4 year deliveryprogram and 1 year operational plan and budget 2014 15 by Liverpool City Council

4-year Delivery Program Operational Plan & Budget 2014-2015

The Delivery Program and Operational Plan is where the directions and strategies in the 10-year Growing Liverpool 2023 Community Strategic Plan are translated into actions. It outlines the principal activities and services that Council will deliver over four years to move Liverpool forward

Contents 7

Mayor‘s message

Chief Executive Officer’s message

Delivery Program 2013-2017

I Operational Plan 2014-2015

Community vision

Section 1: Your Council

Your Mayor and Councillors

Council’s roles and responsibilities

Guiding principles

Organisational structure

Your leadership

Corporate values

Organisational Structure

Corporate values

Section 2: About Liverpool

Liverpool at a glance

Key features

Opportunities for the future

Section 3: Delivery Program and

DIRECTION 1 Vibrant Prosperous City Principal Activities

1.1 City Marketing

1.2 Economic Development Strategic Projects

Building Our New City

Badgerys Creek Airport Taskforce

Liverpool Night Markets

DIRECTION 2 Liveable Safe City Principal Activities

2.1 Community Safety

2.2 Community Standards

2.3 Emergency Services

2.4 Public and Open Space Amenity

2.5 Urban Planning Strategic Projects

Safer Suburbs Project

Expansion of Council’s ePlanning Portal

DIRECTION 3 Healthy Inclusive City Principal Activities

3.1 Children’s Services

3.2 Community Facilities

3.3 Customer Services

Operational Plan

3.4 Libraries and Museum

How it all fits together

3.5 Recreation Facilities

Monitoring and Reporting

3.6 Social Outcomes

Measuring progress: performance indicators

Future Directions

Strategic Projects

Carnes Hill Recreation and Community Precinct

New Customer Service Standards

Matching Grants Program

Shade structures in children’s playgrounds

DIRECTION 4 Proud Engaged City

129

Principal Activities

DIRECTION 7 Leading Proactive Council Principal Activities

4.1 Casula Powerhouse Arts Centre

130

7.1 Civic and Corporate Leadership

4.2 Community Engagement

132

7.2 Financial Sustainability

4.3 Events

134

7.3 Governance

Strategic Projects

136

7.4 Information Technology

100

Cultural Arts Tourism Policy and Plan

138

7.5 Workforce Management

102

Anzac Day Centenary

140

Property Strategy

143

Section 4: Financial Information

105

DIRECTION 5 Natural Sustainable City

Strategic Projects

2014-15 Financial Information and Budget

Principal Activities

106

5.1 Environmental Sustainability

108

5.2 Stormwater Management

110

5.3 Waste Management Strategic Projects

112

Amalfi Park Detention Basin

114

City Centre Trunk Drainage

117

DIRECTION 6 Accessible Connected City Principal Activities 6.1 Roads, Footpaths and Cycleways

120

6.2 Road Safety

122

6.3 Traffic and Transport Strategic Projects Construction of Kurrajong Road

126

Warwick Farm Bypass Road

I Operational Plan 2014-2015

124

Delivery Program 2013-2017

118

I Operational Plan 2014-2015 Delivery Program 2013-2017 4 6

is committed to listening “andCouncil delivering. We have worked

collectively to develop this Plan and to make your vision for Liverpool the driving force behind Council’s operations.

”

Mayor’s message As your Mayor I’m keen to get on with the job to build a new Liverpool as the capital of south west Sydney, to do that we need to carefully plan when and where your rates and resources will be used. Just as you should plan and budget for your home or business we do the same at Council. It gives me great pleasure to introduce Liverpool City Council’s four-year Delivery Program encompassing the 2014-15 Operational Plan and Budget. We have worked together to develop this plan for the next twelve months and make the community’s vision for Liverpool the driving force behind Council’s day to day operations.

In the past year we have taken time out to celebrate events in our city from New Year’s Eve on the Georges River to the Bollywood film festival Starry Sari Night in the town centre. We want to build our community spirit by showcasing important events. As Mayor of Liverpool, one of my biggest privileges and honours is being able to preside over citizenship ceremonies. This plan sees us promoting this important event by holding our citizenship ceremonies in a range of public locations, celebrating our new citizens and welcoming them to this beautiful country. I hope to see you at one to welcome our new citizens.

In Council’s last Delivery Program and Operational plan we described how Liverpool is the regional city for South Western Sydney and outlined how we are transforming Liverpool into a vibrant and dynamic city. I am pleased to say that we delivered on all of our commitments in the last plan; installing CCTV in the city centre and putting in place a range of new clever systems to fast-track our processing of development applications, giving you the confidence that you need in order to build, invest or buy in Liverpool. We introduced Liverpool Life, a new look bi-monthly newsletter that is delivered to every single household in Liverpool and keeps us all in touch with what’s happening at Council. We launched our city centre revitalisation project with a world renowned urban design team led by the office of the NSW Architect. We are consulting and drafting ideas to totally change key spaces in our city and give us all renewed pride in Liverpool.

I encourage you to read through this plan to see the many other areas we are working in and provide feedback on the many activities we have planned. This is your plan and your rates at work. I would like to thank the dedicated Council staff, our partners and volunteers who work together to implement many of Council’s activities. I look forward to hearing your views on this plan and incorporating your many ideas and suggestions into our plans for the future. You can contact me at any time by email at mayor@liverpool. nsw.gov.au

Mayor of Liverpool

Delivery Program 2013-2017

I Operational Plan 2014-2015

This year’s plan outlines a variety of new initiatives which are aimed at building on our achievements. We introduce the Building our New City Project which is already seeing works to revitalise Liverpool’s city centre and position Liverpool as the destination of choice for business and investment in South Western Sydney. Visit www.buildingournewcity.com.au to learn more about this exciting project. The announcement of Liverpool as the location of Sydney’s second airport is a potential game changer for the region with thousands of jobs and new investment. We are working with both state and federal governments to make sure our local voice is heard in the roll-out of the infrastructure and airport. We are also committed to addressing any impacts that the airport may have on our community.

Ned Mannoun

I Operational Plan 2014-2015 Delivery Program 2013-2017 86

Our new direction will position â&#x20AC;&#x153; Council as an industry leader, providing business excellence and quality services which meet community expectations.

â&#x20AC;?

Chief Executive Officer’s message Welcome to the second year of Council’s combined Delivery Program 2013-17 and Operational Plan 201415. This is my first year at Liverpool City Council and I welcome with excitement the opportunity to work with the team here and lead this organisation into the future. These documents outline how Council will deliver on the community’s vision which is articulated in our 10year plan, Growing Liverpool 2023. This document follows the simplified format which was introduced last year and provides a sound basis for the planning and allocation of resources. It is part of an integrated framework of documents that provide a detailed guide for Council’s operations, ensuring Council delivers high quality and efficient services and infrastructure within the available resources. It is supported by a financial strategy which tells you exactly how much we will be spending to deliver Council’s services. This document is structured under the 7 strategic directions outlined in Council’s overarching visionary document, Growing Liverpool 2023. Under each of these directions, Council’s strategies are articulated and supported by a delivery plan with key service indicators.

The 2013-14 financial year saw Council deliver a number of significant projects identified in the Delivery Program, including lodging of the development application for the $38 million Carnes Hill Recreation and Community Precinct, the $13 million construction of Kurrajong Road and review of Council’s structure to ensure services are delivered in the most cost-effective and efficient manner. This year we introduce several new projects, including reviving our city centre, developing customer service standard and a property strategy to provide investment solutions which reduce Council’s reliance on income from rates and improve long-term business sustainability. I would like to thank the staff, community members and volunteers who work collectively to support the Liverpool community. Without the hard work and dedication of these people, Council would not be able to deliver the high quality community services and infrastructure that it delivers. I look forward to meeting with you in the future to discuss our plans for Liverpool.

Chief Executive Officer

Delivery Program 2013-2017

Carl Wulff

I Operational Plan 2014-2015 7

Delivery Program 2013-2017

I Operational Plan 2014-2015

Community Vision

Liverpool, the vibrant regional city of opportunity, prosperity and diversity. Delivery Program 2013-2017

I Operational Plan 2014-2015 9

Delivery Program 2013-2017 Plan 2014-2015 I Operational Delivery Program 2013-2017 Plan 2013-2014 I Operational

YOUR COUNCIL YOUR COUNCIL

SECTION 1

Your Council

Delivery Program 2013-2017

2013-2014 I Operational Plan 2014-2015

11 13

Your Mayor and Councillors

Delivery Program 2013-2017

I Operational Plan 2014-2015

Deputy Mayor MAZHAR HADID

Councillor GUS BALLOOT

Councillor PETER HARLE

Councillor 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.

YOUR COUNCIL YOUR COUNCIL YOUR COUNCIL

Councillor PETER RISTEVSKI

Councillor ANNE STANLEY

NED MANNOUN

2013-2014 I Operational Plan 2014-2015

Mayor

Delivery Program 2013-2017

Councillor GEOFF SHELTON

Councillor WENDY WALLER

13 15

Delivery Program 2013-2017

I Operational Plan 2014-2015

Councilâ&#x20AC;&#x2122;s roles and responsibilities

MAYOR

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.

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.

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.

COUNCILLORS AS A MEMBER OF THE GOVERNING BODY

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.

YOUR COUNCIL YOUR COUNCIL YOUR COUNCIL

Council operates under a charter specified in the Local Government Act 1993.

As a member of the governing body of the Council, a Councillor’s role is to direct and control the affairs of the Council in accordance with the Local Government Act 1993. Council determines policy and allocates resources to benefit the local government area. Councillors play a key role in the creation and review of Council’s policies, objectives and criteria relating to the exercise of Council’s regulatory functions and to review the performance of Council and its delivery of services and activities.

COUNCILLORS AS AN ELECTED PERSON As an elected person, Councillors represent the interests of residents and ratepayers, provide leadership and guidance to the community, and facilitate communication between the community and Council.

Delivery Program Program 2013-2017 2013-2017 Delivery Operational Plan Plan 2013-2014 2014-2015 I Operational

17 15

Delivery Program 2013-2017

I Operational Plan 2014-2015

Guiding principles

Leadership

Excellence

Partnership

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.

YOUR COUNCIL YOUR YOURCOUNCIL COUNCIL

Equity

Sustainability

We will develop new solutions to new challenges. We will take advantage of more efficient and state-of-theart 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.

Delivery Program 2013-2017

Innovation

I Operational Plan 2014-2015 17

Organisational structure

Chief Executive Officer The Chief Executive Officer is the general manager of Council. The Chief Executive Officer’s role is to ensure that Council decisions are turned into action. Responsibilities involve the effective and efficient operation of Council on a day-to-day basis, employment of Council staff, management of resources and leading the implementation of Council’s strategic objectives.

Delivery Program 2013-2017

I Operational Plan 2014-2015

Council’s Chief Executive Officer is Carl Wulff.

Carl has had extensive leadership experience nationally in local government, being a Chief Executive Officer at Ipswich City Council (QLD), City of Greater Dandenong (Vic) and deputy General Manager at Wollongong City Council (NSW). Carl also served as a Commissioner at the Queensland Grants Commission and Member of the Ministerial Advisory Council for Flood Mitigation Manuals. He has held several prestigious board positions, most recently serving on the Board of Directors for Basketball QLD. Carl has a special interest in transformation and developing cities to fulfil their full economic, social and development potential, leading the transformation of the city of Ipswich into a cosmopolitan hub of economic activity. He has had particular success in leading cultural change, and improving efficiencies to achieve organisational excellence. Carl holds a Masters in Business Administration, Bachelor of Engineering, Civil at the NSW Institute of Technology, Sydney and is a graduate of the Australian Institute of Company Directors.

YOUR COUNCIL YOUR YOUR COUNCIL COUNCIL

Councilâ&#x20AC;&#x2122;s operations are led by the Chief Executive Officer with the support of a senior executive team. The senior executive team comprises the Chief Executive Officer and seven Directors. The senior executive team lead specialist operational service managers, team leaders and staff in implementing Councilâ&#x20AC;&#x2122;s Delivery Program and Operational Plan.

Chief Executive Officer

Business Improvement

Director Planning and Growth

Director Infrastructure and Environment

Director Economy and Engagement

Director Community and Culture

Internal Audit

Director City Presentation

Chief Financial Officer Corporate Services

Director Property and Commercial Development

Delivery Program 2013-2017

I Operational Plan 2014-2015 19

Corporate values Value staff

by working to enable the recognition of staff performance, encouraging and supporting career development and providing continuous learning. We also recruit competent staff who adhere to our values while proactively retaining good staff.

Work together

by contributing towards the team goals of the unit as identified in the work plans and assisting other team members through a cooperative work ethic. We also actively help other units and staff across the organisation.

Respect people by encouraging an honest, courteous,

ethical, fair and equitable workplace. Understanding cultural diversity issues and valuing the views of other people is also an important component..

Communicate effectively

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

Show leadership

Delivery Delivery Program Program 2013-2017 2013-2017 Plan 2014-2015 2013-2014 I Operational I OperationalPlan

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.

YOUR COUNCIL YOUR COUNCIL

Delivery Program 2013-2017

I Operational Plan 2014-2015

26 22

DeliveryProgram Program2013-2017 2013-2017I IOperational OperationalPlan Plan2013-2014 2014-2015 Delivery

ABOUT LIVERPOOL ABOUT LIVERPOOL

SECTION 2

About Liverpool

Delivery Program 2013-2017

2013-2014 I Operational Plan 2014-2015

27 23

SILVERDALE

GREENDALE

WALLACIA

BRINGELLY

BADGERY S

Bents Basin Holsworthy Millitary Reserve Liverpool hospital Ingham Institute Train Station St Lukes Anglican Church Carnes Hill Recreation Precinct Badgery’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

ROAD

SOUTH WEST GROWTH CENTRE AREA

ROSSMORE

FIFTEENT H

KEMPS CREEK

Liverpool Museum

HERN NORT

Ernie Smith Reserve and Hockey Complex

E TH

Casula Powerhouse Arts Centre

Rosedale Oval

ROAD

BADGERYS CREEK

CR EE K

LUDDENHAM

ROAD

Elizabeth Drive

NS H DEV O STREET

ROAD

AUSTRAL

DR IV

ELIZABETH HILLS

CECIL HILLS

Nor th L iver poo l Ro

ROA D

DR.

HIG HW

AY HUM E

DENHAM COURT

LEPPINGTON

HORNINGSEA PARK WAY

PRESTONS

EDMONDSON PARK

CARNES HILL

HOXTON PARK

HOXT ON

E HUM

CASULA

LURNEA

RN STE WE

PARK

FREEWA Y

H IG

CHIPPING NORTON

HOLSWORTHY

HOLSWORTHY MILITARY BARRACKS

AY TO R W MO

ROA

RO AD

PLEASURE POINT

VOYAGER POINT

HAMMONDVILLE

WESTERN

WATTLE GROVE HOLSWORTHY

SO U

MACQUA RIE

MOOREBANK

NEWBRIDGE

E RN

GREEN ad VALLEY 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

K ST L

IN E UR

E AS T

D CO WP

IRE KING

ROA D

FLO WE RD AL E

ELIZABETH

2013-2014 I Operational Plan 2014-2015

A RO

HIG

RO AD

A RO

A END GRE

E OT

NUW ARR

Delivery Program 2013-2017

ROA D

24 28

GREENDAL IN K WES TL HC AT

I EL

DRIVE

HEA TH

Our city

CA MD

22,000 TOTAL CITY CENTRE JOBS

31,000 CITY CENTRE JOBS IN 2031

KEY INDUSTRIES

Manufacturing, retail, warehousing, transport and logistics

GROWING INDUSTRIES

Medical, health and community, education, construction, property and business services

13,666

NUMBER OF REGISTERED BUSINESSES

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

TOP LANGUAGES SPOKEN

ENGLISH, ARABIC, VIETNAMESE, HINDI, ITALIAN

POPULATION IN 2013

195,355

$280,000

Median weekly rent 3-bedroom house

AVERAGE WEEKLY HOUSEHOLD INCOME

SQ KM

Median weekly rent 2-bedroom unit

42 SUBURBS

2013-2014 I Operational Plan 2014-2015

$1299

305

$420 $300

249,000

Delivery Program 2013-2017

FEWER THAN 19 EMPLOYEES

POPULATION IN 2021

57,800

Median unit price

97%

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

Number of homes in 2011

$453,000

BUSINESSES

1810

SQ KM

Median house price

SMALL

FOUNDED

ABOUT LIVERPOOL ABOUT LIVERPOOL

Liverpool at a glance

25 29

BECAME A MUNICIPALITY

1872

Key features

Liverpool

Warwick Farm

CBD

Delivery Delivery Program Program 2013-2017 2013-2017 I Operational Operational Plan Plan 2013-2014 2014-2015

Currently, the predominant land use in Liverpool is

SPECIAL PURPOSE ZONES 9,376 hectares followed closely by RURAL 9,065 hectares

509

30 26

RAIL STATIONS

Holsworthy

KM EAST OF

SYDNEY

Casula

PARKS, RESERVES AND STREETSCAPES

MAJOR PARKS INCLUDE:

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

69 SCHOOLS

94 CHILDCARE CENTRES

7 COUNCIL-OPERATED

32 COMMUNITY

CENTRES

PLAY GROUNDS AND OUTDOOR GYM EQUIPMENT

PROCLAIMED A CITY

1960

48 840 COUNCIL MANAGES

SPORTING VENUES

KILOMETRES OF

PUBLIC ROADS

HECTARES OF

OPEN

SPACE

OFF-LEASH DOG PARKS

THREE LEISURE AND AQUATIC CENTRES: WHITLAM LEISURE CENTRE MICHAEL WENDON AQUATIC LEISURE CENTRE HOLSWORTHY SWIMMING CENTRE

320 CAPACITY THEATRE CONFERENCE HALL 5 GALLERIES MEETING ROOMS.

kilometres of piped drainage systems and associated pits, gross pollutant traps, flood retention basins, formed channels and waterways

LIBRARIES

2013-2014 I Operational Plan 2014-2015

CASULA POWERHOUSE ARTS CENTRE

590

Delivery Program 2013-2017

0 Soccer venues 2 18 Cricket venues 9 Rugby League venues 7 Netball venues 5 Tennis venues 4 Baseball 4 Australian Football venues 2 Oztag venues 2 Touch Football venues 2 Skate parks 1 Softball venue 1 Hockey venue 1 BMX track 1 Gridiron venue 1 Archery venue

2606

ABOUT LIVERPOOL ABOUT LIVERPOOL

155

27 31

Opportunities for the future Growing city centre

Aboriginal heritage Liverpool is the traditional home of the Cabrogal Clan of the Dharug Nation and the peoples of the Dharawal and Gandangara nations are recognised as being early inhabitants of the land. The City of Liverpool has many heritage sites and Aboriginal artifacts. Council is proud of its heritage and committed to protecting and conserving areas of Aboriginal significance such as the Collingwood Precinct. Liverpool has a significant Aboriginal population. The number of Indigenous people in 2011 grew by 483 to 2677 people and has increased to 1.5 per cent of our population since 2006. Liverpool is home to several Aboriginal community organisations and groups. Council is committed to supporting local Aboriginal organisations to grow and develop, ensuring that its own services are accessible and welcoming to the Aboriginal community.

The city centre is the central commercial and entertainment area in Liverpool and offers a range of services and options. There is a central and growing health and education precinct and local planning policies in place to encourage business, residential high-rise and mixed developments. The development of the city centre is a key Council priority. This Plan will see the implementation of several strategies which are aimed at revitalising the city centre, developing key economic, cultural, and recreational and entertainment precincts and creating a place which brings people from across the South Western Sydney region.

Delivery Delivery Program Program 2013-2017 2013-2017 I Operational Operational Plan Plan 2013-2014 2014-2015

Housing development

28 32

Economic potential Liverpool is experiencing growth in commercial and industrial development. Its status as the regional city of South Western Sydney and good transport links to other areas of Sydney place it in prime position to attract a range of industries. Plans are in place to transform Liverpool into a key employment, retail, cultural and entertainment hub. A goal has been set to establish 31,000 jobs in the Liverpool city centre by 2031. This will result in more diverse and innovative jobs closer to home for Liverpoolâ&#x20AC;&#x2122;s residents. To capitalise on its economic potential, Council has recently established an economic development portfolio which aims to position Liverpool as the destination of choice to attract business and investment, supporting economic prosperity across the whole community.

There are currently 57,800 homes in Liverpool and, during the next 25 years, there will be up to 45,000 additional homes accommodating nearly 140,000 new residents. New housing will be in the suburbs planned for the areas west of Austral and continued growth will occur around Middleton Grange, Elizabeth Hills and Edmondson Park. There will also be significant redevelopment in Liverpoolâ&#x20AC;&#x2122;s established suburbs, particularly around Liverpool city centre and some suburban centres. This will provide more housing and other uses to meet ongoing community needs.

Population growth requires the delivery of appropriate and extensive infrastructure for the new communities and maintenance of existing infrastructure, including parks, community building, roads, drainage and footpaths. The cost of infrastructure to accommodate urban growth has been estimated to be $304 million over the next 10 years. Council is developing both its financial and human resources in order to address the growing infrastructure delivery and maintenance demands and will continue to work towards securing the funding needed to deliver and maintain expanding infrastructure.

Environmental value Liverpool is a river city with the Georges River providing enormous opportunity. Its natural attributes include 500 open space reserves covering approximately 1400 hectares. Liverpool has a wide variety of plants, animals and ecosystems, including 35 threatened fauna species and 23 threatened flora species. Approximately one third of Liverpool is covered in vegetation, made up of 16 different vegetation communities. Expanding urban development in Liverpool can place considerable pressure on biodiversity through land clearing for developments, introduction of exotic species, stormwater impacts and altered soil conditions. Its waterways can be exposed to a range of pollutants from industrial, commercial and household waste. Council will continue to place a strong importance on protecting the environment from any adverse impacts of development and has a range of actions in place to address this.

ABOUT LIVERPOOL ABOUT LIVERPOOL

Infrastructure expansion

Cultural diversity Liverpool has a current population of about 195,000 people and it is projected the population will grow to about 325,000 by 2036. Liverpool is one of the most culturally diverse cities in NSW, with almost one in three people born overseas and almost half of Liverpoolâ&#x20AC;&#x2122;s residents speaking a language other than English at home. Rich cultural diversity increases innovation, creativity and prosperity. It introduces new ways of thinking, beliefs and interests and results in a more cosmopolitan culture. As a customerfocused organisation, Council is committed to ensuring that provisions are made for the culture, language and religion of others and that cultural and linguistic assets are promoted and celebrated as a valued resource.

2013-2014 I Operational Plan 2014-2015

Liverpool is rich with heritage, with a major cultural and arts precinct through the Casula Powerhouse Arts Centre. There are a number of significant heritage buildings which are protected at the local and state levels, including Collingwood House, the Casula Powerhouse, the TAFE college building, St Lukes Church and the Cecil Hills Farm. These historical and cultural attributes create Liverpoolâ&#x20AC;&#x2122;s unique identity. Council is proud of Liverpoolâ&#x20AC;&#x2122;s unique identity and committed to delivering a range of initiatives which continue to build community pride.

