Liverpool City Council Delivery Program and Operational Plan 2015-16 by Liverpool City Council

4-year Delivery Program Operational Plan & Budget 2015-2016

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Contents

Mayor‘s message 7 Chief Executive Officer’s message 9 Community vision 10 Section 1: Your Council 13 Your Mayor and Councillors 14 Council’s roles and responsibilities 16 Guiding principles 18 Corporate values 20 How Council spends every $100 21 Section 2: About Liverpool 23 Our City 24 Liverpool at a glance 26 Our challenges and priorities 28 Section 3: Delivery Program 2013-17, Operational Plan 2015-16 33 About this plan 34 How it all fits together 35 Monitoring and reporting 36 Measuring progress 37 Future Directions 38 Our Directions 39 Principal Activities/Key Services 40 Direction 1: Vibrant Prosperous City 43 Economic Development 44 Marketing & Communications 46 Strategic Project: Building Our New City 48 Strategic Project: Badgerys Creek Airport Taskforce 49 Direction 2: Liveable Safe City 51 Community Standards 52 Development Assessment 54 Strategic Planning 56 Strategic Project: Liverpool CBD Local Environment Plan (LEP) 58

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Direction 3: Healthy Inclusive City 61 Childrenâ&#x20AC;&#x2122;s Services 62 Community Planning & Development 64 Community & Recreation Facilities 66 Customer Service 68 Libraries & Museum 70 Strategic Project: Carnes Hill Recreation & Community Precinct 72 Strategic Project: Community Facilities Strategy and Recreation Strategy 73 Direction 4: Proud Engaged City 75 Casula Powerhouse Arts Centre 76 Events 78 Strategic Project: Cultural and Arts Policy & Plan, Tourism Policy & Plan 80 Strategic Project: Liverpool Branding Project 81 No Intermodal Project 82 Direction 5: Natural Sustainable City 85 Parks, CBD & Waste Management 86 Sustainable Environment 88 Strategic Project: City Centre Trunk Drainage Project 90 Direction 6: Accessible Connected City 93 Civil Maintenance & Depot Management 94 Infrastructure Delivery 96 Technical Support 98 Traffic, Transport & Parking 100 Strategic Project: Construction of Kurrajong Road 102 Direction 7: Leading Proactive Council 105 Business Improvement 106 Corporate Strategy & Executive Services 108 Financial Management 110 Governance, Legal & Internal Audit 112 Information & Technology Support 114 People & Organisational Development 116 Property Group 118 Strategic Project: Property Strategy 120 Section 4: Financial Information 123

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Mayor’s message

As Liverpool continues to grow and cement its status as the Capital of South West Sydney, careful and effective planning becomes the key to success. As your Council, we must decide where to best allocate resources to provide key services, achieve outcomes and develop the City. It gives me great pleasure to present one of Liverpool City Council’s key plans to achieve these goals: the four year Delivery Program and 2015-16 Operational Plan and Budget. The community’s vision is the driving force behind these plans for the future.

Along with the successes, challenges and opportunities also arose. The planned intermodal terminal at Moorebank will have devastating effects on our opportunities to harness the George’s River and its river front land. Council will continue to push for the best outcome for Liverpool as this develops, advocating to have the Intermodal placed at Badgerys Creek, enabling this precinct to be a true transport hub and minimising the effects on the community homes and roads. This year’s plan brings with it the finalisation of many long term initiatives as well as many new projects and programs. The new look Macquarie Mall will be built and the construction of the Carnes Hill Community and Recreation Precinct will be well underway. I encourage you to read through this plan and provide feedback on the year’s projects, programs and initiatives. 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.

Ned Mannoun Mayor of Liverpool

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

2014-15 has been another important year in Liverpool’s history, with Council continuing to deliver on our commitments. We have launched the Building our New City project, aimed at bringing a new vibrancy and life to our city centre. This project will deliver a range of improvement work and events, developing the city centre to create a world class, beating heart of Liverpool.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Chief Executive Officer’s message

Welcome to the third year of Council’s combined Delivery Program 2013-17 and Operational Plan 2015-16. This is an exciting time for the organisation as we look to lead Liverpool into the future. This year will see us invest in providing a diverse range of high quality services, events and key infrastructure projects for the City.

The document is structured under the 7 strategic directions outlined in Growing Liverpool 2023, the 10-year plan for Liverpool. Growing Liverpool 2023 is the highest level plan for Liverpool and is used by Council, other agencies and stakeholders to guide policy and service delivery. This 4-year Delivery Program and Operational Plan is Council’s response to the Plan. It outlines the key services and projects which Council will deliver to help achieve the objectives in Growing Liverpool 2023. Each service is explained in detail and includes key performance indicators and activities for the coming year. Council is investing its time and resources into building an improved Liverpool. Many of these projects have been years in the making and will be realised in the next year. This includes construction of the state of the art community and recreation precinct at Carnes Hill, revitalisation of Macquarie Mall, a new and improved Customer Service Centre and completion of the extensions to Kurrajong road. Council is committed to improving the way it conducts business. We have formed a new Business Improvement directorate which is looking into ways to improve our service delivery and be more efficient. This will form part of Council’s bid to be Fit for the Future and ensure we are strong and financially sustainable. I would like to thank the staff, volunteers and key community members who will help deliver this ambitious workload in the next year. We are committed to delivering on these plans and ensuring the best possible services are provided to the community. I look forward to hearing your views on our plans for Liverpool’s future.

Carl Wulff Chief Executive Officer

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

These documents outline Council’s key services, projects and initiatives for the next year. It includes a complete financial snapshot and outlook, ensuring a sound basis for planning and resource allocation throughout the year.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Community Vision

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

ABOUT LIVERPOOL

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Your Council

SECTION 1

Your Mayor and Councillors

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Councillor Mazhar Hadid

Deputy Mayor 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.

ABOUT LIVERPOOL

Councillor Geoff Shelton

Councillor Wendy Waller

Councillor Anne Stanley

Mayor

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Councillor Peter RistevskI

Councilâ&#x20AC;&#x2122;s roles and responsibilities Council operates under a charter specified in the Local Government Act 1993. The charter empowers Council to manage the local government area (LGA), to be a custodian and trustee of public assets, to raise funds for local purposes and to provide services and facilities, including on behalf of other levels of government. Council is required to manage its work efficiently and effectively, be mindful of the long-term or cumulative effect of its decisions, facilitate public input into its decisions and keep the public informed. The charter specifically requires Council to exercise its functions in a manner consistent with the principles of multiculturalism and ecologically sustainable development, to provide for the needs of the community and to be a responsible employer.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

The charter also empowers Council to exercise community leadership. Council does this through making decisions that take into account the demand for services, consistency with best practices, affordability and future generations.

The Mayor has the same responsibilities as a Councillor but also exercises necessary policy-making decisions of the governing body of Council between meetings of the Council, exercises other functions of the Council as determined by the Council, presides at the meetings of the Council and carries out the civic and ceremonial functions of the mayoral office.

ABOUT LIVERPOOL

MAYOR

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

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

COUNCILLORS AS AN ELECTED PERSON

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

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.

Equity

Sustainability

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

We will be fair and just. We will recognise, respect and promote the rights of all citizens and support all groups to have equal access to services, information and opportunities, particularly groups who require additional support.

We will embrace and champion environmental, economic, social and cultural outcomes. We will ensure the wellbeing of present and future generations is considered in all of the decisions we make.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

ABOUT LIVERPOOL

Innovation

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 Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

at all levels by being proactive in our approach in providing excellent levels of internal and external customer service, leading by example and showing initiative and innovation.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

PUBLIC ORDER & SAFETY

COMMUNITY SERVICES & EDUCATION

COMMUNITY AMENITIES & STREET LIGHTING

PLANNING FOR GROWTH & INVESTMENT

ROADS, BRIDGES, FOOTPATHS ETC.

ENVIRONMENT

RECREATION & CULTURE

$29 ABOUT LIVERPOOL

How Council spends every $100

$24 $23

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

ABOUT LIVERPOOL

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

About Liverpool

SECTION 2

SILVERDALE

GREENDALE

ALE GREEND

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

FIFTEENTH

KEMPS CREEK

Liverpool Museum

HERN NORT

Ernie Smith Reserve and Hockey Complex

E TH

Casula Powerhouse Arts Centre

Rosedale Oval

ROAD

BRINGELLY

BADGER

ROAD

BADGERYS CREEK

LUDDENHAM

ROAD

AUSTRAL

DR IV

ELIZABETH HILLS

CECIL HILLS

GREEN VALLEY

Nor

th L

PARK

iver poo l Ro ad BE

ROA D

DR.

E RN

HIG HW

HUM E

DENHAM COURT

LEPPINGTON

LL VA

HORNINGSEA PARK WAY

PRESTONS

EDMONDSON PARK

CARNES HILL

HOXTON PARK

HOXT ON

CASULA HUM

RN STE WE

LURNEA

FREEW

CHIPPING NORTON

HOLSWORTHY

HOLSWORTHY MILITARY BARRACKS

AY TO R W MO

ROAD

RO AD

PLEASURE POINT

VOYAGER POINT

HAMMONDVILLE

WESTERN

WATTLE GROVE HOLSWORTHY

SO U

H H IG

MACQUA RIE

MOOREBANK

NEWBRIDGE

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

CECIL PARK

Elizabeth Drive

VO NS HI STREET

K IN TL

WE S CO WP

WALLACIA

D AS TU

RE KING

ROA D

FLO WE RD AL E

ELIZABE TH

CR EE K

A RO T

RO AD

A RO

E OT

HIG

NDA GREE

HC AT

O TE

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

ROAD

24 IN K WES TL

DRIVE

HEAT HC

I EL

NUW ARR

Our City

CA MD

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

ABOUT LIVERPOOL

Liverpool at a glance 22,000

POPULATION IN 2013

195,355

TOTAL CITY CENTRE JOBS

31,000 CITY CENTRE JOBS IN 2031

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

13,666

NUMBER OF REGISTERED BUSINESSES

SMALL

BUSINESSES

97% FEWER THAN 19 EMPLOYEES

1299

AVERAGE WEEKLY HOUSEHOLD INCOME

POPULATION IN 2021

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

TOP LANGUAGES SPOKEN

ENGLISH, ARABIC, VIETNAMESE, HINDI, ITALIAN

249,000

305 SQ KM

42 SUBURBS

2606 OPEN SPACE

SPORTING VENUES 20 Soccer venues 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

509

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

Leppington

RAIL STATIONS

Holsworthy Edmondson Park

LEISURE AND AQUATIC CENTRES:

OFF-LEASH DOG PARKS

WHITLAM LEISURE CENTRE MICHAEL WENDON AQUATIC LEISURE CENTRE HOLSWORTHY SWIMMING CENTRE

SCHOOLS

PARKS, RESERVES AND STREETSCAPES MAJOR PARKS INCLUDE:

Warwick Farm

Casula

COMMUNITY

CENTRES

COUNCIL-OPERATED

CHILDCARE CENTRES

LIBRARIES

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

HECTARES OF

Liverpool

Our challenges and priorities Economic development

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Liverpool is experiencing growth in commercial and industrial development. Its status as the regional city of South Western Sydney and its good transport links to other areas of Sydney place it in prime position to attract a range of industries. Plans are in place to transform Liverpool into a key employment, retail, cultural and entertainment hub. A goal has been set to establish 31,000 jobs in the Liverpool city centre by 2031. This will result in more diverse and innovative jobs closer to home for Liverpool’s residents. To capitalise on its economic potential, Council established an economic development portfolio and an economic development committee which aims to: position Liverpool as the destination of choice; attract business and investment; support economic prosperity across the whole community. The Gross Regional Product for Liverpool was $7.8 billion in 2010-2011.

Notwithstanding the anticipated growth in jobs, the unemployment rate in Liverpool was 6.2 per cent in December 2014. This is above average for Australia, NSW or the Sydney statistical area. A key challenge for Liverpool is attracting business and investment to our city, in-turn generating jobs and employment opportunities.

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

Badgerys Creek Airport The Australian Government has confirmed that the site for Sydney’s second airport will be Badgerys Creek, with construction expected to begin in 2016. An airport at Badgerys Creek will generate a huge economic boost for both Liverpool and the surrounding areas. Findings from the Deloitte ‘Economic Impact of a Western Sydney airport’ indicate that the airport could potentially bring more than 20,000 jobs to Liverpool and over $9 billion in economic growth for Western Sydney. Council is committed to working with key stakeholders to progress the development of Liverpool airport and is working with all levels of Government to deliver the infrastructure and services that are essential to support a project of this scale. Council has also established a taskforce to plan for the sustainable future growth of South West Sydney and to advocate on behalf of the community. The Joint study on aviation capacity in the Sydney region predicted that the initial cost of building the airport is approximately $2.4 billion. The majority of the investment is expected to come from the private sector while the Australian Government is expected to take the lead on facilitating the delivery of the surrounding road infrastructure. A key priority for Council is ensuring that the economic potential of the airport is maximised whilst any adverse impacts on the community are minimised.

Intermodal terminals The proposed intermodals at Moorebank will have devastating effects on the surrounding community. It will also prevent the creation of the Casula Parklands and negatively impact the Casula Powerhouse Arts Centre. Traffic and air quality in our region will worsen and noise levels will rise. Liverpool City Council has opposed placing the

There are currently 57,800 homes in Liverpool and the next 25 years will see up to 45,000 additional homes accommodating nearly 140,000 residents. New housing will be in the suburbs planned for the areas west of Austral and continued growth will occur around Middleton Grange, Elizabeth Hills and Edmondson Park. There will also be significant redevelopment in Liverpoolâ&#x20AC;&#x2122;s established suburbs, particularly around the Liverpool city centre and some suburban centres. This will provide more housing and other uses to meet ongoing community needs. Some of this new development will be at a higher density than development in the past. Council needs to ensure it delivers a fast and effective planning system which embraces sustainable urban renewal and development.

