners Support the implementation of actions in strategic plan

Group Project Officer

• • •

Provide on-going support to the Liverpool Community Kitchen and Hub

Nil

• • •

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 Development Worker (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 three years)

•

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

•

Grant funding received from submitted applications

10 per annum $500,000 per annum

Quarterly

Quarterly Report

Manager Community Development and Planning

• •

Deliver the Strong Children’s and Communities Project in partnership with Mission Australia.

$95,000 external $10,000 council

•

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)

3.2

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

KPI

HEALTHY INCLUSIVE CITY

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Ongoing Outputs / Activities

Community Facilities Management Healthy Inclusive City 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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

External Partners and Stakeholders

• Playgroup NSW • Our Communities • Australian Commonwealth Grants • • • • • •

Community Building Partnership Share Care Liverpool Neighbourhood Connections Local community organisations NSW Health NSW Police Department of Families and Communities Department of Education

Key Documents/Polices/Strategies Community Facilities Strategy (draft) Social Justice Policy 2011 Guidelines for the Compulsory Acquisition of Land by Council’s 2006 Disability Strategy 2013 Ageing Strategy 2014 Casual Hiring Policy 2015 Permanent Hiring Policy 2015 Community Buses Policy 2015 Community Licence Tenancy Agreement 2016 Corporate Sponsorship (outgoing) Policy 2016

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

Website Database

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.

Feedback Committee 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 Increase Visitation/Utilisation

New

Database EOI Social Media

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

Cleaning Reports

Casual Hirers Applicable to one-off bookings (e.g. meetings, functions, birthdays), less than 11 bookings in a calendar year.

Clientele Accessibility Details

10%

Utilisation

Permanent Hirers Applicable 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 & Schedule Create equity in the tenure arrangements held by many community organisations over Council owned or controlled land.

Application Form

85%

Utilisation

Community Buses Available to not-for-profit community groups and organisations that provide services of benefit either to the entire LGA community or a specific target group.

Application Form

35%

Utilisation

Cost of budget vs income for each community centre

Expenditure Income

Cost Neutral

Budget

3.3

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

Ongoing Outputs / Activities

HEALTHY INCLUSIVE CITY

3.3

Community Facilities Management

Operating Projects

Key Deliverables •

$80,000

• • 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

• •

•

Community Facilities Management

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

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

3.3

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Awarded grants continue 16/17: Community Building Partnership. Bathroom upgrades, Cecil Hills Community Centre & Wattle Grove Community Centre

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Establishment of a Community Facilities Strategy group to oversee strategy implementation

Project Owner

HEALTHY INCLUSIVE CITY

Apply for grant applications to assist in delivering community programs, projects and services.

Total Budget

Service Name: Key Direction: Responsibility(s):

3.4

Customer Service Healthy Inclusive City 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.

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Provide high quality customer services through the provision of a ‘one stop shop’ at Council’s Customer Service counter

Percentage of good or better service rating by customers for counter operations

85%

Monthly

Qmatic System

Alliance Operations Manager

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

85%

Monthly

Call Centre System

Alliance Operations Manager

Percentage of phone calls answered within 20 sec

75%

Percentage of phone calls resolved without transfer

82%

Reporting Provided monthly

100%

Monthly

Pathway System

Alliance Operations Manager

External Partners and Stakeholders

• • • •

Residents Developers Businesses Internal and external customers

Monitor and report on customer requests to enable timely and reliable information and response to Council’s customers

HEALTHY INCLUSIVE CITY

3.4

Customer Service

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Customer Service and Communication Policy

May 2014

Operating Projects

Total Budget

Key Deliverables

Project Owner

Knowledge Management

TBC

•

Alliance Operations Manager

Deliver a way to capture and quickly source knowledge within the Customer Service Centre

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

Infrastructure Delivery - Community Facilities Healthy Inclusive City - 3(d) 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.

Ongoing Outputs / Activities

KPI

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

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Source

Who reports

Program delivery - 95% scheduled program delivered by 30 June.

Quarterly

Capital Works Project Report

Manager Infrastructure Delivery

Operating Projects

Total Budget Key Deliverables

Sports and recreation facilities renewal and upgrade program

$1.505M

Key Documents/Polices/Strategies

Frequency

Budget control - less than 90% program with expenditure variance of over 10%.

External Partners and Stakeholders

• • • • • • •

Target

• • • • •

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

• Car park renewal and upgrade program

$2.203M

• •

Administration building improvement program

$1.125M

• • •

Building access improvement program

$129K

• • •

Building renewal and upgrade program

$285K

•

• •

Project Owner

Scott Memorial Park, Austral – Amenity upgrade Davy Robinson Reserve, Moorebank – Boating facilities upgrade Pleasure Point Park - Boating facilities upgrade Whitlam Park, Busby – Amenity design Parks amenities program – Investigation , design and construction Jardine Park – Investigation and design

Manager Infrastructure Delivery

Northumberland Car Park – Structural repair and installation of safety barriers Warren Service Way Car Park – Structural repair and installation of safety barriers

Manager Infrastructure Delivery

33 Moore Street - Lift lobby upgrade, floor, wall, ceiling, monitor, signage and lighting 33 Moore Street - External foot path upgrade to integrate with lobby works 33 Moore Street – Final Lifts installation

Manager Infrastructure Delivery

Casula Library – Access path pavement upgrade Green Valley District Centre – Access path and ambient toilet upgrade Moorebank Library – Accessible car park and signage upgrade

Manager Infrastructure Delivery

Protection and security to councils remote assets program to various site, security fence, CCTV and bin enclosure Casula Powerhouse – Ground floor concrete flooring upgrade Rose Street Depot – Mechanical workshop lunch room roof repair

Manager Infrastructure Delivery

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

3.5 HEALTHY INCLUSIVE CITY

3.5

Infrastructure Delivery - Community Facilities

Total Budget Key Deliverables

Community facilities renewal and upgrade program

$578.5K

•

• • • • $70K

•

Rosebank cottage building, Speed St Liverpool – Investigation and design of level 1

Manager Infrastructure Delivery

Leisure centres upgrade works program

$961K

•

Michael Wenden Leisure Centre – renewal of pool expansion joints, replacement of wet decks, repair to chemical dosing pump, toddler pool replacement and roof repair works. Whitlam Leisure Centre – replacement of pool hardware, pump, roof access ladder system, roof skylight, hot water system to change room, roof balustrade, pool hall floor covering, kitchen ceiling, flashing and slip surfaces repair.

Manager Infrastructure Delivery

Warren Service Way Car park – lighting upgrade Regional Museum - HVAC upgrade Chipping Norton Community Centre – Installation of Solar Panel System Wattle Grove Community Centre – Installation of Solar Panel System Casula Childcare Centre – installation of Solar Panel system Holsworthy Childcare Centre – Installation of Solar Panel system

Manager Infrastructure Delivery

Undertake water and energy conservation delivery program to various community, childcare and car park centres. Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Manager Infrastructure Delivery

Heritage improvements program

•

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.

$160K

• • • • • • •

3.5 HEALTHY INCLUSIVE CITY

•

Project Owner

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Operating Projects

Infrastructure Delivery – Recreation Facilities Healthy Inclusive City – 3(c) & 3(d) 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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

KPI

Plan and deliver adopted program of upgrades and renewals to Council’s many parks, playgrounds and sporting facilities to ensure ongoing serviceability.

•

Source

Who reports

Program delivery - 95% scheduled program delivered by 30 June.

Quarterly

Capital Works Project Report

Manager Infrastructure Delivery

Total Budget

Project Owner

$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 Infrastructure Delivery

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 and improvement 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

• • • • •

Deliver Council’s playground infrastructure upgrade program across the LGA.

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

Frequency

Key Deliverables

Operating Projects

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

No. of projects completed vs no. of projects scheduled Value of carry over vs total budget

Target

Budget control - less than 90% program with expenditure variance of over 10%.

External Partners and Stakeholders

Key Documents/Polices/Strategies

Ongoing Outputs / Activities

• •

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

3.6 HEALTHY INCLUSIVE CITY

3.6

Infrastructure Delivery - Recreation Facilities

3.7

Ongoing Outputs / Activities KPI

Target

Frequency

Source

Who reports

Provide lending and information services, programs and events of interest

Visitation (Number of people through the doors)

85,000

Monthly

Door Counters

Coordinator Network services

Borrowing Rates (Number of

52,500

Monthly

Library Management Systems Officer System

Active Library Members (Members who used their library cards in the reporting period as a percentage of the population).

30%

Annually

Library Management Systems Officer System

Attendance at Library Events (Levels of attendance)

15,000

Annually

Headcounts at events

Coordinator Programs and Outreach

External Partners and Stakeholders

Social Media Engagement (Use of Facebook pages)

1200

Monthly

Facebook

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

Coordinator Programs and Outreach

Library Website Visits

80,000

Monthly

Website

E-Resources Librarian

TBC

Service Name: Key Direction: Responsibility(s):

Libraries & Museum Healthy Inclusive City 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.

items lent by the library)

Provide historical services

HEALTHY INCLUSIVE CITY

3.7

Libraries & Museum

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

• Library Services Strategy 2010

Operating Projects

Total Budget

Key Deliverables

Project Owner

Databases and eBooks Development 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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

Strategic Project

STRONG CHILDREN AND COMMUNITIES PROJECT

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

Key Stakeholders: Local Residents Children

Project Budget: $80,000 in 2016 - 2017

Project Sponsor(s): Director Community and Culture Project Budget: $95,000 Communities for Children Program in 2016 - 2017 (Potential Extension to 2019) $10,000 Liverpool City Council Key Stakeholders: Department of Education 2168 Primary Schools Department of Social Services Communities for Children Western Sydney University Macquarie University Community 2168 Project Liverpool City Council Mission Australia-Miller Pathways 2016 - 17 Key Deliverables

2016 - 17 Key Deliverables

Activity

Accountability

Establish a Children’s Parliament in the 2168 postcode area for children aged 6-12 years who live or attend schools in the 2168 postcode area

Manager Community Development and Planning

Paint works to centre

Manager Children’s Services City Assets - Building & Open Space

Facilitate a maximum of five workshops per school term focusing on children’s active participation in political, educational, civic and community matters that impact their lives

Manager Community Development and Planning

Upgrade 0-2 bathrooms

Manager Children’s Services City Assets - Building & Open Space

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

Manager Community Development and Planning

Activity

Accountability

Replace flooring to whole centre

Manager Children’s Services City Assets - Building & Open Space

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

WATTLE GROVE EARLY EDUCATION CENTRE REFURBISHMENT

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.