The City has good access to major motorways, including the M5 and M7, although traffic congestion can be experienced on major arterial roads during peak periods. Congestion and maintenance of the road system and accessible parking have been identified as priorities in Liverpool and new urban development is likely to increase traffic in Liverpool. Public transport is expanding with the Liverpool to Parramatta t-way experiencing high usage. Some people find it difficult to access adequate transport, such as people with special needs or those living in more remote areas. Council has identified the need for more capacity on major roads, improved public transport and transport infrastructure.

Delivery Program 2013-2017

Community identity and heritage

Transport accessibility

33 29

Delivery Program 2013-2017

I Operational Plan 2014-2015

Delivery Program 2013-2017

DELIVERY PROGRAM AND OPERATIONAL PLAN

SECTION 3

Operational Plan

2014-2015

Delivery Program 2013-2017

I Operational Plan 2014-2015

About this 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

Growing Liverpool 2023 articulates where we want to be as a community in 10 years’ time, what we need to do to get there, and how we will know when we have arrived. It is the highest level plan for Liverpool and is used by Council and other agencies and stakeholders to guide policy and service delivery. The 10-year plan sets seven key directions to move Liverpool forward.

FOUR-YEAR DELIVERY PROGRAM 2013-2017 The Delivery Program is where the directions and strategies in the 10-year Growing Liverpool 2023 community strategic plan are translated into actions. It outlines the principal activities and services that Council will deliver over four years to move Liverpool forward. The Delivery Program is a statement of commitment to the community from each newly elected Council for their term in office. It is a single point of reference for all of Council’s services and all plans, projects, activities and funding allocations must be directly linked to the Delivery Program.

ONE-YEAR OPERATIONAL PLAN 2014-2015

Delivery Program 2013-2017

I Operational Plan 2014-2015

The Operational Plan is developed each year. It describes the specific actions that Council will undertake. It is an opportunity to review progress and achievements. The Operational Plan allocates responsibility and provides a detailed budget for each year.

RESOURCING STRATEGY The Resourcing Strategy is about the resources required by Council to deliver the plans. It includes the: LONG-TERM FINANCIAL PLAN – the financial resources needed over the next 10 years to ensure the plans can be delivered and Council operates in a financially sustainable manner. WORKFORCE MANAGEMENT PLAN – the four-year staffing, skills and human resources that are required in Council to achieve the outcomes documented in the plans. ASSET MANAGEMENT PLAN – the 10-year plan for ensuring that assets are developed, managed and maintained effectively and efficiently to meet current and future community needs.

How it all fits together DELIVERY PROGRAM AND OPERATIONAL PLAN

Mayor and Councillors Elected by the community to represent their vision and interests

Community engagement

Government directions and policy

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

Community Strategic Plan 7 directions and 26 strategies

Workforce Management Plan Asset Management Plan

Four-Year Delivery Program One-Year Operational Plan Job descriptions

Annual report to community

Senior staff business plans

I Operational Plan 2014-2015

Six-monthly progress reports

Delivery Program 2013-2017

Resourcing Strategy Long-term Financial Plan

Monitoring and reporting In the coming year, Council will deliver 27 Principal Activities and 16 Strategic Projects that work towards these future directions. Each Principal Activity and Significant Project has a number of actions for the 2014-2015 year. Council will keep track of progress in implementing the Delivery Plan and Operational Plan through:

▶ Quarterly performance reports to Council and the community at a public Council meeting which details program and budget progress. ▶ A comprehensive six-monthly progress report which provides an in-depth summary of progress and achievements. ▶ An annual report at the end of each financial year which includes a thorough financial report and overview of all of Council’s spending and operations. This will be published in a full report format as well as a summarised version for readability. ▶ A cumulative report at the end of Council’s four-year term which details Council’s financial

Delivery Program 2013-2017

I Operational Plan 2014-2015

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

DELIVERY PROGRAM AND OPERATIONAL PLAN

Measuring progress: performance indicators This plan uses two types of performance indicators, these are:

OUTCOME MEASURES –

are used to track trends in the quality of life for people in Liverpool.

SERVICE MEASURES –

are used to track how Council is performing in delivering its plan.

I Operational Plan 2014-2015

These indicators will assist Council in better understanding community expectations, satisfaction and the quality of service delivery.

Delivery Program 2013-2017

These indicators assist Council, all levels of government, business, community organisations and other stakeholders to have an understanding of conditions, experiences and priorities in Liverpool. Outcome measures are not intended to measure Council’s performance as Council does not control all of the elements which may contribute towards it.

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

Our Principles Leadership Excellence

Delivery Program 2013-2017

I Operational Plan 2014-2015

Partnership

Community Vision Liverpool, the vibrant regional city

Innovation

of opportunity, prosperity

Equity

and diversity.

Sustainability

Our Directions Direction 1:

Vibrant Prosperous City Direction 2:

Liveable Safe City

DELIVERY PROGRAM AND OPERATIONAL PLAN

Direction 3:

Healthy Inclusive City Direction 4:

Proud Engaged City Direction 5:

Direction 6:

Accessible Connected City

Leading Proactive Council

I Operational Plan 2014-2015

Direction 7:

Delivery Program 2013-2017

Natural Sustainable City

Delivery Program 2013-2017

I Operational Plan 2014-2015

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.

10-Year

▶ Position Liverpool as the destination of choice to attract business and investment in South Western Sydney.

▶ 10,000 additional jobs in Liverpool. ▶ An unemployment rate comparable to Sydney at 5% or less. ▶ An increased gross regional product (GRP).

Strategies

▶ Activate the city centre and develop vibrant places that attract people to Liverpool.

Targets

▶ Assist existing businesses to grow, innovate and become more competitive.

Council’s Principal Activities ▶ City Marketing

▶ Economic Development

Strategic Projects ▶ Building Our New City Project ▶ Badgerys Creek Airport Taskforce ▶ Liverpool Night Markets

I Operational Plan 2014-2015

Council’s

Delivery Program 2013-2017

▶ Improve the availability of a diverse range of jobs and increase workforce participation rates.

1.1

City Marketing

FOUR-YEAR PRINCIPAL ACTIVITY City Marketing delivers the marketing and promotion strategy that supports Council’s economic development efforts to position Liverpool as the place for business and investment. It is aimed at increasing business and community confidence, attracting new business to Liverpool and mobilising the existing business community. It will focus on priority sectors and capitalise on Liverpool’s competitive advantages in the areas of health and medical research, distribution and logistics, and professional services.

Strategic

Accountability Director Economy and Engagement

Key Policies ▶ Economic Development Strategy ▶ ‘Building Our New City’ Strategy ▶ City Branding Strategy

Performance Indicators OUTCOME ▶ 10,000 additional jobs in Liverpool ▶ Increased Gross Regional Product (GRP) ▶ Unemployment rate of 5% or less

Supporting our Partners NSW State Plan 2021 Goal 3: Drive economic growth in regional NSW Goal 24: Make it easier for people to be involved in their communities

Regional Development Australia Plan Support industry development which creates more diverse and innovative jobs closer to home

SERVICE ▶ Number of promotion tools developed and

Delivery Program 2013-2017

I Operational Plan 2014-2015

distributed

44 40

NSW Digital Economy Industry Action Plan Supporting use of digital media in the region

▶ Number of respondents to marketing campaigns

▶ Positive media coverage generated

Key Stakeholders ▶ Regional Development Australia -Sydney ▶ NSW Business Chamber (Western Sydney) ▶ Local businesses ▶ Local media ▶ Metropolitan media ▶ Liverpool Chamber of Commerce ▶ Western Sydney Regional Organisation of Councils

▶ NSW Trade and Investment

2014-15 Operational Plan Actions

Service Accountability

1.1.1

Develop and implement a Marketing and Promotion Strategy.

Marketing and Communications

1.1.2

Update marketing materials to promote business investment in Liverpool to external and internal investors

Marketing and Communications Economic Development

1.1.3

Enhance the use of digital and social media technology to communicate with the business community.

Marketing and Communications Information Technology

1.1.4

Develop the branding of Liverpool and implement a renewal strategy.

1.1.5

Continue to develop case studies and business stories to highlight the depth and breadth of business in Liverpool and support industry development.

Marketing and Communications Economic Development

1.1.6

Generate positive media coverage in order to increase business confidence.

Marketing and Communications

VIBRANT PROSPEROUS CITY

City Marketing

1.1

Marketing and Communications

Delivery DeliveryProgram Program2013-2017 2013-2017 II Operational OperationalPlan Plan2013-2014 2014-2015

1.2

Economic Development

FOUR-YEAR PRINCIPAL ACTIVITY Economic development works collaboratively with a range of agencies to deliver the economic development strategy for Liverpool and create an economic climate which supports business growth, investment and generates jobs for the growing population in Liverpool and South Western Sydney.

Strategic

Key Policies

Accountability

▶ Economic Development Strategy

Director Economy and Engagement

▶ City Branding Strategy

Performance Indicators OUTCOME ▶ 10,000 additional jobs in Liverpool ▶ Increased GRP ▶ Unemployment rate of 5% or less

▶ ‘Building Our New City’ Strategy

Supporting our Partners NSW State Plan 2021 Goal 1: Improve the performance of the NSW economy Goal 3: Drive economic growth in regional NSW

Regional Development Australia Plan Support industry development which creates more diverse and innovative jobs closer to home

SERVICE ▶ Number of new jobs generated

Key Stakeholders

▶ Number of new business leads developed

▶ Regional Development Australia-Sydney

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Partnerships with key stakeholders

▶ Number of businesses participating in events

▶ NSW Business Chamber (Western Sydney) ▶ NSW Trade and Investment

and activities

▶ Liverpool Chamber of Commerce

▶ New businesses starting up in Liverpool

▶ Western Sydney Regional Organisation of Councils

▶ Major developments approved

▶ South West Sydney Business Enterprise Centre ▶ Enterprise Connect ▶ AusIndustry

Service Accountability

1.2.1

Implement a â&#x20AC;&#x2DC;Building Our New Cityâ&#x20AC;&#x2122; Strategy.

Economic Development Strategic Planning

1.2.2

Deliver a business events program in partnership with key business organisations for small to medium enterprises in Liverpool.

Economic Development Events

1.2.3

Identify direct and tailored approaches to new business prospects identified for Liverpool, including expansion of existing businesses.

Economic Development

1.2.4

Establish a pilot business mentoring program for youth and or culturally and linguistically diverse communities.

1.2.5

Pursue relocation and implementation of government services to Liverpool.

Economic Development Strategic Planning

1.2.6

Pursue leads for private sector relocation and expansion in Liverpool.

Economic Development Strategic Planning

1.2.7

Work in partnership with local industry to promote and support employment opportunities and initiatives for local and regional workers.

VIBRANT PROSPEROUS CITY

2014-15 Operational Plan Actions

Economic Development

1.2

Economic Development

Delivery Program 2013-2017

Economic Development

I Operational Plan 2014-2015 43

Strategic Projects Building Our New City This project aims to develop and commence implementation of a Building Our New City Strategy that revitalises Liverpool’s city centre and positions Liverpool to capitalise on the opportunities arising from its status as the regional city of South Western Sydney.

Delivery Program 2013-2017

I Operational Plan 2014-2015

Project Sponsor

Director, Economy and Engagement

Key Stakeholders ‘Building Our New City’ Committee Economic Development Committee Local Businesses and Community Regional Development Australia Department of Planning and Infrastructure Transport for NSW

2014-15 Key Deliverables

Accountability

Major city centre events

Economic Development Events

Detailed designs and works contracted including for streetscapes and gateways

Economic Development

Key sites and opportunities identified

Economic Development

Review of planning controls

Strategic Planning

Review of Town Improvement Fund

Strategic Planning

Transport and Parking Strategy

Infrastructure and Environment

Hold night-time markets in the city centre

Economic Development

Support operation of the Building Our New City Committee

Economic Development Strategic Planning

ONE-STOP SHOP

CITY NERVE CENTRE

URBAN BREATHING SPACES

AUTHENTIC GLOBAL FLAVOURS

MACQUARIE MALL

5 GATEWAYS

CITY EAT STREET

GREEN AND GROWING

24/7 BEATING HEART

Delivery Program 2013-2017I Operational Plan 2013-2014 Delivery Program 2013-2017 2014-2015 I OperationalPlan

1 Building Our New City

Economic Development Strategic Planning

VIBRANT PROSPEROUS CITY

Seek public comment on Urban Design

45 49

Strategic Projects Badgeryâ&#x20AC;&#x2122;s Creek Airport Task Force Project Establish an internal Council taskforce to investigate opportunities to maximise economic potential and minimise any adverse impacts regarding a second airport for Sydney at Badgerys Creek. This project will ensure that Council is able to represent the local community during discussions and planning with all stakeholders. The Task Force will be made up of the Mayor and Councillors, senior staff and the relevant Council service groups.

Project Sponsor Director, Planning and Growth

Project Budget

Delivery Program 2013-2017

I Operational Plan 2014-2015

$100,000 in 2014-15

Key Stakeholders Relevant state government agencies including; NSW Planning and Infrastructure, Infrastructure NSW, Transport for NSW, Roads and Maritime Services. Relevant Federal government agencies including; Infrastructure Australia, Western Sydney Infrastructure Unit. Property owners Relevant private sector interests Western Sydney Airport Alliance

2014-15 Key Deliverables

Accountability

Establish Task Force with private sector representation.

Economic Development

Establish a program for gathering community and stakeholder input in order to represent the Liverpool community.

Economic Development

Prepare Councilâ&#x20AC;&#x2122;s airport precinct strategy.

Strategic Planning Infrastructure and Environment Economic Development

Engage independent expertise as required on land use, connecting infrastructure and business development strategies.

Strategic Planning Infrastructure and Environment Economic Development

Establish and implement a meeting schedule and work program for the Task Force.

Economic Development

Badgerys Creek Airport Taskforce

Economic Development

VIBRANT PROSPEROUS CITY

Develop Terms of Reference for Task Force.

Delivery Program 2013-2017

I Operational Plan 2014-2015 47

Strategic Projects Liverpool Night Markets This project involves the trial of an open air night market on Macquarie Street in Liverpool on the first Saturday of every month to activate the Liverpool city centre at night and celebrate Liverpoolâ&#x20AC;&#x2122;s rich diversity.

Project Sponsor

Delivery Program 2013-2017

I Operational Plan 2014-2015

Director, Economy and Engagement

Project Budget $100,000 in 2014-15

Key Stakeholders Local residents Stallholders Police Roads and Maritime Services Local Businesses Liverpool Economic Development Committee

Liverpool Night Markets

2014-15 Key Deliverables

VIBRANT PROSPEROUS CITY

Accountability Economic Development

Evaluation survey of participants and stallholders

Economic Development

Continuous improvement of market model, including: content, entertainment and geographic catchment.

Economic Development

Evaluation of night market model.

Economic Development

Delivery Program 2013-2017

Delivery of a monthly program of markets.

I Operational Plan 2014-2015 49

Delivery Program 2013-2017

I Operational Plan 2014-2015

Direction 2

LIVEABLE SAFE CITY

Liveable Safe City 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.

10-Year

▶ Deliver an efficient planning system

▶▶ 85% of people in Liverpool report being satisfied or better with the cleanliness of public spaces.

Strategies which embraces sustainable urban renewal and development. ▶ Create clean and attractive public

places for people to engage and connect.

Targets

▶▶ 85% of people in Liverpool report feeling safe in the community. ▶▶ An increase in diverse housing options.

▶ Improve the community’s sense of

safety in Liverpool. housing options.

Council’s Principal Activities ▶ Community Safety

▶ Community Standards

Council’s

Strategic Projects ▶ Safer Suburbs Project ▶ Expanding the ePlanning Portal Project

▶ Public and Open Space Amenity ▶ Urban Planning

I Operational Plan 2014-2015

▶ Emergency Services

Delivery Program 2013-2017

▶ Facilitate diverse and affordable

2.1

Community Safety

FOUR-YEAR PRINCIPAL ACTIVITY Community Safety aims to improve the community’s sense of safety and works with our stakeholders to prevent crime in Liverpool. It involves a wide variety of activities including organising safety audits, distributing information on community safety and research into safety related matters.

Strategic

Accountability

Key Policies ▶ Liverpool Community Safety and Crime Prevention Strategy 2013-2017

Director Economy and Engagement

Performance Indicators Outcome ▶ 85% of people in Liverpool report feeling safe in the community

Delivery Program 2013-2017

I Operational Plan 2014-2015

Service

Supporting our Partners NSW State Plan 2021 Goal 16: Prevent and reduce the level of crime Goal 20: Build liveable centres

National Crime Prevention Framework To encourage increased commitment to crime prevention at all levels of government and across different sectors.

Key Stakeholders

▶ Percentage of residents who feel safe when using ▶ NSW Police their local park ▶ NSW Department of Attorney General and Justice ▶ Trend in non-domestic assaults ▶ Local community service organisations ▶ Percentage of city centre safety audit ▶ Liverpool City Liquor Accord recommendations implemented ▶ Community Drug Action Team ▶ Number of funding applications submitted and ▶ Australian Attorney-General’s Department total funding received ▶ Liverpool Chamber of Commerce ▶ Liverpool Domestic Violence Liaison Committee ▶ National Motor Vehicle Theft Reduction Council ▶ Local high schools ▶ Community Safety and Crime Prevention Working Group

2014-15 Operational Plan Actions

Service Accountability

2.1.1

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

Community Development and Planning

2.1.2

Establish an internal working group on community safety to monitor and improve safety in the city centre as outlined in the Community Safety and Crime Prevention Plan 2013-2017.

Community Development and Planning

2.1.3

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

Community Development and Planning

LIVEABLE SAFE CITY

Community Safety

2.1

Delivery Program 2013-2017

I Operational Plan 2014-2015 53

2.2

Community Standards

FOUR-YEAR PRINCIPAL ACTIVITY Community standards maintains and contributes to public protection in Liverpool by undertaking a range of enforcement, regulatory and business activities including, planning and building compliance, investigation of nuisance issues, animal management and registration, health inspection programs and approvals, parking enforcement, swimming pool compliance, and construction certification and inspections by accredited council certifiers.

Strategic

Accountability Director Planning and Growth

Key Policies ▶ Enforcement Policy▶ ▶ Animal Management Policy

Performance Indicators

Supporting our Partners

Outcome

Goal 22: Protect our natural environment

▶ 85% of people in Liverpool report feeling safe in the community

Service

▶ Number of animals registered

NSW State Plan 2021 Goal 20: Build Liveable cities Goal 23: Increased opportunities for people to look after their own neighbourhood and environment

Draft Metropolitan Strategy for Sydney 2031 A liveable city

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Number of animals micro-chipped

58 54

▶ Average response time to customer related animal requests

Key Stakeholders

▶ Customer complaints actioned within nominated time frame

▶ NSW Food Authority

▶ Premises that are regulated for health compliance (food shops, hairdressers, beauty salons, cooling tower and public swimming pools) to be regularly inspected.

▶ RSPCA

▶ Commercial on-site sewage management systems to be inspected annually

▶ Division of Local Government Companion

▶ Construction Certificates issued ▶ Regular Parking Patrols

▶ Office of Local Government ▶ Planning and Infrastructure ▶ Environment Protection Authority ▶ Department of Environment and Heritage ▶ Building Professionals Board

Service Accountability Community Standards

2.2.2

Review and update the Companion Animals Policy

Community Standards

2.2.3

Provide construction certificates and Complying Development Certificates and undertake the certifier role in competition with the private sector.

Community Standards

2.2.4

Assess and determine building and related compliance certificates

Community Standards

2.2.5

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

Community Standards

2.2.6

Investigate and enforce development consents to ensure compliance.

Community Standards

2.2.7

Respond to customer requests regarding planning & building enforcement matters

Community Standards

2.2.8

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

Community Standards

2.2.9

Conduct parking enforcement , including daily patrols of metered parking , on street parking and car parks

Community Standards

2.2.10

Provide an annual free micro-chipping day aimed at promoting responsible pet ownership.

Community Standards

2.2.11

Offer a subsidised pet de-sexing program for residents who hold a pensioner concession card

Community Standards

2.2.12

Encourage companion animal registration in Liverpool by implementing the companion animal registration program.

Community Standards

2.2.13

Minimise public pet nuisance by implementing the following programs: â&#x2013;ś the companion animal stray collections program â&#x2013;ś dangerous, restricted and menacing breeds program

Community Standards

I Operational Plan 2014-2015

Review and update Councilâ&#x20AC;&#x2122;s Enforcement Policy

Delivery Program 2013-2017

2.2.1

LIVEABLE SAFE CITY

2014-15 Operational Plan Actions

Community Standards

2.2

2.3

Emergency Services

FOUR-YEAR PRINCIPAL ACTIVITY Council supports the operation of the State Emergency Service (SES) and Rural Fire Services (RFS) by providing a range of services including logistical support, accommodation, financial assistance and maintenance of plant & equipment.

Strategic

Accountability Director City Presentation

Performance Indicators Outcome ▶ 85% of people in Liverpool report feeling safe in the community

Service

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Percentage of programmed maintenance completed on time

▶ Satisfaction rating by RFS and SES

Key Policies ▶ Emergency Risk Management Plan

Supporting our Partners NSW State Plan 2021 Goal 28: Ensure NSW is ready to deal with major emergencies and natural disasters

Implementing Emergency Risk Management Through The Integrated Planning and Reporting Framework To asssist councils in intergrating Emergency Risk Management (ERM) into planning stategies when developing Community Strategic Plans and related documents.

Key Stakeholders ▶ State Emergency Services ▶ Rural Fire Services ▶ NSW Government agencies

2014-15 Operational Plan Actions

LIVEABLE SAFE CITY

Emergency Services

2.3 Service Accountability Civil Maintenance

2.3.2

Provide access to Council buildings for accommodation and office space, including for State Emergency Services Headquarters and Rural Fire Service stations.

Civil Maintenance and Property Services

2.3.3

Complete programed maintenance of equipment, including trucks, pumps, and plant equipment.

Fleet Services

2.3.4

Provide a training venue for State Emergency Servicesâ&#x20AC;&#x2122; Crash Response Training.

Civil Maintenance

2.3.5

Assist with the preparation of Emergency Response Plans for Liverpool.

Civil Maintenance

2.3.6

Provide financial assistance to support the operation of State Emergency Services and the Rural Fire Service

Civil Maintenance

Delivery Program 2013-2017

2.3.1

Provide resources to support a coordinated response to emergencies in Liverpool such as traffic control, establishment of detours, barricading access roads and operations centre.

I Operational Plan 2014-2015 57

2.4

Public and Open Space Amenity

FOUR-YEAR PRINCIPAL ACTIVITY Public and open space amenity aims to create clean and attractive open and public spaces through the management of litter and illegal waste and the provision of street and asset cleaning, poster removal, public space bin collection and street sweeping.