Environmental value Liverpool is a river city with the Georges River providing enormous opportunity. Its natural attributes include 500 open space reserves covering approximately 1,400 hectares. Liverpool has a wide variety of plants, animals and ecosystems, including 35 threatened fauna species and 23 threatened flora species. Approximately one third of Liverpool is covered

Expanding urban development in Liverpool can place considerable pressure on biodiversity through land clearing for developments, introduction of exotic species, stormwater impacts and altered soil conditions. Its waterways can be exposed to a range of pollutants from industrial, commercial and household waste. Only 2 out of the 6 rivers/waterways in Liverpool meet the target of having a rating of B plus or better. On the other hand, Liverpool is on track to meet waste to landfill targets and water use targets. Areas of bushland restored and maintained are increasing. Council will continue to place a strong importance on protecting the environment from any adverse impacts of development and has a range of actions in place to address this. However, continued urban development will place strain on the remaining natural ecosystems and on water quality. In addition, while Council has systems in place to reduce the water and energy consumption in new developments, the challenge will be to promote reduced consumption in existing dwellings.

Infrastructure Population growth requires the delivery of appropriate and extensive infrastructure for the new communities being developed and maintenance of existing infrastructure, including parks, community building, roads, drainage and footpaths. The cost of infrastructure to accommodate urban growth has been estimated to be $304 million over the next 10 years. All government budgets are undergoing the challenge of meeting community demands while maintaining fiscal responsibility under the pressure of static or declining revenues and Liverpool Council is no exception. Council is developing both its financial and human resources in order to address the growing infrastructure delivery and maintenance demands and will continue to work towards securing the funding needed to deliver and maintain expanding infrastructure.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Housing development

in vegetation, made up of 16 different vegetation communities.

ABOUT LIVERPOOL

proposed intermodals at Moorebank since they were announced. Council is actively advocating against placing the Intermodals at Moorebank and has developed a business case to have them re-located to Badgerys Creek. The road and rail upgrades needed to service the Moorebank intermodals would drastically impact on the local environment and residents and are likely to cost in excess of $750 million. In comparison, locating it at Badgerys Creek will mean the site has the capacity to deal with future container freight requirements and will have little or no impact on the environment and residential areas.

Transport accessibility

Cultural diversity

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

Liverpool has a current estimated population of 199,928 people and it is projected the population will grow to about 325,000 by 2036. Liverpool is one of the most culturally diverse cities in NSW, with almost one in three people born overseas and almost half of Liverpool’s residents speaking a language other than English at home. Rich cultural diversity increases innovation, creativity and prosperity. It introduces new ways of thinking, beliefs and interests and results in a more cosmopolitan culture.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Public transport is expanding with the Liverpool to Parramatta t-way experiencing high usage. Some people find it difficult to access adequate transport, such as people with special needs or those living in more remote areas. Council has identified the need for more capacity on major roads, improved public transport and transport infrastructure.

In addition, Only 15.8 per cent of trips to work by residents of Liverpool were made by car compared to the 10 year target of 25 per cent. The challenge will be for Council to support the viability of public transport options through planning and to continue to lobby other governments to develop public transport options that will assist in increasing the use of public transport and reducing congestion on our roads.

Aboriginal heritage Liverpool is the traditional home of the Cabrogal Clan of the Dharug Nation and the peoples of the Dharawal and Gandangara nations are recognised as being early inhabitants of the land. The City of Liverpool has many heritage sites and Aboriginal artefacts. A key priority for Council is protecting and conserving areas of Aboriginal significance such as the Collingwood Precinct. Liverpool also has a significant Aboriginal population. The number of Indigenous people grew by 483 to 2,677 people from 2006 to 2011 making up 1.5 per cent of our population in 2011. This means Council needs to ensure its own services are accessible and welcoming to our Aboriginal community.

51 per cent of people believe that there is a sense of community in Liverpool and only 52 per cent of people feel that Liverpool is a harmonious society which respects cultural diversity. This is a challenge for Council and initiatives are in place to promote Liverpool’s rich cultural and linguistic assets.

Community pride and heritage Liverpool is rich with heritage, with a major cultural and arts precinct in the form of the Casula Powerhouse Arts Centre. There are a number of significant heritage buildings which are protected at the local and state levels, including Collingwood House, the Casula Powerhouse, the TAFE college building, St Lukes Church and the Cecil Hills Farm. These historical and cultural attributes create Liverpool’s unique identity. Council is proud of Liverpool’s unique identity and is committed to delivering a range of initiatives which continue to build community pride. Maintenance of historic buildings often involves significant building works which are at a higher cost than normal works. At times grants are available to assist with funding such works but these are limited and are subject to State and Federal budget constraints. A challenge for Council is balancing the need to protect its community identity and heritage with the demands of rapid growth.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

2013-2017

Operational Plan

2015-2016

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Delivery Program

DELIVERY PROGRAM AND OPERATIONAL PLAN

SECTION 3

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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

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 2015-2016 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.

DELIVERY PROGRAM AND OPERATIONAL PLAN

How it all fits together Mayor and Councillors Elected by the community to represent their vision and interests

Community engagement

Government directions and policy

Our vision

Community Strategic Plan 7 directions and 26 strategies

Resourcing Strategy

Four-Year Delivery Program

Long-term Financial Plan Workforce Management Plan Asset Management Plan

One-Year Operational Plan Job descriptions

Six-monthly progress reports Annual report to community

Senior staff business plans

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

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

Monitoring and reporting

In the coming year, Council will deliver 25 Principal Activities and 11 Strategic Projects that work towards these future directions. Each Principal Activity and Significant Project has a number of actions for the 2015-2016 year. Council will keep track of progress in implementing the Delivery Plan and Operational Plan through:

• Six monthly reports to Council and the community at a public Council meeting which details program and budget progress.

• An annual report at the end of each financial year which includes a thorough financial

report and overview of all of Council’s spending and operations. This will be published in a full report format as well as a summarised version for readability.

• A cumulative report at the end of Council’s four-year term which details Council’s financial Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

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

This plan uses three types of performance indicators, these are:

Community Indicators and Targets: are used to track trends in the quality of life for people in Liverpool.

DELIVERY PROGRAM AND OPERATIONAL PLAN

Measuring progress: Performance Indicators

These indicators assist Council, all levels of government, business, community organisations and other stakeholders to have an understanding of conditions, experiences and priorities in Liverpool. Community indicators and targets are not intended to measure Councilâ&#x20AC;&#x2122;s performance as Council does not control all of the elements which may contribute towards it.

Measures which indicate whether a service is working well/is improving.

Service Statistics: Data that we collect to provide us with information on a service. These indicators will assist Council in better understanding community expectations, satisfaction and the quality of service delivery.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Key Performance Indicators:

Future directions

Our Principles

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Leadership

Excellence 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:

DELIVERY PROGRAM AND OPERATIONAL PLAN

Our directions

Liveable Safe City Direction 3:

Direction 4:

Proud Engaged City Direction 5:

Natural Sustainable City Direction 6:

Accessible Connected City Direction 7:

Leading Proactive Council

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Healthy Inclusive City

Principal Activities/ Key Services Council will deliver 25 principal activities in 2015/16. Principal activities are the key Council services that Council will deliver each year. The following pages describe each principal activity, its key deliverables and accountabilities for the year.

Vibrant Prosperous City 1.1 Economic Development 1.2 Marketing & Communications Liveable Safe City 2.1 Community Standards 2.2 Development Assessment 2.3 Strategic Planning

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Healthy Inclusive City 3.1 Childrenâ&#x20AC;&#x2122;s Services 3.2 Community Planning & Development 3.3 Community & Recreation Facilities 3.4 Customer Service 3.5 Libraries & Museum

Proud Engaged City 4.1 Casula Powerhouse Arts Centre 4.2 Events Natural Sustainable City 5.1 Parks, CBD, and Waste Services 5.2 Sustainable Environment Accessible Connected City 6.1 Civil Maintenance & Depot Management 6.2 Infrastructure Delivery 6.3 Technical Support 6.4 Traffic, Transport & Parking Leading Proactive Council 7.1 Business Improvement 7.2 Corporate Strategy & Executive Services 7.3 Financial Management 7.4 Governance, Legal & Internal Audit 7.5 Information & Technology Support 7.6 People & Organisational Development 7.7 Property Group

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

DIRECTION 1

VIBRANT PROSPEROUS CITY

Vibrant Prosperous City

This direction is about developing and supporting a robust local economy and vibrant and dynamic public spaces that attract business, jobs and investment. Council will proactively work with landowners, business and stakeholders to develop destinations that attract people to Liverpool and will support land use policies that are conducive to commercial growth in both the city centre and across Liverpool.

1a • Position Liverpool as the destination of choice to attract business and investment in South Western Sydney. 1b • Activate the city centre and develop vibrant places that attract people to Liverpool. 1c • Assist existing businesses to grow, innovate and become more competitive. 1d • Improve the availability of a diverse range of jobs and increase workforce participation rates.

10-Year Community Targets • 10,000 additional jobs in Liverpool. • An unemployment rate comparable to Sydney •

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

Council’s Principal Activities/ Key Services • City Marketing • Economic Development

Council’s Strategic Projects • Building Our New City Project • Badgerys Creek Airport Taskforce

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

10-Year Strategies

1.1 Economic

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

Economic Development Vibrant Prosperous City Manager Economic Development

Purpose This service delivers the Liverpool City Council Economic Development Strategy which was developed in collaboration with key business stakeholders and puts in place concrete action and activities for Liverpool to become a vibrant and dynamic location where business prospers and jobs are created for local residents.

External Partners and Stakeholders

Guiding Documents

• • • • •

• Economic Development

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• • •

Regional Development Australia - Sydney NSW Business Chamber (Western Sydney) NSW Trade and Investment Liverpool Chamber of Commerce & Industry Western Sydney Regional Organisation of Councils South West Sydney Business Enterprise Centre Entrepreneurs’ Infrastructure Program Department of Infrastructure

Strategy

• Building Our New City Strategy • City Branding Strategy

Ongoing Outputs / Activities

• Market Liverpool as a business destination of choice in South West Sydney for a wide spectrum of commercial and industrial activities.

• Target the creation and retention of jobs through business investment in Liverpool • •

by facilitating private sector investment and the delivery of services and programs by Commonwealth and NSW government agencies. Work with prospective and existing local employers to create local employment and selfemployment opportunities for young people and culturally and liguistically diverse (CALD) communities. Link with Commonwealth and NSW government agencies on projects that will ensure infrastructure and services are delivered in South West Sydney.

1.1 Description

Target

Number of business leads developed

Number of businesses partipating in business programs

100

Number of external events attracted to Liverpool

Partnerships with key stakeholders identified and maintained

VIBRANT PROSPEROUS CITY

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service Description

Target

Jobs created/retained in Liverpool

1,500

Commercial investment in Liverpool City LGA

$200m

Description

Accountability

10 Year Strategy Link

Develop a supply chain delivery program for businesses based in Liverpool

Economic Development

1.1.2 Deliver an updated and improved outdoor dining policy

Economy and Engagement

1.1.3 Deliver the 2015/16 Committee for Liverpool program

Economy and Engagement

1.1.4 Develop and deliver a 'Destination Liverpool' plan

Economy and Engagement

1.1.1

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

1.2 Marketing &

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

Marketing & Communications Vibrant Prosperous City Manager Marketing & Communications

Purpose Marketing and Communications 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. External Partners and Stakeholders

Guiding Documents

• Regional Development Australia - Sydney • NSW Business Chamber (Western Sydney) • Local and Metropolitan media

• • • •

Building Our New City Strategy Economic Development Strategy City Branding Strategy Corporate Sponsorship Policy

Ongoing Outputs / Activities

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

projects and initiatives

• Generate positive media coverage • Prepare speeches and media releases • Provide graphic design for the organisation

1.2 Description

Target

Dollar amount of positive and neutral media coverage generated (millions) $1m Number of newsletters produced and distributed

VIBRANT PROSPEROUS CITY

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

Customers engaging via social media Facebook likes Twitter Youtube

20% Increase 55 additional followers 1600 views

Description

Target

Total Facebook followers of Council

2,400

Total Twitter followers of Council

2,050

Operational Plan Projects 2015/16 10 Year Strategy Link

Description

Accountability

1.2.1

Develop, implement and manage the banner program across Liverpool

Marketing & Communications 1b

1.2.2

Support the Mayor, CEO and Councillors with the provision of communications services

Marketing & Communications 1a

1.2.3

Deliver the corporate sponsorship program and provide funding for festivals and events in line with S356 of the Local Government Act 1993

Marketing & Communications 1c

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

BUILDING OUR NEW CITY

Purpose: This project delivers Councilâ&#x20AC;&#x2122;s Building Our New City Strategy to revitalise Liverpoolâ&#x20AC;&#x2122;s city centre and position Liverpool to capitalise on the opportunities arising from its status as the regional city of South Western Sydney. Project Sponsor(s): Director Economy & Engagement and Director Infrastructure & Environment

2015-16 Key Deliverables

Accountability

Gather community and stakeholder input in order to influence project development and delivery

Economy & Engagement

Complete renewal and reconstruction of Macquarie Mall

Infrastructure & Environment

Commence improvement and maintenance works in Bigge Park

Infrastructure & Environment

Strategic Project

Project Sponsor(s): Director Economy & Engagement and Director Planning & Growth

2015-16 Key Deliverables

Accountability

Liaise with key Commonwealth and State Government stakeholders Economy & Engagement Facilitate airport taskforce meetings

Economy & Engagement

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Purpose: Deliver 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, key community representatives and the relevant Council service groups.