Strategic Project

Casula Powerhouse’s Education and Public Programs area will be piloting a new Arts and Dementia program which will coincide with the Refugee exhibition in August at the Casula Powerhouse Arts Centre. The aim of the project is to support people living with dementia in the Liverpool Community. Project Sponsor(s): Director Community and Culture

2016 - 17 Key Deliverables Activity

Key Stakeholders: National Gallery of Australia Local Residents People living with Dementia

Director Community and Culture

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017 90

As part of the Refugees exhibition public programs, the inaugural National Arts & Refugees Forum provides an opportunity for artists, arts organisations, humanitarian organisations, community development workers and academics to share their experiences about the interactions between refugees and the arts. Project Sponsor(s): Director Community and Culture

Accountability

A partnership program which will deliver a two day workshop on Arts and Dementia in July 2016 in partnership with the National Gallery of Australia (who have pioneered the program) and Liverpool City Council’s Community Services on Art and Dementia

Producer Education and Public Programs Casula Powerhouse Arts Centre

CARNES HILL COMMUNITY AND RECREATION PRECINCT This project aims to provide new community and recreation facilities and a community meeting place that promote and enable healthy, active, inclusive and accessible use for the growing community of Carnes Hill and surrounds. This project involves the launch and activation of a new Community and Recreation Precinct in Carnes Hill comprising of a district library, multi-purpose community centre, recreation centre (indoor/outdoor sports courts, gym), skate park (bmx/scooter/skater), cafe, and outdoor spaces for passive and active recreation (public park). Project Sponsor(s):

NATIONAL ARTS AND REFUGEE FORUM

Director Community and Culture

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

Key Stakeholders: Local Residents Youth and Children

2016 - 17 Key Deliverables

Key Stakeholders: Local Residents Youth and Children Refugees and Professional Arts Settlement Services International (SSI) Casula Powerhouse Centre

Activity

Accountability

Hold a National Arts and Refugees Forum

Curator/Producer Theatre

MULTICULTURALISM AND CIVIC LEADERSHIP Through this project Council will deliver a framework of best practise in relation to a successful multicultural society. In the context of expected increases to refugee numbers in the Liverpool local government area, and more broadly across south west Sydney, Council will work collaboratively with key stakeholders to address issues related to the resettlement process of the additional refugee intake. This is an opportunity to promote social cohesion and community harmony initiatives across Liverpool’s culturally diverse communities. Project Sponsor(s): Director Community and Culture Project Budget: $20,000 in 2016

Key Stakeholders: Local Residents Youth and Children Refugees and Diverse Sections of local Community Local Community Organisations

2016 - 17 Key Deliverables

2016 - 17 Key Deliverables Activity

Accountability

Precinct launch

Carnes Hill Place Manager

Place management activation

Carnes Hill Place Manager

Project evaluation

Carnes Hill Place Manager

Activity

Accountability

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

Manager Community Development and Planning

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

Manager Community Development and Planning

Implement localised action plan to address increased refugee settlement

Manager Community Development and Planning

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

ARTS AND DEMENTIA PROGRAM

DIRECTION 4

This direction is about community engagement, pride and identity. As a regional city, Liverpool is home to several iconic facilities such as the Casula Powerhouse Arts Centre and Brownes Farm Reserve. Council will continue to develop and expand its iconic facilities, attracting people from across the South Western Sydney region. Strategies will be in place to protect Liverpool’s heritage and celebrate its unique identity.

PROUD ENGAGED CITY

Proud Engaged City

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.

10-Year Community Targets • An increase in the community’s sense of

4a • Strengthen and celebrate Liverpool’s unique community identity.

belonging in their city.

• 85% of people express satisfaction or better

4b • Engage and consult with the community to enhance opportunities for communication and involvement.

with Council’s consultation with the community.

• An increase in the number of people who

participate in arts and or cultural activities.

4c • Deliver a range of stimulating and vibrant cultural events, programs and festivals.

Community Measures

4d • Provide first-class and iconic facilities and places.

• Community satisfaction with support for arts

4e • Protect and preserve Liverpool’s heritage, including its rural landscape and cultural history.

• Community satisfaction with Casula

and cultural groups

Powerhouse Arts Centre

• Community satisfaction with festivals and major events

Council’s Principal Activities/ Council’s Services Strategic Projects 4.1 Casula Powerhouse Arts Centre 4.2 Events and Civic Events

• • • •

No Intermodal Campaign Community Strategic Plan Engagement Film Culture at Casula Powerhouse Children & Young People Development Programs

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

10-Year Strategies

Casula Powerhouse Arts Centre Proud Engaged City 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.

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Develop and present public art and education programs, exhibitions, theatre shows, festivals and events that integrate contemporary art, community, environment and heritage

Annual visitation rates (Total Number)

75,000

Daily

Front of house daily counts

Front of House Team

Maintain and conserve the Liverpool City Art Collection

Asset updates (including provenance and acquisition information, condition reporting, exhibition history and research, location and housing of objects), valuation of individual objects, artwork transfers, conservation and storage of objects (Total Number)

1,000

Daily

Vernon (Collection Database)

Registration Team

Develop and maintain effective partnerships

Annual grant income received

$250,000

Annually

Grant funding bodies.

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

External Partners and Stakeholders

• • • •

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

Key Documents/Polices/Strategies

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Cultural and Arts Policy and Plan (Draft)

Operating Projects

Total Budget

Key Deliverables

Project Owner

Casula Powerhouse Arts Centre

$315,264

•

Deliver the annual multi-disciplinary exhibition, theatre and education program.

CPAC

Casula Powerhouse Arts Centre

$10,000

•

Deliver an art competition and award.

CPAC

Casula Powerhouse Arts Centre

$131,302

•

Deliver a major festival and/or event.

CPAC

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

4.1 PROUD ENGAGED CITY

4.1

Casula Powerhouse Arts Centre

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Attendance level at each major event. Survey results Media coverage Post event reports WHS Evaluations

20,000

Quarterly

From survey and community feedback

Events Admin support

Attendance level at each major event. Survey results Media coverage Post event reports WHS Evaluations

Raise $100,000 for 2 charities

Number of people on backlog list

Reduction in the number of people on backlog list. 100% of citizens to receive their certificates within 6 months from

Major events

NYE

Events and Civic Events Proud Engaged City Senior Events Coordinator

Service Description This service delivers the Liverpool City Council Events program based on the proud engaged City strategy which was developed in collaboration with key business and stakeholders. However the aim of the section is to set in place action activities that will showcase Liverpool as a vibrant and dynamic location for major events, tourism and social interaction resulting in the creation of employment opportunities for local residents. Some of these events include Spring Expo, NYE, Australia Day celebrations, and Civic functions such as citizenships, Heroes of Liverpool Annual Awards, SWS Academy of Sports event, ANZAC Day Dawn Service, Remembrance Day, park openings. External Partners and Stakeholders

• • • • • •

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

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

4.2

Internal feedback Sponsors

10,000

Events Mayoral Ball

Service Name: Key Direction: Responsibility(s):

4,000

Quarterly

From survey and community feedback

Event Project Officer

Internal feedback Sponsors

Civic

Citizenship

Waiting time of no more than 6 months from approval for

Post Event

Data from the Department of Immigration

Civic Coordinator

citizenship ceremony and presentation of certificate

approval.

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 feedback Internal 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 database From community feedback Internal 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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Spring Expo

PROUD ENGAGED CITY

4.2

Events and Civic Events

Australia Day

Total Budget

Key Deliverables

Project Owner

Australia Day

$238,911

•

Infrastructure Entertainment, Marketing and human resources

Senior Events Coordinator

Spring Expo

$70,057

•

Infrastructure Entertainment, Marketing and human resources

Senior Events Coordinator

NYE

$126,433

•

Infrastructure Entertainment, Marketing and human resources

Senior Events Coordinator

•

Infrastructure Entertainment, Marketing and human resources

Events Project Officer

Mayoral Ball

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

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

• Mayoral Christmas Community Functions

$15,563

•

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

•

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Operating Projects

Strategic Project

Strategic Project COMMUNITY STRATEGIC PLAN ENGAGEMENT 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: Residents Stallholders Local Police Local Businesses Regional Organisations

100

The ‘No Intermodal’ campaign aims to stop the proposed Moorebank intermodal projects. Council is committed to opposing this development in Moorebank as it is the wrong location. The intermodal projects will have negative impacts on the amenity and health of local communities, traffic, the Georges River and the natural environment. Council’s view is that the development should be established at the Western Sydney Airport. Council has formed the No Intermodal Committee with community representatives to lobby against the proposed developments. Project Sponsor(s): Director Planning and Growth Project Budget: $150,000 2016 - 2017(and continuing into 2017 for as long as required) Key Stakeholders: Local Residents Liverpool City Council 2016 - 17 Key Deliverables Activity

Accountability

Conduct quarterly No Intermodal Committee meetings or as required

Manager Strategic Planning

Prepare technical assessments of reports and development proposal documents and studies

Manager Strategic Planning

Prepare submissions and make representations in PAC hearings and meetings

Manager Strategic Planning

Undertake media campaigns and community consultation as required to promote awareness

Manager Strategic Planning

Activity

Accountability

Prepare Community Engagement Strategy for Community Strategic Plan

Manager Corporate Strategy and Performance

Design community engagement workshops using various methodologies outlined in the Manager Corporate Strategy and Community Engagement Strategy Performance Implement community engagement through interactive suburb based workshops, community engagement booths, community surveys, advertisements etc.

Manager Corporate Strategy and Performance

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

NO INTERMODAL CAMPAIGN

2016 - 17 Key Deliverables

101

Strategic Project

FILM CULTURE AT CASULA POWERHOUSE

CHILDREN & YOUNG PEOPLE DEVELOPMENT PROGRAMS

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:

The Children & Young People Development programs aim to:

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 project involves development of children & young people with an engaged interest in the arts. The project runs under the umbrellas of:

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

102

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

• •

CPAC Youth The Casula Kids (as part of the Way out West Festival for Children)

Project Sponsor(s): Director Community and Culture

Project Budget: $22,500 in 2016 - 2017

Project Budget: $15,000 in 2016 - 2017

Key Stakeholders: Local Residents Youth and Children

Key Stakeholders: Local Residents Non Local Residents

2016 - 17 Key Deliverables

2016 - 17 Key Deliverables Activity

Accountability

A series of film screenings to engage with the local community

Director Community and Culture

Develop film culture audiences

Marketing Officer

Activity

Accountability

Develop and execute a number of programmed events by CPAC Youth including: • Arts Meets West • Halloween End of Year Wind Down • 2017 Production • Journey Maker Station (as part of the 2016 Way out West Festival for Children) • Destination: Imagination (as part of the 2016 Way out West Festival for Children)

Curator/Producer Theatre

Develop and execute a number of programmed events by the Casula Kids as part of the 2016 Way out West Festival for Children including: • Mini Cine • Baby Hearts Disco • Kids Reporters (in partnership with CuriousWorks) • The Art of Being a Creative Kid

Curator/Producer Theatre

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

• • • • • •

• • • •

103

DIRECTION 5

NATURAL SUSTAINABLE CITY

Natural Sustainable City

This direction is about protecting the environment and ensuring development is sustainable and ecological. Council will advocate sustainability goals and regenerate Liverpool’s natural environment. Council will lead by example and implement environmentally sustainable practices while engaging and informing the local community through a range of educational initiatives. Infrastructure which protects the community from natural events like flooding will be developed and maintained.

104

5a • Lead the community to develop and implement environmentally sustainable practices.

10-Year Community Targets • Increased natural bushland corridors that are restored.

• Improved condition of rivers and waterways to B+ or better.

5b • Enhance and protect natural corridors, waterways and bushland.

• At least 80% of domestic waste is diverted from

5c • Reduce adverse environmental impacts for present and future generations.

• A yearly household water consumption

landfill.

rate comparable to Greater Sydney at 200 kilolitres or better.

Community Measures Council’s Principal Activities/ Services 5.1 5.2 5.3

Floodplain and Water Management Parks, CBD and Waste Management Sustainable Environment

• Community satisfaction with health of rivers • •

and creeks Community satisfaction with the domestic waste service Community satisfaction with festivals and major events

Council’s Strategic Projects • Austral-Leppington Drainage Design • Waste Less, Recycle More Program

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

10-Year Strategies

105

Floodplain and Water Management Natural Sustainable City 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.