Strategic

Accountability Director City Presentation

Performance Indicators

Key Policies ▶ Strategic Maintenance Plan ▶ Contributions Plan ▶ Tree Management Policy ▶ Graffiti Management Strategy

Supporting our Partners

Outcome

Draft Metropolitan Strategy for Sydney 2031

▶ 85% of people in Liverpool report being satisfied or better with the cleanliness of public spaces

South Western Sydney Regional Action Plan

A liveable city

Protect our Environment and Heritage

Delivery Program 2013-2017

I Operational Plan 2014-2015

Service

▶ Community satisfaction with the general appearance of the city centre

Key Stakeholders

▶ Community satisfaction with city centre parks and gardens

▶ Regional Illegal Dumping Squad

▶ Community satisfaction with keeping public spaces clean

▶ Local high schools

▶ Average response time to customer related amenity requests

▶ The Street University ▶ Western Sydney Parklands Trust

Service Accountability

2.4.1

Undertake programed and responsive maintenance of parks, gardens, open spaces and public toilets to provide opportunities for the community to rest and recreate in a green environment.

Parks Programs

2.4.2

Improve Liverpoolâ&#x20AC;&#x2122;s streetscape by planting, maintaining and inspecting street trees.

City Presentation

2.4.3

Deliver two art redirection programs in partnership with local schools and The Street University to divert young people away from illegal graffiti.

Facilities Maintenance Community Development and Planning

2.4.4

Deliver public art and murals at four sites to prevent illegal graffiti.

Facilities Maintenance Community Development and Planning

2.4.5

Remove graffiti from public buildings and spaces.

Cleaning and Waste

2.4.6

Undertake investigation of illegal dumping incidents and participate on the Regional Illegal Dumping squad to ensure a coordinated regional approach to addressing illegal dumping.

Waste Management

2.4.7

Hold a Garden Competition for residents to showcase their open green spaces, promote physical amenity and the appearance of local neighbourhoods.

Parks Programs Marketing and Communications

2.4.8

Facilitate the Liverpool Clean-up Day in partnership with residents and businesses.

Cleaning and Waste

LIVEABLE SAFE CITY

2014-15 Operational Plan Actions

Public and Open Space Amenity

2.4

Delivery Program 2013-2017

I Operational Plan 2014-2015 59

2.5

Urban Planning

FOUR-YEAR PRINCIPAL ACTIVITY Urban Planning guides the development of land and design of the built environment in Liverpool. It takes into consideration planning for residential, commercial and industrial development as well as transport networks and other infrastructure to accommodate for Liverpool’s growth and expansion. It aims to balance Liverpool’s rapid development with protecting its rich heritage and environmental sustainability. It also enforces building and development compliance.

Strategic

Key Policies

Accountability

▶ Liverpool Local Environment Plan

Director Planning and Growth

▶ Enforcement Policy

▶ Development Control Plans ▶ Contributions Plan

Performance Indicators

▶ Plans of Management

Supporting our Partners

Outcome

NSW State Plan 2021

▶ An increase in diverse housing options

Goal 20: Build liveable centres

▶ Population of 230,900 by 2021

Goal 29: Restore confidence and integrity in the planning system

Service

Draft Metropolitan Strategy for Sydney 2031

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Rank in local development determination Balanced growth performance A liveable city ▶ Average determination time of development Accessibility and connectivity applications

▶ Percentage of Local Environment Plan changes within gateway determination times ▶ Value of development applications lodged ▶ Number development applications lodged ▶ Number development applications determined ▶ Number new residential dwellings approved ▶ Number new residential lots approved

Draft Places for People – An Urban Design Protocol for Australian Cities Productive and sustainable places Liveable places

Key Stakeholders ▶ Department of Planning and Infrastructure ▶ NSW Government agencies ▶ Development industry ▶ Western Sydney Regional Organisation of Councils ▶ Environment Protection Authority

2014-15 Operational Plan Actions

Service Accountability

Implement faster development application processing strategies.

DA Assessment

2.5.3

Engage with industry stakeholders to implement biannual Development Forum Meetings with all relevant stakeholders.

DA Assessment

2.5.4

Convene the Independent Hearing Assessment Panel to provide an independent forum for the determination of development applications

DA Assessment

2.5.5

Represent Liverpool in the State Governmentâ&#x20AC;&#x2122;s Joint Regional Planning Panel which is aimed at facilitating the efficient assessment of regionally significant developments.

DA Assessment

2.5.6

Receive and assess planning proposals and where appropriate modify the Local Environment Plan and associated planning documentation to allow for development opportunities.

Strategic Planning

2.5.7

Evaluate and respond to significant developments that affect Liverpool, including state significant developments.

Strategic Planning

2.5.8

Continue to coordinate Councilâ&#x20AC;&#x2122;s response to the Planning Bill and associated draft legislation as it is released and considered by the State government.

Strategic Planning

2.5.9

Facilitate appropriate mechanisms, including Section 94 and Voluntary Planning Agreements to capture and deliver infrastructure to meet the demands of the growing population.

Strategic Planning

2.5.10

Review the LEP to provide more diverse and affordable housing options and develop an affordable housing strategy to decrease housing stress in Liverpool. Consider additional mixed use housing forms within the Liverpool city centre.

2.5.11

Complete economic, social, environmental and engineering impact assessments for development applications.

2.5.12

Work with the State government to support land development in Austral and North Leppington, along with other growth centre precincts.

2.5.13

Encourage appropriate levels of community involvement in heritage protection including the heritage advisory committee.

Strategic Planning Community Development and Planning

Techical Support Community Development and Planning Traffic and Transport Strategic Planning Traffic and Transport

Strategic Planning

I Operational Plan 2014-2015

2.5.2

Delivery Program 2013-2017

DA Assessment

LIVEABLE SAFE CITY

Review Councilâ&#x20AC;&#x2122;s development application process to ensure it is in line with best practice guidelines

Urban Planning

2.5.1

2.6

Strategic Projects Safer Suburbs Project Deliver the Safer Suburbs Program Secure Taxi Rank Scheme to improve safety in and around taxi ranks within the city centre.

Delivery Program 2013-2017

I Operational Plan 2014-2015

Project Sponsor

Director, Economy and Engagement

Project Budget $200,000 in 2014-15

Key Stakeholders NSW Police Liverpool City Liquor Accord Attorney Generalâ&#x20AC;&#x2122;s Department

Safer Suburbs Project Closed Circuit Television

2014-15 Key Deliverables

LIVEABLE SAFE CITY

Accountability

Install/upgrade street lighting

Community Development and Planning Traffic and Transport

Deliver community education activities and a media campaign on personal safety, taxi ranks, transport options at night, responsible use of alcohol and reporting crime.

Community Development and Planning

I Operational Plan 2014-2015

Community Development and Planning City Presentation

Delivery Program 2013-2017

Install CCTV and signage at Macquarie Street and Railway Station Taxi Ranks

Strategic Projects Expansion of Councilâ&#x20AC;&#x2122;s ePlanning Portal Expansion of the e-Planning Portal on the web to include assessment and lodgement and enable more efficient processing of development applications.

Project Sponsor Director, Planning and Growth

Project Budget

Delivery Program 2013-2017

I Operational Plan 2014-2015

$50,000

Key Stakeholders Developers Residents

Expansion of Councilâ&#x20AC;&#x2122;s ePlanningApplications Portal Faster Processing of Development

2014-15 Key Deliverables

LIVEABLE SAFE CITY

Accountability

Complete development of standard assessment report for development applications

Development Assessment

On line access to determination notice

Development Assessment Information Technology

On line lodgement of development applications

Development Assessment Information Technology

Delivery Program 2013-2017

I Operational Plan 2014-2015 65

en space amenity ACTIVITY

aims to create clean and attractive open

anagement of litter and illegal waste and

cleaning, poster removal, public space bin

Key Policies ▶ Strategic Maintenance Plan ▶ Contributions Plan ▶ Tree Management Policy ▶ Graffiti Management Strategy

eing satisfied blic spaces

Supporting our Partners Draft Metropolitan Strategy for Sydney A liveable city

neral

ntre parks

South Western Sydney Regional Action

g public

Plan Protect our Environment and Heritage

Delivery Program Program 2013-2017 2013-2017 II Operational Operational Plan Plan 2014-2015 2014-2015 Delivery Delivery Program 2013-2017 Plan 2013-2014 I Operational

r related

66 70 70

Key Stakeholders ▶ Regional Illegal Dumping Squad ▶ The Street University ▶ Local High Schools

Healthy Inclusive City 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

Direction 3

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.

10-Year

▶▶ Foster social inclusion, strengthen the local community and increase opportunities for people who may experience barriers.

▶▶ 90% of people feel that Liverpool is a harmonious society which respects cultural diversity.

Strategies

▶▶ Celebrate and respect Liverpool’s rich cultural and social diversity and embrace the opportunities it provides. ▶▶ Improve health and wellbeing and encourage a happy, active community.

Council’s

Strategic Projects Precinct

▶ New Customer Services Standards ▶ Matching Grants Program ▶ Shade structures in children’s playgrounds

▶▶ 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.

Council’s Principal Activities ▶ Children’s Services

▶ Community Facilities ▶ Customer Services ▶ Libraries and Museum ▶ Recreation Facilities ▶ Social Outcomes

I Operational Plan 2014-2015

▶ Carnes Hill Recreation and Community

▶▶ An increase in the number of people who participate in regular physical activity.

Delivery Program 2013-2017

▶▶ Plan, support and deliver high quality and accessible services, programs and facilities.

Targets

3.1

Children’s Services

FOUR-YEAR PRINCIPAL ACTIVITY Children’s Services provides high quality care and education for children through the delivery of six child care centres and one pre-school. Each Centre provides planned and spontaneous learning experiences for children that are in line with the National Early Years Learning Framework. Each service focuses on an educational program and practice that engages, stimulates and enhances children’s learning and development.

Strategic

Accountability

Key Policies ▶▶ Children’s Services Strategy

Director Community and Culture

Supporting our Partners

Performance Indicators OUTCOME ▶▶ 90% of people express satisfaction or better

with their contact with Council

▶▶ Improved early educational outcomes for

Delivery Program 2014-2015 2013-2017

2014-2015 I Operational Plan 2013-2014

68 72

children

NSW State Plan Goal 15: All children have access to quality early childhood education

Key Stakeholders ▶▶ University of Western Sydney ▶▶ Miller TAFE ▶▶ Children’s Services Central ▶▶ Semann and Slattery

SERVICE ▶▶ Centre utilisation rate ▶▶ User satisfaction rates with children’s services

2014-15 Operational Plan Actions

HEALTHY INCLUSIVE CITY

Children’s Services

3 .1

Service Accountability Children’s Services

3.1.2

Provide high quality childcare services for children aged 0-5 years at Casula, Hinchinbrook, Wattle Grove, Warwick Farm, Cecil Hills, Holsworthy and Prestons.

Children’s Services

3.1.3

Deliver the Growing Green Thumbs project across children’s services to create an environment which allows children to gain an understanding of the importance of natural materials.

Children’s Services Technical Support

3.1.4

Deliver the Children’s Service Community Involvement Program that engages with families and promotes Council’s services.

Children’s Services

3.1.5

Facilitate a leadership program for Council’s child care staff to provide opportunities for professional development.

Children’s Services Workforce Management

3.1.6

Delivery of benchmarking and best practice to the sector via networking and training

Children’s Services

I Operational Plan 2014-2015

Review child care service provision and develop a Children’s Services Strategy.

Delivery Program 2013-2017

3.1.1

3.2

Community Facilities

FOUR-YEAR PRINCIPAL ACTIVITY Council provides a portfolio of accessible community facilities and buses that support community capacity building and wellbeing through a range of activities such as educational and recreational programs and activities, community services and information, and community gatherings and events.

Strategic

Accountability Director Community and Culture

Key Policies ▶ Community Facilities Strategy ▶ Asset Management Plan ▶ Contributions Plan ▶ Generic Plan of Management for Community Facilities

Performance Indicators

Supporting our Partners NSW State Plan 2021

Outcome ▶ 85% of people in Liverpool believe that there is a sense of community in Liverpool ▶ Increased community access to services that people need.

Service ▶ Utilisation rate of community facilities

Delivery Delivery Program Program 2014-2015 2013-2017 I Operational Operational Plan Plan 2013-2014 2014-2015

▶ Community satisfaction with access to community centres

70 74

Goal 24: Make it easier for people to be involved in their communities

South Western Sydney Regional Action Plan ▶ Deliver coordinated and integrated services to the community ▶ Deliver appropriate services to disadvantaged and vulnerable members of the community

Destination 2036 Action Plan Establish a range of funding models to enable the long term maintenance, replacement and creation of different classes of assets

Key Stakeholders ▶ Local community groups and organisations ▶ Not for profit service providers ▶ Community transport providers ▶ Small business enterprises ▶ State and Federal government agencies

3.2.2

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

Community Facilities

3.2.3

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

Community Facilities

3.2.4

Develop a Community Facilities Strategy to guide provision, development and management of facilities to meet the needs of the community.

Community Development and Planning Community Facilities

3.2.5

Prepare functional briefs for a new community facility in Prestons.

Community Development and Planning Infrastructure Delivery

3.2.6

Review and update the Generic Plan of Management for Community Facilities.

Community Facilities Community Development and Planning

3.2.7

Undertake the following capital improvement works: ▶ City Library toilet amenities ▶ Sea wall at Davy Robinson Reserve ▶ Refurbishment at Ernie Smith Reserve Hockey facility ▶ Renewal of air-conditioning system at Whitlam Leisure Centre.

Infrastructure Delivery

3.2.8

Undertake rehabilitation works at: ▶ Chipping Norton Homestead. ▶ Prestons and Holsworthy childcare centres ▶ Casula and Cecil Hills Community Centre ▶ Cafe furniture at CPAC. ▶ Moorebank Library and Community Centre.

Infrastructure Delivery

3.2.9

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

Infrastructure Delivery

3.2.10

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

Community Development and Planning Infrastructure Delivery

3.2.11

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

Community Facilities Community Development and Planning

I Operational Plan 2014-2015

Community Facilities

Delivery Program 2013-2017

Conduct an Expression of Interest process for the use of Council’s community facilities and buses to provide equitable access.

HEALTHY INCLUSIVE CITY

3.2.1

3.2 Community Facilities

2014-15 Operational Plan Actions

Service AccountabilityY

3.3

Customer Services

FOUR-YEAR PRINCIPAL ACTIVITY Customer Services provides high quality services to customers of Liverpool Council through the delivery of a one stop shop counter and contact centre operations. It also records and refers customer request to operational areas for attention and follow up.

Strategic

Accountability Director Community and Culture

Performance

Key Policies ▶ Service and Communication Procedure ▶ Customer Feedback Policy

Indicators

Supporting our Partners

Outcome

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

▶ 90% of people express satisfaction or better with their contact with Council

NSW State Plan 2021

Destination 2036 Action Plan

Service

Ensure efficient and effective service delivery

▶ Percentage of phone calls answered within 20 seconds

Key Stakeholders

▶ Percentage of phone calls resolved without transfer

▶ Council customers

▶ Use of language aides as a proportion of customer contacts

▶ Local businesses

Delivery Delivery Program Program 2014-2015 2013-2017 I Operational Operational Plan Plan 2013-2014 2014-2015

▶ Percentage of excellent or better service rating by customers

72 76

▶ NSW and Australian government agencies ▶ Developers

2014-15 Operational Plan Actions

Service Accountability

3.3.1

Provide high quality customer services through provision of a ‘one stop shop’ at Council’s Customer Service Counter at Moore Street.

Customer Services

3.3.2

Provide an after-hours phone service to ensure a 24 hour a day, 7 day a week contact phone service.

Customer Services

3.3.3

Implement customer service standards through the delivery of training across all of Council to enhance interaction with the community and customers.

Customer Services Workforce Management

3.3.4

Facilitate Customer Focus Groups to provide an opportunity for customers and residents to provide feedback to Council.

Customer Services

3.3.5

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

Customer Services

HEALTHY INCLUSIVE CITY

Customer Services

3.3

Delivery Program 2013-2017

I Operational Plan 2014-2015 73

3.4

Libraries and Museum

FOUR-YEAR PRINCIPAL ACTIVITY Council’s libraries and museum provide an opportunity for people to participate in a range of educational and recreational activities. The libraries house diverse collections which are available for everyone in the community to borrow and deliver cultural, heritage and educational exhibitions, events and programs that reflect Liverpool’s unique heritage and identity. The Liverpool Regional Museum provides exhibitions which showcase and highlight Liverpool’s history and heritage; and collects, organises, preserves and makes available heritage materials of local historical and cultural significance.

Strategic

Accountability Director Community and Culture

Performance Indicators Outcome ▶ An increase in the number of people who participate in arts and cultural activities

Delivery Program 2013-2017

I Operational Plan 2014-2015

Service

Key Policies ▶ Library Services Strategy ▶ Heritage Strategy

Supporting our Partners NSW State Plan 2021 Goal 27: Enhance cultural, creative, sporting and recreation opportunities.

Living Learning Libraries: Standards and Guidelines

▶ Community satisfaction with provision and operation of libraries

To evaluate current services, set targets for improvement, develop continuous improvement in library service delivery, and plan for future needs.

▶ Library and museum visitation and borrowing rates

Key Stakeholders

▶ Attendance at programs and events

▶ Liverpool Genealogy Society Inc ▶ Liverpool and District Historical Society ▶ State Library of New South Wales

Service Accountability Libraries and Museum

3.4.2

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

Libraries and Museum

3.4.3

Re-develop the Libraryâ&#x20AC;&#x2122;s website and other electronic access points such as smart-phone applications to improve electronic access to the library.

Libraries and Museum

3.4.4

Undertake a review of the Libraryâ&#x20AC;&#x2122;s community information directory to improve usage, access and information provided to the community.

Libraries and Museum

3.4.5

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

Libraries and Museum

3.4.6

Deliver heritage and history services to the community.

Libraries and Museum

3.4.7

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

Libraries and Museum

3.4.8

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

Libraries and Museum

I Operational Plan 2014-2015

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

Delivery Program 2013-2017

3.4.1

HEALTHY INCLUSIVE CITY

2014-15 Operational Plan Actions

Libraries and Museum

3.4

3.5

Recreation Facilities

FOUR-YEAR PRINCIPAL ACTIVITY Recreation facilities provide access to parks, playgrounds, sporting fields and leisure centres for organised and passive recreation. It supports the long term sustainability of recreation activities in Liverpool to promote physical activity, healthy and active living.

Strategic

Accountability Director Community and Culture

Performance Indicators Outcome ▶ An increase in the number of people who participate in physical activity

Service ▶ Utilisation rates of sporting facilities ▶ Visitations to leisure centres

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Community satisfaction with the provision and

Key Policies ▶ Recreation Strategy ▶ Asset Management Plan ▶ Generic Plan of Management for Sportsgrounds

Supporting our Partners NSW State Plan 2021 Goal 27: Enhance cultural, creative, sporting and recreation opportunities

A Healthy and Active Australia Provide recreation opportunities to the community in line with demand and facilities and services which promote inclusive and healthy lifestyles

maintenance of:

Key Stakeholders

• playgrounds

▶ YMCA

• sporting ovals, grounds and facilities ▶ Community satisfaction with swimming pools and leisure centres

▶ Local sporting clubs ▶ Recreation and leisure groups

2014-15 Operational Plan Actions

Service Accountability Recreation Services

3.5.2

Advocate to governments for the establishment of an entertainment precinct and sporting stadium in Liverpool.

Community Development and Planning

3.5.3

Manage the hire of all Council’s sporting fields and parks including license agreements and casual hire.

Recreation Services

3.5.4

Implement Council’s annual Sporting Grant Program and the Sporting Donations program to provide funds for sporting activities in Liverpool.

Recreation Services

3.5.5

Complete a comprehensive Playground Audit and Condition Report for all of Council’s 158 playgrounds.

Infrastructure Delivery

3.5.6

Upgrade the following playgrounds across Liverpool: ▶ Dunumbral Park, Cecil Hills ▶ Burt Burrows Reserve, Hinchinbrook ▶ Gracemere Park, Wattle Grove ▶ Elizabeth Park, Cecil Hills ▶ Hurley Park, Horningsea Park ▶ Percy Rabbit Park, Horningsea Park ▶ Gough Park. Cecil Hills ▶ Black Muscat Park, Chipping Norton.

Infrastructure Delivery

3.5.7

Deliver upgrades to the following sports facilities: ▶ Phillip Park – Tennis Courts ▶ Jardine Park – Netball Courts ▶ Childs Park – Floodlighting ▶ South Park – Floodlighting ▶ Pacuillo Park – Floodlights.

Infrastructure Delivery

3.5.8

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

3.5.9

Review and update Council’s Recreation Strategy and Open Space to promote healthy lifestyles and enhance opportunities for the community to be involved in a wide range of local recreation activities.

Community Development and Planning

Infrastructure Delivery

I Operational Plan 2014-2015

3.5.11

Undertake landscape renewal and improvement works at: ▶ Ben Prior Park, Pullbrook Park, Tall Gums Park, Casula ▶ Apex Park, Liverpool ▶ Lady Woodward Park, Miller ▶ Harris Creek Reserve, Holsworthy ▶ St Andrews Park, Casula ▶ Bent Street Park, Chipping Norton.

Community Development and Planning Infrastructure Delivery

Delivery Program 2013-2017

3.5.10

Improve disability access at: ▶ Glen Regent Reserve, Casula ▶ Satelberg Park, Holsworthy ▶ Hammondville Oval, Hammondville ▶ Gracemere Park, Wattle Grove ▶ Percy Rabbit Park, Horningsea Park

3.5 HEALTHY INCLUSIVE CITY

Manage Council’s leisure centres contracts including the Whitlam, Michael Wenden and Holsworthy Leisure Centres.

Recreation Facilities

3.5.1

3.6

Social Outcomes

FOUR-YEAR PRINCIPAL ACTIVITY The social outcomes program delivers a range of initiatives, activities, information and placebased programs which support social sustainability, access and equity, community capacity building and community engagement. It provides opportunities for people who may experience barriers to social and economic participation such as older people, young people, children, people with a disability, women, Aboriginal people and people from culturally and linguistically diverse backgrounds. It provides expert advice and input to Council and external agencies in relation to social impacts and Council’s social and recreational programs.

Strategic

Accountability Director Economy and Engagement

Key Policies ▶ Recreation Strategy ▶ Youth Strategy ▶ Social Justice Policy

Performance Indicators Outcome ▶ 85% of people in Liverpool believe that there is a sense of community in Liverpool. ▶ 90% of people believe Liverpool is a harmonious society which respects cultural diversity.

I Operational Plan 2014-2015 Delivery Program 2013-2017

▶ LEAPS Multicultural Plan ▶ Disability Action Strategy ▶ Ageing Strategy

Supporting our Partners NSW State Plan 2021 Goal 11: Keep people healthy and out of hospital

▶ Increased community access to services that people need.