VIBRANT PROSPEROUS CITY

BADGERYS CREEK AIRPORT TASKFORCE

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Liveable Safe City

LIVEABLE SAFE CITY

DIRECTION 2

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

2a • Deliver an efficient planning system which embraces sustainable urban renewal and development. 2b • Create clean and attractive public places for people to engage and connect. 2c • Improve the community’s sense of safety in Liverpool.

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

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

Community Measures

2d • Facilitate diverse and affordable housing options.

• Percentage of residents who feel safe when

Council’s Strategic Projects

• Community satisfaction with keeping public

• Liverpool CBD Local Environment Plan (LEP)

using their local park

• Community satisfaction with city centre parks and gardens

spaces clean

Council’s Principal Activities/ Key Services • Community Standards • Development Assessment • Strategic Planning

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

10-Year Strategies

2.1 Community Standards Service/Principal Activity: Key Direction: Responsibility(s):

Community Standards Liveable Safe City Manager Community Standards

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

External Partners and Stakeholders

Guiding Documents

• • • • • •

• Animal Management Policy • Enforcement Policy

NSW Food Authority Office Of Local Government RSPCA Environment Protection Authority Building Professionals Board Department of Planning and Environment

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

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

• Assess and determine building related compliance certificates. • Conduct an inspection program for activities such as on-site sewage management systems and swimming pools.

• Investigate and enforce development consents to ensure compliance. • Respond to customer requests regarding planning and building enforcement matters.

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

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

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

Description

Target

Percentage of Construction Certificates issued within 28 days

90%

Percentage of Building Certificates issued within 40 days

90%

Percentage of Planning & Building customer complaints given initial response within 7 days

100%

Percentage of Health customer complaints actioned within 7 days

100%

Percentage of Rangers/Parking customer complaints actioned within 7 days

100%

Percentage of food safety assessments completed

90%

Percentage of swimming pool inspections completed

90%

Percentage of customer complaints initially actioned within nominated time-frame

90% within 7 days

Time taken to initially action animal management requests

90% within 3 days

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

70%

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

2.1.1

Review Animal Management Plan

Community Standards

2.1.2

Review and update the Enforcement Plan

Community Standards

2.1.3

Provide an education program to promote responsible pet ownership

Community Standards

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

LIVEABLE SAFE CITY

2.1

2.2 Development Assessment Service/Principal Activity: Key Direction: Responsibility(s):

Development Assessment Liveable Safe City Manager Development Assessment

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

External Partners and Stakeholders

Guiding Documents

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

• Environmental Planning and

• •

State Agencies Community Organisations Development Organisations

Assessment Act 1979

• Environmental Planning and

Assessment Regulations 2000

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

• Process development applications • Provide development advice • Educate and inform the community on planning related matters

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

Percentage of development applications determined within 40 days

40%

Percentage of Fast Track applications decided within 10 days

85%

Percentage of Assess Smart applications decided within 20 days

85%

Percentage of information requests issued within 10 days

95%

Percentage of Development Applications lodged electronically

20%

LIVEABLE SAFE CITY

2.2

Description

Target

Percentage of Council decisions appealed and upheld

100%

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

2.2.1

Continue development and implementation of e-planning and associated business improvements

Development Assessment

2.2.2

Review and streamline pre-development meeting processes

Development Assessment

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

2.3 Strategic Planning Service/Principal Activity: Key Direction: Responsibility(s):

Strategic Planning Liveable Safe City Manager Strategic Planning

Purpose The Strategic planning department ensures that Council: • Plans for future growth • Maintains its environmental, heritage and cultural values • Articulates the preferred future directions for urban development and urban design • Identifies appropriate planning controls to protect and enhance urban development.

External Partners and Stakeholders

Guiding Documents

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

• • • •

State Agencies

• Community Organisations • Development Organisations

Liverpool LEP 2008 Liverpool DCP 2008 Liverpool Contributions Plan 2009 State Documents

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

• Prepare Local Environmental Plans [LEPs] Development Control Plans DCPs and Rezoning • • • • • • •

Applications Prepare Section 94 Plans and Voluntary Planning Agreements [VPAs] Provide Planning Legal Advice to internal and external customers Prepare 149 Certificates and Outstanding Notices Undertake consultation with statutory bodies and community groups Provide comments on Development Applications Manage Advisory Committees Research current trends and potential risks to Council

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

Percentage of rezonings processed within 18 months

100%

Percentage of DCPs processed within 12 months

100%

Percentage of Sec 94 Plans Minor processed within 3 months

100%

Percentage of Sec 94 Plans Major process within 3 years

100%

Percentage of VPAs processed within 18 months

100%

Percentage of DA referrals processed within 10 days

100%

Percentage of 149 Certificates issues within 5 days

75%

LIVEABLE SAFE CITY

2.3

Description

Accountability

10 Year Strategy Link

2.3.1

Review the Liverpool Development Control Plan 2008

Strategic Planning

2.3.2

Implement endorsed recommendations of Section 94 review

Strategic Planning

2.3.3

Commence broader LEP review

Strategic Planning

2.3.4

Complete Rezoning Applications

Strategic Planning

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

LIVERPOOL CBD LOCAL ENVIRONMENT PLAN (LEP)

Purpose: Strategic Planning is preparing a Planning Proposal to rezone the Liverpool CBD from fully commercial to mixed use, promoting a more vibrant city centre with increased residential presence and nightlife. Project Sponsor(s): Director Planning & Growth

2015-16 Key Deliverables

Accountability

Progress exhibition, consultation and further reporting process following receipt of Gateway from Department of Planning and Environment

Planning & Growth

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

LIVEABLE SAFE CITY

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

DIRECTION 3

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

HEALTHY INCLUSIVE CITY

Healthy Inclusive City

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.

3a • Foster social inclusion, strengthen the local community and increase opportunities for people who may experience barriers. 3b • Celebrate and respect Liverpool’s rich

10-Year Community Targets • •

cultural and social diversity and embrace the opportunities it provides.

•

3c • Improve health and wellbeing and

•

encourage a happy, active community.

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

Council’s Principal Activities/ Key Services • • • • •

Children’s Services Community Planning & Development Community & Recreation Facilities Customer Service Libraries & Museum

90% of people feel that Liverpool is a harmonious society which respects cultural diversity. An increase in the number of people who participate in regular physical activity. 85% of people believe that there is a sense of community in Liverpool. 90% of people express satisfaction or better with their contact with council.

Community Measures • • • •

•

Community satisfaction with access to community centres Community satisfaction with provision and operation of libraries Community satisfaction with leisure centres Community satisfaction with provision and maintenance of playgrounds, sporting ovals and facilities Community satisfaction with support for: aged persons, people with a disability, young people, multicultural communities

Council’s Strategic Projects • Carnes Hill Recreation & Community Precinct • Community Facilities Strategy & Recreation Strategy

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

10-Year Strategies

3.1 Children’s Services Service/Principal Activity: Key Direction: Responsibility(s):

Children’s Services Healthy Inclusive City Senior Coordinator Early Childhood Services

Purpose Children’s Services provides high quality care and education for children through the delivery of six Early Education and Care Centres and one pre-school. Each centre provides planned and spontaneous learning experiences for children and focuses on a program that and practice that engages, stimulates and enhances learning and development.

External Partners and Stakeholders

Guiding Documents

• Department of Education and Communities • Families NSW • Austalian Children’s Education and Care

• Early Years Leaning framework (DEEWR,

Quality Authority (ACECQA)

2009)

• Education and Care Services National Law • Education and Care Services National Regulations 2011

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

• Deliver high quality Early Education and Care programs • Collaborate with internal partners on children’s projects and experiences • Deliver high quality Early Education and Care programs at centres in Wattle Grove,

Cecil Hills, Warwick Farm, Prestons, Hinchinbrook, Holsworthy and Casula Preschool.

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

Centre utlisation rate (breakdown per centre)

90%

Cost of services to Council

Budget

Quality ratings delivered from the Department of Education and communities

Meeting National standards

User satisfaction rates with children's services

80%

HEALTHY INCLUSIVE CITY

3.1

Operational Plan Projects 2015/16 Accountability

10 Year Strategy Link

3.1.1

Intergrate Council Children's Services into community playgroups Children's Services within the Liverpool area

3.1.2

Explore opportunities and feasibility of vacational programs

Childrens Service's

3.1.3

Refurbish Warwick Farm Early Education and Care Centre

Childrens Service's

3.1.4

Facilitate a leadership program for Councilâ&#x20AC;&#x2122;s child care staff to provide opportunities for professional development.

Childrens Service's

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Description

3.2 Community Planning & Development Service/Principal Activity: Key Direction: Responsibility(s):

Community Planning & Development Healthy Inclusive City Manager Community Planning & Development

Purpose This service works in partnership with individuals, groups and organisations to develop an inclusive, well-informed and skilled community that has access to the services and facilities that they require.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

It delivers a range of programs, services and activities including community events, workshops and community engagement opportunities.

External Partners and Stakeholders

Guiding Documents

• • • • • • • •

• Community Safety and Crime Prevention

Local community organisations Local schools NSW Police NSW Health Community Relations Commission Department of Families and Communities Department of Attorney General and Justice Housing NSW

• • • • •

Strategy Recreation Strategy Community Facilities Strategy Youth Strategy, Multicultural Plan Disability Strategy Ageing Strategy

Ongoing Outputs / Activities

• Implement endorsed actions from the Community Safety and Crime Prevention Strategy 2013-17.

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

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

• Provide information on available community services and undertake referrals • Deliver the language aide program in Council and run Discovery Tours to assist new and emerging migrant communities to access services

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

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

• Facilitate community advisory committees to enable community input and

participation in the following areas: Aboriginal, Access, Youth Council, Multicultural

• Hold a series of community events that recognise and celebrate significant national and international days.

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

• Provide on-going support to key community organisations including the Liverpool Community Kitchen and Hub and the Liverpool Men’s Shed

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

Grant funding received from submitted applications

$600,000

Social impact assessment referrals are completed on time

95% on time

Number of engagement activities listed on Liverpool Listens online community engagement platform

HEALTHY INCLUSIVE CITY

3.2

Description

Target

Number of volunteer hours contributed to community activities

1,000 per annum

Funding allocated to community organisations

$100,000

Value of grant applications submitted

$1,000,000

Cost of participants per program of events

TBC

Cost of participants per program or activity (including community forums)

TBC

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

3.2.1

Develop detailed design plans for Stante Reserve, Middleton Grange

Community Development

3.2.2

Provide funding to community groups through Council's Community Donations Program and administer the ClubGRANTS program.

Community Development

3.2.3

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

Community Development

3.2.4

Provide opportunities for young people in Liverpool, including a leadership program in conjunction with Liverpool Youth Council

Community Development

3.2.5

Deliver the Midnight Basketball program

Community Development

3.2.6

Review and update the Multicultural Plan and Reconciliation Action Plan

Community Development

3.2.7

Complete consultations for the Miller Skate Park

Community Development

3.2.8

Provide opportunities for the community to be informed and consulted on Council matters by - Holding open community forums - Delivering the Liverpool Listens online community engagement platform.

Community Planning

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

3.3 Community &

Recreation Facilities Service/Principal Activity: Community & Recreation Facilities Key Direction: Healthy Inclusive City Responsibility(s): Coordinator Community Facilities / Sport Development and Leisure Officer

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Purpose Council provides a range of facilities and centres which facilitate community, cultural and commercial activities across Liverpool. This infrastructure enables our communities to be creative, active and healthy, in-turn strengthening the lifestyle aspects and opportunities for the City.

External Partners and Stakeholders

Guiding Documents

• • • • • • • •

• Community Facilities Strategy • Social Justice Policy • LEAPS Multicultural Plan and Action Plan

YMCA of NSW Swim School Developments Community Sporting Organisations Our Communities Australian Commonwealth Grants Grants Link Cancer Council Share Care

2010-2014

• Guidelines for the Compulsory Acquisiion of Land by Council’s

Ongoing Outputs / Activities

• Manage the contracts for the Michael Wenden, Whitlam & Holsworthy Leisure Centres

• Manage bookings for sporting fields and handle customer enquiries • Administer the Liverpool Sporting Grants, Sporting Donations and Matching Funds • • • • • •

programs Manage the EOI process for sporting fields in Liverpool Undertake management of Council’s community centres Manage the licensing of venues for community organisations Build partnerships and assist with grant application and promotions for organisations occupying more than one centre Increasing usage and assisting senior groups with outings by hiring the community buses Promote and market Council’s community centres and buses.