KPI

Target

Frequency

Source

Who reports

Undertake assessment of development applications on flood prone land

Percentage of development applications (DA) assessed within 10 days

80%

Quarterly

Record of DAs referred

Manager Technical Support

Undertake design of stormwater management structures

Design of stormwater management structures for Austral, North Leppington and East Leppington precincts

100%

Quarterly

Consultant progress report

Develop water quality education and awareness strategy

Water quality education and awareness strategy developed

100%

Annually

Progress report

Undertake a program of upgrades and renewals to ensure ongoing

Length of drainage pipes rehabilitated

Program delivery - 95%

Quarterly

Capital Works Project Report

performance of drainage infrastructure

scheduled program delivered by 30 June.

External Partners and Stakeholders

• • • •

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

Key Documents/Polices/Strategies

• Floodplain Risk Management Studies and Plans - various plans covering the five Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

major floodplains

106

• NSW Floodplain Development Manual 2005 • Water Management Policy and Water Quality Management Strategy (Draft) - 2016 • Liverpool Development Control Plan 2008

Operating Projects

Total Budget

Key Deliverables

Development of standard drawings to support the implementation of WSUD

$15,000

•

Standard drawings for WSUD.

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

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

Manager Infrastructure Delivery

Project Owner Manager Technical Support

Manager Infrastructure Delivery

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

Ongoing Outputs / Activities

NATURAL SUSTAINABLE CITY

5.1

Floodplain and Water Management

107

External Partners and Stakeholders

• NSW Environment Protection Authority • Western Sydney Regional Organisation of Council (WSROC) • Local Businesses and Residents Key Documents/Polices/Strategies

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

NSW EPA Waste Avoidance and Resource Recovery Strategy 2014-21 December 2014 The Western Sydney Regional Waste Avoidance and Resource Recovery Strategy 2014-2017 May 2015

108

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Collect and process general waste, recycling and green waste

Percentage of kerbside waste diverted from landfill

70%

Monthly

Tip dockets and/or contractor reports

Waste Projects Officer

Collect and process bulky waste

Tonnage of bulky and other waste collected

Monthly

Tip dockets and/or contractor reports

Waste Projects Officer

including mattresses and metal waste Collect household chemical waste

Tonnage of household chemical 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 events and education programs

Attendance at all major Council events

Quarterly

Attendance of staff at these events

Waste Projects Officer

Cleaning of public spaces including street sweeping

Percentage of major roads swept daily

100%

Quarterly

Daily run sheets stats

Coordinator Cleansing and Waste

Investigate illegal dumping

Number of incidences of illegal dumping investigated

100 incidents per month

Monthly

EPA RID online database (includes TRIM, GEACs)

Coordinator Cleansing and Waste

Undertake programmed and responsive maintenance of parks, gardens and open spaces

Percentage of customer related amenity requests actioned within 48 hours

80%

Monthly

Daily run sheets stats and GEACs

Coordinator Parks and Playgrounds

Project Owner

Operating Projects

Total Budget

Key Deliverables

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 increase recovery of waste and diversion from landfill

$1,283,371

•

Facilitate the management and disposal of waste especially that of problem waste

Domestic Waste Section

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Parks, CBD and Waste Management Key Direction: Natural Sustainable City Responsibility(s): Coordinator Waste Management Coordinator Cleansing and Waste Coordinator Parks and Playgrounds Service 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.

5.2 NATURAL SUSTAINABLE CITY

5.2

Parks, CBD and Waste Management

109

Service Description This service facilitates restoration activities on key sites to improve biodiversity and water quality outcomes. It aims to increase the capacity of Council and the community to make informed Sustainable Environment related decisions via the development of strategy, education and engagement. External Partners and Stakeholders

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

110

Environmental Restoration Plan 2007 Biodiversity Management Plan 2012 Climate Change Adaptation Plan 2013 Energy Management Plan 2012 Water Efficiency Plan 2012 Georges River Floodplain Risk Management Study and Plan 2004

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Develop and deliver capital bush regeneration works within priority bushland areas

Increase in area of Council land improved through bush regeneration activities

200,000m²

Annually

Collated data

ERP Coordinator

Maintain bushland regeneration works

Area of Council land maintained through bush regeneration activities

900,000m²

Annually

Collated data

Director City Presentation

Deliver Environmental Education Workshops

Total number of Sustainability Workshops delivered

Annually

Collated data

ERP Coordinator

Deliver Environment Restoration Plan Volunteer Program

Number of Environment Volunteer Groups Supported

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

Coordinator Sustainable Environment

Assess applications to prune or remove trees on private property

Assess applications within 10 business days

80%

Quarterly

Collated data

Tree Preservation Officer

Project Owner

Operating Projects

Total Budget

Key Deliverables

Develop Weed Management Strategy

$20,000

•

Liverpool Weed Management Strategy developed

Manager Technical Support

Review Environment Restoration Plan

$25,000

•

Review of the Environment Restoration Plan completed

Manager Technical Support

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

$35,000

•

Community Consultation and design plans completed

Manager Technical Support

Undertake bush regeneration works at 11 sites and continue to maintain existing bush regeneration sites in accordance with the Environmental Levy Program.

$800,000

• • • • • • • • • • •

Clinches Pond Area 1, Moorebank Glen Regent Reserve Area 2, Casula Tepper Park Area 3, Liverpool Blamfield Oval Area 2, Liverpool Brickmakers Creek Area 2, Warwick Farm River Walk Riparian Area 3, Voyager Point Pye Hill Reserve Area 1, Cecil Hills Bill Anderson Reserve Area 1, Kemps Creek Mannix Park Area 3, Heckenberg Lot 10 Heathcote Road Area 2, Holsworthy Dwyer Oval Area 2, Warwick Farm

Infrastructure Delivery

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Sustainable Environment Key Direction: Natural Sustainable City Responsibility(s): Manager Technical Support Manager Infrastructure Delivery

5.3 NATURAL SUSTAINABLE CITY

5.3

Sustainable Environment

111

Strategic Project

112

WASTE LESS, RECYCLE MORE

The project involves the development of detailed concept designs of flood detention basins, water quality treatment basins (bio-retention basins), trunk drainage systems and overland flow paths/ constructed channels in the Austral/Leppington North Precincts. The design project will facilitate to progress smooth development in the area with certainty and clarity of necessary stormwater management measures and will ensure that adverse impacts of developments are minimised. In addition, the project will also involve hydraulic assessment of flood conveyance capacities of existing culvert crossings and design of culvert capacity improvement works. Project Sponsor(s): Director Infrastructure and Environment Project Budget: $1 Million (Design Only) in 2016 - 2017

New South Wales Environment Protection Authority provides funding support to local councils so that they can work with their communities to increase recycling and reduce illegal dumping and littering. Council has proposed a number of projects to the NSW EPA to achieve these objectives. Project Sponsor(s): Director City Presentation Project Budget: $419,670 in 2016 - 2017 Key Stakeholders: Local Residents Local Businesses 2016 - 17 Key Deliverables

Key Stakeholders: Local Residents 2016 - 17 Key Deliverables

Activity

Accountability

Continue Be Sharp Safe Sharps Disposal Program

Waste Management Coordinator

Employ two Waste and Recycling Ambassadors

Waste Management Coordinator

Activity

Accountability

Prepare detailed concept design of water cycle management devices

Manager Technical Support

Implement Top Hot Spots Illegal Dumping Prevention and Management Program

Waste Management Coordinator

Develop concept design of major trunk drainage system

Manager Technical Support

Purchase customised event bin covers and curtains

Waste Management Coordinator

Review Environmental Factors (REF)

Manager Technical Support

Establish an in-house Garage Sale Program

Waste Management Coordinator

Prepare Vegetation Management Plan (VMP)

Manager Technical Support

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

AUSTRAL-LEPPINGTON DRAINAGE DESIGN

113

DIRECTION 6

ACCESSIBLE CONNECTED CITY

Accessible Connected City

This direction is about local and global connections. Council will work collaboratively with all relevant partners to improve the connectivity and functionality of Liverpool’s transport systems. Infrastructure will continue to be delivered to facilitate an integrated transport system that supports safe and easy driving, walking, cycling and public transport.

114

10-Year Strategies

10-Year Community Targets

6a • Provide safe and easy travel with a high quality road and traffic management network.

• 25% of trips to work are made by modes other

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.

Council’s Principal Activities/ Services 6.1

Asset Planning and Management

6.2

Investigation and Design

6.3

Roads, Footpaths and Cycleways

6.4

Traffic, Transport and Parking

• •

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.

Council’s Strategic Projects •

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

115

Service Name: Key Direction: Responsibility(s):

Asset Planning and Management Accessible Connected City 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.

External Partners and Stakeholders

• • • • • •

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

6.1

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Statutory Reporting

All financial and statutory reports are completed to a satisfactory standard within deadline

100%

Annually

Status report

Manager Technical Support

Asset management systems

Complete predictive modelling of: • bridges and culverts • kerb and gutter and • pipe assets

100%

Quarterly

Inspection data

Manager Technical Support

Asset management plans

Develop AMP for Council’s entire building portfolio.

100%

Quarterly

Using current inspection data

Manager Technical Support

Key Deliverables

Undertake Fair Valuation of building assets by registered Valuer

$80,000

•

Complete inspection of Council building and submit report for statutory reporting.

Key Documents/Polices/Strategies

Undertake condition assessment of community facilities (Heritage and Major buildings)

$50,000

•

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

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.

Project Owner Manager Technical Support

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Total Budget

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Operating Projects

ACCESSIBLE CONNECTED CITY

6.1

Asset Planning and Management

116

117

Service Name: Key Direction: Responsibility(s):

Investigation and Design Accessible Connected City 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.

6.2

Ongoing Outputs / Activities

KPI

Target

Frequency Source

Who reports

Percentage of 2016/17 Design Projects completed

Review the completed tasks

90%

3 months

I&D Works Program (Microsoft Project Program)

Manager Technical Support

Bathurst Street Extension Design

Review the completed tasks

100%

3 months

Consultant’s Project Program (Microsoft Project)

Manager Technical Support

Georges River Boardwalk and Pedestrian Bridge/ramp Design

Review the completed tasks

100%

3 months

Consultant’s Project Program (Microsoft Project)

Manager Technical Support

External Partners and Stakeholders

• • • •

Roads and Maritime Services Planning and Growth City Presentation Infrastructure Delivery

Operating Projects

Total Budget

Key Deliverables

Bathurst Street Extension Design

$500,000

•

Concept and Detailed design including REF

Georges River Boardwalk and Pedestrian Bridge Design

$600,000

•

Concept and Detailed design including REF

ACCESSIBLE CONNECTED CITY

6.2

Investigation and Design

Project Owner Manager Technical Support

Key Documents/Polices/Strategies

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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

118

119

Key Deliverables

Undertake rehabilitation and resurfacing of sections of Council roads

$6,845,290

• • • • • • • • •

Infrastructure Delivery - Roads, Footpaths and Cycleways Accessible Connected City 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.

• • • • •

External Partners and Stakeholders

•

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

• •

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

120

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

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Plan and deliver adopted program of upgrades and renewals to Council’s large portfolio of roads and transport related assets comprising roads, footpaths, cycleways, bridges, and traffic control facilities to ensure ongoing serviceability.