Goal 13: Better protect the most vulnerable members of our community and break the cycle of disadvantage

Service

Goal 26: Fostering opportunity and partnership with Aboriginal people

▶ Number of participants in activities and events

▶ Aboriginal Cultural Protocols

▶ Amount of funding provided to community organisations through Community Donations Program ▶ Number of partnerships formalised ▶ Community satisfaction with:

NSW Multicultural Advantage 2012-2015 Opportunities for the participation of people, regardless of their cultural, linguistic or religious background in social, cultural and economic life Fostering respect and unity between and among different cultural, religious and linguistic groups to strengthen equity, community harmony and opportunity

•

support for aged persons

•

support for people with a disability

•

support for young people

Key Stakeholders

•

support for multicultural communities

▶ Local community groups and organisations

•

access to the services that residents require

▶ Not for profit service providers ▶ Community transport providers ▶ Small business enterprisers ▶ State and Federal agencies

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

Community Development and Planning

3.6.2

Provide funding to community groups through Councilâ&#x20AC;&#x2122;s Community Donations Program and administer the ClubGRANTS program.

Community Development and Planning

3.6.3

Deliver the Community 2168 project in partnership with NSW Health and Housing NSW to improve social and economic opportunities in this area.

Community Development and Planning

3.6.4

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

Community Development and Planning

3.6.5

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

Community Development and Planning

3.6.6

Deliver the language aide program in Council.

Workforce Management

3.6.7

Organise Discovery Tours to assist new and emerging migrant communities to access services.

3.6.8

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

Community Development and Planning

3.6.9

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

Community Development and Planning

3.6.10

Establish the Greater Western Sydney Community Farm at Rossmore Grange.

Community Development and Planning

3.6.11

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

Community Development and Planning

3.6.12

Deliver the midnight basketball program.

Community Development and Planning

3.6.13

Develop place-based projects and activities to stimulate the city and attract visitors and economic activity to Liverpool.

Community Development and Planning Marketing and Communications

HEALTHY INCLUSIVE CITY

3.6.1

3.6 Social Outcomes

2014-15 Operational Plan Actions

Service Accountability

Community Development and Planning

Delivery Program 2013-2017

I Operational Plan 2014-2015 79

Strategic Projects Carnes Hill Recreation and Community Precinct This project will deliver a new recreation and community precinct in Carnes Hill that provides services, facilities and spaces to support the health and wellbeing of the community, including a community centre, district library, leisure centre, key suburb park, skate park and associated services.

Project Sponsor

Delivery Program 2013-2017

I Operational Plan 2014-2015 I Operational Plan 2013-2014

Director, Planning and Growth

80 84

Project Budget $22 million in 2014-15

Key Stakeholders Community and Leisure Service Providers NSW Division of Local Government Community groups and organisations

Detailed designs

Infrastructure and Environment

Construction tender

Infrastructure and Environment

HEALTHY INCLUSIVE CITY

Accountability

Carnes Hill Recreation and Community Precinct

2014-15 Key Deliverables

Delivery Program 2013-2017

I Operational Plan 2014-2015 81

Strategic Projects New Customer Service Standards

Delivery Program 2013-2017

I Operational Plan 2014-2015

This project will implement new customer service standards for the whole of Council that support the provision of exceptional, courteous and timely responses to the community and customers of Council.

Project Sponsor Director, Community and Culture

Project Budget $80,000 in 2014-15

Key Stakeholders Customer Service Institute of Australia International Customer Service Standard

Accountability

Customer service standard training implemented

June 2015

Customer service

Mystery shopping initiative

June 2015

Customer service

Customer Service Week

March 2015

Customer service

HEALTHY INCLUSIVE CITY

Scheduled

Customer Service Standards

2014-15 Key Deliverables

Delivery Program 2013-2017

I Operational Plan 2014-2015 87 83

Strategic Projects Matching Grants Program

Delivery Program 2013-2017

I Operational Plan 2014-2015

Development of guidelines for a Matching Grants program to provide support for community and sporting groups to deliver projects in the Liverpool LGA.

Project Sponsor Director, Community and Culture

Key Stakeholders Local community Sporting groups

Undertake research into different models for matching grants programs.

Community and Culture

Development of Matching Grants guidelines

Community and Culture Community Development

Adoption of Matching Grants guidelines by Council

Community and Culture Community Development

HEALTHY INCLUSIVE CITY

Accountability

Matchin Grants Program

2014-15 Key Deliverables

Delivery Program 2013-2017

I Operational Plan 2014-2015 85

Strategic Projects Shade Structures in Childrenâ&#x20AC;&#x2122;s Playgrounds Installation of shade structures in childrenâ&#x20AC;&#x2122;s playgrounds in order to ensure that sufficient shade is provided to users of playground equipment during the hottest part of the day, for equipment delivered under the playground replacement program.

Project Sponsor Director, Infrastructure and Environment

Project Budget

Delivery Program 2013-2017

I Operational Plan 2014-2015

$200,000

Key Stakeholders Economy & Engagement Liverpool Community

Investigation and Design of different options.

Infrastructure Delivery Open Space

Delivery and installation of shade structures,

Infrastructure Delivery Open Space

HEALTHY INCLUSIVE CITY

Accountability

Shade Structures in Childrenâ&#x20AC;&#x2122;s Playgrounds

2014-15 Key Deliverables

Delivery Program 2013-2017

I Operational Plan 2014-2015 87

Delivery Program 2013-2017

I Operational Plan 2014-2015

Proud Engaged City

PROUD ENGAGED CITY

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. Innovation and creativity will be fostered by hosting world-class events, programs and festivals which provide opportunities to showcase Liverpool and strengthen community pride. To ensure the community participates in shaping Liverpool’s future, Council will implement innovative and effective community engagement practices which mix traditional forms of communication with the latest technological advances.

10-Year

Strategies ▶▶ Strengthen and celebrate Liverpool’s unique community identity. ▶▶ Engage and consult with the community to enhance opportunities for communication and involvement. ▶▶ Deliver a range of stimulating and vibrant cultural events, programs and festivals.

▶▶ Protect and preserve Liverpool’s heritage, including its rural landscape and cultural history.

targets

▶▶ An increase in the community’s sense of belonging in their city. ▶▶ 85% of people express satisfaction or better with Council’s consultation with the community. ▶▶ An increase in the number of people who participate in arts and or cultural activities.

Council’s Principal Activities ▶▶ Casula Powerhouse Arts Centre

▶▶ Community Engagement

Strategic Projects ▶ Cultural and Arts Tourism Policy and Plan ▶ ANZAC Day Centenary

▶▶ Events

I Operational Plan 2014-2015

Council’s

Delivery Program 2013-2017

▶▶ Provide first-class and iconic facilities and places.

10-Year

4.1

Casula Powerhouse Arts Centre

FOUR-YEAR PRINCIPAL ACTIVITY Casula Powerhouse Arts Centre (CPAC) is a community-focused arts centre which presents and produces compelling, quality and diverse cultural programs that are relevant and engaging to South Western Sydney communities. CPAC’s iconic facility features 6 galleries, a 326 seat theatre, the Kid’s Gallery, Kid’s Studio, Turbine Hall Stage, residency studios, educational facilities, the Performance Space, cafe, bar, display spaces, collection storage, ample parking and parklands.

Strategic

Accountability Director Community and Culture

Performance Indicators

Key Policies ▶ Casula Powerhouse Arts Centre Annual program

Supporting our Partners NSW State Plan 2021

Outcome

Goal 27: Enhance cultural, creative, sporting and recreation opportunities

▶ An increase in the number of people who participate in arts and cultural activities

Creative Australia - National Cultural Policy

▶ An increase in the community’s sense of belonging

Service

▶ Community satisfaction with support for arts and cultural groups ▶ Community satisfaction with Casula Powerhouse Arts Centre ▶ Visitation rates

▶ Recognise, respect and celebrate the centrality of Aboriginal and Torres Strait Islander cultures to the uniqueness of Australian identity ▶ Support excellence and the special role of artists and their creative collaborators as the source of original work and ideas, including telling Australian stories ▶ Ensure Australian creativity thrives in the digitally enabled 21st century by supporting innovation, the development of new creative content, knowledge and creative industries

Delivery Program 2013-2017

I Operational Plan 2014-2015

Draft NSW Creative Industries Industry Action Plan

To help drive the growth and development of the creative industries

Key Stakeholders ▶ Local performance groups ▶ Local visual arts groups ▶ Museum of Contemporary Art ▶ National Gallery Australia ▶ Opera Australia ▶ Art Gallery of NSW ▶ CuriousWorks ▶ LMRC – Liverpool Migrant Resource Centre ▶ Sydney Film Festival ▶ Local businesses ▶ WestWords - Western Sydney Young People’s Literature Development Project

2014-15 Operational Plan Actions

PROUD AND ENGAGED CITY

Casula Powerhouse Arts Centre

4.1

Service Accountability Casula Powerhouse Arts Centre

4.1.2

Deliver festivals and events that provide opportunities for local artists, performers and businesses to present their work or sell products.

Casula Powerhouse Arts Centre

4.1.3

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

Casula Powerhouse Arts Centre

4.1.4

Generate revenue by hiring out Casula Powerhouse Arts Centreâ&#x20AC;&#x2122;s facilities.

Casula Powerhouse Arts Centre

4.1.5

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

Casula Powerhouse Arts Centre

4.1.6

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

Casula Powerhouse Arts Centre

I Operational Plan 2014-2015

Deliver a variety of art exhibitions, theatre performances and art education programs at Casula Powerhouse Arts Centre.

Delivery Program 2013-2017

4.1.1

4.2

Community Engagement

FOUR-YEAR PRINCIPAL ACTIVITY Community engagement supports the local community to be informed, involved and consulted about their city and Council. It provides information to raise awareness about local services and priorities and supports opportunities for active involvement in community and civic life. It enables community members to provide feedback that informs decisions that impact on their day to day life.

Strategic

Accountability

Key Policies ▶ Community Engagement Policy ▶ Communications Strategy

Director Economy and Engagement

Performance Indicators

Supporting our Partners NSW State Plan 2021

OUTCOME

Goal 31: Improve government transparency by increasing access to government information

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

Key Stakeholders

▶ An increase in the community’s sense of belonging

▶ Local media ▶ Community groups and organisations ▶ Local business

SERVICE

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Community satisfaction with information on the website

▶ Number of website hits ▶ Number of social media contacts ▶ Community satisfaction with consultation with the community ▶ Attendance at community forums

▶ Residents of Liverpool ▶ Visitors

2014-15 Operational Plan Actions

Service Accountability

4.2.2

Implement the Community Engagement Strategy including THE Liverpool Listens online community panel to provide opportunities for the community to be informed, involved and consulted on Council matters.

Community Development and Planning

4.2.3

Facilitate community advisory committees to enable community input and participation in the following areas: ▶▶ Aboriginal ▶▶ access ▶▶ Youth Council ▶▶ multicultural ▶▶ heritage ▶▶ street naming ▶▶ environment ▶▶ economic development ▶▶ sports ▶▶ tourism and events.

Community Development and Planning Strategic Planning Economic Development Recreation Services Sustainable Environment

4.2.4

Hold open community forums that provide an opportunity for the community to hear about local priorities and activities.

Community Development and Planning

4.2.5

Host school visits to Council Chambers and information sessions to enable local students to learn about democracy.

Council and Executive Services

4.2.6

Develop a new social media policy to expand the use of emerging technologies to communicate with the community such as Twitter, Facebook and YouTube.

Marketing and Communications

4.2.7

Manage and improve a resident newsletter to the wider community.

Marketing and Communications

4.2.8

Continue to implement strategies to improve communication with people from culturally and linguistically diverse backgrounds and young people.

Marketing and Communications Community Development and Planning

Community Development and Planning

I Operational Plan 2014-2015

4.2.9

Hold a series of community engagement and capacity building activities to enable the community to engage in community life that recognise and celebrate significant national and international days, including: ▶▶ Sorry Day ▶▶ Harmony Day ▶▶ Youth Week ▶▶ Mayoral Concert ▶▶ Children’s Week ▶ NAIDOC ▶▶ Refugee Week ▶▶ Seniors Week ▶▶ International Day of People with a Disability

Delivery Program 2013-2017

Marketing and Communications

PROUD AND ENGAGED CITY

Develop a revised Communication Plan for Liverpool.

Community Engagement

4.2.1

4.2

4.3

Events

FOUR-YEAR PRINCIPAL ACTIVITY The events program includes corporate and community events that reflect Liverpool’s rich historical and cultural landscape. Events and festivals engage with the broad community to recognise and celebrate Liverpool’s unique identity and inspire pride and enjoyment. They recognise Liverpool’s history and the diversity of the community and provide opportunities for entertainment. Events and festivals also improve vibrancy of the local community and act as a catalyst for visitors and tourism and provide opportunities for partnerships between community and business groups.

Strategic

Accountability Director Economy and Engagement

Performance Indicators

Key Policies ▶ Events Strategy

Supporting our Partners NSW State Plan 2021 Goal 27: Enhance cultural, creative, sporting and recreational opportunities

OUTCOME ▶ An increase in the community’s sense of belonging

Key Stakeholders

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Local media

SERVICE ▶ Community satisfaction with festivals and major events ▶ Attendance at events and festivals

▶ Community groups ▶ Local business ▶ Arts and cultural groups ▶ State and Federal government

2014-15 Operational Plan Actions

4.3.2

Provide funding through Council’s Corporate Sponsorship Program to support community and business groups to deliver local cultural, recreational and iconic events.

4.3.3

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

Council and Executive Services

4.3.4

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

Economic Development

Marketing and Communications

PROUD AND ENGAGED CITY

Economic Development

4.3 Events

4.3.1

Hold annual celebrations that engage the broader community in celebrating key annual events, including: ▶ Christmas in the Mall ▶ New Years Eve at Chipping Norton Lakes ▶ Australia Day ▶ Starry Sari Night

Service Accountability

Delivery Program 2013-2017

I Operational Plan 2014-2015 95

Strategic Projects Cultural and Arts Policy and Plan Tourism Policy and Plan Development of a Cultural and Arts Policy and Plan and Tourism Policy and Plan to promote the delivery and support of arts, tourism, culture and creative industries in the Liverpool LGA.

Project Sponsor

Delivery Program 2013-2017

I Operational Plan 2014-2015 2013-2014

Director, Community and Culture

96 100

Project Budget $60,000

Key Stakeholders Arts and cultural organisations Creative industries Arts NSW Australia Council for the Arts Events NSW Destination NSW

Development of Policies and Plans

Community and Culture

Endorsement of Policies and Plans for exhibition by Council

Community and Culture

Consultation on the Policies and Plans

Community and Culture

Adoption of the Policies and Plans by Council

Community and Culture

Implementation of Policies and Plans

Community and Culture

PROUD AND ENGAGED CITY

Accountability

Cultural and Arts Tourism Policy and Plan

2014-15 Key Deliverables

Delivery Program 2013-2017 Delivery Program 2013-2017

I Operational Plan 2014-2015 I Operational Plan 2013-2014 101 97

Strategic Projects ANZAC Day Centenary Delivery of a range of activities, events and projects to commemorate the centenary of ANZAC Day.

Project Sponsor

Delivery DeliveryProgram Program2013-2017 2013-2017I IOperational OperationalPlan Plan2014-2015 2013-2014

Director, Community and Culture

102 98

Project Budget $150,000

Key Stakeholders Australian Army Australian War Memorial Liverpool RSL Sub-branch Local history and heritage groups

2014-15 Key Deliverables

PROUD AND ENGAGED CITY

Anzac Day Centenary

Accountability

Range of exhibitions and interpretation of WW1 experiences

Casula Powerhouse Library and Museum

Street decorations and commemorative elements in the public domain including possible new memorial

Community and Culture City Presentation City Assets

Promotion and publicity regarding Liverpoolâ&#x20AC;&#x2122;s role in Australiaâ&#x20AC;&#x2122;s military history

Marketing and Media Community and Culture Library and Museum

Delivery of a major event on ANZAC Day 2015

Community and Culture Events

Delivery Program 2013-2017 I Operational Plan 2014-2015 I Operational Plan 2013-2014

Delivery Program 2013-2017

103 99

100

Delivery Program 2013-2017

I Operational Plan 2014-2015

Natural Sustainable City

NATURAL SUSTAINABLE CITY

Direction 5

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.

10-Year

Strategies

Targets

▶▶ Lead the community to develop and

▶▶ Increased natural bushland corridors that

implement environmentally sustainable practices.

▶▶ Enhance and protect natural corridors, waterways and bushland.

▶▶ Reduce adverse environmental impacts for present and future generations.

are restored.

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

▶▶ At least 80% of domestic waste is diverted from landfill. rate comparable to Greater Sydney at 200 kilolitres or better.

Council’s

Strategic Projects ▶▶ City Centre Trunk Drainage Project

▶▶ Environmental Sustainability ▶▶ Stormwater Management ▶▶ Waste Management

I Operational Plan 2014-2015

▶▶ Amalfi Park Drainage Retention Basin

Council’s Principal Activities

Delivery Program 2013-2017

▶▶ A yearly household water consumption

101

5.1

Environmental Sustainability

FOUR-YEAR PRINCIPAL ACTIVITY Environmental Sustainability is about restoring bushland in order to protect biodiversity in Liverpool and improving the quality of waterways. It also facilitates associated community engagement initiatives which are aimed at creating a city where the natural environment is valued and protected. It works to increase the capacity of Council to meet its legislative responsibilities and maximise its environmental sustainability performance and guide Council actions through the development of strategies.

Strategic

Accountability Director Infrastructure and Environment

Key Policies ▶ Integrated Environmental Sustainability Action Plan ▶ Environment Restoration Plan ▶ Biodiversity Management Plan

Performance Indicators

I Operational Plan 2014-2015 Delivery Program 2013-2017

▶ Water Efficiency Plan ▶ Energy Management Plan

OUTCOME

Supporting our Partners

▶ Increased natural bushland corridors that are restored.

NSW State Plan 2021

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

Goal 22: Protect our natural environment

▶ A yearly household water consumption rate comparable to Greater Sydney at 200 kilolitres or better.

102

▶ Climate Change Adaptation Plan and Risk Assessment

SERVICE ▶ Trend in Council’s total energy and water consumption ▶ Number of participants in activities, programs and events ▶ Number of community volunteers ▶ Extent of good quality vegetation under planning protection ▶ Cumulative area of land restored and maintained as a native plant ecosystem

Goal 21: Secure portable water supplies Goal 23: Increase opportunities for people to look after their own neighbourhoods and environments

Partnership Agreement and Strategy on Energy Efficiency Theme 4: Government Working in Partnership and Leading the Way

Key Stakeholders ▶ Office of Environment and Heritage ▶ Environment volunteers ▶ Local environment groups

2014-15 Operational Plan Actions

Service Accountability Technical Support

5.1.2

Develop a project concept, business case, and preliminary designs for a Community Nursery and Education Centre in Liverpool.

Infrastructure Delivery

5.1.3

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

Infrastructure Delivery

5.1.4

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

Infrastructure Delivery

5.1.5

Hold Environment Restoration Plan events which include: ▶ monthly tree planting activities ▶ National Tree Day ▶ Schools National Tree Day ▶ Environment Volunteer Recognition Event.

Infrastructure Delivery

5.1.6

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

3.1 5 NATURAL SUSTAINABLE CITY

Implement Council’s Tree Management Policy.

Environental Sustainability

5.1.1

Infrastructure Delivery

5.1.8

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

Infrastructure Delivery

5.1.9

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

Infrastructure Delivery

5.1.10

Increase the capacity of Council to meet its legislative requirements and improve its environmental sustainability performance.

Technical Support

5.1.11

Develop, implement and review environmental sustainability strategies to guide the organisation.

Technical Support

I Operational Plan 2014-2015

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

Delivery Program 2013-2017

5.1.7

103

5.2

Stormwater Management

FOUR-YEAR PRINCIPAL ACTIVITY Stormwater management is aimed at implementing initiatives to enable the safe occupation of flood prone land and to reduce the impact of flooding on the community. This includes provision of strategies, policies and programs which improve the health and quality of waterways and the installation of stormwater treatment devices that reduce the amount of pollution entering our creeks and rivers.

Strategic

Key Policies

Accountability

Floodplain Risk Management Studies and Plans for:

Director Infrastructure and Environment

▶ Cabramatta Creek

▶ Anzac Creek ▶ Georges River ▶ Austral

Performance Indicators OUTCOME ▶ Sustainable development of flood prone land ▶ Improved condition of rivers and waterways to B+ or better

▶ Liverpool CBD ▶ South Creek

Supporting our Partners NSW State Plan 2021 Goal 19: Invest in critical Infrastructure

WSROC Future Directions SERVICE ▶ Community satisfaction with health of rivers and creeks

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Length of drainage pipes rehabilitated

104

▶ Number of gross pollutant traps installed

Adaptation of climate change strategy Implementation of flood mitigation projects

NSW State Floodplain Development Manual 2005 NSW State Government’s Flood Prone Land Policy Flood plain risk management process

Key Stakeholders ▶ Office of Environment and Heritage ▶ Roads and Maritime Services ▶ Sydney Water

2014-15 Operational Plan Actions

Service AccountabilityY

Undertake restoration and relining of piped drainage systems.

Infrastructure Delivery

5.2.2

Provide a gross pollutant trap at Ron Darcy Oval Millar as part of a source control strategy to prevent pollutants reaching the Georges River.

Infrastructure Delivery

5.2.3

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

Infrastructure Delivery

5.2.4

Undertake a review of Georges River Flood Study and flood mapping using grant funds.

Technical Support

5.2.5

Undertake overland flow path mapping of City Centre using grant funds.

Technical Support

5.2.6

Undertake assessment of Development Applications on flood prone land and provision of development consent conditions.

Technical Support

Delivery Program 2013-2017

5.2.1

NATURAL SUSTAINABLE CITY

Stormwater Management

5.2

I Operational Plan 2014-2015 105

5.3

Waste Management

FOUR-YEAR PRINCIPAL ACTIVITY Waste management oversees domestic waste collections for all of Liverpool’s residents including, recycling and green waste, sharps waste disposal, hazardous waste and bulk waste. It also provides education and promotion of the domestic service to reduce contamination of bins and encourage avoidance, re-use and recycling.

Strategic

Accountability Director City Presentation

Performance Indicators OUTCOME

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ At least 80% of domestic waste is diverted from landfill

106

SERVICE ▶ Community satisfaction with the domestic waste services ▶ Number of participants in waste events and education programs ▶ Reduced contamination in recycle and green waste bins

Key Policies ▶ Domestic Waste Management Policy

Supporting our Partners NSW State Plan 2021 Goal 23: Increase opportunities for people to look after their own neighbourhoods and environments

Waste Avoidance and Resource Recovery Strategy 2007 Sets goal of increasing recovery and use of secondary materials in the municipal waste stream to 66%

Key Stakeholders ▶ Environment volunteer groups ▶ Environment Protection Authority ▶ Local businesses

2014-15 Operational Plan Actions

NATURAL SUSTAINABLE CITY

Waste Management

5.3

Service Accountability

Waste Management

5.3.2

Establish a new Community Recycling Centre in Liverpool.