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Target

Utilisation rate of community facilities

75%

Cost of budgeted vs income for each community facility to Council

3.3 HEALTHY INCLUSIVE CITY

Description

Community Facilities Cleaners, cleans per week (includes libraries) (Van 1-4) 21-25 Community Facilities Cleaners - Service Delivery: number of weekly cleans (includes community centres and amenity blocks)

196

Community Facilities Cleaners - Service Delivery: number of intensive cleans (licensed premises)

Utilisation of Community Buses

65%

Utilisation of sporting facilities - Winter 2015

95%

Utilisation of sporting facilities - Summer 2015/2016

90%

Utilisation of sporting facilities - Winter 2016

95%

Leisure centre annual visitation - Whitlam Leisure Centre

400,000

Leisure centre annual visitation - Michael Wenden Aquatic Leisure Centre

90,000

Leisure centre annual visitation - Holsworthy Swimming Centre

40,000

Description

Target

Dollar amount of grants distributed under the Liverpool City Council Sporting Grants Program

$30,000

Percentage of applications processed under the Liverpool City Council Sporting Donations Program

100%

Number of reportable major WHS safety incidents

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

3.3.1

Develop the tender for the Leisure Centre Management Contract at Carnes Hill

Community & Recreation Facilities

3.3.2

Deliver the Warwick Farm Basketball Facility project

Community & Recreation Facilities

3.3.3

Implement Tables, Chairs and Equipment for Hiring

Community & Recreation Facilities

3.3.4

Implement online booking system for casual venue hire

Community & Recreation Facilities

3.3.5

Rebrand Council's Community Facilities Management area, including website information

Community & Recreation Facilities

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

3.4 Customer Service Service/Principal Activity: Key Direction: Responsibility(s):

Customer Services Healthy Inclusive City Manager Customer Services

Purpose The Customer Service Team provides efficient and effective quality customer services to our customers through the counter and contact centre operations. The Customer Service Centre processes all applications, enquiries, submissions, bookings and payments relevant to all of Council services.

External Partners and Stakeholders

Guiding Documents

• • • •

• Customer Service Standards

Residents Developers Businesses Internal and external customers

Ongoing Outputs / Activities

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• Provide a 24 hours a day, 7 days a week contact centre inclusive of after-hours phone

service

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

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

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

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

90%

Percentage of good or better service rating by customers for contact centre operations

90%

Percentage of phone calls answered within 20 sec

75%

Percentage of phone calls resolved without transfer

75%

Average queuing/waiting time for customers at the counter

3 Minutes

HEALTHY INCLUSIVE CITY

3.4

Description

Accountability

10 Year Strategy Link

3.4.1

Provide Customer Service Request training across Council

Customer Service

3.4.2

Deliver Customer Service Week activities

Customer Service

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

3.5 Libraries

& Museum Service/Principal Activity: Key Direction: Responsibility(s):

Libraries & Museum Healthy Inclusive City Manager Libraries & Museum

Purpose Council’s Libraries and museum provide an opportunity for the communiuty to participate in a range of educational and recreational activities. The libraries house diverse collections that are available for everyone and deliver cultural, heritage and educational exhibitions, events and programs that reflect Liverpool’s unique heritage and identity. The museum provides exhibitions to showcase and highlight Liverpool’s history and heritage; and collects, organises, preserves and makes navailableheritage materials of local historical and cultural signifigance.

External Partners and Stakeholders

Guiding Documents

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

• Library Services Strategy • Heritage Strategy

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

• • • • •

Provide lending services, including virtual loans Deliver programs and events of interest and relevance to the community Provide information services relevant to the community and particularly to students Develop collections and virtual services relevant to the community Provide historical and heritage services unique to Liverpool

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

Monthly Library visitation

85,000

Standard of library collection (number purchased in the last 5 years/total collection)

80%

Borrowing rates

52,500

Active library members (members who used library services during the reporting period as a percentage of the total population

30%

HEALTHY INCLUSIVE CITY

3.5

Description

Target

Attendance at library programs and events

15,000

Library collection usage (no. library collection loans/no. library collection items)

300%

Activity rate of registered library members

55%

Number of customers engaging via social media (No. social media contacts + social media 'reach')

1,200

Library Website Hits

80,000

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

3.5.1

Introduce a new library website

Libraries & Museum

3.5.2

Introduce new library suppliers

Libraries & Museum

3.5.3

Promote the library's virtual services in order to increase access

Libraries & Museum

3.5.4

Develop a key regional library at Carnes Hill

Libraries & Museum

3.5.5

Undertake a strategic review of Museum Services

Libraries & Museum

3.5.6

Increase library programs and events

Libraries & Museum

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

CARNES HILL RECREATION & COMMUNITY PRECINCT

Purpose: 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, key suburb park, skate-park and associated services. Project Sponsor(s): Director Infrastructure & Environment

2015-16 Key Deliverables

Accountability

Complete construction of the precinct

Infrastructure & Environment

COMMUNITY FACILITIES STRATEGY & RECREATION STRATEGY

Purpose: This project develops a long-term vision for some of the most important community assets that Council delivers. These strategies will help to address a broad range of infrastructure, including community halls, sports fields, parks and playgrounds across Liverpool. The Community Facilities Strategy will help transform Liverpoolâ&#x20AC;&#x2122;s ageing stock of community facilities into a modern network that is flexible, addresses community need and provides a hub for community interaction and a focal point for community life. The Recreation Strategy will better align resources that are currently allocated to the delivery and maintenance of sports fields, sports courts, parks and playgrounds. Project Sponsor(s): Director Community & Culture 2015-16 Key Deliverables

Accountability

Development of scoping plan for Strategies

Community & Culture

Complete and adopt Strategies

Community & Culture

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

HEALTHY INCLUSIVE CITY

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

DIRECTION 4

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

PROUD ENGAGED CITY

Proud Engaged City

Innovation and creativity will be fostered by hosting world-class events, programs and festivals which provide opportunities to showcase Liverpool and strengthen community pride. 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.

4a • Strengthen and celebrate Liverpool’s unique community identity. 4b • Engage and consult with the community to enhance opportunities for communication and involvement.

10-Year Community Targets • An increase in the community’s sense of belonging in their city.

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

• An increase in the number of people who

participate in arts and or cultural activities.

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

Community Measures

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

• Community satisfaction with support for arts

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

• Community satisfaction with Casula

Council’s Strategic Projects • Cultural and Arts Policy & Plan, Tourism Policy & Plan

• Liverpool Branding Project • No Intermodal Project

and cultural groups

Powerhouse Arts Centre

• Community satisfaction with festivals and major events

Council’s Principal Activities/ Key Services • Casula Powerhouse Arts Centre • Events

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

10-Year Strategies

4.1 Casula Powerhouse Arts Centre Service/Principal Activity: Key Direction: Responsibility(s):

Casula Powerhouse Arts Centre Proud Engaged City Director, Casula Powerhouse

Purpose The Casula Powerhouse Arts Centre contributes to an inclusive and creative community through the presentation and production of compelling, quality and diverse cultural programs relevant and engaging to Liverpool and South Western Sydney communities.

External Partners and Stakeholders

Guiding Documents

• • • •

• Cultural and Arts Policy and Plan

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

Ongoing Outputs / Activities

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• Develop and present public art and education programs, exhibitions, theatre shows,

• • • •

festivals and events that integrate contemporary art, communty, environment and heritage. Engage and represent the community which we serve. Increase audiences and attendance. Maintain and conserve the Liverpool City Art Collection. Develop and maintain effective partnerships.

4.1 Description

Target

Annual visitation rates (Total Number)

75,000

Annual grant income received

$150,000

Percentage increase in customers engaging via social media (No. social media contacts + social media 'reach')

10%

PROUD ENGAGED CITY

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

Description

Target

Annual website hits

53,139

Total theatre ticket sales as a percentage of house

65%

Total Facebook page likes

5,750

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

4.1.1

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

4.1.2

Deliver an art competition and award

CPAC

4.1.3

Deliver a major festival and/or event

CPAC

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

4.2 Events Service/Principal Activity: Events Key Direction: Proud Engaged City Responsibility(s): Director Economy and Engagement Manager Economic Development Purpose The major events program looks to maximise community and business participation to bring economic benefits and profile to Liverpool, including activating the city centre.

External Partners and Stakeholders

Guiding Documents

• • • • •

• Economic Development Strategy • Destination Management Plan • Building Our New City Strategy

Local Media Community Groups Local business Arts and cultural groups State and Federal Government

Ongoing Outputs / Activities

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• Develop annual Major Events program of annual and ongoing events. • Plan and hold:

• •

– Starry Sari Night 2015 – Spring Expo 2015 – Christmas in the Mall – New Years Eve 2015 – Australia Day 2016 Plan and hold monthly Liverpool Night Markets Develop and distribute a local calendar of events to increase community and business awareness and participation

4.2 Description

Target

Sponsorship as a percentage of total budget

10%

Percentage of events and activities delivered on budget

80%

PROUD ENGAGED CITY

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

Description

Target

Visitor attendance at major events: • New Year’s Eve at Chipping Norton Lakes • Australia Day • Starry Sari Night • Spring Expo

10,000 15,000 4,000 3,000

Major events held as per program (Annual)

Attendance at night markets

2,500

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

4.2.1

Plan and manage annual celebrations and events that profile Liverpool as a destination of choice for business and visitors, including key annual events

Economic Development

4.2.2

Develop an entertainment, performance and business engagement program

Economic Development

4.2.3

Implement Council’s Events Kit to improve the quality and range of external events held in Liverpool.

Economic Development

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics – Data that we collect to provide us with information on a service

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

CULTURAL AND ARTS POLICY & PLAN, TOURISM POLICY & PLAN

Purpose: 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 across Liverpool. Project Sponsor(s): Director Community and Culture

2015-16 Key Deliverables

Accountability

Development of Policies and Plans

Community & Culture

Consultation on the Policies and Plans

Community & Culture

Endorsement, Exhibition and Adoption

Community & Culture

Implementation of Policies and Plans

Community & Culture

Strategic Project

Project Sponsor(s): Director Economy & Engagement

2015-16 Key Deliverables

Accountability

Launch materials developed

Economy & Engagement

Brand launch

Economy & Engagement

Implement rollout activities

Economy & Engagement

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Purpose: The Liverpool Branding project will help Liverpool develop a unique and attractive identity. It will create a consistency of communications and an enhanced presence, helping to attract investment and provide a sense of pride and ownership for our community and stakeholders.

PROUD ENGAGED CITY

LIVERPOOL BRANDING PROJECT

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

NO INTERMODAL PROJECT

Purpose: This project continues Councilâ&#x20AC;&#x2122;s advocacy against the proposed intermodal terminals at Moorebank. The proposed terminals will have negative impacts on the Georges River and surrounding areas, increasing road congestion and pollution. Council is pushing to have the terminals located at Badgerys Creek, the confirmed site for Sydneyâ&#x20AC;&#x2122;s second airport and ideal location for a freight terminal of this size. Project Sponsor(s): Director Planning & Growth

2015-16 Key Deliverables

Accountability

Make representations to the Planning Assessment Commission and submissions in respect of the Environmental Impact Statement

Planning & Growth

Engage experts to provide advice and guidance

Planning & Growth

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

DIRECTION 5

NATURAL SUSTAINABLE CITY

Natural Sustainable City

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

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

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

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

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

• At least 80% of domestic waste is diverted from

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

• A yearly household water consumption

landfill.

rate comparable to Greater Sydney at 200 kilolitres or better.

Community Measures Council’s Strategic Projects • City Centre Trunk Drainage Project

Council’s Principal Activities/ Key Services • Parks, CBD & Waste Services • Sustainable Environment

• Community satisfaction with health of rivers • •

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

10-Year Strategies

5.1

Parks, CBD & Waste Management Service/Principal Activity: Parks, CBD & Waste Management Key Direction: Healthy Inclusive City Responsibility(s): Waste Management Coordinator Director City Presentation Purpose The Parks, CBD and Waste Management service maintains and improves the amenity of the Liverpool area through action and education. It provides domestic waste services for all of Liverpool’s residents including the collection and processing of recycling, green waste, bulk waste and problem wastes. It also delivers cleaning of facilities, streets, buldings and the maintenance of these assets.

External Partners and Stakeholders

Guiding Documents

• NSW Environment Protection Authority • Western Sydney Regional Organisation of

• Waste Avoidance and Resource Recovery

•

Councils (WSROC) Local Businesses and Residents

Strategy 2013-21

• The Western Sydney Regional Waste Avoidance and Resource Recovery Strategy 2014–2017

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

• • • • • • •

Collect and process general waste, recycling and green waste Collect and process bulky waste Collect and process problem waste via the Community Recycling Centre Promote the domestic waste service Undertake graffiti removal and cleaning of public spaces including street sweeping Investigate illegal dumping Undertake programmed and responsive maintenance of parks, gardens, open spaces and public toilets

5.1 Description

Target

Number of annual waste event and education programs

Percentage of kerbside waste diverted from landfill

70%

Tonnes of problem waste collected via the CRC and diverted from landfill.

150

Percentage of customer related amenity requests actioned within 48 hours

80%

Percentage of major roads swept daily

80%

Percentage of graffiti removed within allocated timeframe

80%

NATURAL SUSTAINABLE CITY

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

Description

Target

Percentage participation in WSROC Regional initiatives to meet objectives of regional strategy

90%

Reduction in waste management complaints received

-20%

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

5.1.1

Deliver all approved projects funded under the Waste Less, Recycle More program

Waste Management

5.1.2

Deliver additional waste services to increase recovery of waste and diversion from landfill

Waste Management

5.1.3

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

Waste Management

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

5.2

Sustainable Environment Service/Principal Activity: Sustainable Environment Key Direction: Natural Sustainable City Responsibility(s): Manager Infrastructure Delivery Manager Technical Support Purpose This service aims to restore the natural environment and bushland to protect biodiversity and improve water quality of natural waterways. It also increases the capacity of Council to meet its legislative responsibilities and maximise its environmental sustainability performance. It implements initiatives to enable the safe occupation of flood prone land and to reduce the impact of flooding on the community.