No. of projects completed vs no. of projects scheduled

Program delivery - 95% scheduled program delivered by 30 June.

Quarterly

Capital Works Project Report

Manager Infrastructure Delivery

Value of carry over vs total budget

Budget control - less than 90% program with expenditure variance of over 10%.

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

Project Owner Manager Infrastructure Delivery

6.3

Complete pavement resurfacing and preventative treatments on local roads to slow down the rate of pavement deterioration

$2,793,000

Manager Infrastructure Delivery

Provide new paved footpaths to improve accessibility and mobility across the LGA

$1,442,670

• • • • • • • • • • • • • • •

Footpaths - Prestons Footpaths - Middleton Grange Footpaths - Ashcroft Footpaths - Busby Footpaths - Lurnea Footpaths - Moorebank Footpaths - Pleasure Point Footpaths - Sadleir Footpaths - West Hoxton Footpaths -Warwick Farm Footpaths - Miller Footpaths - Liverpool Footpaths – Holsworthy Footpath - Lang Road, Casula Footpath - Ross St, Chipping Norton

Manager Infrastructure Delivery

Provide cycleways to improve accessibility and mobility across the LGA

$2,044,000

• • • • •

Jedda Road, Prestons Newbridge Road, Chipping Norton Elizabeth Street, Liverpool Glenfield Road, Casula Hume Highway - Casula

Manager Infrastructure Delivery

Provide ten standard compliant bus shelters

$150,000

10 bus shelters delivered

Manager Infrastructure Delivery

Upgrade existing bus stops for compliance with disability standards

$463,500

Accessible bus stops

Manager Infrastructure Delivery

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

Total Budget

ACCESSIBLE CONNECTED CITY

6.3

Infrastructure Delivery - Roads, Footpaths and Cycleways

Operating Projects

121

Traffic, Transport & Parking Accessible Connected City 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.

Target

Frequency

Source

Who reports

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 and request for the improvements

14 days

Monthly

Pathways

Admin Support

Assess traffic impact of development applications, rezonings 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 major transport 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 Cocoordinator

Total Budget

Key Deliverables

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.

Prepare 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

Operating Projects

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

External Partners and Stakeholders

122

• • • • •

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

Key Documents/Polices/Strategies

• • • • •

Austroads Traffic Guidelines 2005 Roads and Maritime Services Traffic Management Guidelines 1990 RMS Guide to Traffic Generating Development 2002 Liverpool City Centre Traffic Study 2014 NSW Long Term Transport Masterplan 2012

6.4

Project Owner Service Manager, Traffic and Transport

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

KPI

ACCESSIBLE CONNECTED CITY

6.4

Traffic, Transport & Parking

Ongoing Outputs / Activities

123

Strategic Project

LIVERPOOL CITY CENTRE TRAFFIC STUDY

124

This project aims to provide a safe, secure and active connection between the city centre and the Georges River. The new boardwalk and bridge structure will also connect the existing station concourse over the railway lines to Haig Avenue/Newbridge road. It is intended that the new pedestrian route will follow the disused railway bridge pylons across the Georges River. The board walk will also provide a continuous and fully accessible link along the Georges River between Mill Park to the south of the City and Haigh Park to the north/east. Project Sponsor(s): Director Infrastructure and Environment Project Budget: $495,000 (Design Only) in 2016 - 2017

Key Stakeholders Local Residents Local Businesses Commuters Non Locals

2016 - 17 Key Deliverables

These studies will assess existing conditions and identify traffic and transport impacts, including public transport and parking provisions. These studies will also recommend the required staged improvements, with costings, to accommodate proposed additional development in Liverpool City Centre. Project Sponsor(s): Director Planning and Growth Project Budget: $210,000 in 2016 - 2017 Key Stakeholders: Infrastructure, Housing and Employment Land Release, Department of Planning and Environment Executive Director Transport Strategy, Transport for New South Wales Assistant General Manager and City Planning Manager, Penrith City Council Director Planning and Growth, Liverpool City Council Manager Strategic Planning, Liverpool City Council Local Residents 2016 - 17 Key Deliverables Activity

Accountability

Activity

Accountability

Review the recommended costed improvement strategies to meet the future traffic challenges and prepare a report to Council

Manager - Traffic and Transport

Full investigation and design to enable fully costed designs to be developed

Manager Technical Support

Review the recommended strategic plan to meet the future pedestrian and cycling needs and prepare a report to Council

Manager - Traffic and Transport

Review the recommended strategic plan to improve public transport infrastructure and services through the City Centre including Liverpool bus interchange and taxi service requirements and prepare a report to Council

Manager - Traffic and Transport

Review the recommended car parking strategy, which will include both on-street and off-street parking provision and signage, and prepare a report to Council

Manager - Traffic and Transport

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

GEORGES RIVER – BOARDWALK AND BRIDGE OVER RAILWAY PYLONS

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

125

Strategic Project

Strategic Project BATHURST STREET EXTENSION 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 Councilâ&#x20AC;&#x2122;s Building Our New City initiative that will enable efficient traffic flow from Liverpool CBD to the eastern suburbs and Bankstown airport via Newbridge Road. Construction of the project is anticipated in the 2017 - 2018 financial year once the detailed design is completed. Project Sponsor(s): Director Infrastructure and Environment Project Budget: $500,000 (Design Only) in 2016 - 2017 Key Stakeholders Local Residents Local Businesses

126

CONSTRUCTION OF BERNERA ROAD (FORMER CROATIA AVENUE), EDMONDSON PARK The purpose of the proposed road works is to provide a link between Liverpool â&#x20AC;&#x201C; Parramatta BusTransit Way in the north and a newly constructed train station at Edmondson Park. It will be an extension of existing Bernera Road from the intersection of Camden Valley Way to south along the realigned Croatia Avenue. It will provide a main road-based public transport access to newly developed Edmondson Park and surrounding suburbs which will have a bus priority corridor. Project Sponsor(s): Director Infrastructure and Environment Project Budget: $25 Million in 2015 - 2017

Key Stakeholders Local Residents Non Locals Local Police Local Businesses Department of Transport

2016 - 17 Key Deliverables Activity

Accountability

Develop designs, acquire land, secure funding, tender and construct

Manager Technical Support

Activity

Accountability

Prepare traffic modelling by September 2016

Manager Development Engineering

Develop concept and detailed design by June 2017

Manager Technical Support Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

2016 - 17 Key Deliverables

127

Leading Proactive Council

LEADING PROACTIVE COUNCIL

DIRECTION 7

This direction is about Council, its customers and operations. Council will place customer satisfaction, innovation and best practice at the centre of all its operations, continuing to build on its strong financial position by effectively and efficiently managing its resources and assets.

128

10-Year Strategies

10-Year Community Targets

7a • Position Council as an industry leader, delivering best practice and innovation.

• Increased number of people report satisfaction

7b • Lead partnerships and collaboration with community, business and governments.

• •

7c • Provide business excellence and financial sustainability to deliver services that meet community expectations.

Community Measures

Council’s Principal Activities/ Services 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10

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 satisfaction with their contact with •

Business Improvement Corporate Strategy Council and Executive Services Financial Management Governance and Legal Internal Audit Information and Technology Support People and Organisational Development Property Group Work Health and Safety

Council Community satisfaction with information on Council’s website

Council’s Strategic Projects • New Community Strategic Plan and Delivery Program

• Liverpool Civic Place • Southern CBD Master plan

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

129

Business Improvement Leading Proactive Council Director Business Improvement

Service Description The Business Improvement Directorate aims to inspire, empower and support Council staff with best practice improvement methodologies, skills, tools and thinking to continuously improve and achieve their potential. This unit undertakes in-depth analysis in order to understand the structure, policies, processes and operations of different Council functions. The team partners with different departments to recommend solutions which enable Council to improve the quality of the services being delivered by gathering data and undertaking feasibility studies. The team also facilitates the mapping of Council’s processes, supporting staff to make changes from a business perspective and ensure that these changes are aligned with business needs and objectives.

External Partners and Stakeholders

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

• • • •

130

All Council directorates External suppliers Elected Leaders Consultants and Industry experts

Target

Frequency

Source

Who reports

Undertake organisational improvement projects and implement efficiencies.

Percentage of BI projects undertaken with efficiencies > 20%

40%

Quarterly

Internal reports

Director Business Improvement

Percentage of projects undertaken that contribute to Council’s Strategic Plan Implementation of Promapp

Percentage of corporate processes mapped and improved with efficiencies > 15% Percentage of corporate processes mapped with qualitative improvements.

Operating Projects Impacts of outbound bulk print, fold, insert and mail distribution on new Customer Service Centre

Total Budget

Key Deliverables

In-house

•

Quarterly

ProMapp

Director Business Improvement

60%

Project Owner Director Business Improvement

• • •

Assess current system functionality & provide recommendation based on cost benefit analysis Delivery of implementation plan Source Consulting services and engage with key stakeholders Implement standard process & train staff

Director Business Improvement

•

In-house

20%

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

7.1 75%

•

Transform and enable e-business capabilities within Customer Service

In-house

• • • •

Review current processes & evaluate market options Engage with key stakeholders i.e. IT, Finance, Alliance & prepare business case Delivery of implementation plan Implement standard process & train staff

Director Business Improvement

Deliver a continuous process improvement program

In-house

• • •

Engage with all directorates and identify opportunities for operational improvements that will deliver savings to Council Establish short and long term goals Develop project plans for short, medium & long term goals

Director Business Improvement

Develop a business planning framework for 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 Business Improvement Manager Corporate Strategy

Deliver a standard project methodology for continuous improvement

In-house

•

Project methodology developed.

Director Business Improvement

Enhance the effective use of TRIM

In-house

•

Create a training program to educate staff on regulatory requirements to capture customer communications. Create focus group to help enhance how TRIM can be utilised and enhanced to assist all departments.

Director Business Improvement Director Business Improvement

•

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

• • • • • •

Conduct workshops for further training Provide monthly status reports Conduct quarterly process quality reviews Automate Monthly Promapp Scorecard with existing software technology Build and test reporting tool Train staff and implement new process

Director Business Improvement

• Review document storage, retrieval & secure bin destruction contracts utilised by Records service Delivery Unit to identify long term cost saving strategies

In-house

Facilitate the completion of Promapp Process Mapping

In-house

• • •

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

KPI

LEADING PROACTIVE COUNCIL

7.1

Business Improvement

Ongoing Outputs / Activities

131

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 Councillors Draft 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.