Waste Management

5.3.3

Deliver the community sharps and other problem waste program to divert these items from the domestic waste stream.

Waste Management

5.3.4

Hold and support waste and recycling events such as Clean up Australia Day and National Recycling week.

Waste Management

5.3.5

Participate in a used goods resale event to encourage reuse before disposal.

Waste Management

5.3.6

Deliver waste education including bin inspection and awareness program to minimise contamination of recycling and green waste bins and encourage waste avoidance and minimisation.

Waste Management

I Operational Plan 2014-2015

Provide weekly domestic, recycling and garden waste collection.

Delivery Program 2013-2017

5.3.1

107

Strategic Projects Amalfi Creek Flood Detention Basin

This project will provide substantial increases in flood protection to improve public safety and protect property and infrastructure within the suburbs of Casula, Lurnea and Liverpool. The project involves construction of a 48ML flood detention basin at Amalfi Park, Lurnea as part of Councilâ&#x20AC;&#x2122;s wider Brickmakers Creek flood mitigation project.

Delivery Program 2013-2017

I Operational Plan 2014-2015

Project Sponsor

108

Director, Infrastructure and Environment

Project Budget $2 million

Key Stakeholders Office of Environment and Heritage

Construction Tender

Infrastructure and Environment

Construction

Infrastructure and Environment

NATURAL SUSTAINABLE CITY SIGNIFICANT PROJECT

Accountability

Amalfi Creek Flood Detention Basin

2014-15 Key Deliverables

Delivery Program 2013-2017

I Operational Plan 2014-2015 109

Strategic Projects City Centre Trunk Drainage Project The project involves construction of large diameter trunk drainage system as part of Councilâ&#x20AC;&#x2122;s wider city centre flood mitigation project to reduce flooding, public safety and protect property within the city centre.

Delivery Program 2013-2017

I Operational Plan 2014-2015

Project Sponsor

110

Director, Infrastructure and Environment

Project Budget $2.3 million

Key Stakeholders Office of Environment and Heritage

Accountability

Community and stakeholder engagement

August 2014

Infrastructure and Environment

Construction Tender

October 2014

Infrastructure and Environment

Construction

June 2015

Infrastructure and Environment

NATURAL SUSTAINABLE CITY SIGNIFICANT PROJECT

Scheduled

City Centre Trunk Drainage Project

2014-15 Key Deliverables

Delivery Program 2013-2017

I Operational Plan 2014-2015 111

112

Delivery Program 2013-2017

I Operational Plan 2014-2015

Accessible Connected City

ACCESSIBLE CONNECTED CITY

Direction 6

This direction is about local and global connections. Council will work collaboratively with all relevant partners to improve the connectivity and functionality of Liverpool’s transport systems. Infrastructure will continue to be delivered to facilitate an integrated transport system that supports safe and easy driving, walking, cycling and public transport. To become a globally connected community, Council will support the rollout of the National Broadband Network and implement new and exciting initiatives such as introducing Wi-Fi in the city centre.

10-Year

▶▶ Provide safe and easy travel with a high

▶▶ 25% of trips to work are made by modes

Strategies quality road and traffic management network.

▶▶ Encourage sustainable and alternative transport options such as walking, cycling and integrated public transport.

Targets

other than private car.

▶▶ 85% of people express satisfaction with the management of traffic and safety on local streets.

▶▶ 95% of homes have access to broadband.

maximise community access to emerging technologies.

Strategic Projects ▶▶ Construction of Kurrajong Road ▶▶ Warwick Farm Bypass Road

Council’s Principal Activities

▶ Roads, Footpaths and Cycleways

▶▶ Road Safety ▶▶ Traffic and Transport

I Operational Plan 2014-2015

Council’s

Delivery Program 2013-2017

▶▶ Collaborate with key stakeholders to

113

6.1

Roads, Footpaths and Cycleways

FOUR-YEAR PRINCIPAL ACTIVITY 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.

Strategic

Accountability Director Infrastructure and Environment

Performance Indicators OUTCOME ▶ 85% of people express satisfaction with the management of traffic and safety on local streets ▶ Community satisfaction with access to cycleways and footpaths

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Community satisfaction with road maintenance in Liverpool

114

SERVICE ▶ Length of cycle way and footpath constructed

Key Policies ▶ Asset Management Plan

Supporting our Partners NSW State Plan 2021 Goal 10: Improve road safety Goal 19: Invest in critical infrastructure Goal 20 Build liveable centres

South Western Sydney Regional Action Plan Priority 2: Improve Integrated regional transport

Draft Metropolitan Strategy for Sydney 2031 Accessibility and connectivity

NSW Long Term Transport Master Plan To support Greater Sydney’s employment centres and growing regional centres

▶ Length of road added to Council managed road network

Key Stakeholders

▶ Number of bus stops installed

▶ Infrastructure NSW ▶ Transport for NSW ▶ Roads and Maritime Services

2014-15 Operational Plan Actions

Service Accountability

Infrastructure delivery

6.1.3

Provide new paved footpaths on sections of the following streets: ▶ Albany Street, Busby ▶ Lawrence Hargrave Road, Warwick Farm ▶ Longstaff Avenue, Chipping Norton ▶ Mannix Parade, Warwick Farm ▶ Spicer Avenue, Hammondville ▶ Access Road (from Sandringham Drive), Cecil Hills ▶ Canberra Avenue, Casula ▶ Junction Road, Moorebank ▶ Mernagh Street, Ashcroft ▶ Heckenberg Avenue, Sadleir ▶ Franklin Road, Chipping Norton ▶ Fox Grove Avenue, Casula.

Infrastructure delivery

6.1.4

Provide cycleways at: ▶▶ North Liverpool Road, Green Valley ▶ Aston Reserve, Hoxton Park ▶ Hume Highway, Warwick Farm ▶ Jedda Road, Prestons ▶ Elizabeth Street, Liverpool ▶ Speed Street, Liverpool ▶ Heathcote Road, Wattle Grove.

Infrastructure delivery

6.1.5

Provide four standard compliant bus shelters.

Infrastructure delivery

6.1.6

Upgrade existing bus stops for compliance with disability standards at: ▶ Green Valley Road, Green Valley  ▶ Matthew Ave, Heckenberg  ▶ Hill Road, Lurnea  ▶ Elizabeth Drive, Ashcroft  ▶ Nuwarra Road, Moorebank.

Infrastructure delivery

6.1.7

Complete programed and responsive maintenance of roads, footpaths, cycleways and other traffic facilities.

Civil Maintenance

I Operational Plan 2014-2015

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

Delivery Program 2013-2017

6.1.2

ACCESSIBLE CONNECTED CITY

Infrastructure delivery

6.1 Roads, Footpaths and Cycleways

6.1.1

Undertake rehabilitation and resurfacing on sections of the following roads: ▶ Fifteenth Avenue, West Hoxton ▶ Braidwood Drive, Prestons ▶ Devonshire Road, Rossmore ▶ Dorset Place, Miller ▶ Fassifern Place, Cartwright ▶ Flowerdale Road, Liverpool ▶ Gerroa Place, Prestons ▶ Haddon Rig Place, Miller ▶ Maxwells Avenue, Sadleir ▶ Moore Street, Liverpool ▶ Wattle Road, Casula ▶ Whitford Road, Hinchinbrook ▶ Wilson Road, Hinchinbrook ▶ Woolnough Place, Cartwright ▶ Crawford Serviceway, Liverpool.

115

6.2

Road Safety

FOUR-YEAR PRINCIPAL ACTIVITY Road safety involves the preparation of a Road Safety Action Plan and implementation of recommended regional and local road safety initiatives in collaboration with stakeholders including the Roads and Maritime Services (RMS) and the NSW Police (Liverpool and Green Valley Commands) to improve road safety in Liverpool. The Road Safety Action Plan seeks to improve road safety with strategies for supporting state wide road safety initiatives by the RMS such as drink driving and speeding and other local initiatives including education, encouragement, enforcement and engineering initiatives to improve road safety of all road users.

Strategic

Accountability

Key Policies ▶ Traffic and Transport Plan ▶ Road Safety Action Plan

Director Infrastructure and Environment

Performance Indicators OUTCOME ▶ 85% of people express satisfaction with the management of traffic and safety on local streets

I Operational Plan 2014-2015

▶ Implementation of state wide road safety initiatives in collaboration with the RMS and the NSW Police

Delivery Program 2013-2017

SERVICE

▶ Community satisfaction with school related road matters

116

▶ Four workshops for supervisors of learner drivers held per year ▶ Six child restraint checking events held per year ▶ Four liquor accord meetings held per year

Supporting our Partners NSW State Plan 2021 Goal 10: Improve road safety

NSW Road Safety Strategy 2012-2021 Improve engagement and road safety capacity Safe road design

Key Stakeholders ▶ Roads and Maritime Services ▶ NSW Police ▶ Local schools ▶ Liverpool City Liquor Accord

2014-15 Operational Plan Actions

Service Accountability

Support and implement regional road safety programs in partnership with RMS and NSW Police.

Traffic and Transport

6.2.2

Provide road safety educational, engineering and enforcement programs to all schools.

Traffic and Transport Community Standards

6.2.3

Provide free child restraint checking events.

Traffic and Transport

6.2.4

Provide educational programs for supervisors of learner drivers

Traffic and Transport

6.2.5

Participate in local drink drive and liquor accord programs.

Traffic and Transport

6.2.6

Assist in the identification of local road safety concerns including pedestrian safety concern, road safety around schools and speeding on local streets.

Traffic and Transport

Delivery Program 2013-2017

6.2.1

ACCESSIBLE CONNECTED CITY

Road Satety

6.2

I Operational Plan 2014-2015 117

6.3

Traffic and Transport

FOUR-YEAR PRINCIPAL ACTIVITY Traffic and Transport manages traffic conditions and street lighting on Council’s road network to facilitate safe and efficient travel across the local government area (particularly the Liverpool city centre).

This includes management of on street parking and Council’s three city centre

off street car parks and planning for future traffic conditions. It also works in partnership with Transport for NSW to deliver a reliable and accessible public transport system that provides alternate modes of travel for local residents.

Strategic

Accountability Director Infrastructure and Environment

Performance

Supporting our Partners

OUTCOME

Goal 8: Grow patronage on public transport by making it a more attractive choice

SERVICE ▶ Community satisfaction with access to public transport ▶ Response rate to customer related transport requests

I Operational Plan 2014-2015

▶ Liverpool City Centre Car Parking Strategy

NSW State Plan 2021

▶ 85% of people express satisfaction with the management of traffic and safety on local streets

Delivery Program 2013-2017

▶ Traffic and Transport Plan

Indicators

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

118

Key Policies

Goal 7: Reduce travel times

Goal 10: Improve road safety Goal 19: Invest in critical infrastructure

South Western Sydney Regional Action Plan Improve integrated regional transport

NSW Long Term Transport Master Plan To support Greater Sydney’s employment centres and growing regional centres

▶ Percentage of faulty street lighting repaired within five days

Key Stakeholders

▶ Turnover of parking spaces in the city centre

▶ Liverpool Local Traffic Committee

▶ City centre parking revenue

▶ Roads and Maritime Services ▶ Transport for NSW ▶ Endeavour Energy ▶ Liverpool Transport Taskforce ▶ Local bus companies ▶ State Government

Implement strategies in the Liverpool city centre Traffic Management Plan.

Traffic and Transport Economic Development Strategic Planning

6.3.2

Collaborate with the RMS to improve traffic flow on Liverpoolâ&#x20AC;&#x2122;s classified road network.

Traffic and Transport

6.3.3

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

Traffic and Transport

6.3.4

Liaise with Endeavour Energy for approval of new street lights to be provided to all new subdivisions, maintain existing street lights on the public road network and improve the efficiency of the street lights.

Traffic and Transport

6.3.5

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

Traffic and Transport

6.3.6

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

Traffic and Transport

6.3.7

Assess traffic impacts of traffic generating development applications and proposals.

Traffic and Transport

6.3.8

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

Traffic and Transport

6.3.9

Manage Councilâ&#x20AC;&#x2122;s owned car parks in and around the Liverpool city centre.

Infrastructure Delivery

6.3.10

Conduct parking enforcement including daily patrols of metered parking, on street parking and car parks.

Community Standards

Delivery Program 2013-2017

6.3.1

ACCESSIBLE CONNECTED CITY

Service Accountability

Traffic and Transport

2014-15 Operational Plan Actions

6.3

I Operational Plan 2014-2015 119

Strategic Projects Construction of Kurrajong Road This project involves the extension of Kurrajong Road between Kookaburra Road and Sarah Hollands Drive to improve access to major commercial, industrial and residential areas, as well as to distribution centres within Prestons. Once completed, a direct east to west link will be available from Hume Highway to Cowpasture Road, significantly improving traffic conditions and access across the local government area.

Delivery Program 2013-2017

I Operational Plan 2014-2015

Project Sponsor

120

Director, Infrastructure and Environment

Project Budget $13.3 million in 2014-15

Key Stakeholders Road and Maritime Services Endeavour Energy Drainage and associated providers

2014-15 Key Deliverables

Accountability

New bridge over Cabramatta Creek commences

Infrastructure and Environment

ACCESSIBLE CONNECTED CITY SIGNIFICANT PROJECT

Infrastructure and Environment

Construction of Kurrajong Road

Kurrajong Road works commence

Delivery Program 2013-2017

I Operational Plan 2014-2015 121

Strategic Projects Warwick Farm Bypass Road

Delivery Program 2013-2017

I Operational Plan 2014-2015

The project involves the construction of a new road between Governor Macquarie Drive (GMD) and Priddle Street, to bypass the Warwick Farm horse training and residential area, eliminate traffic conflicts between horse movements and heavy vehicles movements and improve residential amenity.

122

Project Sponsor Director, Infrastructure and Environment

Project Budget $1.1 million in 2014-15

Key Stakeholders Roads and Maritime Services Affected Industrial business and property owners Warwick Farm community

2014-15 Key Deliverables

Accountability

Land Acquisitions

Infrastructure and Environment

ACCESSIBLE CONNECTED CITY SIGNIFICANT PROJECT

Infrastructure and Environment

Warwick Farm Bypass Road

Investigation and design of bypass

Delivery Program 2013-2017

I Operational Plan 2014-2015 123

124

Delivery Program 2013-2017

I Operational Plan 2014-2015

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.

LEADING PROACTIVE COUNCIL

Leading Proactive Council 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.

10-Year

▶ Position Council as an industry leader,

▶ Increased number of people report satisfaction or better

▶ Lead partnerships and collaboration with

▶ An organisational climate score of 90%.

Strategies delivering best practice and innovation. community, business and governments.

▶ Provide business excellence and financial

Targets

with the overall performance of Council.

▶ A financial sustainability rating of Strong and Positive financial outlook.

Council’s

Council’s Principal Activities

Strategic Projects ▶ Property Strategy ▶ Improved Website Project

▶ Civic and Corporate Leadership ▶ Financial Sustainability ▶ Information Technology ▶ Workforce Management

I Operational Plan 2014-2015

▶ Governance

Delivery Program 2013-2017

sustainability to deliver services that meet community expectations.

125

7.1

Civic and Corporate Leadership

FOUR-YEAR PRINCIPAL ACTIVITY Civic and Corporate Leadership drives the development, implementation and monitoring of the strategic direction and policy making functions of Council. It leads business improvement initiatives and ensures Liverpool’s interests are represented across the public and private sector and at a regional, state and national level.

Strategic

Accountability

▶ 10-year Community Strategic Plan

Chief Financial Officer

▶ Payment of Expenses and Provision of Facilities to Mayor and Councillors Policy

Performance Indicators OUTCOME ▶ Increased number of people report satisfaction or better with the overall performance of Council ▶ An organisational climate score of 90%

SERVICE ▶ Community satisfaction with their contact with Council

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Response rate to civic and corporate matters

126

Key Policies

▶ Number of awards and grants submitted and funding received

▶ Resourcing Strategy

▶ Civic and Ceremonial Functions and Representation Policy ▶ Code of Meeting Practice

Supporting our Partners NSW State Plan 2021 Goal 30: Restore trust in State and Local Government as a service provider

Destination 2036 Action Plan ▶ Efficient and effective service delivery ▶ Encourage and facilitate innovation ▶ Ensure strong and effective local governance

Key Stakeholders ▶ Local community and business groups ▶ NSW Division of Local Government ▶ Western Sydney Regional Organisation of Councils ▶ State and Federal government agencies ▶ Elected Leaders ▶ Local Government Association Conference ▶ National General Assembly Conference

Service Accountability

Council and Executive Services

7.1.2

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

Council and Executive Services

7.1.3

Provide continued Councillor training and development opportunities.

Council and Executive Services Information Technology

7.1.4

Host civic functions for national and international delegations arising from sister city relationships.

Council and Executive Services

7.1.5

Support the achievement of awards and grants for Council’s business operations.

Strategy and Performance

7.1.6

Lead integrated strategic corporate planning, reporting and continuous improvement initiatives.

Strategy and Performance

7.1.7

Develop and update a section on Council’s website which is aimed at reporting back to the community on the Special Rate Variation.

Strategy and Performance

7.1.8

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

Council and Executive Services

Delivery Program 2013-2017

7.1.1

Provide support to the Office of the Mayor, including: ▶ Mobile offices across Liverpool ▶ Social networking sites and website ▶ School visits ▶ Two interfaith Mayoral receptions ▶ Establish the Committee for Liverpool/Liverpool Alumni.

LEADING PROACTIVE COUNCIL

2014-15 Operational Plan Actions

Civic and Corporate Leadership

7.1

I Operational Plan 2014-2015 127

7.2

Financial Sustainability

FOUR-YEAR PRINCIPAL ACTIVITY Financial sustainability is aimed at effectively and efficiently managing Council’s resources while optimising revenue streams. It ensures sufficient funds are available to meet all of Council’s service delivery and resourcing obligations. It undertakes long term financial planning, account management and maintenance of Council’s investment portfolios.

Strategic

Key Policies

Accountability

▶ Long Term Financial Plan

Chief Financial Officer

▶ Debt Management Policy

Performance

▶ Investment Policy ▶ Debt Recovery Policy

Indicators

Supporting our Partners

OUTCOME

NSW State Plan 2021

▶ Increased number of people report satisfaction or better with the overall performance of Council

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

▶ A financial sustainability rating of Strong ▶ A financial outlook of Positive

SERVICE ▶ Unrestricted current ratio ▶ Debt service ratio

Delivery Program 2013-2017

I Operational Plan 2014-2015

▶ Rates and charges ratio

128

▶ Rates and charges outstanding ratio

Destination 2036 Action Plan ▶ Ensure the financial sustainability of Councils: • Review the revenue system to ensure greater flexibility and self-reliance • Develop strategies that maximise opportunities to secure funding from other spheres of Government • Establish a range of funding models to enable the long term maintenance, eplacement and creation of different classes of assets

Key Stakeholders ▶ Division of Local Government ▶ New South Wales Treasury Corporation ▶ Independent Pricing and Regulatory Tribunal of NSW

2014-15 Operational Plan Actions

Service Accountability

7.2.1

Manage Council's Investment Portfolio.

Financial Management

7.2.2

Introduce online payment options for fees and charges.

Financial Management

7.2.3

Conduct an annual review of the Debt Management Policy in line with Councilâ&#x20AC;&#x2122;s financial strategies.

Financial Management

7.2.4

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

Financial Management

7.2.5

Operate and maintain Councilâ&#x20AC;&#x2122;s financial systems in accord with industry standards and legislation

Financial Management

7.2.6

Review and update the Long Term Financial Plan

Financial Management

LEADING PROACTIVE COUNCIL

Financial Sustainability

7.2

Delivery Program 2013-2017

I Operational Plan 2014-2015 129

7.3

Governance

FOUR-YEAR PRINCIPAL ACTIVITY Governance ensures that Council operates transparently, ethically and with accountability. It oversees Council’s Governance statutory obligations and policy reform, insurance and enterprise risk management initiatives, legal matters, procurement and contracts administration, records management and property services.

Strategic

Accountability Chief Financial Officer

Performance Indicators OUTCOME ▶ Increased number of people report satisfaction or better with the overall performance of Council

Key Policies ▶ Legal Services Policy ▶ Procurement Policy and Guidelines ▶ Property Strategy ▶ Enterprise Risk Management Plan ▶ Work Health and Safety Management Plan ▶ Fraud and Corruption Prevention Policy ▶ Agency Information Guide ▶ Conflicts of Interest Policy ▶ Gifts and Benefits Policy ▶ Code of Conduct and Procedures ▶ Code of Meeting Practice ▶ Internal Reporting (Public Interest Disclosure) Policy

SERVICE ▶ Stakeholder satisfaction with governance services ▶ Number of

• legal matters managed in-house • legal matters resolved by all forms of dispute

Delivery Program 2013-2017

I Operational Plan 2014-2015

resolution

130

• suppliers registering with Council to provide goods and services

• reviews of risk register completed • organisational policy reviews completed risk and WHS training sessions delivered

▶ Internal Investigations Policy

Supporting our Partners NSW State Plan 2021

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

Destination 2036 Action Plan ▶ Ensure strong and effective local governance ▶ Quality governance

▶ Percentage of tenders awarded

Key Stakeholders

▶ Attendance rates for risk and WHS training

▶ NSW Ombudsman

▶ Compliance with statutory reporting requirements

▶ Land and Property Information ▶ Office of Local Government ▶ Information and Privacy Commission WorkCover NSW ▶ Westpool ▶ WSROC ▶ Local Government Procurement ▶ Tenderlink ▶ State Records Authority.

Service Accountability Governance

7.3.2

Managing Council’s information access obligations in accordance with the Government Information (Public Access) Act 2009, NSW privacy legislation and Council policies.

Legal

7.3.3

Provide legal services to the organisation.

Legal

7.3.4

Manage Council’s insurable risks and implement an enterprise risk management framework to support business excellence.

Business Assurance

7.3.5

Establish, monitor and review the Procurement framework to support organisational and regional growth.

Procurement

7.3.6

Manage Council records and archives systems in compliance with state records requirements and digital record keeping assessments.

Records and Archives

7.3.7

Negotiate and manage leases and licenses on Council land and property.

Property Services

7.3.8

Undertake a program of operational, financial and compliance audits and advisory services.

Internal Audit

7.3.9

Manage Council’s commercial property portfolio to provide best value for public investments.

Property Services

7.3.10

Develop and implement a Property Strategy.

Strategic Planning Property Services

I Operational Plan 2014-2015

Meets best practice by regularly reviewing and updating Council’s policies and procedures.

Delivery Program 2013-2017

7.3.1

LEADING PROACTIVE COUNCIL

2014-15 Operational Plan Actions

Governance

7.3

131

7.4

Information Technology

FOUR-YEAR PRINCIPAL ACTIVITY Information Technology works collaboratively with all sections of council to implement the Information Technology Strategy and provide the software and hardware which is required for Council to operate efficiently. It delivers a range of innovative, online and process improvement solutions using state of the art and emerging digital technologies.