External Partners and Stakeholders

Guiding Documents

• • • •

• • • • •

Office of Environment and Heritage City Presentation Planning & Growth Infrastructure Delivery

Environmental Restoration Plan Biodiversity Management Plan Climate Change Adoptation Plan Energy Management Plan Water Efficiency Plan

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

• Undertake restoration and protection of natural bushland • Improve the condition of rivers and waterways to B+ or better. • Investigate and implement initiatives to reduce total energy and water consumption from Council facilities

• Complete flood studies to mitigate flood impacts • Deliver environmental education initiatives • Develop, implement and review environmental sustainability strategies to guide the organisation.

5.2 Description

Target

Total additional area of land restored and maintained as a natural ecosystem.

50,000 mÂ˛

Reduction in Council's total energy consumption

-50%

Reduction in Council's total water consumption

-50%

Number of community volunteers and residents participating in events and sustainability programs

N/A

NATURAL SUSTAINABLE CITY

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

Description

Accountability

10 Year Strategy Link

5.2.1

Develop the Environment Restoration Program

Technical Support

5.2.2

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

Technical Support

5.2.3

Develop and implement Council's water management strategy

Technical Support

5.2.4

Complete the Georges River Flood Study

Technical Support

5.2.5

Install water qualty improvement devices to improve water quality of waterways

Infrastructure Delivery

5.2.6

Complete overland flow path mapping of City Centre.

Technical Support

5.2.7

Undertake restoration and relining of piped drainage systems

Infrastructure Delivery

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

CITY CENTRE TRUNK DRAINAGE PROJECT

Purpose: The project involves construction of a 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. Project Sponsor(s): Director Infrastructure & Environment

2015-16 Key Deliverables

Accountability

Complete final stages of drainage upgrades for the City Centre

Infrastructure & Environment

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

DIRECTION 6

ACCESSIBLE CONNECTED CITY

Accessible Connected City

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

• 25% of trips to work are made by modes other than private car. 85% of people express satisfaction with the management of traffic and safety on local streets. 95% of homes have access to broadband

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

•

6b • Encourage sustainable and alternative transport options such as walking, cycling and integrated public transport.

•

6c • Collaborate with key stakeholders to maximise community access to emerging technologies.

• Community Satisfaction with access to

Council’s Principal Activities/ Key Services • • • •

Community Measures cycleways and footpaths

• Community satisfaction with road maintenance •

Civil Maintenance & Depot Management Infrastructure Delivery Technical Support Traffic, Transport & Parking

in Liverpool Community satisfaction with access to public transport.

Council’s Strategic Projects • Construction of Kurrajong Road

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

10-Year Strategies

10-Year Community Targets

6.1 Civil Maintenance and Depot Management Service/Principal Activity: Key Direction: Responsibility(s):

Civil Maintenance and Depot Management Accessible Connected City Maintenance Planning & Report Coordinator

Purpose This service manages and maintains Council’s civil assets including roads, footpaths, bridges and drainage systems.

Guiding Documents

• Asset Management Plan • Maintenance programs Ongoing Outputs / Activities

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• • • •

Undertake emergency works and repairs Deliver planned and reactive maintenance Undertake serviceable condition asessments and field assessments Manage depot operations

6.1 Description

Target

Percentage of programmmed works completed on time

80%

Percentage of reactive maintenance (CRM) completed in allocated timeframes

80%

ACCESSIBLE CONNECTED CITY

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

Service Statistics – Data that we collect to provide us with information on a service Description

Target

Monthly vehicle running costs

$985

6.1.1

Description

Accountability

10 Year Strategy Link

Complete programmed and reactive maintenance of Council’s assets

Civil Maintenance and Depot Management

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

6.2 Infrastructure Delivery Service/Principal Activity: Key Direction: Responsibility(s):

Infrastructure Delivery Accessible Connected City Manager Infrastructure Delivery

Purpose This service implements Council’s infrastructure program for renewal and new works. This includes roads, stormwater, carparks, footpaths, cycleways, bridges, buildings, bushland regeneration, parks, playgrounds, sports grounds and environmental works.

External Partners and Stakeholders

Guiding Documents

• • • •

• Asset Management Plan • Procedures Manual

State Government Agencies Consultants Contractors Community

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

• • • • • •

Define objectives, scope and funding for projects Engage consultants and contractors Develop project and consultation plans Co-ordinate preparation of designs Monitor and manage infrastructure project delivery Complete asset handover

Works Program

6.2 Description

Target

Percentage of projects delivered in program year

95%

Percentage of projects delivered within budget

90%

Building and Asset Renewal Ratio

>100%

Infrastructure Backlog Ratio

<2%

Asset Maintenance Ratio

>100%

ACCESSIBLE CONNECTED CITY

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

Description

Accountability

10 Year Strategy Link

6.2.1

Implement the delivery improvement plan and undertake process mapping of key activities

Infrastructure Delivery

6.2.2

Revise procurement processes to provide improved value for money

Infrastructure Delivery

6.2.3

Deliver the 2015-16 Capital Works Program

Infrastructure Delivery

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

6.3 Technical Support Service/Principal Activity: Key Direction: Responsibility(s):

Technical Support Accessible Connected City Manager Technical Support

Purpose Technical Support facilitates the effective management of Council’s infrastructure and building assets. Provide technical input and design advice for Council’s Capital Works program.

External Partners and Stakeholders

Guiding Documents

• • • • •

• Asset Management Policy • Australian Design Standards • Liverpool CBD Revitalisation Master Plan

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

Ongoing Outputs / Activities

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• Complete designs for infrastructure projects • Manage and implement asset management initiatives

6.3 Description

Target

Percentage of 2016/17 Design Projects completed

90%

Full implementation of Asset Management System including predictive modelling

100%

ACCESSIBLE CONNECTED CITY

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

Description

Accountability

10 Year Strategy Link

6.3.1

Design of various Capital Works projects

Technical Support

6.3.2

Review and update the Building Asset Management Plan

Technical Support

6.3.3

Implement an Asset Management System including predictive modelling

Technical Support

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

6.4 Traffic, Transport & Parking Service/Principal Activity: Key Direction: Responsibility(s):

Traffic, Transport & Parking Accessible Connected City Manager Traffic & Transport

Purpose This service manages traffic conditions on local roads that are under Council’s care and control, to facilitate safe and efficient travel, across Liverpool. The service also works with Council’s public street light contractor, Endeavour Energy to manage street lighting. It works in partnership with Transport for NSW, to support the delivery of a reliable and accessible public transport system, and the Roads and Maritime Services (RMS) and NSW Police to support the provision of a safe and efficient state, regional and local road network for all road users.

External Partners and Stakeholders

Guiding Documents

• • • • •

• Asset Management Plan • Capital Works Program

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

100

• Facilitate the Liverpool Local Traffic Committee. • Work with the RMS to plan and construct arterial road links required to accommodate forecasted additional urban development, including the Badgerys Creek Airport.

• Manage Council’s three off-street car parks, and on-street paid car parking scheme in the Liverpool City Centre.

• Plan and manage local traffic conditions. • Asses the traffic impacts of development applications and proposed rezonings, and

recommend relevant conditions, associated roadworks and intersection treatments.

• Advocate and encourage the use of public transport. • Plan and implement road safety education programs.

6.4.1 Description

Target

Percentage utilisation of parking spaces in Liverpool City Centre

80%

Satisfaction rating from the Learner Driver program

75%

Percentage of Completion of Road Occupancy and Traffic Control Plans within 7 days

85%

Percentage of internal referral comments and recommended conditions for development applications provided within 10 days

95%

ACCESSIBLE CONNECTED CITY

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

Description

Target

Number of child restraint workshops conducted

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

6.4.1

Convert one way traffic flow along George and Northumberland streets to two way

Traffic & Transport

6.4.2

Prepare Strategic Concept Layouts for road development in Edmondson Park Town Centre

Traffic & Transport

6.4.3

Complete investigation for Bathurst Street extension

Traffic & Transport

6.4.4

Complete masterplanning for Fifteenth Avenue road widening

Traffic & Transport

6.4.5

Work with RMS to complete roadworks on: The Northern Road, Bringelly Road and Campbelltown Road

Traffic & Transport

6.4.6

Complete Governor Macquarie Drive route development study

Traffic & Transport

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

101

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

CONSTRUCTION OF KURRAJONG ROAD

102

Purpose: 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. Project Sponsor(s): Director Infrastructure & Environment

2015-16 Key Deliverables

Accountability

Complete construction including bridge and road works

Infrastructure & Environment

ACCESSIBLE CONNECTED CITY

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

103

104

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

DIRECTION 7

LEADING PROACTIVE COUNCIL

Leading Proactive Council

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.

10-Year Strategies

10-Year Community Targets

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

• Increased number of people report satisfaction

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

• •

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

Community Measures

or better with the overall performance of Council. An organisational climate score of 90%. A financial sustainability rating of Strong and a Positive outlook

• Community satisfaction with their contact with •

Council Community satisfaction with information on Council’s website

Council’s Principal Activities/ Key Services Council’s • Business Improvement Strategic Projects • Corporate Strategy & Executive • • • • •

Services Financial Management Governance, Legal & Internal Audit Information & Technology Support People & Organisational Development Property Group

• Property Strategy

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Council is committed to demonstrating integrity, professionalism and transparency in its decisionmaking 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.

105

7.1 Business

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

Business Improvement Leading Proactive Council Director Business Improvement

Purpose Business Improvement aims to inspire, empower and support Council staff with best practice improvement methodologies, skills, tools and thinking to continuously improve and achieve its potential; and contribute to the implementation of Liverpool’s strategic and operational plans.

External Partners and Stakeholders

Guiding Documents

• Councillors • All Council Directorates Ongoing Outputs / Activities

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• • • •

106

Facilitate staff training and implementation of Promapp Undertake an analysis of Contracts and Work Processes Implement best practice improvements Undertake internal service reviews

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

Percentage of BI Projects undertaken with efficiences > 20%

40%

Percentage of Corporate Processes Mapped & Improved with efficiencies > 15%

20%

Percentage of Corporate Processes Mapped with Qualitive Improvements

60%

Percentage of Projects undertaken that contribute to Council's Strategic Plan

75%

LEADING PROACTIVE COUNCIL

7.1

Description

Accountability

10 Year Strategy Link

7.1.1

Undertake analysis and reconciliation of contracts

Business Improvement

7.1.2

Procurement of Consolidated Contracts

Business Improvement

7.1.3

Ensure the full implementation of Promapp and Risk Management Software

Business Improvement

7.1.4

Implement internal service reviews

Business Improvement

7.1.5

Deliver the Liverpool Services Alliance

Business Improvement

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

107

7.2 Corporate Strategy

& Executive Services Service/Principal Activity: Key Direction: Responsibility(s):

Corporate Strategy & Executive Services Leading Proactive Council Manager Strategy & Perfrormance

Purpose Corporate Strategy and Executive Services drives the development, implementation and monitoring of the strategic direction and policy making functions of Council. It ensures Liverpool’s interests are represented across the public and private sector and at a regional, state and national level. Executive services provides leadership, guidance and support to the Council and Executive Services to ensure Council has high level delivery of quality, accurate and timely services to the Mayor, Councillors and Executive team.

External Partners and Stakeholders

Guiding Documents

• • • •

• Integrated Planning and Reporting

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• •

108

•

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

• • • •

Guidelines Delivery Program & Operational Plan Resourcing Strategy Code of Meeting Practice Civic Expenses and Facilities Policy

Ongoing Outputs / Activities

• • • • • • • • • • •

Develop corporate Key Performance Indicators Prepare Integrated Planning documents Support staff to complete and prepare award submissions and grants applications Provide advice to staff on Council’s corporate direction Chair and deliver Council meetings Prepare the council agenda (business papers) and minutes Ensure Council resolutions are actioned Provide Councillor support and respond to Councillor requests Host civic functions Facilitate Council’s sister cities function Hold citizenship ceremonies

Key Performance Indicators – Measures which indicate whether a service is working well/is improving Target

Percentage compliance with legislated time-frames, DP&OP, Budget and Annual Report

100%

Staff satisfaction at CEO Briefings

90%

Clr resolutions assigned within 48 hrs of mtg

100%

Minutes of Council mtg posted on website within 48 hours

100%

Percentage of requests resolved within agreed time frames

As per Councillor Interaction Policy (currently 2 working days).

Outstanding resolutions report provided to the Executive team each month (reduce the number of outstanding resolutions over time)

-20%

7.2 LEADING PROACTIVE COUNCIL

Description

Councillor requests report provided to the Councillors and Executive -20% team each month (reduce the number of outstanding requests over time)

Description

Target

Number of Community Performance Reports produced

Number of award submissions/awards received

60%

Citizenships ceremonies held

Operational Plan Projects 2015/16 Description

10 Year Accountability Strategy Link

7.2.1

Lead the development and review of Council’s integrated planning documents and statutory reports, including community consultation and engagement processes in accordance with legislation.

Corporate Strategy

7.2.2

Develop reports on Council's corporate performance for internal staff and the community

Corporate Strategy

7.2.3

Coordinate the development of grants and funding that directly link to Council's strategic priorities

Corporate Strategy

7.2.4

Coordinate the development of awards submissions and industry recognition initiatives which profile Council as a leading organisation

Corporate Strategy

7.2.5

Host civic functions including interfaith dinners, Mayoral Charity Ball, Volunteer dinner, coordinate the Order of Liverpool and Australia Day Awards

Council & Executive

7.2.6

Deliver the Citizenship program that includes a variery of locations for ceremonies

Council & Executive

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics – Data that we collect to provide us with information on a service

109

7.3 Financial

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

Financial Management Leading Proactive Council Manager Financial Services

Purpose Financial Management provides Council wide financial accounting and support services relating to the development and implementation of financial policies and procedures, statutory reporting, budgeting and management reporting, GST & FBT accounting & reporting, banking, investments, rates & debt collection, accounts payable and financial systems.