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 survey Information session held with Executive Team and Councillors on survey findings Results inputted into the CSP delivery report

Update the Growing Liverpool 2023 video

$20,000

Develop scripting with Mayor’s office and Communications Engage a video production company to produce video Video distributed and publicised

Develop the new 10-year Community Strategic Plan for Liverpool in line with IP&R legislation

In-house

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

Engage state and federal departments and local business in development of the plan Workshops held with Councillors and Management team to review directions and strategies and develop new community indicators/ measures Document approved by Council and launched

Develop a business planning framework for 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

Key Documents/Polices/Strategies

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 exist Refine 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 development Oversee the development of the Resourcing Strategy, including: • Long Term Financial Plan • Workforce Management Plan • Asset Management Plan Public Exhibition and adoption of Plan and Budget Update 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 held Evaluation survey distributed to all staff

Service Name: Key Direction: Responsibility(s):

Corporate Strategy Leading Proactive Council Manager Corporate Strategy

Service Description Corporate Strategy drives the development, implementation, review and monitoring of Council’s strategic documents in accordance with legislative requirements. The team provides direction to the organisation on Council’s community priorities and facilitates community engagement in the development of Council’s strategic and operational plans. Corporate Strategy undertakes continuous improvement of Council’s corporate performance indicators and coordinate the preparation of statutory reports in accordance with legislative timeframes. External Partners and Stakeholders

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Division of Local Government – Integrated Planning and Reporting Guidelines for NSW March 2013

132

Key Deliverables

Who reports

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

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

Deliver quarterly CEO presentations to staff on Council’s strategic direction

Staff satisfaction at CEO Briefings

90%

Quarterly

Survey Monkey

Manager Corporate 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

Internal reports

Manager Corporate Strategy

Project Owner Manager Corporate Strategy

7.2

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Total Budget

LEADING PROACTIVE COUNCIL

7.2

Corporate Strategy

Operating Projects

133

Council & Executive Services Leading Proactive Council 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.

KPI

Target

Frequency

Source

Who reports

Preparation of Council Agendas and posting on website and Diligent system as per timeline

Agendas prepared in accordance with the requirements of Council’s Code of Meeting Practice

100%

Monthly

InfoCouncil and website

Council and Executive Services Coordinator

Assigning of Council resolutions to responsible officers

Councillor resolutions assigned within 48 hrs of meeting

100%

Monthly

TRIM

Council and Executive Services Coordinator

Completion of Council meeting minutes

Minutes of Council meeting posted on website within 48 hours

100%

Monthly

Website and TRIM

Manager Council and Executive Services

Managing, recording and tracking of Councillor requests

Percentage of requests actioned within agreed time frames

2 working days

Monthly

TRIM

Councillor Support Officer

Prepare and manage Outstanding Resolutions Report

Outstanding Resolutions Report provided to the Executive team each month (reduce the number of outstanding resolutions over time) and actively follow up to ensure completeness within timeframes

75% completed within timeframes

Monthly

TRIM

Council and Executive Services Coordinator

Preparation of Councillor request report

Councillor requests report provided to the Councillors and 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

External Partners and Stakeholders

• • • • • • •

Office of Local Government State and Federal Government agencies Elected Leaders Local Government Association Conference National General Assembly Conference Western Sydney Regional Organisation of Councils Councillors

Key Documents/Polices/Strategies

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Code of Meeting Practice Civic Expenses and Facilities Policy Civic Awards Policy

134

25 November 2015 25 November 2015 3 February 2016

Total Budget

Key Deliverables

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

Completion 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 be conducted 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 be conducted 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

Operating Projects

Project Owner Manager Council and Executive Services

7.3

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

Ongoing Outputs / Activities

LEADING PROACTIVE COUNCIL

7.3

Council and Executive Services

135

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

136

KPI

Target

Frequency

Source

Who reports

Develop and implement Council’s financial management policies and procedures

Operating performance ratio (Average over 3 years)

>=0% By 2018/19

Yearly

Tech One

Manager Financial Services

Own source operating Revenue ratio (Average over 3 years)

>60% By 2018/19

Yearly

Tech One

Debt service ratio (Average over 3 years)

<20% By 2018/19

Yearly

Tech One

Prepare Council’s annual operating & capital program budget

Asset renewal compared to depreciation (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

Partner with Business Directorates

N/A

Manager Financial Services

External Partners and Stakeholders

to help achieve budget results

• • • • • •

Capture & Process Financial Transactions

Complete Financial Close with 4-5 working days

95%

Monthly

Tech One

Perform Asset & Liability Account Reconciliations

Complete balance sheet account reconciliations by 15th day following quarter end

100%

Quarterly

TRIM

Key Documents/Polices/Strategies

Prepare Council’s annual statutory financial statements

100%

Yearly

TRIM

Investment Policy May 2015 Office of Local Government/ NSW T-Corp performance benchmarks - most recent Australian Accounting Standards- most recent Office of Local Government Code of Accounting Practice- not yet released

Audited Financial Statements lodged with OLG within statutory timeline – on or before 31 October

Prepare Council’s Business Activity Statements

Lodge with statutory timeline – on or before 21st of following month

100%

Monthly

ATO Portal

Calculate Council’s Fringe Benefit Tax Liability

Lodge with statutory timeline – on or before 21st of April

100%

Yearly

ATO Portal

Manage Council’s investment portfolio

Return on investment

>BBSW

Monthly

Council Report

Manage Accounts Receivable Function

% of General Debtors outstanding

< 5%

Yearly

Pathway

Manage Accounts Payable Function

Pay contractor invoices with 15 days (required under Security of Payment Act)

100%

Yearly

Tech One

Pay general creditors within trading terms

90%

Yearly

Tech One

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

7.4

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Financial Services Key Direction: Leading Proactive Council Responsibility(s): Manager Financial Services

Ongoing Outputs / Activities

LEADING PROACTIVE COUNCIL

7.4

Financial Services

137

Governance and Legal Leading Proactive Council Manager Governance & Legal Services

Service Description These areas provide day-to-day governance, legal and procurement services to internal Council clients, and provide access to Council information to the general public in accordance with the public interest. Internal audit provides an independent, objective assurance and consulting activity designed to add value and improve Council’s operations. External Partners and Stakeholders

• • • • • • • • •

Liverpool Council ratepayers External Legal Providers Audit and Risk Committee Independent Commission Against Corruption Office of Local Government NSW Ombudsman Information and Privacy Commission External Auditor (NSW Audit Office)

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

138

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Provide legal services to internal stakeholders

Value of internal legal work (market rates)

$505,000p.a

Bi-annually

Legal Services

General Counsel

Manage Council’s ongoing

Compliance with statutory reporting requirements for Government Information (Public Access), Public Interest Disclosures, Code of Conduct, and Pecuniary Interest Disclosures.

100%

Bi-annually

Governance

Governance Coordinator

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

Governance Coordinator

Manage Council’s public access to information processes

Number of formal and informal GIPA applications, and inter- agency access applications, processed within statutory timeframe

700p.a

Bi-annually

Governance

Governance Coordinator

Provide support for Council business units in purchasing and procurement activities

Number of tenders, formal quotes, and informal quotes managed

60p.a

Bi-annually

Governance

Governance Coordinator

Service Statistics

Number of nonconformances with Court, Commission or Tribunal timetables

0p.a

Bi-annually

Legal Services

General Counsel

compliance with Office of Local Government reporting requirements

Access to Council Information Policy 12 November 2015 Councillor Access to Information and Interaction with Staff Policy 20 June 2014 Legal Services Policy 29 July 2015 Procurement Manual 3 March 2015 Operating Projects

Total Budget

Complete and implement TechOne Contracts Management system and integrate with Infrastructure and Environment project initiatives

Key Deliverables

Project Owner

TechOne Contract Register operational and integrated with Infrastructure and Environment Activities by December 2016

Procurement Coordinator

Governance Coordinator

Implement and integrate a new delegations management system

$10,000

New delegations management system in place and operational by October 2016

Implement a system for managing compliance with new and amended legislation

($4,000p.a)

(Complete)

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Key Direction: Responsibility(s):

7.5 LEADING PROACTIVE COUNCIL

7.5

Governance and Legal

139

Service Name: Internal Service/Principal Activity: People and Audit Organisational Development Key Direction: Leading Proactive Council Responsibility(s): Manager Internal People and Audit Organisational Development Service Description This service performs annual enterprise risk management, internal audits, investigations and probity reviews.

7.6

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Complete Annual Enterprise Risk Management Review

Review completed in May 2016 for the 2017-18

N/A

Internal

Manager Internal Audit

Internal Audit Plan completed and

Plan for 2016-17 completed

N/A

Internal

Manager Internal Audit

Percentage of planned audits completed

100% by end of year

Quarterly

Internal

Manager Internal Audit

approved for implementation Implement the internal audit plan

LEADING PROACTIVE COUNCIL

7.6

Internal Audit

External Partners and Stakeholders

• External Auditors • Independent Commission Against Corruption • Office of Local Government Key Documents/Polices/Strategies

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Audit Risk Committee Charter 2015 Internal Audit Charter 2015

140

141

Information People and Organisational and TechnologyDevelopment Support Leading Proactive Council Manager Information People and Organisational Technology Development

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.

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Provide equipment and software and support to all appropriate staff to enable day to day operations

Percentage operations and systems uptime

98%

Monthly

Internal

Percentage of resolutions

100%

Quarterly

Internal

Manager Information Technology

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

of IT Help Desk calls

External Partners and Stakeholders

• • • • • • • •

Australia Post Grace Records Management Kapish Government Records Repository TPG (Virtual Data Centre (VDC) & Wide Area Network (WAN)) IT Managers Local Government Network Local Government Vendor Management Panel (VMP) Current Corporate Management System Vendors

Operating Projects

Total Budget

Key Deliverables

Project Owner

Implement access to Council systems from anywhere anytime

(part of mobile computing strategy)

Accessibility to Council Corporate Systems for all site staff and accessibility for local community to Pathway. Accessibility to mobile device apps.

Manager Information Technology

Implement WiFi for all major Council sites

$186,000

Secure WIFI access at all council sites

Team Leader Projects

Implement Modern Telephony

$100,000 per year

Implement modernised telephony system

Team Leader Business Engagement

Rebuild Council website

$300,000

Implement web responsive design, current content and an improved look and feel. Integration to Council Corporate Systems including ePlanning.

Manager Information Technology

IT Helpdesk upgrade and self service

(part of Corporate Systems upgrade)

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

142

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

Team Leader Business Engagement

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service Name: Service/Principal Activity: Key Direction: Responsibility(s):

7.7 LEADING PROACTIVE COUNCIL

7.7

Information and Technology Support

143

People and Organisational Development Leading Proactive Council Manager People and Organisational Development People and Organisational Development Leading Proactive Council 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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

External Partners and Stakeholders

144

• • • •

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

Key Documents/Polices/Strategies Our People, Our Workplace, Our Future – Council’s Workforce Management Plan November 2015

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Deliver recruitment services and advice that attracts the right people to the right jobs

Recruitment rate (number of permanent employees recruited as a percentage of permanent FTE)

1.5%

Monthly

Aurion

POD

Deliver streamlined and automated recruitment services that deliver timely outcomes

Average time to fill a position (from advertisement to date started)

10 weeks

Monthly

Aurion

Position Council as an employer of choice

Applicant rate (applicants for position/total offers accepted)

50%

Monthly

Aurion

Deliver and enhance Developing Our People Program

Developing Our People impact ratio (percentage of employees who attend a learning and development activity as a total of FTE)

20%

Monthly

Aurion

Develop strategies for retaining talented people

Staff engagement

60%

Yearly

Climate Survey

Turnover rate

0.9%

Monthly

Aurion

Reduction in first year turnover rate

0.9%

Monthly

Aurion

Operating Projects

Total Budget

Key Deliverables

Project Owner

Develop and implement a new approach to attracting, recruiting and engaging new employees

$15,000

“Great People, Great Workplace” careers page promoting Council as an employer of choice launched

Co-ordinator, People and Workplace

E-recruitment capability to simplify and automate the job application and supporting recruitment and selection process launched 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 individual development needs identified through performance management processes are captured through “People Achieving” A capability approach for performance goal setting and assessment through “People Achieving” established

Co-ordinator, Talent Development

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service/Principal Activity: Key Direction: Responsibility(s): Service Name: Key Direction: Responsibility(s):

7.8 LEADING PROACTIVE COUNCIL

7.8

People and Organisational Development

145

Service/Principal Activity: People and Organisational Development Key Direction: Leading Proactive Council Responsibility(s): Manager People and Organisational Development Service Name: Property Group Key Direction: Leading Proactive Council Responsibility(s): Director Property & Commercial Development Service Description The Property Group works with all sections of Council as well as external stakeholders to provide property solutions and advice. The overall objective is to effectively manage Council’s property portfolio and to provide property solutions that would improve Council’s long term financial viability.