Strategic

Key Policies

Accountability

▶ Information Technology Strategy

Chief Financial Officer

Supporting our Partners

Performance

NSW State Plan 2021

OUTCOME

Destination 2036 Action Plan

▶ Increased number of people report satisfaction or better with the overall performance of Council

▶ Efficient and effective service delivery

Delivery Program 2013-2017

I Operational Plan 2014-2015

Indicators

132

SERVICE ▶ Community satisfaction with information on Council’s website

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

▶ Encourage and facilitate innovation

National Digital Economy Strategy ▶ Online participation by Australian households

▶ 99% operations and systems uptime

▶ Improved online government services delivery

▶ 30% increase in online transactions

and engagement

Key Stakeholders ▶ Corporate software providers ▶ Local Emergency Management Committee ▶ Western Sydney Regional Organisation of Councils

Service Accountability

7.4.1

Maintain Councilâ&#x20AC;&#x2122;s website and Intranet.

Information Technology

7.4.2

Complete the upgrade and transfer of remote site wireless communications for the Depot, Museum, Casula Powerhouse and Moore St connections to Councils network.

Information Technology

7.4.3

Identify process improvements and create implementation plans

Information Technology

7.4.4

Investigate the expansion of mobile devices for service delivery.

Information Technology

LEADING PROACTIVE COUNCIL

2014-15 Operational Plan Actions

Information Technology

7.4

Delivery Program 2013-2017

I Operational Plan 2014-2015 133

7.5

Workforce Management

FOUR-YEAR PRINCIPAL ACTIVITY Workforce management supports Council to be an employer of choice and develop a high performing workforce where staff feel valued, recognised and supported. It organises a range of strategic, functional, people and organisational development activities to support Council staff.

Strategic

Accountability

▶ Workforce Management Plan

Chief Financial Officer

▶ Harassment and Bullying Prevention Policy

Performance Indicators OUTCOME ▶ An organisational climate score of 90%

Delivery Delivery Program Program 2013-2017 2013-2017 II Operational Operational Plan Plan 2014-2015 2013-2014

SERVICE

138 134

Key Policies ▶ Appointment of Staff Policy ▶ Learning and Development Scheme ▶ Local Government (State) Award 2010

Supporting our Partners NSW State Plan 2021

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

▶ Staff satisfaction with workforce services

Destination 2036 Action Plan

▶ Corrective action compliance rate for work health and safety matters

▶ Establish Local Government as an employer of choice

▶ Annual rate of staff turnover ▶ Hours of training per employee per year

Key Stakeholders ▶ Division of Local Government ▶ WorkCover ▶ Unions ▶ Aurion ▶ Local Government Managers Association NSW ▶ Professional associations

Service Accountability

7.5.1

Develop and implement strategies for workforce development based on the outcomes of staff consultation and regular surveys such as the annual climate survey and new starter and exit employee surveys.

7.5.2

Deliver efficient services and support for staff through a range of initiatives including the Employee Assistance Program, Health and Wellbeing Program, and Payroll and Industrial Services.

7.5.3

Recognise and reward staff by implementing the Shining Stars Policy.

7.5.4

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

Workforce Management

7.5.5

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

Workforce Management

7.5.6

Automate Councilâ&#x20AC;&#x2122;s Performance Management, Recruitment and Payroll workflow systems into the Aurion software program.

7.5.7

Deliver a learning and development program that provides ongoing training and professional development opportunities for staff.

7.5.8

Implement Councilâ&#x20AC;&#x2122;s Workplace Health and Safety System.

Workforce Management

Workforce Management Information Technology

Workforce Management

Governance and Legal Internal Audit

Workforce Management Community Development and Planning

I Operational Plan 2014-2015 I Operational Plan 2013-2014

Implement a work experience program for new migrants.

Workforce Management Governance and Legal

Delivery Program 2013-2017 Delivery Program 2013-2017

7.5.9

Workforce Management

LEADING PROACTIVE COUNCIL

2014-15 Operational Plan Actions

Workforce Management

7.4

139 135

Strategic Projects Property Strategy Project This project will develop and implement a strategy for optimising Councilâ&#x20AC;&#x2122;s commercial properties and providing property investment solutions which reduce Councilâ&#x20AC;&#x2122;s reliance on income from rates and improve long-term business sustainability.

Project Sponsor

Delivery Program 2013-2017

I Operational Plan 2014-2015

Director, Property and Commercial Devlopment

136

Project Budget $200,000

Key Stakeholders Developers Rate payers State agencies

Land Mapping

Property Services Strategic Planning

Property Portfolio Review

Property Services

Property Reserve

Financial Management

Investment Plan

Property Services Strategic Planning Financial Management

Strategic Property Framework

Property Services Strategic Planning Financial Management

Delivery Program 2013-2017

I Operational Plan 2014-2015 137

LEADING PROACTIVE COUNCIL

Accountability

Property Strategy Project

2014-15 Key Deliverables

138

I Operational Plan 2014-2015

I Operational Plan 2013-2014

Delivery Program 2013-2017

FINANCIAL INFORMATION

Financial Information SECTION 4

Delivery Program 2013-2017

I Operational Plan 2014-2015

139

Councilâ&#x20AC;&#x2122;s Budget The 2014-2015 budget was prepared using 2013-2014 estimates as a base which includes reviewing requirements to provide Council functions and the costs associated with their delivery. This process confirmed that the current services funded by Council are consistent with the Community Strategic Plan. Council will continue to monitor operations to ensure they are performed efficiently, on time and within budget. All revenue and expenditure items are analysed monthly and reported to Council at least quarterly with a view to improving services and reducing net costs. In 2011-2012 the Liverpool City Centre Parking Strategy was implemented and all surplus funds are being transferred to the Parking Strategy Reserve for a period of five years to fund improvements to car parking and transport in the city centre. The 2014-2015 Budget has resulted in some $15.24 million of operational funds being available for use towards financing loan principal repayments ($6.64 million) and the capital works program ($86.98 million). This has been achieved after making allowances for the

Reserve

Total

I Operational Plan 2014-2015

Plant Replacement Reserve

$500,000

Information Technology Reserve

$450,000

Election Reserve

$175,000

Parking Strategy Reserve

$1,009,000

Administration Building Reserve

$786,659

Delivery Program 2013-2017

following transfers to internal reserves:

Property Reserve

$2,336,412

Infrastructure Sinking Fund Reserve

$2,810,306

Apprentice/Trainee Reserve

$101,805

140

Debt management

Council received $10.4 million as an interest free loan from the State Government to facilitate the construction of a detention basin and drainage system at Edmondson Park. The majority of the land acquisition required has been completed and the construction of the detention basin and drainage system was completed in 2011-2012. Council has been repaying this facility from developer contributions in accordance with the funding agreement and is expected to be fully repaid by December 2019. The Balance on this loan as at December 2013 was $7.8m. Council was successful in its application for $10 million funding of under round 2 of the Local Infrastructure Renewal Scheme (LIRS) to build a multi storey car park in Liverpool Central Business District. A further application was lodged under round three for an amount of $ 13.7 million to fund the renewal of the air-conditioning at Whitlam Leisure Centre ($3 million) and for the City Centre Revitalisation ($10.7 million).

An interest rate subsidy of 3 per cent is being offered under both round two and three borrowings to fund priority infrastructure works. Announcements of successful projects for round three applications are estimated to be made in late June 2014. LIRS will continue to run over the 2014â&#x20AC;&#x201C;2015 financial year and if applications are successful Council will need to undertake borrowings in accordance with the LIRS agreement. Other than the potential borrowings under the LIRS there are no proposed borrowings included in the 2014-2015 budget. At all times debt will be managed and maintained at levels well within the accepted industry benchmark of 10 per cent. Councilâ&#x20AC;&#x2122;s indicative debt and debt service ratio is displayed in the graph below (includes LIRS round 2 and Round three projected borrowings).

Investment in Council infrastructure

FINANCIAL INFORMATION

Council has been successful in reducing its debt service Council has been successful in reducing its debt service ratio (DSR) in recent years to a moderate level of 6.34 per cent as at June 2013 with an anticipated ratio of approximately 6.44 per cent as at June 2014. The DSR is projected to decrease annually as loans reach maturity.

Council has stewardship of infrastructure assets valued in excess of $1.15 billion (excludes land). Council recognises asset maintenance and renewal as a fundamental aspect of responsible government. It reflects our commitment to providing quality services and facilities in line with the expectations of our community, and financial sustainability over the medium to long-term. Council adopted an Asset Management Policy that sets the guidelines for undertaking asset management in a structured and coordinated way throughout Liverpool.

Delivery Program 2013-2017

I Operational Plan 2014-2015 141

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

Performance

Target

30 June 2013

$3 million

$3.13 million

Indicator Working capital* Debt service ratio

Less than 10%

6.34%

Unrestricted current ratio

Minimum 1:1

2.08:1

Outstanding rates collection

Less than 5%

5.54%

*Working capital after transfer to reserves

Financial and economic trends Interest rates

Delivery Program 2013-2017

I Operational Plan 2014-2015

Since August 2013, the cash rate remained stable at 2.5 per cent with no indication of a likely rise in the near future. Council has assumed an average interest rate of 4.5 per cent when compiling the 2014â&#x20AC;&#x201C;2015 budgets.

142

Inflation & GDP Growth

As at December 2013 annual inflation was 2.6 per cent. In its February statement the RBA said it expects CPI inflation for the year-ended in June to be 3.25 per cent. A CPI of 3 per cent was used in the budget to index expenditure.

In establishing the budget compilation process, instructions are provided to managers to ensure integration of the budget with the Community Strategic Plan and the Delivery Program. Specific guidelines are also provided to allow for consistency in the development of the operating and capital budgets. In preparing the 2014 – 2015 budget consideration was given to: • • • • • • •

The forward estimates in year three of the delivery plan; Service demands that must be satisfied in the course of the budget cycle; Assets and resource management requirements that satisfy service delivery demands (including the capital works program); Various assumed indices from which to budget revenues and expenses; Statutory requirements that may be applicable (such as in the pricing policy); Items for consideration i.e. proposed new initiatives; and Sources of funds available to finance service delivery and asset management.

FINANCIAL INFORMATION

Budget process

Components of the budget preparation process are illustrated as follows:

Inflation CCPI

IPART Rate Pegging

Financial Indicators Needs Indicators

Councillor Workshop Award Wages

External Environment SWOT

New Initiatives Councillor Briefing

Management

Statutory

Review Review

Requirements

Sources

Needs

of funds

Needs Needs

Needs of funds

I Operational Plan 2014-2015

Service

Requirements

Delivery Program 2013-2017

Asset Management Needs Management

2013-2014 Budget

143

Delivery Program 2013-2017

I Operational Plan 2014-2015

Major Income and Expenditure

144

Rates and annual charges

Special rate variation

On 4 June 2010, the State Government announced a number of new functions for the Independent Pricing and Regulatory Tribunal (IPART) relating to Local Government including determining the permissible increase for Councils’ general income and reviewing Councils’ applications for special variations and minimum rate increases under the Act. Previously the annual permissible increase was determined by the Minister for Local Government.

The 9% Special Rate Variation (SRV) approved in 2009 for 5 years expired in 2013-14. The IPART approved Councils application for a 12% SRV to replace this and to continue in perpetuity. The 201415 budget assumes a 12% increase in rates consisting of 9.7% SRV and 2.3% rate peg. Funds from the SRV will be used for maintenance and construction of infrastructure throughout Liverpool.

IPART announced on 2 December 2013 that the permissible rate increase amount to apply in the 2014 – 2015 financial year will be 2.3% on Council’s notional rate income (inclusive of special rates such as the Town Improvement Fund and Environment Levy) which included a recoupment factor of 0.3% for the Carbon Tax advance for the rating year commencing 1 July 2014 and a deduction of a productivity factor of 0.2%.

Stormwater management service charge

The Domestic Waste Charge will increase to $363 in 2014 – 2015, representing a 10 % increase from the current charge of $330. IPART does not specify a percentage by which annual charges for domestic waste management services may be varied for the rating year. However, in accordance with the Act all charges must be calculated so as not to exceed the ‘reasonable cost’ to Council of providing those services. Rates and annual charges represent approximately 60% of Council’s forecast operating revenue.

Council first introduced the stormwater management service charge for residential and business properties in 2008 – 2009. This charge is intended to ensure that maintenance, renewal and improvements to Liverpool’s stormwater system are adequately funded. There has been no increase in the charges for 2014 – 2015.

Environment levy 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.

Employee-related costs

The estimated amount for the Financial Assistance Grant in the 2014-2015 is $9.9 million representing a 3.65% increase from the current financial year original budget. The increase is consistent with the actual amount received during 2013 – 2014.

Council employed the equivalent of 643 full-time staff at the end of June 2013. That number fluctuates and consists of part-time as well as full-time officers that work directly on providing Council services in Liverpool and indirectly through the provision of support services such as information technology, workforce management and financial management and reporting.

Interest and Investment Revenue Council has an investment portfolio comprised of a diversified mix of bank term deposits so as to achieve its policy objective of maximising returns from authorised investments and minimising risk. Council also uses independent professional investment advisory services in the management of its investment assets. Council’s investment policy is in accordance with the current Ministerial Investment Order and the Investment Guidelines issued by State Government. Income from Interest and investments is forecast at $6.14 million for 2014 – 2015, Compared to $6.23 million 2013 – 2014 revised budget. Investment return is budgeted at 4.5% for 2014-2015 on an average investment holding of $126.5m; interest on overdue rates of $450k (same as current year budget) is included in the 2014-2015 budget.

Projected budget results

•

Increased employee costs required to meet the anticipated development growth in Liverpool; and Overall anticipated increased price level for Council supplies including materials and contracts, salaries and wages, energy costs specially electricity and fuel and the cost of Insurance premiums.

I Operational Plan 2014-2015

•

Estimated employee-related costs in 2014 – 2015 will be approximately $60.9 million. This represents an overall increase of 4.7 % compared to estimates for 2013 – 2014. This includes a provision for a 3.25% general award increase, Superannuation Guarantee Levy increase by 0.25%, incremental progression through Council’s salary system for eligible employees and filling of all vacant positions. Employee-related costs include expenses for salaries, superannuation, workers compensation, staff training and welfare, and uniforms. In 2014 – 2015, Council will continue to make additional superannuation contributions on behalf of employees in the defined benefits scheme Division B as a result of investment losses within the fund. The basis for the calculation for future additional contribution was reviewed in December 2013 and the additional contributions will continue for the foreseeable future. This decision was based on the actuarial review in late 2013 and further reviews will be undertaken that may result in future year’s additional contributions, which are also dependent on the superfund’s investment performance and recoupment of previous year’s losses. Delivery Program 2013-2017

Council’s projected consolidated result for the Council’s projected consolidated result indicates a balanced budget in 2014 – 2015 and projected deficits before funding strategies for the subsequent three years as follows: $2.4 million in 2015 – 2016, $2.2 million in 2016 – 2017 and $2.4 million in 2017 – 2018. The deficits are mainly due to:

FINANCIAL INFORMATION

Financial Assistance Grant

145

Consolidated Budget As in previous years, the 2014 – 2015 budget has been prepared on a fully consolidated basis. Information is collated from Council’s controlled entities, Council’s business activities and special purpose funds, and incorporates non-cash transactions to present a complete picture of Council’s operations. The consolidated operational budget is summarised into Council’s current divisional responsibility areas as follows:

Chief Executive Executive Director

Delivery Program 2013-2017

I Operational Plan 2014-2015

Executive Director

146

Consolidated 4-Year Budget (Projected)

FINANCIAL INFORMATION Delivery Program 2013-2017 2013-2014 I Operational Plan 2014-2015

2014/2015 2015/2016 2016/2017 2017/2018 Original Budget Forecast Forecast Forecast Rates & Annual Charges (107,461,736) (112,415,708) (116,828,911) (121,529,375) User Charges & Fees (11,836,652) (12,254,197) (12,691,137) (13,148,811) Interest & Investment Revenue (6,139,999) (4,870,528) (5,373,693) (6,126,447) Grants & Contributions (43,628,371) (37,972,208) (37,941,549) (35,014,981) Other Operating Revenues (9,414,354) (9,969,364) (10,661,504) (10,981,349) Total Revenue (178,481,112) (177,482,004) (183,496,795) (186,800,963) Employee Costs 60,921,349 62,821,987 64,974,840 67,199,439 Materials & Contracts 50,339,647 52,739,859 55,750,425 57,249,945 Depreciation 33,395,340 33,893,919 34,399,977 34,913,625 Borrowing Costs 2,347,293 2,932,283 3,167,679 3,007,596 Other Operating Expenses 11,984,800 12,333,014 13,403,004 13,067,703 Total Expenses 158,988,428 164,721,062 171,695,924 175,438,308 Net (Surplus) / Deficit Before Adjustment (19,492,684) (12,760,942) (11,800,870) (11,362,654) Funding Reconciliation Less: Depreciation (33,395,340) (33,893,919) (34,399,977) (34,913,625) Less: Reserve Funding of Operations (27,011,564) (28,864,332) (31,184,129) (31,075,786) Add: Transfer to Reserve 6,426,182 6,704,183 5,928,006 6,862,147 Add: Restricted Funds 58,227,515 51,661,122 52,285,881 50,863,140 Total funding reconciliation 4,246,793 (4,392,945) (7,370,218) (8,264,124) Operating funds available to finance capital works (15,245,891) (17,153,887) (19,171,088) (19,626,778) Consolidated 4 Year Budget (Projected) Capital Budget Capital expenditure program 86,984,642 64,238,295 40,424,497 40,421,216 Loan principal 6,641,003 7,366,820 7,814,340 7,019,579 Total Capital Expenditure 93,625,645 71,605,115 48,238,837 47,440,795 Capital Works Funding Section 94 (48,476,968) (31,433,029) (15,671,847) (19,909,724) Town Improvement Fund (350,000) 0 0 0 Other restricted reserves (14,247,720) (11,717,305) (7,863,480) (2,265,645) General reserves (3,559,160) (2,704,000) (863,000) (893,000) Grants and contributions (7,868,206) (5,289,095) (1,575,487) (1,507,865) Income from sale of assets (3,877,700) (940,000) (943,500) (850,000) Total capital works funding (78,379,754) (52,083,429) (26,917,314) (25,426,234) Total Capital funding (78,379,754) (52,083,429) (26,917,314) (25,426,234) Capital funding result 15,245,891 19,521,686 21,321,523 22,014,561 Funding Result (Surplus) / Deficit 0 2,367,799 2,150,435 2,387,783 Efficiency and productivity improvements from service reviews, additional revenue streams or alternate funding sources. (2,367,799) (2,150,435) (2,387,783) Adjusted Funding Result 0 0 0 0

147 151

152 148

Delivery DeliveryProgram Program2013-2017 2013-2017I IOperational OperationalPlan Plan2013-2014 2014-2015

Annual Original Budget Consolidated Budget 2014-2015 Executive Director 2

(107,461,736) (11,836,652) (6,139,999) (43,628,371) (9,414,354) (178,481,112)

0 0 0 0 0 0

(104,336,736) (4,721,973) (3,315,278) (14,896,307) (5,327,954) (132,598,248)

(3,125,000) (7,114,679) (2,824,721) (28,732,064) (4,086,400) (45,882,864)

Employee Costs Materials & Contracts Depreciation Borrowing Costs Other Operating Expenses Total Expenses

60,921,349 50,339,647 33,395,340 2,347,293 11,984,800 158,988,428

1,657,754 359,934 11,778 0 388,500 2,417,966

40,867,778 43,022,113 10,319,744 2,347,293 6,946,881 103,503,809

18,395,817 6,957,600 23,063,818 0 4,649,419 53,066,654

Net (Surplus) / Deficit Before Adjustment

(19,492,684)

2,417,966

(29,094,439)

7,183,790

(33,395,340)

(11,778)

(10,319,744)

(23,063,818)

(27,011,564)

(188,538)

(25,341,788)

(1,481,238)

6,426,182 58,227,515 4,246,793

175,000 0 (25,316)

5,242,182 24,687,530 (5,731,820)

1,009,000 33,539,985 10,003,929

(15,245,891)

2,392,650

(34,826,259)

17,187,719

86,984,642 6,641,003 93,625,645

0 0 0

6,196,213 6,641,003 12,837,216

80,788,429 0 80,788,429

(48,476,968) (350,000) (14,247,720) (3,559,160) (7,868,206) (3,877,700) (78,379,754)

0 0 0 0 0 0 0

855,000 0 (175,000) (1,689,160) 0 (3,877,700) (4,886,860)

(49,331,968) (350,000) (14,072,720) (1,870,000) (7,868,206) 0 (73,492,894)

15,245,891

7,950,356

7,295,535

2,392,650

(26,875,903)

24,483,254

Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Grants & Contributions Other Operating Revenues Total Revenue

Funding Reconciliation Less: Depreciation Less: Reserve Funding of Operations Add: Transfer to Reserve Add: Restricted Funds Total funding reconciliation Operating funds available to finance capital works Capital Budget Capital expenditure program Loan principal Total Capital Expenditure Capital Funding Section 94 Town Improvement Fund Other restricted reserves General reserves Grants and contributions Income from sale of assets Total capital funding Capital funding result Funding Result (Surplus) / Deficit

2013-2014 I Operational Plan 2014-2015

Executive Director 1

Delivery Program 2013-2017

Chief Executive Officer

FINANCIAL INFORMATION

2015 Budget

149 153

Annual Original Budget Consolidated Budget by Group Chief Executive Officer 2014-2015 2015 Budget

Executive and Strategy

CEO Office

0 0 0 0 0 0

Employee Costs Materials & Contracts Depreciation Borrowing Costs Other Operating Expenses Total Expenses

1,657,754 359,934 11,778 0 388,500 2,417,966

1,171,966 227,214 8,296 0 375,840 1,783,316

485,788 132,720 3,482 0 12,660 634,650

Net (Surplus) / Deficit Before Adjustment

2,417,966

1,783,316

634,650

(11,778)

(8,296)

(3,482)

(188,538)

(88,538)

(100,000)

175,000 0 (25,316)

175,000 0 78,166

0 0 (103,482)

2,392,650

1,861,482

531,168

Capital Budget Capital expenditure program Loan principal Total Capital Expenditure

0 0 0

Capital Funding Section 94 Town Improvement Fund Other restricted reserves General reserves Grants and contributions Income from sale of assets Total capital funding

0 0 0 0 0 0 0

Capital funding result

2,392,650

1,861,482

531,168

Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Grants & Contributions Other Operating Revenues Total Revenue

Funding Reconciliation Less: Depreciation Less: Reserve Funding of Operations Add: Transfer to Reserve Add: Restricted Funds Total funding reconciliation