External Partners and Stakeholders

Guiding Documents

• Ratepayers & General Public • State and Federal Government Agencies

• • • • • • •

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• • • •

110

including Office of Local Government PriceWaterHouseCoopers Auditors Investment Advisors Financial Institutions Australian Taxation Office

Long Term Financial Plan Investment Policy Debt management Policy Debt recovery policy DLG performance benchmarks Australian Accounting Standards OLG Code of Accounting Practice

Ongoing Outputs / Activities

• Development and implementation of Council’s financial management policies and procedures

• Compilation of Council’s annual operating and capital program budget • Preparation of budget performance reports for the Council, Executive Team and • • • • • • • • •

Budget Managers Developing and maintaining Council’s long term financial planning model Preparation of Council’s annual statutory financial statements Preparation and lodgement of Council’s monthly BAS returns and annual FBT return Levying and collection of Council Rates Management of Council’s investment portfolio Accounts payable and general accounts receivable functions Administration of Council’s banking and credit facilities Maintaining financial systems and provision of training to Council staff General accounting and financial record keeping activities

Description

Target

Operating Performance Ratio

>=0%

Own Source Operating Revenue Ratio

>60%

Debt Service Ratio

<20%

Unrestricted Current Ratio

>1.5

Cash Expense Cover Ratio

>3.0

Rates Outstanding

<5%

Rates and charges ratio

Accounts payable - Number of non standard transactions

400

Number of credit card transactions for purchases under $1,000

700

Asset renewal compared to depreciation (asset renewal expenses/asset depreciation)

100%

Operating expenses per head (residents)

$600

Capital expenditure per resident

$486

Own source revenue per rsident

$665

Average residential rate per residential property assessment

$1,122

Finance monthly close (days)

3 days

Account Reconciliation (in days)

15 days

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

7.3.1

Review and update the long-term financial plan

Financial Management

7.3.2

Continue to implement online payment options

Financial Management

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving

LEADING PROACTIVE COUNCIL

7.3

111

7.4 Governance, Legal & Internal Audit Service/Principal Activity: Key Direction: Responsibility(s):

Governance, Legal & Internal Audit Leading Proactive Council Manager Governance & Legal Services

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

External Partners and Stakeholders

Guiding Documents

• Liverpool Council ratepayers • External Legal Providers Audit and Risk

• LCC Agency Information Guide • LCC Councillor Access to Information

• Independent Commison Against

• LCC Legal Services Policy • LCC Procurement Manual • Risk management Framework

Committee

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

• • • •

112

Corruption Office of Local Government NSW Ombudsman Information and Privacy Commission External Auditor (PwC)

and Interaction with Staff Policy

Ongoing Outputs / Activities

• • • • • • • • •

Provide legal services to internal clients Provide access to Council information pursuant to the GIPA Act Provide procurement advice and instruction to internal clients Manage Council’s Policy register Manage Council’s instruments of delegated authority Undertake a program of operational, financial and compliance audits and advisory services Investigate reports and allegations relating to fraud and corrupt conduct Conduct probity reviews of the public tendering process with a view of deliverying cost effective outcomes Complete Work Health and Safety audits that meet WorkCover requirements for selfinsurers

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Target

Value of internal legal work - market rates

$500,000p.a.

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

100%

Percentage of Work Health and Safety audits completed on time

80%

Percentage of probityry reviews completed on time

80%

Attendance at WHS training

90%

Turn-around time for tenders (from date of request to date awarded).

20%

LEADING PROACTIVE COUNCIL

Description

7.4

Description

Target

Complaints received in relation to Governance and Legal unit services.

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

Number of Council-approved policies reviewed and updated

Dollar savings generated by probity reviews

TBC

Reduction in unplanned investigations

-10%

Ratio of resolved and successful to unsuccessful court matters

90%

Average cost of planning appeal matters

$40,000

Average days lost

TBC

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

7.4.1

Implement and integrate a new delegations management system

Governance & Legal

7.4.2

Implement a system for managing compliance with new and amended legislation

Governance & Legal

7.4.3

Internal Audit Operational Plan as approved by the Audit and Risk Committee

Internal Audit

7.4.4

Complete annual review of Council's risk register

Internal Audit

7.4.5

Deliver annual Enterprise Risk Management

Internal Audit

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

113

7.5 Information &

Technology Support Service/Principal Activity: Key Direction: Responsibility(s):

Information & Technology Support Leading Proactive Council Manager Information Technology

Purpose Provide technological and information based support for the organisation. This icludes the provision of computers and equipment for all Council staff to support day to day operations and improvements to connectivity.

External Partners and Stakeholders

Guiding Documents

• • • •

• Council ICT Strategy • State Records Act

Australia Post Grace Records Management Kapish Government Records Repository

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

114

• • • • • • • • • • •

Manage the IT HelpDesk Manage Council’s websites Manage the Council Land / Rate Information System - Pathway Manage Council’s Financial Systems - TechOne Manage Council’s HR System - Aurion Manage Council’s Geospatial Systems (GIS) Undertake management of Council networks Ensure compliance with the State Records Act Registering incoming correspondence with Council Process file requests Process outgoing mail

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

Percentage operations and systems uptime

98%

Percentage of resolutions of IT Help Desk calls

90%

Percentage of staff satisfied with IT service delivery

80%

Percentage of documents scanned and registered in Trim by Records staff by next working day

95%

Peerrcentage of adhoc online search requests processed by next working day

95%

Percentage of physical files retrieved by next working day

95%

LEADING PROACTIVE COUNCIL

7.5

Description

Target

Number of monthly user/sessions on Council's website

40,000

Total monthly physical storage cost

$7,500

Number of unlocatable records

3500

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

7.5.1

Implement access to Council systems from anywhere anytime

Information & Technology Support

7.5.2

Implement WiFi for all Council sites

Information & Technology Support

7.5.3

Implement Modern Telephony

Information & Technology Support

7.5.4

Undertake a data cleanse of the TRIM Names and Address register

Records & Archives

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

115

7.6 People & Organisational Development Service/Principal Activity: Key Direction: Responsibility(s):

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

Purpose People and Organisational Development supports Council to be an employer of choice, connecting people and the workplace, through the development and delivery of people and workplace services and strategies that: • values, recognises and supports the continual development of people capability and enhanced capacity to respond to evolving and changing Council business priorities; and • creates sustained ability for Council to attract, select, on-board, retain, recognise and reward talented people

External Partners and Stakeholders

Guiding Documents

• • • •

• People and the Workplace Framework • Workforce Management Strategy

Office of Local Government Local Government NSW Industry Unions Professional Providers (inc Aurion Corporation)

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

116

• Deliver services and advice relating to organisational design and establishment, recruitment and engagement, pay, leave and other employment benefits.

• Identify and resolve strategic people and workplace issues that impact on Council’s

•

operations including (but not limited to) workforce planning requirements and organisational design, people benefits and remuneration, workplace relations and business improvement. Design and implement workforce planning strategies and programs that Council will put in place to build the organisational capability necessary to achieve Council’s strategic directions.

Key Performance Indicators â&#x20AC;&#x201C; Measures which indicate whether a service is working well/is improving Description

Target

Recruitment Rate

TBC

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

10 Weeks

Applicant rate

TBC

Developing Our People impact ratio

20%

Staff engagement

TBC

LEADING PROACTIVE COUNCIL

7.6

Description

Target

Turnover rate

0.92%

Reduction in turnover rate

-20%

Operational Plan Projects 2015/16 Description

Accountability

10 Year Strategy Link

7.6.1

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

People and Organisational Development

7.6.2

Develop and implement the Developing Our People Program

People and Organisational Development

7.6.3

Develop and implement effective retention strategies, including succession management, knowledge management and transition to retirement initiatives.

People and Organisational Development

7.6.4

Develop and implement a new model for managing performance and achievement planning.

People and Organisational Development

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service

117

7.7 Property Group

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

Property Group Leading Proactive Council Director Property Services

Purpose Property Group works with all sections of Council to provide property solutions, including office and facility accomodation, and property asset management, with a charter of providing property investment solutions which improve Council’s long-term financial sustainability.

External Partners and Stakeholders

Guiding Documents

• • • •

• Property Asset Management Plans

State Government Authorities Land and Property Owners Developers Community groups

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Ongoing Outputs / Activities

118

• • • • • •

Property asset management Property reclassification and rezoning Road closures Property acquisitions and disposals Granting of easements Commercial leases and licences

Service Statistics â&#x20AC;&#x201C; Data that we collect to provide us with information on a service Description

Target

Percentage variance budgeted/actual rental income 33 Moore Street

<20%

Percentage variance budgeted/actual rental income 52 Scott Street

<20%

LEADING PROACTIVE COUNCIL

7.7

Description

Accountability

10 Year Strategy Link

7.7.1

Deliver the Property Strategic Plan

Property Services

7.7.2

Develop Asset Management Plans

Property Services

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Operational Plan Projects 2015/16

119

Strategic Project

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

PROPERTY STRATEGY

120

Purpose: This project will develop and implement a strategy for optimising Council’s commercial properties and providing property investment solutions which reduce Council’s reliance on income from rates and improve long-term business sustainability. Project Sponsor(s): Director Property and Commercial Development

2015-16 Key Deliverables

Accountability

Complete Strategic Assessment of Council’s property assets

Property Services

Develop Asset Plans for all major property assets

Property Services

Develop the Liverpool Civic Place project

Property Services

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

LEADING PROACTIVE COUNCIL

121

122

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

FINANCIAL INFORMATION

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Financial Information SECTION 4

123

Councilâ&#x20AC;&#x2122;s Budget Debt Management

The 2015-16 budget was prepared using 2014-15 estimates as a base which assumes continuation of Council services at current levels, consistent with its Community Strategic Plan. To demonstrate its financial sustainability and Fit-forThe-Future, Council has identified a number of business process improvements that will be progressively implemented. These initiatives are expected to translate into efficiency cost savings and have been incorporated in 2015-16 and forward years budgets. In 2015-16, Councilâ&#x20AC;&#x2122;s net operating result before grants and contributions for capital purposes is budgeted at $0.345m deficit.

Council was successful in its application for a 3% interest subsidy on borrowings of approximately $13 million under the Local Infrastructure Renewal Scheme (LIRS). The funds will be used to renew air conditioning at the Whitlam Leisure Centre ($3 million and for the City Centre Revitalisation Project ($10.0 million) with the work scheduled to commence in April 2015 and September 2015 respectively. The Councilâ&#x20AC;&#x2122;s debt ratio is well below the industry limit of 20% and is forecasted to decrease as loans are repaid and reach to maturity.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

From cash perspective, the budget has resulted in some $18.67 million of operational funds being available for use towards financing loan principal repayments ($7.03 million) and the capital works program ($102.71 million).

124

Council will continue to monitor operations to ensure they are performed efficiently, on time and within budget. All revenue and expenditure items are analysed monthly and reported to Council at least quarterly with a view to improving services and reducing net cost of services.

25.00% 20.00% 15.00% 10.00% 5.00% 0.00%

2013/14

2014/15

2015/16 RATIO

2016/17

2017/18

BENCHMARK

2018/19

Investment in Council infrastructure Council has stewardship of infrastructure assets valued in excess of $1.2 billion (excludes land). Council recognises asset maintenance and renewal as a fundamental aspect of a responsible government. It reflects our commitment to providing quality services and facilities in line with the expectations of our community, and financial sustainability over the medium to long-term. Council adopted an Asset Management Policy that sets the guidelines for undertaking asset management in a structured and coordinated way throughout Liverpool.

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

Projected

FY 13/14

FY 14/15

FY 15/16

FY 16/17

FY 17/18

FY 18/19

Operating Performance Ratio Benchmark >=0%

-6.8%

-0.3%

-0.22%

-0.56%

0.08%

0.53%

Own Source Operating Ratio Benchmark >60%

70.6%

74.9%

71.23%

71.05%

71.68%

73.99%

Building & Infrastructure Renewals Ratio Benchmark >100%

84.7%

74.48% 139.35%

81.61%

105.07%

114%

Infrastructure Backlog Ratio Benchmark <2%

5.2%

3.9%

2.9%

2.3%

1.9%

Asset Maintenance Ratio Benchmark >100%

109%

112%

114%

113%

114%

115%

Debt Service Ratio Benchmark >0% & â&#x2030;¤ 20%

6.25%

5.52%

5.99%

5.55%

4.69%

4.28%

0.70

0.71

0.66

0.64

0.63

0.61

Real Operating Expenditure Benchmark - Decrease per capita over time

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Actual

Maintaining financial trends within accepted benchmarks

125

Financial and economic trends Interest rates Since mid-2012, the cash rate is trending downwards with no indication of a likely rise in the near future. Council has assumed an average interest rate of 3 per cent when compiling the 2015–2016 budgets. Inflation & GDP Growth The Reserve Bank of Australia targets to achieve annual inflation rate between 2-3%. The Council has used a CPI of 2.5 per cent in the budget to index revenue and expenditure.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Budget process

126

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 2015-16 budget consideration was given to:

• The forward estimates in year three of the delivery plan;

• Service demands that must be satisfied in the course of the budget cycle;

• Assets and resource management requirements • • • • •

that satisfy service delivery demands (including the capital works program); Various assumed indices from which to budget revenues and expenses; Statutory requirements that may be applicable (such as in the pricing policy); New initiatives to improve service delivery; Business process improvements to improve financial sustainability and Fit for the Future; and Sources of funds available to finance service delivery and asset management.