External Partners and Stakeholders

• • • • •

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

7.9

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Property Asset Management

N/A

Facilities Management

N/A

Road Closures

N/A

Property Acquisitions & Disposals

N/A

Granting of Easements

N/A

Leases and Licenses

N/A

LEADING PROACTIVE COUNCIL

7.9

Property Group

146

Operating Projects

Total Budget

Key Deliverables

Project Owner

Deliver Liverpool Civic Place Project

N/A

Council Report – first quarter 2016/17

Property Group

Develop Property Asset Management Plans for all Major Property Assets

N/A

Commence first quarter 16/17

Property Group

Complete Strategic Assessment of Council’s Property Assets

$100,000

Develop Draft report 2016/17

Property Group

Complete the Southern Liverpool Central Business District Master Plan

$120,000

Council Report – first quarter 2016/17

Property Group

Develop a Strategic Heritage Property Plan

N/A

Develop Draft report 2016/17

Property Group

Investigate the development of future Community Hubs

$100,000

Council Report – late 2016

Property Group

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Key Documents/Polices/Strategies

147

People and Organisational Development Leading Proactive Council Manager People and Organisational Development Work Health and Safety Leading Proactive Council 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 •

• • •

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

• •

148

injury management as an integral part of their operational practices Developing and reviewing WHS policies, procedures and forms to ensure continuous improvement and to ensure that Council’s WHS System Model is compliant with the Work Health and Safety Model for Self–Insurers (WorkCover NSW) and National Self-Insurer OHS Audit Tool Support injured staff Recovery at Work Investigate incidents and hazards and advise of improved hazard control measures Deliver and identify programs to assist in the delivery of a safe work environment for our staff, volunteers and contractors Assist in the conduct of WHS Risk Assessments across all areas of Council’s operations Communication and consultation with employees in regard to WHS through the Work Health and Safety Committee

External Partners and Stakeholders

• SafeWork NSW Key Documents/Polices/Strategies Liverpool City Council Work Health and Safety Policy September 2016 Work Health and Safety Management System Program and Procedures June 2015

Ongoing Outputs / Activities

KPI

Target

Frequency

Source

Who reports

Participate in Work Health and Safety Audits

Half yearly planned WHS Management System Audits undertaken in accordance with WHS Audit Schedule.

100%

6 monthly

WHS records stored in Trim

WHS Coordinator

Undertake Workplace Health and Safety inspections

Half yearly WHS Workplace Inspections undertaken in accordance with schedule.

100%

6 monthly

WHS records stored in Trim

WHS Coordinator

Implement WHS Corrective Actions

Corrective Actions completed / actioned in accordance with due action date i.e. <60days and <90 days.

100%

6 monthly

Aurion and Pathways

WHS Coordinator

Eliminate Workers’ Compensation Claims across Council operations.

Reduction in the number of Workers’ Compensation Claims from the F15/16.

20%

6 monthly

Figtree

Risk Manager

Monitor and evaluate achievement towards Zero Harm at Work performance.

Reduction in Lost Time Injury Frequency Rate (LTIFR) from the F15/16

20%

6 monthly

Aurion and Figtree

WHS Coordinator

Operating Projects Progressive roll out across Council of a 2 day competency based Safety Leadership Development Program, for Managers and Coordinators

Total Budget $30,000

Key Deliverables

Project Owner

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.

WHS Coordinator & Directors

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Service/Principal Activity: Key Direction: Responsibility(s): Service Name: Key Direction: Responsibility(s):

7.10 LEADING PROACTIVE COUNCIL

7.10

Work Health and Safety

149

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

150

This project aims to review and update the existing Community Strategic Plan and subsequently develop a new Delivery Program which is in line with the objectives and directions of the newly elected Council. Project Sponsor(s): Director Business Improvement

2016 - 17 Key Deliverables

Key Stakeholders Local Residents Local Business Local Police Regional Agencies Council Staff

Activity

Accountability

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

Manager Corporate Strategy and Performance

Involve Councillors and Staff to validate and review current content and directions

Manager Corporate Strategy and Performance

Develop layout and content for the New Community Strategic Plan and Delivery Program

Manager Corporate Strategy and Performance

Prepare Draft Reports for endorsement by Council for public Exhibition

Manager Corporate Strategy and Performance

Exhibit Publicly and finalise the Community Strategic Plan and the Delivery Program

Manager Corporate Strategy and Performance

LIVERPOOL CIVIC PLACE The Liverpool Civic Place development has been identified as a key site, anchoring and activating the southern end of Liverpool CBD. Councilâ&#x20AC;&#x2122;s exciting and innovative vision for the Liverpool Civic Place development is to provide new Council offices, Library, Chambers and a mixed use development which could incorporate a combination of residential, commercial, retail, cultural, educational, serviced apartments, hotel and dining options and other uses. It is envisaged that the Liverpool Civic Place will be a catalyst and encourage more business and development within the southern end of the CBD. Project Sponsor(s): Director Property and Commercial Development Project Budget: $200 Million in 2017 - 2019 Key Stakeholders: Local Residents Liverpool City Council 2016 - 17 Key Deliverables Activity

Accountability

Extensive Stakeholder consultation and workshops

Property Group

Finalise Property Development Agreement

Property Group

Obtain development consent

Property Group

Commence construction

Property Group

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

NEW COMMUNITY STRATEGIC PLAN AND DELIVERY PROGRAM

151

Strategic Project SOUTHERN CBD MASTER PLAN The purpose of the Southern CBD Master Plan is to create synergies between all the major landholdings and guide the redevelopment of this precinct while considering spatial structure, built form and public domain. Project Sponsor(s): Director Property and Commercial Development Project Budget: $150,000 in 2016-17 Key Stakeholders: Local Residents Liverpool City Council

152

Activity

Accountability

Finalise the Draft Southern CBD Master Plan

Property Group

Council approval of Draft Southern CBD Master Plan

Property Group

Publicly exhibit the Draft Southern CBD Master Plan

Property Group

Adopt the Southern CBD Master Plan

Property Group

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

2016 - 17 Key Deliverables

153

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Financial Information

FINANCIAL INFORMATION

SECTION 4

154 155

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. Councilâ&#x20AC;&#x2122;s revenue and expenditure estimates have been adjusted to commensurate with the expected growth in 2016-17 and forward years.

Maintaining financial trends within accepted benchmarks Council is committed to maintaining critical financial performance indicators within acceptable benchmarks. Current and targeted benchmarks are:

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

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.

156

Actual

Projected

FY 14/15

FY 15/16

FY 16/17

FY 17/18

FY 18/19

FY 19/20

In 2016-17, Councilâ&#x20AC;&#x2122;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.

Operating Performance Ratio Benchmark: >=0% (Average over 3 years)

- 3.75%

-3.93%

-0.90%

-0.46%

0.48%

1.08%

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).

Own Source Operating Revenue Ratio Benchmark: >= 60% (Average over 3 years)

66.32%

66.73%

62.86%

63.93%

61.65%

63.40%

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.

Buildings & infrastructure Renewals Ratio Benchmark: >100% (Average over 3 years)

84.16%

95.32% 135.11%

142.24%

Infrastructure Backlog Ratio Benchmark: <2% Asset Maintenance Ratio Benchmark: >100% (Average over 3 years) Debt Service Ratio Benchmark: >0% and <=20% (Average over 3 years) Real Operating Expenditure Benchmark: Decrease per capital over time

3.90%

2.90%

2.30%

102.00% 112.00% 113.00%

114.00%

134.28% 103.95%

1.90%

1.30%

114.00% 115.00%

5.70%

5.23%

5.13%

4.96%

4.58%

3.99%

$725.06

$678.09

$639.32

$626.63

$614.85

$602.05

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Councilâ&#x20AC;&#x2122;s Budget

157

Interest rates

Budget process

Rates and annual charges

Environment levy

Since 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

In establishing the budget compilation process, instructions are provided to managers to ensure integration of the budget with the Community Strategic Plan and the Delivery Program. Specific guidelines are also provided to allow for consistency in the development of the operating and capital budgets.

Increases 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.

The 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.

Inflation rates Council has used a CPI of 2% in the budget to index revenue and expenditure.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Investment in Council infrastructure

158

Major Income and Expenditure

Council 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.

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.

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 charge Council 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.

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Financial and economic trends

159

Council’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 Child Care Fees Other fees & charges

735,044 3,023,196 990,576 17,018,837

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Interest and Investment Revenue

160

Council 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 & Contributions

Employee-related costs

Depreciation

Operating grants – includes Federal Government Financial Assistance (FAG) and various specific purpose grants from NSW State Government agencies. The FAG program consists of two components:

Council 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.

Depreciation 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.

• 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 Revenue Income 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

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.

Other 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

Borrowing costs

Telephone Rentals, Calls, Data Lines and Website licence fees

559,866

At 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.

Councillors' Expenses, incl. allowances

396,520

Databases & eBooks

300,154

Publications & Subscriptions

162,207

Other Statutory Charges

135,037

Material & Contracts

Miscellaneous

372,061

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.

625,067 8,715,409

Other expenses

• 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.

12,960,163

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

User charges and fees

161

Summary of Council’s 2016-17 Operating Budget 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.