Delivery Program 2013-2017 Delivery Program 2013-2017

Operational Plan 2013-2014 Plan 2014-2015 II Operational

Operating funds available to finance capital works

154 150

Funding Result (Surplus) / Deficit

Consolidated Budget by Department Executive Director 1 2014-2015

Business Excellence

City Presentation

Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Grants & Contributions Other Operating Revenues Total Revenue

(104,336,736) (4,721,973) (3,315,278) (14,896,307) (5,327,954) (132,598,248)

(82,509,801) (250,000) (2,964,412) (11,185,502) (90,200) (96,999,915)

(21,924,705) (301,250) (350,866) (592,366) (1,556,950) (24,726,137)

0 (3,779,893) 0 (2,703,569) (449,989) (6,933,451)

97,770 (390,830) 0 0 (3,230,815) (3,523,875)

0 0 0 (414,870) 0 (414,870)

Employee Costs Materials & Contracts Depreciation Borrowing Costs Other Operating Expenses Total Expenses

40,867,778 43,022,113 10,319,744 2,347,293 6,946,881 103,503,809

4,519,850 3,215,355 315,571 2,347,293 504,122 10,902,191

16,499,005 33,356,368 5,687,265 0 2,394,708 57,937,346

14,705,592 4,032,835 2,578,347 0 1,388,115 22,704,889

4,381,425 2,347,085 1,736,635 0 2,645,616 11,110,761

761,906 70,470 1,926 0 14,320 848,622

Net (Surplus) / Deficit Before Adjustment

(29,094,439)

(86,097,724) 33,211,209

(10,319,744) (25,341,788)

(315,571) (2,651,730)

(5,687,265) (2,578,347) (1,736,635) (1,926) (22,239,151) 0 (450,907) 0

5,242,182 24,687,530 (5,731,820)

3,364,111 1,997,683 2,394,493

500,000 22,274,977 (5,151,439)

0 1,378,071 0 0 (2,578,347) (809,471)

0 414,870 412,944

(34,826,259)

(83,703,231) 28,059,770

13,193,091 6,777,415

846,696

Capital Budget Capital expenditure program Loan principal Total Capital Expenditure

6,196,213 6,641,003 12,837,216

500,000 6,641,003 7,141,003

4,080,600 0 4,080,600

685,613 0 685,613

930,000 0 930,000

0 0 0

Capital Funding Section 94 Town Improvement Fund Other restricted reserves General reserves Grants and contributions Income from sale of assets Total capital funding

855,000 0 (175,000) (1,689,160) 0 (3,877,700) (4,886,860)

0 0 0 (1,400,000) 0 0 (1,400,000)

(405,000) 0 (175,000) (991,600) 0 (872,700) (2,444,300)

0 0 0 (112,560) 0 0 (112,560)

1,260,000 0 0 815,000 0 (3,005,000) (930,000)

0 0 0 0 0 0 0

Capital funding result

7,950,356

5,741,003

1,636,300

573,053

Funding Result (Surplus) / Deficit

(26,875,903)

(77,962,228) 29,696,070

15,771,438 7,586,886

433,752

I Operational Plan 2014-2015

846,696

Delivery Program 2013-2017

13,766,144 6,777,415

FINANCIAL INFORMATION

Community Executive and Director Culture Governance Office

2015 Budget

151

Consolidated Budget by Department Executive Director 2 2014-2015

2015 Budget Rates & Annual Charges User Charges & Fees Interest & Investment Revenue Grants & Contributions Other Operating Revenues Total Revenue Employee Costs Materials & Contracts Depreciation Borrowing Costs Other Operating Expenses Total Expenses

(2,830,000) (2,440,000)

(295,000) (4,670,879)

0 0

(2,824,721)

(116,517)

(2,708,204)

(28,732,064) (4,086,400) (45,882,864)

(267,876) (18,200) (289,876)

(578,924) 0 (5,965,441)

(27,885,264) (4,068,200) (39,627,547)

0 0 0

18,395,817 6,957,600 23,063,818 0 4,649,419 53,066,654

3,365,267 1,760,600 23,887 0 785,168 5,934,922

4,995,995 3,760,250 23,037,917 0 3,706,499 35,500,661

9,701,571 1,431,900 2,014 0 156,252 11,291,737

332,984 4,850 0 0 1,500 339,334

7,183,790

5,645,046

29,535,220

(28,335,810)

339,334

(23,063,818)

(23,887)

(23,037,917)

(2,014)

(1,481,238)

(339,402)

(804,063)

(337,773)

1,009,000 33,539,985

0 0

1,009,000 2,946,517

0 30,593,468

0 0

10,003,929

(363,289)

(19,886,463)

30,253,681

17,187,719

5,281,757

9,648,757

1,917,871

339,334

80,788,429 0 80,788,429

0 0 0

65,815,655 0 65,815,655

14,972,774 0 14,972,774

0 0 0

Capital Funding Section 94 Town Improvement Fund

(49,331,968) (350,000)

0 0

(34,359,194) (350,000)

(14,972,774) 0

0 0

Other restricted reserves

(14,072,720)

General reserves Grants and contributions Income from sale of assets Total capital funding

(1,870,000) (7,868,206) 0 (73,492,894)

0 0 0 0

(1,870,000) (7,868,206) 0 (58,520,120)

0 0 0 (14,972,774)

0 0 0 0

7,295,535

24,483,254

5,281,757

16,944,292

1,917,871

339,334

Operating funds available to finance capital works

II Operational Operational Plan Plan 2013-2014 2014-2015

Executive Director Office

0 (3,800)

Funding Reconciliation Less: Depreciation Less: Reserve Funding of Operations Add: Transfer to Reserve Add: Restricted Funds Total funding reconciliation

Delivery Delivery Program Program 2013-2017 2013-2017

Planning and Growth

(3,125,000) (7,114,679)

Net (Surplus) / Deficit Before Adjustment

152 156

Economy and Infrastructure Engagement and Environment

Capital Budget Capital expenditure program Loan principal Total Capital Expenditure

Capital funding result Funding Result (Surplus) / Deficit

Council provides an extensive range of community services and is responsible for maintaining

FINANCIAL INFORMATION

Operating Budget numerous facilities. On behalf of the community, Council maintains a substantial portfolio of public infrastructure assets estimated to be worth approximately $1.15 billion as at 30 June 2013. Most of Council’s $159 million operating budget is specifically used to provide and maintain Council’s assets and services. Council’s assets include:

▶ 809 kilometres of roads and other transport-related facilities; ▶ 555 kilometres of floodplain and drainage networks (some 24,000 structures that include pits, trash racks, retention basins and channels); ▶ 492 open space reserves covering over 1,400 hectares of parks, natural reserves, gardens and streetscapes; ▶ 107 recreational and sporting facilities including netball courts, tennis courts, cricket nets, skate ramps and aquatic centres; and 211 buildings accommodating its commercial, operational, community, recreational, cultural and heritage services.

Delivery Program 2013-2017

The following information is a summary of the main services Council has funded as part of the 2014–2015 operating budget and the organisational support functions that help deliver these services (estimates exclude depreciation expenses, interest costs or corporate and support services).

2014-2015 I Operational Plan 2013-2014

157 153

Services to Community

2014-15 $'000 467

2015-16 $'000 482

2016-17 $'000 497

2017-18 $'000 513

Revenue

(175)

(180)

(185)

(191)

Expenses

642

662

682

703

219

167

108

Revenue

(1,768)

(1,884)

(2,010)

(2,147)

Expenses

2,058

2,124

2,193

2,264

Transfer From Reserve

(71)

(73)

(76)

(78)

2,584

2,668

2,755

2,845

Revenue

(457)

(469)

(482)

(495)

Expenses

3,042

3,138

3,237

3,339

135

168

203

239

Revenue

(4,855)

(4,983)

(5,115)

(5,250)

Expenses

4,990

5,151

5,318

5,489

1,561

1,580

1,633

1,688

Revenue

(272)

(268)

(231)

(236)

Expenses

1,972

1,848

1,865

1,925

Transfer From Reserve

(139)

ANIMAL MANAGEMENT Implementing companion animal registration public awareness program, picking-up stray pets, investigating suspected offences and undertaking enforcement action as required

BUILDING APPROVALS Assessment of building applications, building site, pool, food, health and fire safety inspections

CASULA POWERHOUSE ARTS CENTRE An entertainment facility of national standard that houses an arts collection, delivers high quality exhibitions, education programs and other events

CHILDCARE FACILITIES AND SERVICES Operate and maintain six long day care centres and one pre-school that provide care and early childhood education to over 500 families living and working within Liverpool

COMMUNITY DEVELOPMENT AND SOCIAL PLANNING

Delivery Program 2013-2017

I Operational Plan 2014-2015

Provide support to arts and cultural groups, aged persons, people with a disability, youth, the multicultural community and the Aboriginal community. Research and develop policies and plans such as social plan, recreation plan, community facilities plan, graffiti management strategy, disability action and LEAPS

154

COMMUNITY FACILITIES Provide access to, and maintenance (including graffiti removal) of, community centres and related facilities for use by residents for social, education and network through leasing and licensing agreements

1,048

1,082

1,118

1,154

Revenue (585)

(602)

(620)

(639)

Expenses 1,632

1,684

1,738

1,793

CUSTOMER SERVICES Provide a range of customer service options including face-to-face at the customer service counters, phone service through the Customer Contact Centre (24 hours a day and seven days per week) and online via Council's website

1,634

1,742

1,799

(14)

(15)

Expenses 1,648

1,701

1,757

1,814

1,513

1,560

1,610

1,660

Revenue (527)

(541)

(555)

(569)

Expenses 2,040

2,101

2,165

2,230

842

865

892

921

Revenue (45)

(46)

(47)

(49)

Expenses 1,163 Transfer From (276) Reserve

1,199

1,237

1,276

(288)

(297)

(307)

6,383

6,590

6,804

7,025

Revenue (549)

(562)

(576)

(589)

Expenses 6,932

7,152

7,380

7,614

Revenue (14)

EMERGENCY SERVICES Provision and maintenance of Rural Fire Service and State Emergency Service buildings, hazard reduction, bush fire prevention and emergency services

ENVIRONMENTAL MANAGEMENT Environmental planning and policy, restoration of natural bushland, tree planting programs, noxious weeds and waterways, environmental education programs

LIBRARIES AND MUSEUM Operate and maintain a network of five public libraries that inform, educate and provide learning and leisure opportunities through faceto-face and online access points, community directory of services. Operate and maintain Liverpool Regional Museum to preserve items of local historical and cultural significance

LIVERPOOL CITY CENTRE AMENITY Provide and maintain parks and gardens, footpaths, graffiti removal, litter collection and provision of car parking

11,903

12,296

12,811

Revenue

(1,034)

(1,065)

(1,097)

(1,130)

Expenses

12,675

13,076

13,505

13,940

Transfer From Reserve

(105)

(108)

(112)

1,506

1,553

1,601

1,750

Revenue

(18)

(19)

(20)

Expenses

1,824

1,778

1,833

1,857

Transfer From Reserve

(300)

(206)

(213)

(87)

Delivery Delivery Program Program 2013-2017 2013-2017 I Operational Operational Plan Plan 2013-2014 2014-2015

11,536

PROMOTION AND EVENTS Conducting festivals and major events such as citizenship ceremonies, Australia Day Celebrations and Order of Liverpool Awards

FINANCIAL INFORMATION

1,687

159 155

Services to Community (cont) 2014-15

2015-16

2016-17

2017-18

$'000

2,058

2,849

3,972

4,126

2,058

2,849

3,972

4,126

(2,774)

(2,855)

(2,939)

(3,025)

Revenue

(3,997)

(4,117)

(4,240)

(4,367)

Expenses

1,223

1,261

1,301

1,342

10,246

10,605

10,850

11,197

Revenue

(2,581)

(2,651)

(2,700)

(2,750)

Expenses

11,945

12,356

13,447

13,150

Transfer To Reserve

1,581

1,621

1,547

1,564

Transfer From Reserve

(699)

(721)

(1,444)

(767)

3,428

3,534

3,643

3,756

Revenue

(253)

(260)

(268)

(276)

Expenses

3,681

3,794

3,911

4,032

1,394

1,439

1,486

1,534

Revenue

(1,579)

(1,621)

(1,670)

(1,721)

Expenses

1,608

1,658

1,709

1,762

Transfer To Reserve

1,365

1,402

1,446

1,493

REGULARLY COMMUNICATE WITH THE COMMUNITY Provide media relations, advertising, publications, a website, signage, marketing and consultation opportunities to ensure that Council's activities, services and events are clearly, consistently and transparently communicated to the public

Expenses

REGULATORY SERVICES Enforcement of illegal parking, dumping and hazardous waste

rubbish

ROADS, FOOTPATHS AND CYCLE WAYS Road maintenance, footpaths beautification of local streets provision and maintenance of street furniture, bush shelters and signs

SPORTS, RECREATION AND OPEN SPACE

DeliveryProgram Program2013-2017 2013-2017I IOperational OperationalPlan Plan2013-2014 2014-2015 Delivery

Provision and maintenance of sporting ovals, grounds and facilities, swimming pools and leisure centres, maintenance of local parks and gardens, Council support for sporting clubs and healthy lifestyles, provision and maintenance of playgrounds

156 160

STORMWATER MAINTENANCE Provide adequate drainage, healthy natural waterways

STREET CLEANING Sweeping every street in the Council area on an average of once every six weeks, keeping public places clean and tidy through regular litter collection

1,931

1,992

Expenses

1,843

1,901

1,961

2,024

Transfer From Reserve

(29)

(30)

(31)

3,654

3,768

2,816

2,906

Revenue

(1,794)

(1,845)

(1,897)

(1,950)

Expenses

4,439

4,574

4,713

4,856

Transfer To Reserve

1,009

1,039

2,738

2,830

2,929

3,032

Revenue

(33,873)

(27,188)

(27,377)

(25,150)

Expenses

6,388

6,594

6,807

7,027

Transfer To Reserve

30,593

23,810

23,897

21,566

Transfer From Reserve

(371)

(386)

(398)

(411)

(0)

Revenue

(27,047)

(23,448)

(24,146)

(24,867)

Expenses

22,565

23,240

23,918

24,625

26,417

22,801

23,482

24,186

(21,935)

(22,592)

(23,254)

(23,944)

51,984

54,348

55,947

57,961

TRAFFIC PLANNING AND POLICY, ROAD SAFETY Providing access to cycle paths and walking tracks, managing traffic and safety in local streets, facilitating access to public transport

URBAN PLANNING Guiding development of land within Liverpool. Assessing Development Applications in accordance with Council policies and the character of neighbourhoods (development compatible with local area) and enforcement of planning controls

WASTE COLLECTION AND DISPOSAL Domestic garbage, recycling and green waste services. Household cleanup service, chemical collection day, encouragement of recycling

Transfer To Reserve Transfer From Reserve

TOTAL

Delivery DeliveryProgram Program2013-2017 2013-2017 II Operational OperationalPlan Plan2014-2015 2013-2014

1,872

FINANCIAL INFORMATION

1,814

157 161

Capital Budget Capital Works The Capital Works Program details proposed capital works for the 2014â&#x20AC;&#x201C;2015 year. The Capital Works Program represents net expenditure of some $87 million. The following tables show the allocation of expenditure by asset class and sources of funding.

Delivery DeliveryProgram Program2013-2017 2013-2017I IOperational OperationalPlan Plan2013-2014 2014-2015

158 162

Asset Class Buildings Roads Parks and Recreation Drainage Floodplain Plant and Fleet Land Footpaths Land Improvements Library Materials Information Technology Bridges TOTAL

$ '000 33,846.5 26,937.4 5,913.0 4,707.9 3,463.2 3,397.0 3,245.7 2,766.0 1,565.0 573.1 500.0 69.8 86,984.6

% 38.9% 31.0% 6.8% 5.4% 4.0% 3.9% 3.7% 3.2% 1.8% 0.7% 0.6% 0.1% 100.0%

Funding Source

$ '000

s94 Developer Contributions

49,737.0

57.2%

Lirs Reserve General Fund

11,478.0 9,4776.6

13.2% 10.9%

Capital Grants and Contributions

7,868.2

General Reserve Stormwater Annual Charge

5,357.7 1,381.2

9.0% 6.2% 1.6%

Environment Levy

1,160.0

1.3%

Town Improvement Reserve

350.0

0.4%

Domestic Waste Management Plan

175.0

0.2%

TOTAL

86,984.6

100.0%

(section 94) Section 94 of the Environmental Planning and Assessment Act, 1979 gives Council the power to levy contributions from developers for public services and public amenities required as a consequence of their development. For Council to levy contributions there

FINANCIAL INFORMATION

Developer Contributions must be a clear nexus between the proposed development and the need for the public service or public amenity for which the levy is required. These funds are held separately to Council’s general income and can only be applied to the provision of services and amenities identified in Council’s Developer Contributions Plan. The delivery of works funded by section 94 contributions is subject to the timing of receipts

At the reporting period ended 30 June 2013 Council held $56.7 million of developer contributions for the provision of infrastructure. Approximately $49.7 million of developer contributions have been allocated in the 2014–2015 capital works program. The following table identifies the projects that will be undertaken.

Delivery DeliveryProgram Program2013-2017 2013-2017 II Operational OperationalPlan Plan2014-2015 2013-2014 159 163

Works funded by developer contributions FY 14-15

Buildings Carnes Hill Recreation and Community Centre - Construction Drainage Green Valley and Hinchinbrook - Stormwater Quality Improveme Local Drainage-WCD2-Swale(Cabramatta Ck to Cowpasture Rd) Prestons Industr.Local Drainage-Catchment E-West of M7

Floodplain

Basin 3 b - Elizabeth Hills

WM7-Middleton Grange-Water Cycle Area West of Kingsford Smit Footpaths Cycleway - Casula - Link to Casula Station- Canberra Avenue-

Cycleway - North Liverpool Road, Green Valley - Wilson Rd To Cycleway - Aston Reserve, Hoxton Park Cycleway - Heathcote Road, Wattle Grove Footpath - Cecil Hills - Access Road- From Sandringham Dr. Land WM7-Middleton Grange-Water Cycle Area West of Kingsford Smit R12-Middleton Grange-Water Management Median Street-Land

585.0

303.2 1,147.4 1,045.8 101.6 602.2

100.0 207.0 115.0 108.2 72.0 2,865.7

Link from Kurrajong Rd to Pacific Palms Cct-8.2-Land

324.5

Link from Kurrajong Rd to Pacific Palms Cct-8.3-Land

Wingham Road - 9.6- Land Middleton Grange Multi-Purpose Community Centre-Land Acquisi

389.3 235.5 238.0 248.7 183.4 210.5 360.5 49.6 194.7 127.7

Land Improvements

405.0

Tree Planting - Casula (s94)

50.0 50.0 50.0 250.0

Street North Side of Channel-7.17-Land Trunk Collector 5.4 South of Kurrajong Rd-Land Warialda Way Extension - 7.18-Land

I Operational Plan 2014-2015

292.5

Adjacent to Park off Inverell Ave - 7.19- Land

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

Delivery Program 2013-2017

1,180.7

142.2 36.7 124.4

Local Street 6.2 North Side of Creek & Cabramatta Ck-Land Local Street Fronting Cabramatta Ck-10-19th Ave-Land Road Reserve-Lyn Pde-RD3.3

160

22,147.3

Tree Planting - Cecil Hill (s94) Tree Planting - Hinchinbrook (s94) Tree Planting - Plan 6 (s94)

Tree Planting Established Area Parks and Recreation OS6-Park on 16th Ave-Land Acquisition

5.0 4,087.1 63.7 634.7

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

791.8

Cabramatta Creek West Arm (1) - Passive Area - Edmondson Par

1,030.1

Landscaping in Prestons Industrials

Streetscape in Hoxton Pk/Carnes Hill/Prestons Floodlighting Staged Upgrade Program - Childs Park League Ov Floodlighting Staged Upgrade Program - South Park (twin) Local Park Upgrade - Lady woodward Park Glen Regent Reserve Part 3 - Playground Upgrade

93.1 441.7 90.0 80.0 75.0 70.0

Key Suburb Park Program - Harris Creek Reserve Upgrade

150.0

Rubber Soft-Fall and Steel Slides Replacement - Black Muscat

140.0

Local Park Upgrade – St Andrews Park (S94) Outdoor Fitness Gym Program – Greenway Park (S94) Floodlight Upgrade Program - Paciullo Park (S94)

70.0 152.0 135.0

Local Park Improvement – Bent Street (S94) Roads Bus Shelter Installations Kurrajong Road, Prestons-Kookaburra to Sarah Holland R26-Middleton Grange-Local Street - Road Works

70.0 17,301.1 65.0 10,000.0 14.7

R11-Collector Centre Street Frontage to Drainage over Culver

165.5

M. Grange Culvert - C8 - Southern Creek

221.9

M. Grange Parkland Edge Street R15

12.6

R12-Middleton Grange-Water Management Median Street-Works

20.4

RLR30-Local Road (Park Frontage)-Edmondson Park

239.2

RLR31-Local Road (Park Frontage)-Edmondson Park

143.9

RLR32-Local Road (Park Frontage)-Edmondson Park

216.7 37.5

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

80.4

Link from Kurrajong Rd to Pacific Palms Cct-8.3-Works

96.5

Link from Kurrajong Rd to Pacific Palms Cct-9.5-Works

66.8

Local Street 6.2 North Side of Creek & Cabramatta Ck- Works

68.4

Local street Fronting Cabramatta Ck-10-19th Ave - Works

64.8

M. Grange - R30 - Northern Collector Street

363.4

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

35.2 1,054.8

Pavement over Industrial Land-Lyn Pde-RD3.6

37.3

RBC10 - Bus Priority Corridor-Edmondson Park

446.1

RLR28-Local Road 9Park Frontage)-Edmondson Park

79.2 189.8

I Operational Plan 2014-2015

RC3 - Neighbourhood Connector - Edmondson Park

Delivery Program 2013-2017

Adjacent to Park off Inverell Ave - 7.19-Works

M. Grange Collector Centre Street R1(Quantas Boulevard)

FINANCIAL INFORMATION

Park west of 2nd Ave, south of 16th Ave-OS7-M.Grange

161

Works funded by developer contributions FY 14-15 Cont. RLR33-Local Road (Park Frontage)-Edmondson Park

36.9

RLR34-Local Road (Park Frontage)- Edmondson park

191.8

RLR5a-Local Road (park Frontage) - Edmondson Park

88.7

RMN6-Main Neighbourhood-Edmondson park

213.3

RMN7-Main Neighbourhood-Edmondson Park

585.4

RMN8 - Main Neighbourhood (Park Frontage) - Edmondson Park

199.3

RMN9 - Main Neighbourhood - Edmondson Park

639.0

Road-N/West Sector-GV/Hinchinbrook - (1/2 x 15m wide)

391.9

Roundabout

129.9

Roundabout 1.1 Pine Rd & Maple Rd-East of Bernera Rd

47.7

Roundabout-Pacific Palms Cct. 150m east of School

47.7

Roundabout-Wingham Rd, south of Pacific Palms Cct.