Major Income and Expenditure Rates and annual charges

Environment levy

Increases in rates and annual charges are subject to rate pegging limits determined annually by the NSW Independent Pricing and Regulatory Tribunal (IPART). Rate pegging limits the amount that Council can increase its rate revenue. For 2015-16, IPART has varied Council rates income by 2.4% and has been factored in the budget.

The environment levy was introduced in 2006-2007 following a successful application to the Minister for Local Government for a special rate variation. The money collected from the levy is used to fund works identified in the Environment Restoration Plan and in particular to strategically address environmental issues in rural and urban areas of the City, and support local environmental groups in restoring sites around Liverpool.

Special rate variation In 2014-15, IPART approved Councils application for continuity of a 12% Special Rate Variation (SRV). No further SRV’s has been factored in 2015-16 and forward year’s budget.

Stormwater management service charge 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 2015 – 2016.

Financial Assistance Grant Council received $9.4 million Financial Assistance Grant (FAG) in 2014-2015. The budget for 2015-16 assumes no increase to the FAG.

Interest and Investment Revenue Council has an investment portfolio comprised of a diversified mix of bank term deposits and Floating Rate Notes (FRN’s) so as to achieve its policy objective of maximising returns from authorised investments and minimising risk. Council also uses independent professional investment advisory services in the management of its investment assets. Council’s investment policy is in accordance with the current Ministerial Investment Order and the Investment Guidelines issued by State Government. Income from Interest and investments is forecast at $6.13 million for 2015 – 2016. This estimate is based on current lower market cash rate and expected investment holdings.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

The Domestic Waste Charge will increase to $371 in 2015-16, representing a 2.2% increase from the current charge of $363. 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. For 2015-16, the variations include a 2.5% CPI cost adjustment, $7 EPA Waste Levy and $8 reduction due to abolition of carbon tax

127

Employee-related costs Council employed the equivalent of 662 full-time staff at the end of June 2014. 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.

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Estimated employee-related costs in 2015-16 will be approximately $62.1 million. This represents an overall increase of 1.9%compared to estimates for 2014 – 2015. This includes a provision for a 2.7% general award increase, incremental progression through Council’s salary system for eligible employees and not filling of all vacant positions. Employee-related costs include expenses for salaries, superannuation, workers compensation, staff training and welfare, and uniforms.

128

In 2015-16, 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 2014 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.

Operating Budget Consolidated As in previous years, the 2015-16 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.

2013-14

2014-15

2015-16

2016-17

2017-18

2018-19

Actual

Budget

Forecast

101,597,672

107,461,736

112,325,532

116,339,359

120,358,443

124,507,755

12,378,396

11,625,052

12,917,584

13,275,982

13,490,637

13,711,725

6,687,750

6,139,999

6,128,150

4,141,053

4,248,528

4,593,013

Grants & Contributions - Operating

11,612,352

15,743,107

15,796,760

15,883,673

15,977,257

16,073,643

Grants & Contributions - Capital (Others)

19,034,354

7,868,206

14,021,742

19,931,540

22,045,648

11,703,761

Grants & Contributions - Capital (s94)

23,681,058

27,885,264

26,906,251

22,636,346

20,471,569

26,041,254

9,835,764

10,143,954

9,055,165

9,676,799

9,956,581

10,244,755

616,409

Revenue Rates & Annual Charges User Charges & Fees Interest & Investment Revenue

Other Revenues Net Gain from the Disposal of Assets Share of interests in Joint Ventures

406,762

185,850,516

186,867,318

197,151,184

201,884,752

206,548,663

206,875,906

Employee Costs

54,825,265

60,921,349

62,064,117

62,635,910

63,937,161

65,741,992

Borrowing Costs

2,557,659

2,347,293

2,337,954

1,963,415

1,608,438

1,418,625

45,841,872

48,790,400

45,491,762

46,818,675

47,501,927

48,565,766

519,412

825,525

743,971

762,571

781,635

801,177

Total Revenue

Materials & Contracts Legal Costs Consultants

2,022,181

1,376,035

2,002,645

1,824,470

1,870,086

1,916,838

Depreciation

34,596,735

33,395,340

31,697,605

33,612,332

35,230,085

36,408,746

Other Expenses Total Expenses Net Operating Result

11,034,091

11,850,486

12,230,632

12,587,894

12,976,761

13,386,075

151,397,215

159,506,428

156,568,686

160,205,267

163,906,093

168,239,219

34,453,301

27,360,890

40,582,498

41,679,485

42,642,570

38,636,687

Less: Grants & Contributions for Capital Purposes

42,715,412

35,753,470

40,927,993

42,567,886

42,517,217

37,745,015

Net Operating Results Before Grants & Contributions for Capital Purposes

-8,262,111

-8,392,580

-345,495

-888,401

125,353

891,672

Add back: Depreciation

34,596,735

33,395,340

31,697,605

33,612,332

35,230,085

36,408,746

Add back: Grants & Contributions for Capital Purpose

42,715,412

35,753,470

40,927,993

42,567,886

42,517,217

37,745,015

Add back: Book value of Asset Sales

7,833,750

3,877,700

5,338,000

449,500

356,000

911,600

Add back: Non-cash Borrowing Costs

491,149

417,572

364,684

299,947

214,693

-21,691,597

28,991,715

30,965,384

2,288,567

-11,306,235

-26,707,780

55,683,339

93,625,645

109,001,059

78,394,568

67,222,367

49,463,946

New Assets

22,778,818

63,765,811

56,972,721

44,986,535

31,626,416

12,693,316

Renewal Assets

Net changes in Reserves Net Result available for Capital Expenditure Capital Expenditure

25,060,739

23,218,831

45,741,219

27,634,941

35,897,139

40,462,977

Loan Principal

6,327,588

6,641,003

7,020,927

6,878,952

6,080,878

5,815,132

Total Capital Expenditure

54,167,145

93,625,645

109,734,867

79,500,428

73,604,433

58,971,425

1,516,194

-733,808

-1,105,860

-6,382,066

-9,507,479

Change in Cash at Bank

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Expenses

129

Capital Works Capital Works The Capital Works Program details proposed capital works for the 2015–2016 year. The Capital Works Program represents net expenditure of some $102.7 million. The following tables show the allocation of expenditure by asset class and sources of funding.

Asset Class

$’000

Buildings

34,454.50

33.50%

Roads

30,172.00

29.40%

Parks and Recreation

22,890.10

22.30%

Drainage

5,882.00

5.70%

Plant and Fleet

4,438.00

4.30%

Floodplain

1,100.10

1.10%

Information Technology

1,085.00

1.10%

958.2

0.90%

715

0.70%

Footpaths

489.1

0.50%

Office Equipment, Furniture and Fittings

252.1

0.20%

Land

167.9

0.20%

Library Materials

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Land Improvements

130

Bridges

110

0.10%

102,713.90

100.00%

$’000

S94 Developer Contributions

55,152.00

53.70%

General Fund

14,932.00

14.50%

LIRS Loan Reserve

11,425.20

11.10%

General Reserve

9,221.60

9.00%

Capital Grants & Contributions

5,960.40

5.80%

Domestic Waste Reserve

2,322.10

2.30%

Town Improvement

1,769.80

1.70%

Stormwater Reserve

1,450.80

1.40%

480

0.50%

102,713.90

100.00%

Funding Sources

Environment Levy

Developer Contributions (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 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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

At the reporting period ended 30 June 2014 Council held $72.8 million of developer contributions for the provision of infrastructure. Approximately $55.1 million of developer contributions have been allocated in the 2015–2016 capital works program. The following table identifies the projects that will be undertaken.

131

Works funded by developer contributions FY 15/16 $’000 Buildings

22,700.90 Carnes Hill Recreation and Community Centre - Construction

Drainage and Floodplain Prestons Industrial.Drainage-Maxwells Ck Channel - MCD1 Local Drainage-CCD-(Lot 53 DP2475 to 20th Ave) Drainage and Floodplain

1,747.30 228 621.8 379.3

Cowpasture Road, Green Valley - Basin Capacity Improvement

242.5 167.9

OS9-Park on Collector Street 3-Land Land Improvements

167.9 215

Tree Planting - Casula (s94)

Tree Planting - Cecil Hill (s94)

Tree Planting - Hinchinbrook (s94)

Tree Planting - Plan 6 (s94)

Tree Planting Established Area

Parks and Recreation

12,424.60

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

2,172.70

Bigge Park Precinct - City Centre Revitalisation

1,155.30

Kelso Skate Park Upgrade Cabramatta Creek West Arm (1) - Passive Area - Edmondson Park OS9-Park on Collector Street 3 - Embellishment

55 1,847.50 31.5

Local Park Upgrade - Wilkes Park

Solar Light Program

2-Maxwells Tributary North (11)-Edmondson Park

1,728.50

Open Space (OS4)- Edmondson Pk-Passive Area

1,386.00

All Ability Playground – Gough Park Stage 2 Cabramatta Creek (3) Edmondson Park Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

1,975.30

WM8-Water Cycle Area-Middleton Grange Land

(OS1) Open Space Roads, Bridges and Footpaths Bus Shelter Installations Kurrajong Road, Prestons-Kookaburra to Sarah Holland

80 1,248.30 2,600.00 17,046.60 25 9,100.00

R26-Middleton Grange-Local Street - Road Works

15.1

RC2-Neighbourhood Connector-Edmondson Park

286.8

RLR30-Local Road (Park Frontage)-Edmondson Park

331.3

RLR31-Local Road (Park Frontage)-Edmondson Park

182.7

RLR32-Local Road (Park Frontage)-Edmondson Park

294.7

M. Grange - R30 - Northern Collector Street

403.6

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

39.7

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

450.8

RAP14b-Neighbourhood Connector (Park Frontage)-Edmondson Park

303.7

RBC10 - Bus Priority Corridor-Edmondson Park

3,498.60

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

137.2

RBC10c-Bus Priority Corridor-Edmondson Park

180.5

RLR18a - Local Road (Park Frontage) - Edmondson Park

230.5

RLR33-Local Road (Park Frontage)-Edmondson Park

70.1

RLR34-Local Road (Park Frontage)- Edmondson park

242.8

RMN6-Main Neighbourhood-Edmondson park

528.4

RMN7-Main Neighbourhood-Edmondson Park

725

Total Capital Expenditure 132

22,700.90

55,152.00

Town Improvement Fund (TIF) The TIF is a special levy based on the rateable land value of all commercially zoned properties within an agreed boundary containing the Liverpool City Centre and collected for the purpose of improvements to the amenity and enhancement of the City Centre. The TIF is to be spent only on projects within that boundary which improve all or any of the following aspects of the City Centre: image, role, urban design, safety, recreation, public art, heritage, economic development and general amenity. In 2015-16 Council has allocated $1.8 million for the City Centre Traffic Flow Changes Project.

Works funded by Stormwater Management service charge 2015-16 $â&#x20AC;&#x2122;000

Erosion protection Flood Mitigation

74.6 478.3

Flood Mitigations - Overland Flows

119.6

Prescribed Basins - Restoration & Renewal

358.7

Pipe Restoration & Renewal

351.5

Stormwater Pipe Relining

209.3

Stormwater Pipe Structural Patches

142.2

Stormwater Quality New GPT in Existing Development Riverside Road, Chipping Norton - GPT Modification and Access Wetlands Urban Drainage System

TOTAL

74.6

210.8 66.8 102.8 41.2 335.6

Programmed Drainage Maintenance

167.7

Stormwater Pipe Inspection, Assessment & Ancillary Works

167.9 1450.8

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Erosion Protection Works

133

10 Year Stormwater Works Program

2015-16

2016-17

2017/18

Erosion Protection Works

74,600

162,530

161,035

Erosion protection

74,600

162,530

161,035

478,300

178,250

213,850

119,600

143,520

58,650

358,700

70,330

351,480

615,610

615,655

Stormwater Pipe Relining

209,280

378,490

378,495

Stormwater Pipe Structural Patches

142,200

237,120

237,160

Flood Mitigation Flood Mitigations - Overland Flows Non Prescribed Basins - Restoration & Renewal Prescribed Basins - Restoration & Renewal Pipe Restoration & Renewal

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Stormwater Quality

134

210,800

143,965

149,155

Coucal Avenue, Hinchinbrook - GPT Modification

Colo Circuit, Wattle Grove - GPT Modification

Corryton Circuit, Wattle Grove - GPT Modification

GPT renewal and Replacement

25,760

Lycett Avenue, West Hoxton - GPT Modification

66,800

72,005

71,990

102,800

41,200

46,200

51,405

335,600

233,160

269,960

Programmed Drainage Maintenance

167,700

120,000

Stormwater Pipe Inspection, Assessment & Ancillary Works

167,900

113,160

149,960

1,450,780

1,333,515

1,409,655

New GPT in Existing Development Riverside Road, Chipping Norton - GPT Modification and Access Wetlands GPT Modification Urban Drainage System

TOTAL

2019-20

2020-21

2021-22

2022-23

2023-24

2024-25

163,415

84,410

216,085

215,280

160,100

163,415

84,410

216,085

215,280

160,100

213,900

225,515

261,395

263,120

271,000

143,520

179,400

184,800

70,380

81,995

83,720

81,995

86,200

888,435

771,825

616,230

665,230

658,080

677,300

541,105

513,825

390,430

415,430

409,280

422,200

347,330

258,000

225,800

249,800

248,800

255,100

149,155

215,740

263,120

271,100

46,000

59,800

25,760

30,820

35,880

37,000

46,000

71,990

77,165

107,640

110,900

51,405

61,755

59,800

61,600

220,060

254,215

254,330

272,920

334,200

384,200

100,000

117,440

161,700

211,700

120,060

154,215

154,330

155,480

172,500

1,634,965

1,551,705

1,563,780

1,612,780

1,672,520

1,713,700

1,763,700

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

2018-19

135

Special rate variation The Council uses the additional income from Special Rate Variations for the purposes of asset maintenance and infrastructure related expenditure. The works that will be funded in 2015-16 will include: Buildings Community Centre Rehabilitation Program