2015

2016

2016-17

2017-18

2018-19

2019-20

Annual Actual

Original Budget

Approved Budget

Budget

108,373,313

112,325,532

118,841,985

122,807,513

126,383,694

131,161,854

14,073,941

12,733,647

17,018,837

18,115,361

19,014,809

19,867,253

Revenue Rates & Annual Charges User Charges & Fees 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

5,048,655

1,014,000

4,340,264

397,809

247,338,897

197,151,184

246,549,714

251,121,250

258,342,131

250,817,581

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

Net Gain from the Disposal of Assets Share of interests in Joint Ventures Total Revenue

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

168,456,348

156,568,686

164,833,457

169,185,398

173,835,610

178,247,349

78,882,548

40,582,498

81,716,257

81,935,852

84,506,521

72,570,232

74,263,289

40,927,993

80,641,590

76,515,632

83,145,299

69,251,869

4,619,259

(345,495)

1,074,667

5,420,220

1,361,222

3,318,363

(5,048,655)

(1,014,000)

(4,340,264)

Less: Share of interests in Joint Ventures

(397,809)

Less: Fair Value adjustments - investment

(331,870)

Total Expenses Net Operating Result Less: Grants & Contributions for Capital Purposes Net Operating Results Before Grants & Contributions for Capital Purposes

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Less: Net Gain from the Disposal of Assets

162

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)

5,048,655

1,014,000

4,340,264

397,809

Add back: Net Gain from the Disposal of Assets Add back: Share of interests in Joint Ventures Add back: Fair Value adjustments - investment Net Results including non-cash items

331,870

99,058,432

71,547,882

70,092,193

53,015,297

40,971,173

34,800,480

32,581,376

31,697,605

34,706,468

37,138,516

39,871,495

40,642,530

459,463

417,572

364,684

299,947

214,693

115,081

Non-Cash Items Add back: Depreciation Add back: Non-cash Borrowing Costs Add back : Net Accrual of revenue & expenses Net Result available for Capital Expenditure

(1,782,999)

130,316,272

103,663,059

105,163,345

90,453,760

81,057,361

75,558,091

108,238,373

102,713,940

114,344,883

97,777,376

82,237,963

75,594,613

Capital Expenditure Capital Works Program Loan Principal Book Value of Assets Sold Total Capital Expenditure Change in Cash at Bank

6,118,791

7,020,927

6,722,453

6,069,217

5,803,161

5,297,307

(2,881,783)

(5,338,000)

(5,235,500)

(1,715,736)

(2,917,600)

(2,871,500)

111,475,380

104,396,867

115,831,836

102,130,857

85,123,524

78,020,420

18,840,893

(733,808)

(10,668,491)

(11,677,097)

(4,066,163)

(2,462,329)

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Expenses

163

Business Improvement

Chief Executive Officer

City Presentation

Community & Culture

Corporate Services

Economic Development

Infrastructure & Environment

Planning & Growth

Property & Commercial Development

2016-17 Draft Budget

Rates & Annual Charges

26,381,772

89,256,009

3,028,489

270,000

(94,285)

118,841,985

User Charges & Fees

736,578

4,117,159

290,506

13,849

11,708,413

152,332

17,018,837

Revenue

Interest & Investment Revenue

155,130

2,287,889

113,270

1,961,890

4,518,179

Grants & Contributions - Operating

1,263,680

3,561,190

10,540,126

55,000

379,718

15,799,714

Grants & Contributions - Capital (Others) *

18,316,648

16,135,199

34,451,847

Grants & Contributions - Capital (s94) *

46,189,743

Other Revenues

2,187,950

1,137,674

256,547

17,601

2,572,133

2,543,504

8,715,409

Net Gain from the Disposal of Assets

1,014,000

30,725,110

8,816,023

103,645,077

21,544,857

79,217,096

2,601,551

246,549,714

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

Total Revenue Employee Costs Borrowing Costs

1,902,856

Materials & Contracts - Tipping & Waste Services

22,440,402

33,000

1,425,000

40,557

23,938,959

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

Materials & Contracts - Other

52,740

653,480

1,040

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

165,724

124,136

(347,300)

42,492

14,948

Total Expenses Net Operating Result Less: Grants & Contributions for Capital Purposes *

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Net Operating Results Before Grants & Contributions for Capital Purposes

164

Less: Net Gain from the Disposal of Assets

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

(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

18,316,648

62,324,942

80,641,590

(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

(1,014,000)

(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

18,316,648

62,324,942

80,641,590

Net changes in Reserves

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

1,014,000

(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

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

364,684

Net Operating Results used for Fit For Future Ratios Add back: Grants & Contributions for Capital Purpose

Net Results including non-cash items Non-Cash Items Add back: Depreciation Add back: Non-cash Borrowing Costs Add back : Net Accrual of revenue & expenses

(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 Works Program

3,074,000

1,123,307

798,000

61,882,269

41,934,375

5,532,932

114,344,883

Loan Principal

6,722,453

Book Value of Assets Sold

(5,235,500)

Net Result available for Capital Expenditure Capital Expenditure

Total Capital Expenditure Change in Cash at Bank

3,074,000

1,123,307

2,284,953

61,882,269

41,934,375

5,532,932

115,831,836

(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)

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Expenses

165

Developer Contributions (section 94)

Capital Works The 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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Asset Class

166

$’000

Roads

36,050

32%

Parks and Recreation

34,363

30%

Buildings

14,073

12%

Land

12,642

11%

Drainage

4,998

Footpaths

4,099

Plant and Fleet

2,592

Floodplain

2,483

Information Technology

1,128

Library Materials

722

Bridges

711

Land Improvements

301

Office Equipment, Furniture and Fittings

182

114,345

100.0%

$’000

S94 Developer Contributions

48,765

43%

General Fund

30,951

27%

Grants

18,317

16%

General Property Reserve

7,126

LIRS Loan Reserve (CDF)

3,180

Parking Strategy Reserve

2,333

Stormwater Reserve

1,310

Domestic Waste Reserve

1,047

Environment Levy

820

Moorebank Acquisition Reserve

450

114,345

100.0%

Funding Sources

Contribution Reserve

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Capital Works

167

Works funded by developer contributions FY 16/17 $’000 1,000 Carnes Hill Recreation and Community Centre - Construction Drainage and Floodplain

1,000

Bus Shelter Installations

147

4,283

R11-Collector Centre Street Frontage to Drainage over Culvert

172

120

R17-Middleton Grange-Local Street Type 1-Works

Local Drainage-Compensatory-WCD9

285

R29-Middleton Grange-Local Street Type1-Works

Raingarden (9) - Maxwells Creek - Edmondson Park

760

RLR32-Local Road (Park Frontage)-Edmondson Park

Cabramatta Creek-Bushland Regeneration- Works

302

Local Street-7.19-Adjacent to park off Inverell Ave

617

Traffic Signals at Fifteen Avenue and Kingsford Smith Avenue

1,200

Roundabout 1.4 Myall, Box & Un-named Rds-East of Bernera Rd

1,000

Street Along Ck North of Pacific Palms Cct-7.8-Works

Drainage Facilities in East Leppington Design of Stormwater Management Structures, South West Land

12,569

Local Road “D” East from Kookaburra Rd-Prestons Industrials

18 41 249

607

R29-Middleton Grange-Local Street Type1-Land

149

RAP14a-Neighbourhood Connector (Bushland Frontage APZ)-Edmondson Park

Street Along Ck North of Pacific Palms Cct-7.8-Land

214

RBC10 - Bus Priority Corridor-Edmondson Park

OS9-Park on Collector Street 3-Land

188

RBC10a - Bus Priority Corridor (CVW Intersection) – Edmondson Park

163

Cabramatta Creek-Bushland Regeneration & Land Acquisition

409

RBC10c-Bus Priority Corridor-Edmondson Park

193

Link (Across Kookaburra Road)-Land

906

RLR34-Local Road (Park Frontage)- Edmondson park

326

Local Playground-Green Valley-Land Acquisition

533

RMN6-Main Neighbourhood-Edmondson park

565

10,170

RMN7-Main Neighbourhood-Edmondson Park

387

17,211

Footpaths - Middleton Grange

Open Space (OS7) - Active Area-Edmondson Park Parks and Recreation

1,163 4,431

Cabramatta Creek West Arm (2) - Passive Area - Edmondson Park

1,679

M. Grange - R30 - Northern Collector Street

Bigge Park Precinct - City Centre Revitalisation

2,463

M. Grange - R31 - Local st Type 1-Love Rd

250

R16-Middleton Grange-Local Street Type 1 - Works

2,809

RBC51 - Main Street Town Centre-Edmondson Park

676 248

Light Horse Park & Gateway 2-Maxwells Tributary North (11)-Edmondson Pk Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

13,451

Local Drainage-CCD-(Kiora Ct to Lot 53 DP 2475)

Raingarden (6) Cabramatta Creek

168

Roads, Bridges and Footpaths

310

Stante Reserve - Design and Construction of Sports Field

180

RLR18a - Local Road (Park Frontage) - Edmondson Park

Cirillo Reserve - Design and Construction of Sports Field

250

RLR5a-Local Road (park Frontage) - Edmondson Park

844

Landscaping in Prestons Industrials

243

RLR5b-Local Road (Park Frontage) - Edmondson Park

148

Maxwells Creek (7) Passive Area - Edmondson Park Recreation

721

Road-N/East Sector-GV/Hinchinbrook-(1/2 x 18m wide)

520

Cabramatta Ck-(4) Edmondson Pk-Passive Area

825

Cycleway - Casula

220

Open Space (OS3)- Edmondson Pk-Passive Area

150

Cycleway - Hoxton Park Carnes Hills, Prestons

1,828

RLR35b Park Street (park frontage / bus route)

285

RCCC Neighbourhood Connector Culvert

492

RLR35a - local road (Park Frontage)-Edmondson Park

160

2,392

Traffic Facilities in East Leppington

300

1,061

First Avenue - Culvert and Road Widening

400

Open Space (OS4)- Edmondson Pk-Passive Area Cabramatta Creek (3) Edmondson Park Culvert RCC4 - Edmondson Park Open Space (OS2) – Edmondson Park (6) Maxwells Creek Passive Area RCC3 Culvert - Edmondson Park

244 97

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

Pacific Palms Circuit Southern Crossing (Bridge Culvert and Road Crossing) Total Capital Expenditure

100 48,765

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Buildings

169

Town Improvement Fund (TIF) 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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

In 2016-17 Council has allocated $1.46 million from TIF mainly to repay the loan taken out for City Revitalisation Projects.

170

171

Works funded by Stormwater Management service charge 2016-17

2017/18

2018-19

2019-20

2020-21

2021-22

2022-23

2023-24

2024-25

2025-26

229,450

315,255

315,305

337,270

373,150

372,920

382,600

380,120

382,600

Flood Mitigations - Overland Flows

74,600

143,520

179,400

184,800

Wetlands

46,200

51,405

61,755

59,800

61,600

Non Prescribed Basins - Restoration & Renewal

58,650

70,380

81,995

83,720

70,330

81,995

86,200

50,000

643,360

885,615

976,390

1,026,040

834,560

854,560

826,000

946,500

1,001,500

1,007,300

50,000

120,000

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

155,480

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

437,530

233,025

235,405

207,575

339,250

382,720

271,000

Flood Mitigation

Prescribed Basins - Restoration & Renewal Telemetry System Maintenance

Stormwater Drainage Renewal Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Programmed Drainage Maintenance

172

Stormwater Quality Coucal Avenue, Hinchinbrook - GPT Modification

46,000

Erosion protection

162,530

161,035

163,415

84,410

216,085

215,280

160,100

New GPT in Existing Development

125,000

71,990

77,165

107,640

110,900

Colo Circuit, Wattle Grove - GPT Modification

46,000

Corryton Circuit, Wattle Grove - GPT Modification

59,800

Lycett Avenue, West Hoxton - GPT Modification

46,000

150,000

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

Installation of Gross Pollutant Trap and Access in Amalfi Park

TOTAL

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

10 Year Stormwater Works Program

173

Detailed 2015-16 capital expenditure program by asset type Program/Project Description Buildings

Special rate variation

Expression of Interest â&#x20AC;&#x201C; 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

The works that will be funded in 2016-17 will include:

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

1,641,589

475,500

Sports Amenity Building Upgrade Program

180,000

Leisure Centre Upgrade Program - Michael Wenden Leisure

185,000

Boating Facilities Renewal Program

125,000

325,000

Whitlam Park 3-4 Building Renewal

75,000

Leisure Centre Upgrade Program - Whitlam Leisure Centre

200,000

Leisure Centre Upgrade Program - Holsworthy Pool

159,500

201,089

420,000

1,055,000

100,000

400,000

Holsworthy Pool Changeroom design & Documentation

150,000

Stormwater Pipe Structural Patches

120,000

330,000

Implementation of Disability Action Plan

129,000

New GPT in Existing Development

200,000

325,000

Michael Wenden Roof Renewal

125,000

1,420,000

Michael Wenden Leisure Centre Restoration

110,000

570,000

Child Care Centre Rehabilitation / Renovation

103,000

Parks and Recreation Playground Replacement program Outdoor Fitness Gym Program

275,000

Ernie Smith Reserve- Club House

100,000

Key Suburb Park Program - Miller Park Upgrade

575,000

Property Sales

100,000

3,894,835

6,214,975

Casula Powerhouse Arts Centre Upgrades

80,000

Pavement Stabilisation & Strengthening

660,000

Rose Street Mechanical Workshop Design

80,000

Road Resurfacing Programs Resealing

688,900

1,079,000

Whitlam Park 3-4 Building Renewal

75,000

Road Resurfacing Program Rejuvenation

200,000

354,000

Building Structural Repair Program

75,000

Road Resurfacing Program Programmed Patching

500,000

700,000

Heritage Conservation Program

70,000

Cunningham Street, Moorebank - Seton to West End

321,540

Protection & Security to Councils Remote Assets Program

50,000

Governor Macquarie Drive, Chipping Norton - Epsom Rd to Georg

79,000

700,000

Jardine Park Building Renewal

50,000

Green Valley Road, Green Valley - Johns to Chainage 512

98,960

1,054,000

Liverpool Central Library

50,000

Jarrah Avenue, Prestons - Box to Bluegum

223,800

Mitchell Road, Moorebank - Seton to Cunningham

514,750

Community Recycling Drop Off Centre

50,000

Tooma Place, Heck enberg - Heck enberg to North End

165,100

Asset / Facilities Management Review

30,000

Weir Crescent, Lurnea - Graham to Webster

184,250

Stockton Avenue Moorebank - Fit Out

22,652

Dunbier Avenue, Lurnea - Doran to North End

258,535

Relocation Of Black Jack Tobacconist

1,000

7,134,835

10,331,564

Relocation Of Black Jack Tobacconist

1,000

Roads

Project $ Value

1,400,000

Stormwater Pipe Relining

TOTAL

SRV $ Value Community Centre Rehabilitation Program

Drainage

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

14,072,741

The Council uses the additional income from Special Rate Variations for the purposes of asset maintenance and infrastructure related expenditure.

Buildings

174

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Special Rate Variation

175

Drainage Drainage Facilities in East Leppington

Land Improvements

1,200,000

$ 300,750

Tree Planting Established Area

90,000

759,616

Liverpool City Centre Planning Controls Review

50,750

Raingarden (6) Cabramatta Creek

616,616

Tree Planting - Casula (s94)

50,000

Stormwater Pipe Relining

400,000

Tree Planting - Cecil Hill (s94)

50,000

Stormwater Pipe Structural Patches

330,000

Tree Planting - Hinchinbrook (s94)

50,000

New GPT in Existing Development

325,000

Tree Planting - Plan 6 (s94)

10,000

Cabramatta Creek-Bushland Regeneration- Works

301,663

Local Drainage-Compensatory-WCD9

284,903

Carnes Hill Library - Book Acquisition

169,000

Erosion protection

162,530

Audio-visual resources

110,558

Installation of Gross Pollutant Trap and Access in Amalfi Pa

150,000

Foreign language

82,644

Local Drainage-CCD-(Kiora Ct to Lot 53 DP 2475)

120,000

Children's resources Fiction

60,705

Stormwater Pipe Inspection, Assessment & Ancillary Works

113,160

Adult fiction

57,000

Programmed Drainage Maintenance

108,600

Adult non-fiction

53,858

Library Materials

722,307

Telemetry System Maintenance

50,000

Junior Audio Visual Resources

33,250

Wetlands

46,200

School Collection

27,500

Installation of Aerators in Amalfi Park Wetland

30,000

HSC Collection

25,750

2,483,250

Childrenâ&#x20AC;&#x2122;s Resources Non-Fiction

24,795

Moorebank Voluntary Acquisition Scheme

1,350,000

Reference

23,000

Design of Stormwater Management Structures, South West

1,000,000

Special resources

20,685 20,000

Flood Mitigations - Overland Flows

74,600

Young adult resources

Non Prescribed Basins - Restoration & Renewal

58,650

Liverpool Heritage Library

6,262

LIAC

3,800

Large print books

3,500

Information Technology

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Program/Project Description

Raingarden (9) - Maxwells Creek - Edmondson Park

Floodplain

176

$ 4,998,288

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

Office Equipment, Furniture and Fittings Bulka Bag Collection Service - Capital Items Parks and Recreation

182,000 182,000 34,363,353

Infrastructure Asset Management System

95,000

Bigge Park Precinct - City Centre Revitalisation

Council-wide Wi-Fi

93,000

Macquarie Mall - City Centre Revitalisation

5,145,000

TechnologyOne - New Modules & Upgrades

45,000

2-Maxwells Tributary North (11)-Edmondson Park

2,808,749

CPAC Hardware - Theatre and CPAC Servers

16,000

Open Space (OS2) â&#x20AC;&#x201C; Edmondson Park

2,391,907

Library and Museum Hardware

16,000

Online Form Software

15,000

Open Space (OS4)- Edmondson Park - Passive Area

1,827,595

Payroll System Replacement Upgrade

15,000

Cabramatta Creek West Arm (2) - Passive Area - Edmondson Park

1,678,510

Trim Replacement/Upgrade

14,000

(6) Maxwells Creek Passive Area

1,061,132

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

22,680

w w

10,015,000

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

243,499

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Program/Project Description

177

Program/Project Description

Solar Light Program

200,000

Footpaths - Warwick Farm

47,200

Construction of Shared Pathway - Macleod Park

200,000

Footpath - Ross St, Chipping Norton - Franklin To Longstaff

38,500

RCC6 Culvert - Edmondson Park

189,475

Footpaths - Liverpool

31,900

Stante Reserve - Design and Construction of Sports Field

180,000

Footpaths - Middleton Grange

30,000

Shade Structure Program

170,000

Cycleway - Hoxton Park Carnes Hills, Prestons

30,000

Sports Field Fence Replacement Program

155,000

Footpath - Lang Road, Casula - Canberra To Highway

29,700

Local Park Upgrade - Tharawal Park

155,000

Footpaths - Pleasure Point

25,000

Open Space (OS3)- Edmondson Park-Passive Area

149,864

Footpaths - Holsworthy

18,400

Floodlight Staged Upgrade Program - Wheat Park

125,000

Footpaths - Sadleir

Angle Park - Regional Playground Rubber Surface Upgrade

120,000

Southern CBD Master Plan

120,000

Croatia Avenue - Road Construction

Floodlighting Staged Upgrade Program - Stanwell Oval - League

115,000

RBC10 - Bus Priority Corridor - Edmondson Park

4,431,019

Lighthorse Park Master Plan

100,000

1,162,868

Road Resurfacing Programs Resealing

1,079,000

Sports Courts / Facilities

90,000

Green Valley Road, Green Valley - Johns to Chainage 512

1,054,000

Local Park Upgrade - Hurley Park

90,000

RLR5a-Local Road (park Frontage) - Edmondson Park

844,383

Local Park Upgrade - Hazel Bradshaw Park

85,000

Road Resurfacing Program Programmed Patching

700,000

RCC3 Culvert - Edmondson Park

80,080

Governor Macquarie Drive, Chipping Norton - Epsom Rd to Georges River Crossing

700,000

Interpretive Signage – LPMP

60,000

RBC51 - Main Street Town Centre - Edmondson Park

675,781

Construction of Soccer Oval Screen Fence - Wheat Park

55,000

Davy Robinson - Car Park

675,000

2,592,000

Pavement Stabilisation & Strengthening

660,000

1,777,000

Local Road “D” East from Kookaburra Rd-Prestons Industrials

607,421

250,000

RMN6-Main Neighbourhood-Edmondson park

564,772

Replacement of Trucks for Household Clean-up Service

565,000

Road-N/East Sector-GV/Hinchinbrook-(1/2 x 18m wide)

519,994

710,975

Mitchell Road, Moorebank - Seton to Cunningham

514,750

Warwick Farm Bridge - Gateway Fencing

525,000

Bathurst Street Extension and Pirie Street Closure

500,000

Pacific Palms Circuit Southern Crossing (Bridge Culvert and Road Crossing)

100,000

RCCC Neighbourhood Connector Culvert

492,170

Goulburn Street, Liverpool - Elizabeth to Campbell

480,000

South Pacific Avenue, Mount Pritchard - Reservoir to Reservoir

479,300

Bridges

Bridge Rehabilitation & Renewal Footpaths

85,975 4,099,140

Georges River Boardwalk & River Crossing

600,000

First Avenue - Culvert and Road Widening

400,000

Bus Stops

463,500

RMN7-Main Neighbourhood-Edmondson Park

387,460

Cycleway - Elizabeth Street, Liverpool

408,700

Road Resurfacing Program Rejuvenation

354,000

Cycleway - Newbridge Road, Chipping Norton

388,400

RLR34-Local Road (Park Frontage) - Edmondson park

325,970

Footpath - 33 Moore St

275,000

Cunningham Street, Moorebank - Seton to West End

321,540

Cycleway - Jedda Road, Prestons

261,000

Armstrong Street, Ashcroft - Maxwells to Sheriff Nth

312,975

Footpaths - Prestons

226,360

M. Grange - R30 - Northern Collector Street

310,391

Cycleway - Casula

220,000

Traffic Facilities in East Leppington

300,000

Footpaths - Moorebank

167,300

RLR35b Park Street (park frontage / bus route)

285,092

New Footpath & Cycleways Program

152,980

Flowerdale Road and Memorial Avenue, Liverpool - Roundabout, Blackspot Program

268,600

Cycleway - Glenfield Road, Casula

136,000

Dunbier Avenue, Lurnea - Doran to North End

258,535

Footpaths - Lurnea

124,750

Trevanna Street, Busby - South Liverpool to Orchard

255,435

Footpaths - Ashcroft

111,000

RLR32-Local Road (Park Frontage) - Edmondson Park

249,440

Footpaths - Miller

92,400

RLR18a - Local Road (Park Frontage) - Edmondson Park

247,527

Footpaths - Busby

73,950

Frazer Avenue, Lurnea - DeMeyrick to Graham

226,100

Footpaths - West Hoxton

67,500

Dalkeith Street, Busby - Cartwright to Lyndley

224,600

Footpaths - Mount Pritchard

66,600

Jarrah Avenue, Prestons - Box to Bluegum

223,800

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

11,000,000

RAP14a-Neighbourhood Connector (Bushland Frontage APZ) - Edmondson Park

Trucks for Bulka Bag Initiative

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

13,000 36,049,920

Roads

97,240

Major Plant

178

Culvert RCC4 - Edmondson Park

Plant and Fleet

Program/Project Description

179

180

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 w

114,344,883

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Program/Project Description

181

Further Information

For further information about Liverpool City Councilâ&#x20AC;&#x2122;s Delivery

182

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 Councilâ&#x20AC;&#x2122;s website

www.liverpool.nsw.gov.au

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Program and Operational Plan:

183

Our Directions Vibrant Prosperous City Liveable Safe City Healthy Inclusive City Proud Engaged City Natural Sustainable City Accessible Connected City

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2016-2017

Leading Proactive Council

184

Our Guiding Principles Leadership Excellence Partnership Innovation Equity Sustainability