47.7

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

47.7

RPS20 - Local road (Park Frontage) - Edmondson Park Street Along Ck North of Pacific Palms Cct-7.8-Works

53.3

Street Extension (1.10) of Wingham Rd south of Kurrajong Rd-

47.7

Street North Side of Channel-7.17-Works

63.4

Trunk Collector 5.4 South of Kurrajong Rd-Works

54.7

Wingham Road - 9.6-Works

66.8

Wilson Road, Hinchinbrook - Hoxton Park to Topnot

I Operational Plan 2014-2015

TOTAL

Delivery Program 2013-2017

177.1

Warialda Way Extension 7.18-Works Riverview Road, Pleasure Point - Kerb & Gutter

162

230.8

20.2 200.0 49,736.5

Town Improvement Fund (TIF) The TIF is a special levy based on the rateable land value of all commercially zoned for the purpose of improvements to the amenity and enhancement of the City Centre. The TIF is to be spent only on projects within that boundary which improve all or any of the following aspects of the City Centre: image, role, urban design, safety, recreation, public art, heritage, economic development and general amenity. Council resolved to suspend the current TIF works program pending review of the City Strategy and identification of priority works in the city centre. Once this review has been

FINANCIAL INFORMATION

properties within an agreed boundary containing the Liverpool City Centre and collected

completed the works program for TIF will be added to the 2014-2015 budget.

Works funded by Stormwater Management service charge

I Operational Plan 2014-2015

125.3 125.3 218.0 119.4 40.0 58.6 564.8 336.8 228.0 137.9 66.7 35.3 35.9 335.1 167.4 167.7 1,381.2

Delivery Program 2013-2017

Erosion Protection Works Erosion protection Flood Mitigation Flood Mitigations - Overland Flows Brickmakers Creek Channel Improvement - Elizabeth Street to Non Prescribed Basins - Restoration & Renewal Pipe Restoration & Renewal Stormwater Pipe Relining Stormwater Pipe Structural Patches Stormwater Quality New GPT in Existing Development Ward Place, Hinchinbrook - GPT Access Wetlands Urban Drainage System Programmed Drainage Maintenance Stormwater Pipe Inspection, Assessment & Ancillary Works TOTAL

163

10 Year stormwater works program 2014-15

2015-16

2016-17

Erosion Protection Works Erosion Protection

125,299 125,299

74,635 74,635

162,495 162,495

Flood Mitigation Flood Mitigations - Overland Flows Brickmakers Creek Channel Improvement - Elizabeth Street To Non Prescribed Basins - Restoration & Renewal Prescribed Basins - Restoration & Renewal

218,016 119,442

178,250 119,600

40,000

58,574 0

0 58,650

58,650 0

Pipe Restoration & Renewal Stormwater Pipe Relining Stormwater Pipe Structural Patches

564,822 336,849 227,973

585,655 363,495 222,160

615,655 378,495 237,160

Stormwater Quality Coucal Avenue, Hinchinbrook - Gpt Modification Colo Circuit, Wattle Grove - Gpt Modification Corryton Circuit, Wattle Grove - Gpt Modification Gpt Renewal And Replacement Lycett Avenue, West Hoxton - Gpt Modification

137,932 0 0 0 0 0

210,795 0 0 0 0 0

143,980 0 0 0 25,760 0

New Gpt In Existing Development

66,727

66,815

71,990

102,810

35,258

Wetlands

35,947

41,170

46,230

GPT Modification

Urban Drainage System

335,126

335,570

269,100

Programmed Drainage Maintenance

167,448

167,670

155,940

Stormwater Pipe Inspection, Assessment & Ancillary Works

167,678

167,900

113,160

Total

1,381,195

1,384,905

1,369,480

Delivery Program 2013-2017

I Operational Plan 2014-2015

Riverside Road, Chipping Norton - Gpt Modification And Acces Ward Place, Hinchinbrook - Gpt Access

164

2019-20

2020-21

2021-22

2022-23

2023-24

161,035 161,035

163,415 163,415

84,410 84,410

216,085 216,085

215,280 215,280

160,100 160,100

213,900 143,520

225,515 143,520

261,395 179,400

263,120 179,400

271,000 184,800

0 70,380

70,380 0

0 81,995

81,995 0

0 81,995

83,720 0

0 86,200

615,655 378,495 237,160

588,435 391,105 197,330

602,825 413,825 189,000

424,230 290,430 133,800

374,230 265,430 108,800

373,080 264,280 108,800

384,300 272,200 112,100

149,155 0 0 0 25,760 0

215,740 0 0 0 30,820 46,000

215,740 46,000 0 0 30,820 0

215,740 0 46,000 0 30,820 0

263,120 0 0 59,800 35,880 0

271,100 0 0 0 37,000 0

71,990

77,165

107,640

110,900

51,405

61,755

59,800

61,600

305,900

264,040

298,195

313,835

322,920

394,200

155,940

143,980

159,505

167,440

221,700

149,960

120,060

154,215

154,330

155,480

172,500

1,445,645

1,378,945

1,426,685

1,431,285

1,381,285

1,437,520

1,480,700

Delivery Program 2013-2017

2018-19

FINANCIAL INFORMATION

2017-18

I Operational Plan 2014-2015 165

Special rate variation The Council uses the additional income from Special Rate Variations for the purposes of asset maintenance and infrastructure related expenditure. The additional works that will be funded by the first year of the 9.7 per cent Special Rate Variation are listed below.

Delivery Program 2013-2017

I Operational Plan 2014-2015

Project

166

Bridges Bridge Rehabilitation & Renewal Buildings Implementation of Disability Action Plan Community Centre Rehabilitation Program Water & Energy Conservation Delivery Program Child Care Centre Rehabilitation / Renovation Casula Powerhouse Arts Centre Upgrades Heritage Conservation Program Protection & Security to Councils Remote Assets Program Sports Amenity Building Upgrade Program Drainage Stormwater Pipe Relining CBD Trunk Drainage - Elizabeth St, George St to College St Floodplain Brickmakers Creek Flood Mitigation - Amalfi Park Detention B Footpaths Footpath & Cycleways Restoration - General Bus Stops Cycleway - Jedda Road, Prestons - Joadja Rd To Hill Rd Stage Longstaff Ave, Chipping Norton - Franklin To Holly Ave Spicer Avenue, Hammondville - Judd To Morley

SRV $ Value 69,800 69,800 823,000 127,000 145,000 75,000 63,000 75,000 48,000 50,000 240,000 833,980 38,980 795,000 381,700 381,700 291,000 58,650 65,750 70,000 70,350 26,250

PROJECT $ VALUE 69,800 69,800 823,000 127,000 145,000 75,000 63,000 75,000 48,000 50,000 240,000 2,700,829 375,829 2,325,000 2,000,000 2,000,000 478,600 102,000 133,000 147,000 70,350 26,250

Parks and Recreation

SRV $ Value

PROJECT $ VALUE

1,399,389

2,171,000

Playground Replacement program

390,000

Sports Courts / Facilities

110,000

53,000

138,000

50,000

157,120

510,000

Floodlighting Staged Upgrade Program - Childs Park League Oval

11,269

125,000

Floodlighting Staged Upgrade Program - South Park (twin)

70,000

150,000

Local Park Upgrade - Lady woodward Park

35,000

110,000

300,000

85,000

235,000

2,926,397

7,029,071

Implementation of Disability Action Plan (DAP) - Parks Pioneers' Park Monument replacement program Paving & Landscape Restoration Davy Robinson Stage 3 Sea Wall Construction

All Access (Disability) Playground - Gough Park

Key Suburb Park Program - Harris Creek Reserve Upgrade Roads Pedestrian Access & Mobility Plan

31,405

59,955

525,000

Kerb & Gutter Replacement

80,175

Safety Barrier - Bridge Approaches

30,000

31,500

Safety Barrier Renewal Program

30,000

31,500

Traffic Facilities - Renewal Programme

21,000

58,800

Bus Shelters - Renewal & Replacement

21,000

Carpark - Renewal & Replacement

47,250

Pavement Stabilisation & Strengthening

1,674,330 16,931

Fassifern Place, Cartwright - Willan to North End

31,631

Flowerdale Road, Liverpool - Memorial to Moore

173,975

784,975

Gerroa Place, Prestons - Greenwell to End of Bowl

27,891

Haddon Rig Place, Miller - Merino to East End

24,872

Maxwells Avenue, Sadleir - Cartwright to Sadleir

87,000

1,127,724

Reserve Road, Casula - Kurrajong to De-Meyrick

48,510

Wattle Road, Casula - Box to York

42,000

Wattle Road, Casula - Cedar to Beech

49,449

Whitford Road, Hinchinbrook - Robin to Godwit

495,990

Wilson Road, Hinchinbrook - Hoxton Park to Topnot

928,700

1,128,700

Woolnough Place, Cartwright - Hoxton Park to End

66,938

Traffic Facilities - New Works

56,700

Crawford Serviceway - Moore to Railway St

10,250

597,250

6,725,266

15,272,300

TOTAL

I Operational Plan 2014-2015

79,730 16,931

Delivery Program 2013-2017

Devonshire Road, Rossmore - King to Twelfth (Stage 2) Dorset Place, Miller - Shropshire to North End

FINANCIAL INFORMATION

Project continued

167

Detailed capital expenditure program by asset type

Delivery Program 2013-2017

I Operational Plan 2014-2015

Bridges Bridge Rehabilitation & Renewal

168

Buildings Implementation of Disability Action Plan Community Centre Rehabilitation Program Former Court House - Toilet Upgrade Water & Energy Conservation Delivery Program Carnes Hill Recreation and Community Centre - Construction Child Care Centre Rehabilitation / Renovation Child Care Centres Security Upgrades Cecil Hill Homestead Central Library Toilet Upgrade Middleton Rural Fire Services Station Northumberland Carpark Structural Improvement CBD Car Parking Whitlam Leisure Centre Main Area A/C Restoration Casula Powerhouse Arts Centre Upgrades Heritage Conservation Program Protection & Security to Councils Remote Assets Program Sports Amenity Building Upgrade Program Replacement A/C Compressors Casula Community Centre Repairs to Termite Damaged floor CPAC Replacement damaged floor Chipping Norton Recreation Upgrade Toilet Facilities Hilda Davis Senior Citizens Centre Replacement Damaged Floor Hinchinbrook Community Centre Replacement Damaged Floor Liverpool Brass Band Hall Replacement Damaged Floor Liverpool Respite Centre Upgrade Toilet Facilities Seton Hall and Clinches Pond Replacement Split A/C Speed Street Occasional Care Replacement Ducted A/C Voyager Park Community Centre Fire Dampers Francis Greenway Centre Council Chambers

69.8 69.8 33,846.5 127.0 145.0 150.0 75.0 22,147.3 63.0 112.6 400.0 220.0 1,215.0 500.0 7,000.0 1,000.0 75.0 48.0 50.0 240.0 9.6 33.0 30.0 33.0 9.0 7.0 40.0 30.0 12.0 35.0 40.0

3,463.2 2,000.0 1,045.8 119.4 101.6 137.8 58.6

Footpaths Footpath & Cycleways Restoration - General Footpath - New Release Footpaths - Casula Bus Stops Albany Street, Busby -Coonong To Guernsey Cycleway - Casula - Link to Casula Station- Canberra AvenueCycleway - North Liverpool Road, Green Valley - Wilson Rd To Cycleway - Aston Reserve, Hoxton Park Hume Highway, Warwick Farm - Irelands Bridge to Warwick Far Cycleway - Jedda Road, Prestons - Joadja Rd To Hill Rd Stage Cycleway - Elizabeth Street, Liverpool - HumeHighway to Live Cycleway - Speed Street, Liverpool - Shepherd Street To Bigg Cycleway - Heathcote Road, Wattle Grove Lawrence Hargrave Road, Warwick Farm - Station to Burlinson Longstaff Ave, Chipping Norton - Franklin To Holly Av Mannix Parade, Warwick Farm - McGirr to Lawrence Hargrave Spicer Avenue, Hammondville -Judd To Morley Footpath - Cecil Hills - Access Road- From Sandringham Dr.

2,766.0 102.0 22.1 31.5 133.0 33.6 100.0 207.0 115.0 225.0 147.0 448.9 877.8 108.2 38.3 70.4 8.1 26.3 72.0

I Operational Plan 2014-2015

Floodplain Brickmakers Creek Flood Mitigation - Amalfi Park Detention B Basin 3 b - Elizabeth Hills Flood Mitigations - Overland Flows WM7-Middleton Grange-Water Cycle Area West of Kingsford Smit Brickmakers Creek Channel Improvement - Elizabeth Street to Non Prescribed Basins - Restoration & Renewal

Delivery Program 2013-2017

4,707.9 167.4 167.7 375.8 228.0 2,325.0 292.5 585.0 303.2 125.3 66.7 35.3 35.9

FINANCIAL INFORMATION

Drainage Programmed Drainage Maintenance Stormwater Pipe Inspection, Assessment & Ancillary Works Stormwater Pipe Relining Stormwater Pipe Structural Patches CBD Trunk Drainage - Elizabeth St, George St to College St Green Valley and Hinchinbrook - Stormwater Quality Improveme Local Drainage-WCD2-Swale(Cabramatta Ck to Cowpasture Rd) Prestons Industr.Local Drainage-Catchment E-West of M7 Erosion protection New GPT in Existing Development Ward Place, Hinchinbrook - GPT Access Wetlands

169

Delivery Program 2013-2017

I Operational Plan 2014-2015

Information Technology Payroll System Replacement Upgrade IT Software Upgrade Server Room Upgrade Mobility Solutions

170

500.0 50.0 200.0 100.0 150.0

Land 8 Speed St Lot 81 DP 790072 Sale - McLean Street Liverpool, Road closure Property Sales Sale - 9 McLean Street Liverpool WM7-Middleton Grange-Water Cycle Area West of Kingsford Smit R12-Middleton Grange-Water Management Median Street-Land Adjacent to Park off Inverell Ave - 7.19- Land Link from Kurrajong Rd to Pacific Palms Cct-8.2-Land Link from Kurrajong Rd to Pacific Palms Cct-8.3-Land Local Street 6.2 North Side of Creek & Cabramatta Ck-Land Local Street Fronting Cabramatta Ck-10-19th Ave-Land Road Reserve-Lyn Pde-RD3.3 Street Along Ck North of Pacific Palms Cct-7.8-Land Street North Side of Channel-7.17-Land Trunk Collector 5.4 South of Kurrajong Rd-Land Warialda Way Extension - 7.18-Land Wingham Road - 9.6- Land Middleton Grange Multi-Purpose Community Centre-Land Acquisi

3,245.7 110.0 10.0 250.0 10.0 142.2 36.7 124.4 324.5 389.3 235.5 238.0 248.7 183.4 210.5 360.5 49.6 194.7 127.7

Land Improvements Bush Regeneration Contracts Tree Planting - Casula (s94) Tree Planting - Cecil Hill (s94) Tree Planting - Hinchinbrook (s94) Tree Planting - Plan 6 (s94) Community Nursery Environmental Education Centre Tree Planting Established Area

1,565.0 660.0 50.0 50.0 50.0 250.0 250.0 250.0 5.0

573.1 53.2 66.5 90.5 96.6 2.1 91.1 4.6 46.2 4.6 22.8 32.7 25.2 37.0

Plant and Fleet Major Plant Motor Vehicle Capex Purchase of a forklift for Special Drop Off Centre Purchase of Waste Collection Vehicle Purchase of New Plant for Parks

3,397.0 1,755.0 1,254.0 65.0 110.0 213.0

I Operational Plan 2014-2015

5,913.0 440.0 110.0 63.7 634.7 53.0 138.0 50.0 791.8 1,030.1 93.1 441.7 510.0 125.0 150.0 110.0 300.0 70.0 235.0 140.0 70.0 152.0 135.0 70.0

Delivery Program 2013-2017

Parks and Recreation Playground Replacement program Sports Courts / Facilities OS6-Park on 16th Ave-Land Acquisition Park west of 2nd Ave, south of 16th Ave-OS7-M.Grange Implementation of Disability Action Plan (DAP) - Parks Pioneers' Park Monument replacement program Paving & Landscape Restoration Cabramatta Creek West Arm (2) - Passive Area - Edmondson Par Cabramatta Creek West Arm (1) - Passive Area - Edmondson Par Landscaping in Prestons Industrials Streetscape in Hoxton Pk/Carnes Hill/Prestons Davy Robinson Stage 3 Sea Wall Construction Floodlighting Staged Upgrade Program - Childs Park League Ov Floodlighting Staged Upgrade Program - South Park (twin) Local Park Upgrade - Lady woodward Park All Access (Disability) Playground - Gough Park Glen Regent Reserve Part 3 - Playground Upgrade Key Suburb Park Program - Harris Creek Reserve Upgrade Rubber Soft-Fall and Steel Slides Replacement - Black Muscat Local Park Upgrade – St Andrews Park (S94) Outdoor Fitness Gym Program – Greenway Park (S94) Floodlight Upgrade Program - Paciullo Park (S94) Local Park Improvement – Bent Street (S94)

FINANCIAL INFORMATION

Library Materials Adult fiction Adult non-fiction Audio-visual resources Children's resources Family History Centre Foreign language Indigenous collection Large print books LIAC Liverpool Heritage Library Reference Special resources Young adult resources

171

I Operational Plan 2014-2015 Delivery Program 2013-2017

172

Roads Disability Action Plan Implementation - Roads and Transport Pedestrian Access & Mobility Plan Bus Shelter Installations Kurrajong Road, Prestons-Kookaburra to Sarah Holland R26-Middleton Grange-Local Street - Road Works Pavement Stabilisation & Strengthening R11-Collector Centre Street Frontage to Drainage over Culver Banks Road, Miller - Traffic Alignment Fifteenth Avenue, West Hoxton - Second to Herley Kerb & Gutter Replacement Safety Barrier - Bridge Approaches Safety Barrier Renewal Program Traffic Facilities - Renewal Programme Bus Shelters - Renewal & Replacement Carpark - Renewal & Replacement M. Grange Culvert - C8 - Southern Creek M. Grange Parkland Edge Street R15 R12-Middleton Grange-Water Management Median Street-Works RLR30-Local Road (Park Frontage)-Edmondson Park RLR31-Local Road (Park Frontage)-Edmondson Park RLR32-Local Road (Park Frontage)-Edmondson Park Manning St By-Pass Road, Warwick Firm Adjacent to Park off Inverell Ave - 7.19-Works Link from Kurrajong Rd to Pacific Palms Cct-8.2-Works Link from Kurrajong Rd to Pacific Palms Cct-8.3-Works Link from Kurrajong Rd to Pacific Palms Cct-9.5-Works Local Street 6.2 North Side of Creek & Cabramatta Ck- Works Local street Fronting Cabramatta Ck-10-19th Ave - Works M. Grange - R30 - Northern Collector Street M. Grange - R31 - Local st Type 1-Love Rd M. Grange Collector Centre Street R1(Quantas Boulevard) Pavement over Industrial Land-Lyn Pde-RD3.6 RBC10 - Bus Priority Corridor-Edmondson Park RC3 - Neighbourhood Connector - Edmondson Park RLR28-Local Road 9Park Frontage)-Edmondson Park RLR33-Local Road (Park Frontage)-Edmondson Park RLR34-Local Road (Park Frontage)- Edmondson park RLR5a-Local Road (park Frontage) - Edmondson Park RMN6-Main Neighbourhood-Edmondson park RMN7-Main Neighbourhood-Edmondson Park RMN8 - Main Neighbourhood (Park Frontage) - Edmondson Park

26,937.4 46.2 60.0 65.0 10,000.0 14.7 525.0 165.5 22.1 315.0 80.2 31.5 31.5 58.8 21.0 47.3 221.9 12.6 20.4 239.2 143.9 216.7 1,100.0 37.5 80.4 96.5 66.8 68.4 64.8 363.4 35.2 1,054.8 37.3 446.1 79.2 189.8 36.9 191.8 88.7 213.3 585.4 199.3

I Operational Plan 2014-2015

86,984.6

Delivery Program 2013-2017

TOTAL

639.0 391.9 129.9 47.7 47.7 47.7 47.7 230.8 53.3 47.7 63.4 177.1 54.7 66.8 27.1 168.0 110.2 45.0 280.3 49.2 67.4 174.2 1,674.3 16.9 31.6 785.0 27.9 26.3 24.9 1,127.7 376.0 48.5 20.2 42.0 49.4 496.0 1,128.7 66.9 56.7 597.3

FINANCIAL INFORMATION

RMN9 - Main Neighbourhood - Edmondson Park Road-N/West Sector-GV/Hinchinbrook - (1/2 x 15m wide) Roundabout Roundabout 1.1 Pine Rd & Maple Rd-East of Bernera Rd Roundabout-Pacific Palms Cct. 150m east of School Roundabout-Wingham Rd, south of Pacific Palms Cct. Roundabput 1.4 Myall, Box & Un-named Rds-East of Bernera Rd RPS20 - Local road (Park Frontage) - Edmondson Park Street Along Ck North of Pacific Palms Cct-7.8-Works Street Extension (1.10) of Wingham Rd south of Kurrajong RdStreet North Side of Channel-7.17-Works Trunk Collector 5.4 South of Kurrajong Rd-Works Warialda Way Extension 7.18-Works Wingham Road - 9.6-Works Braidwood Drive, Prestons - Abbeyville to Terangle Braidwood Drive, Prestons - Bugong to Minerva Braidwood Drive, Prestons - Bumbera to Concettina Braidwood Drive, Prestons - Campi to Kingsdale Braidwood Drive, Prestons - Fortunato to Bugong Braidwood Drive, Prestons - Minerva to Abbeyville Braidwood Drive, Prestons - Terangle to Mowbray Braidwood Drive, Prestons - Tulich to Minnamurra Devonshire Road, Rossmore - King to Twelfth (Stage 2) Dorset Place, Miller - Shropshire to North End Fassifern Place, Cartwright - Willan to North End Flowerdale Road, Liverpool - Memorial to Moore Gerroa Place, Prestons - Greenwell to End of Bowl Greenway Park Drive, Pedestrian Fence - Greenway Park Public Haddon Rig Place, Miller - Merino to East End Maxwells Avenue, Sadleir - Cartwright to Sadleir Moore Street, Liverpool - College to Bigge Reserve Road, Casula - Kurrajong to De-Meyrick Riverview Road, Pleasure Point - Kerb & Gutter Wattle Road, Casula - Box to York Wattle Road, Casula - Cedar to Beech Whitford Road, Hinchinbrook - Robin to Godwit Wilson Road, Hinchinbrook - Hoxton Park to Topnot Woolnough Place, Cartwright - Hoxton Park to End Traffic Facilities - New Works Crawford Serviceway - Moore to Railway St

173

Further Information

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

Delivery Program 2013-2017

I Operational Plan 2013-2014

Program and Operational Plan:

178

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

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

Our Guiding Principles Leadership Excellence Partnership Innovation Equity Sustainability