1,380,000

1,630,000

185,000

Collingwood House Restoration

250,000

500,000

685,000

Sports Amenity Building Upgrade Program

260,000

400,000

3,285,700

75,000

438,500

Stormwater Pipe Relining Stormwater Pipe Structural Patches CBD Trunk Drainage - Elizabeth St, George St to College St Telemetry System Maintenance Floodplain Flood Mitigations - Overland Flows Parks and Recreation Playground Replacement program Sports Courts / Facilities

75,000

297,200

200,000

2,500,000

50,000

15,600

119,600

15,600

119,600

1,405,500

1,645,500

420,000

80,000

Implementation of Disability Action Plan (DAP) - Parks

120,500

Pioneers' Park Monument replacement program

100,000

Davy Robinson Stage 3 Sea Wall Construction

240,000

480,000

Key Suburb Park Upgrade â&#x20AC;&#x201C; Orara Park

445,000

76,000

3,649,924

6,653,600

Footpaths Footpath & Cycleways Restoration - General Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Project $ Value

Warren Serviceway Carpark Renewal Drainage

Roads Kerb & Gutter Replacement

215,400

Safety Barrier - Bridge Approaches

32,400

Safety Barrier Renewal Program

32,400

Traffic Facilities - Renewal Programme

60,900

Banks Road, Miller - Cabramatta to Polworth (R2R)

43,500

477,500

Cabramurra Street, Heckenberg - Sth Liverpool to Eaglehawk

207,600

Dale Avenue, Liverpool - Maryvale to Memorial

397,600

Flowerdale & Mclean St, Liverpool Intersection Upgrade

20,000

170,000

Holly Avenue, Chipping Norton - Newbridge to Longstaff

20,000

268,200

717,000

Miller Road, Miller - Cabramatta to Corriedale Nuwarra Road, Moorebank - Junction to Maddecks (RMS)

51,600

664,600

Whitford Road, Hinchinbrook - Prion to Albatross

216,300

Woodward Crescent, Miller - Cartwright to Cartwright

431,300

78,300

Traffic Facilities - New Works Brubri Street, Busby - Orchard to Bolinda (R2R)

10,624

194,100

Traffic Signal and Civil Works at Bigge and Speed St. inters

45,000

370,000

350,000

675,000

Davy Robinson - Car Park Greendale Road - Near Dwyer road and 500m East

20,000

745,000

Jedda Road, Lurnea - Wonga Road to Quist Avenue

700,000

6,927,024

13,410,400

Total Capital Expenditure 136 w

SRV $ Value

Detailed 2015-16 capital expenditure program by asset type

Buildings

1,380,000

Implementation of Disability Action Plan

129,000

Community Centre Rehabilitation Program

185,000

Collingwood House Restoration

500,000

Water & Energy Conservation Delivery Program Carnes Hill Recreation and Community Centre - Construction Child Care Centre Rehabilitation / Renovation School of Arts Restoration - 306 Macquarie Street Community Recycling Drop Off Centre Northumberland Carpark Structural Improvement Upgrade of mechanical systems at 33 Moore Street School of Arts External Works Upgrade of Ground Floor Lift lobby Refurbishment of Ground Floor 33 Moore St - Stage 2 Warren Serviceway Carpark Renewal

75,000 22,700,938 73,000 450,000 50,000 365,000 1,550,000 880,600 6,000 2,260,000 685,000

Heritage Conservation Program

30,000

Protection & Security to Councils Remote Assets Program

50,000

Sports Amenity Building Upgrade Program

260,000

Whitlam Stadium & Aquatic A/C Renewal

2,800,000

33 Moore St Lift Renewal

1,170,000

Leisure Centre Upgrade Program Drainage

235,000 5,881,980

Programmed Drainage Maintenance

167,700

Stormwater Pipe Inspection, Assessment & Ancillary Works

167,900

Stormwater Pipe Relining

438,500

Stormwater Pipe Structural Patches

297,200

CBD Trunk Drainage - Elizabeth St, George St to College St

2,500,000

Prestons Industrial Drainage-Maxwells Ck Channel - MCD1

1,747,280

Local Drainage-CCD-(Lot 53 DP2475 to 20th Ave)

228,000

Erosion protection

74,600

New GPT in Existing Development

66,800

Riverside Road, Chipping Norton - GPT Modification and Access

102,800

Wetlands

41,200

Telemetry System Maintenance

50,000

Floodplain

1,085,000

WM8-Water Cycle Area-Middleton Grange

379,252

Flood Mitigations - Overland Flows

119,600

Cowpasture Road, Green Valley - Basin Capacity Improvement

242,500

Prescribed Basins - Restoration & Renewal

358,700

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Program/Project Description

137

Program/Project Description Information Technology Pathway 3 Aerial Photography

44,000

CPAC Hardware - Theatre and CPAC Servers

15,000

Library and Museum Hardware

15,000

Online Form Software

14,000

Payroll System Replacement Upgrade

14,000 200,000 43,000

Disaster Recovery & Business continuity implementation stage

190,000

IT Software Upgrade

100,000

Mobility Solutions

300,000

Land

167,850 OS9-Park on Collector Street 3-Land

Land Improvements

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

125,000 25,000

Trim Replacement/Upgrade

167,850 715,000

Tree Planting - Casula (s94)

50,000

Tree Planting - Cecil Hill (s94)

50,000

Tree Planting - Hinchinbrook (s94)

50,000

Tree Planting - Plan 6 (s94)

10,000

Tree Planting Established Area

55,000

John Edmondson VC Statue

20,000

Lot 10 Heathcote Road (Area 2), Holsworthy

60,000

Blamfield Oval (Area 2), Ashcroft

60,000

Glen Regent Reserve (Tom Way) (Area 2), Glen Regent

60,000

Tepper Park (Area 3), Liverpool

60,000

Dwyer Oval (Area 2), Warwick Farm

60,000

Mannix Park (Area 3), Heckenberg

60,000

Clinches Pond, Moorebank

60,000

Bill Anderson Park, Kemps Creek

60,000

Library Materials

958,212

Adult fiction

54,413

Adult non-fiction

57,630

Audio-visual resources

92,076

Children's resources

78,165

Family History Centre Foreign language Indigenous collection Large print books LIAC

2,082 92,644 4,732 47,032 4,732

Liverpool Heritage Library

23,185

Reference

33,215

Special resources

25,645

Young adult resources

37,568

Carnes Hill Library - Book Acquisition

1,085,000

Online Software for Planning & Development

TechnologyOne - New Modules & Upgrades

138

375,000

Junior Audio Visual Resources

20,062

HSC Collection

10,031

Office Equipment, Furniture and Fittings Bulka Bag Collection Service - Capital Items Parks and Recreation Playground Replacement program Sports Courts / Facilities

252,100 252,100 22,890,136 420,000 80,000

Implementation of Disability Action Plan (DAP) - Parks

120,500

Pioneers' Park Monument replacement program

100,000

Paving & Landscape Restoration

116,000

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

2,172,680

Macquarie Mall - City Centre Revitalisation

7,650,000

Bigge Park Precinct - City Centre Revitalisation

1,155,300

Davy Robinson Stage 3 Sea Wall Construction Kelso Skate Park Upgrade Cabramatta Creek West Arm (1) - Passive Area - Edmondson Park OS9-Park on Collector Street 3 - Embellishment

480,000 99,000 1,847,450 31,483

Floodlighting Staged Upgrade Program - Pacullio Reserve

110,000

Floodlighting Staged Upgrade Program - Hammondville Park

105,000

Floodlighting Staged Upgrade Program - Whitlam Oval No. 3

150,000

Local Park Upgrade - Wilkes Park

85,000

Outdoor Fitness Gym Program

105,000

Field Improvement - Whitlam Oval No. 3

230,000

Solar Light Program

35,000

2-Maxwells Tributary North (11)-Edmondson Park

1,728,461

Open Space (OS4)- Edmondson Park-Passive Area

1,386,000

Key Suburb Park Upgrade – Orara Park

445,000

All Ability Playground – Gough Park Stage 2

150,000

Shade Structure Program

110,000

Cabramatta Creek (3) Edmondson Park

1,248,262

(OS1) Open Space

2,600,000

Irrigation Program - Whitlam No. 3 Plant and Fleet

130,000 4,438,000

Major Plant

2,418,000

Trucks for Bulk A Bag Initiative

1,040,000

Replacement of Trucks for Household Cleanup Service Bridges

980,000 110,000

Bridge Rehabilitation & Renewal Footpaths

110,000 489,100

Footpath & Cycleways Restoration - General

76,000

Footpaths - Casula

32,400

Bus Stops

54,600

Carnation Avenue, Casula -De-Meyrick To Humphries

34,500

Cycleway - Jedda Road, Prestons - Joadja Rd To Hill Rd Stage

145,000

Lewis Road, Liverpool -Marsden To Woodlands

13,000

Mclean Street, Liverpool - Elizabeth to Lehmann

43,000

Strathdarr Street, Miller - Banks to Ryeland

16,200

Sutton Road, Ashcroft - Holt to Sinclair

21,600

Woodlands Road, Liverpool -Violet To Elizabeth

52,800

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Program/Project Description

139

Program/Project Description Roads

30,171,972 Disability Action Plan Implementation - Roads and Transport

46,400

Pedestrian Access & Mobility Plan

60,000

Bus Shelter Installations

25,000

Kurrajong Road, Prestons-Kookaburra to Sarah Holland

15,052

Edmondson Avenue, Austral - Pedestrian Refuge Island

43,200 32,400

Safety Barrier Renewal Program

32,400

Traffic Facilities - Renewal Programme

60,900

Bus Shelters - Renewal & Replacement

21,600

Carpark - Renewal & Replacement

48,600

RC2-Neighbourhood Connector-Edmondson Park

286,841

RLR30-Local Road (Park Frontage)-Edmondson Park

331,304

RLR31-Local Road (Park Frontage)-Edmondson Park

182,673

RLR32-Local Road (Park Frontage)-Edmondson Park

294,745

Road Resurfacing Programs Resealing

935,000

Road Resurfacing Program Rejuvenation

210,000

Road Resurfacing Program Programmed Patching

529,700

M. Grange - R30 - Northern Collector Street

403,578 39,653

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

450,824

RAP14b-Neighbourhood Connector (Park Frontage)-Edmondson Park

303,739

RBC10 - Bus Priority Corridor-Edmondson Park

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

215,400

Safety Barrier - Bridge Approaches

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

140

9,500,000

R26-Middleton Grange-Local Street - Road Works Kerb & Gutter Replacement

3,498,607

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

137,177

RBC10c-Bus Priority Corridor-Edmondson Park

180,463

RLR18a - Local Road (Park Frontage) - Edmondson Park

230,495

RLR33-Local Road (Park Frontage)-Edmondson Park

70,122

RLR34-Local Road (Park Frontage)- Edmondson Park

242,831

RMN6-Main Neighbourhood-Edmondson Park

528,423

RMN7-Main Neighbourhood-Edmondson Park

725,045

Banks Road, Miller - Cabramatta to Polworth (R2R)

477,500

Bobin Road, Sadleir - Charter to Insignia

690,800

Cabramurra Street, Heckenberg - South Liverpool to Eaglehawk

207,600

Dale Avenue, Liverpool - Maryvale to Memorial

397,600

Flowerdale & Mclean St, Liverpool Intersection Upgrade

170,000

Holly Avenue, Chipping Norton - Newbridge to Longstaff

268,200

Miller Road, Miller - Cabramatta to Corriedale

717,000

Nuwarra Road, Moorebank - Junction to Maddecks (RMS)

664,600

Whitford Road, Hinchinbrook - Prion to Albatross

216,300

Woodward Crescent, Miller - Cartwright to Cartwright

431,300

Traffic Facilities - New Works

78,300

Brubri Street, Busby - Orchard to Bolinda (R2R)

194,100

Pinnacle Street, Sadleir - Festival to Bobin (R2R)

237,400

Taloma Avenue, Lurnea - Lions to Hill (R2R)

165,000

Program/Project Description

Freeman Street, Warwick Farm - Station to Nicholls (R2R)

158,300

Nicholls Street, Warwick Farm - Station to Lawrence Hargrave

175,200

Traffic Signal and Civil Works at Bigge and Speed St. inters

370,000

Roundabout at Old Kurrajong and Kurrajong Roads(Black Spot)

165,000

Davy Robinson - Car Park

675,000

Shortland St, Lurnea - Kerb & Gutter Greendale Road - Near Dwyer road and 500m East Traffic Flow changes - City Centre Jedda Road, Lurnea - Wonga Road to Quist Avenue Total Capital Expenditure

85,600 745,000 2,500,000 700,000 102,713,940

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

141

Further Information

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Program and Operational Plan:

142

Telephone the Call Centre

1300 36 2170

NRS

13 36 77

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Council has many people who speak different languages. Call 1300 36 2170 and ask for your preferred language

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Chief Executive Officer Locked Bag 7064 Liverpool BC 1871

Visit Councilâ&#x20AC;&#x2122;s website

www.liverpool.nsw.gov.au

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Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

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

Liverpool City Council | 4-year Delivery Program Operational Plan & Budget 2015-2016

Leading Proactive Council

144

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