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Liverpool City Council Resourcing Strategy - 1 July 2011
Liverpool City Council's Resourcing Strategy considers the resources that Council needs in order to work towards its areas of responsibility in Growing Liverpool 2021. Growing Liverpool 2021 is the 10 year community strategic plan for the Liverpool local government area. It guides Council as well as other organisations in planning for and managing the area.
The Resourcing Strategy includes a 10 year Long Term Financial Plan, a four year Workforce Management Plan and a 10 year Asset Management Plan.
The Resourcing Strategy is a 10 year rolling forecast that will be updated annually as part of the development of Council's Delivery Program and Operational Plan. It will be reviewed in detail as part of the four yearly review of Growing Liverpool 2021.
A snapshot of Liverpool
The Liverpool City Council area is one of the largest Council areas in metropolitan Sydney, covering 305 square kilometres and 42 suburbs. In 2010 it is estimated that about 185,000 people lived in Liverpool. The latest projections suggest a population of about 325,000 by 2036.
We are a City that is proud of its history. We acknowledge our traditional custodians of the land, the Cabrogal Clan of the Dharug Nation, and recognise the peoples of the Dharawal and Gandangara Nations. We are Australia's fourth oldest town after Sydney, Parramatta and Hobart and have many heritage sites and Aboriginal artefacts.
Liverpool is a growing urban area. Both release areas and urban infill development will provide new housing, recreation, retail and employment opportunities. The Liverpool City Centre is the dominant business, retail and service centre for the South West Sydney region and will continue to grow as more areas of the South West of Sydney are settled.
Liverpool is one of the most culturally diverse cities in NSW, with one in three people born overseas and almost half of residents speaking a language other than English at home. We are also a young City with close to 40 per cent of our population being under 24 years.
Our land is used in many different ways. In the west much of it is still rural with market gardens and other agricultural uses, yet in the east our land is far more densely populated with a variety of industrial, commercial and residential uses.
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A snapshot of Liverpool |
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Traditional custodians of the land |
Cabrogal Clan of the Dharug Nation |
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Founding of Liverpool |
1810 |
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Size |
305 sq km |
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Suburbs |
42 |
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Estimated population 2010 |
185,000 |
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Projected population 2021 |
230,000 |
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Projected population 2036 |
325,000 |
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Top five languages spoken |
English, Arabic, Vietnamese, Hindi, Italian |
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Number of homes in 2011 |
57,800 |
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Buildings |
222 |
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Sporting fields and ovals |
86 |
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Parks and gardens |
465 |
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Sealed roads |
800 km |
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Stormwater pipes |
555 km |
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Council workforce in April 2011 |
637 |
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Council budget 2011/2012 |
$145 million |
Integrated planning and reporting
The Resourcing Strategy has been prepared in accordance with the requirements of the Local Government Act 1993 and the Integrated Planning and Reporting framework. It considers the resources that Council needs in order to work towards its areas of responsibility in Growing Liverpool 2021.
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Growing Liverpool 2021 is centred on 12 key objectives that emerged as priorities in the findings of the community engagement strategy where over 1,200 community members were engaged, including residents, community groups, government organisations and businesses.
Council used the objectives and strategies in Growing Liverpool 2021 to develop the Resourcing Strategy as well as a four year Delivery Program and an annual Operational Plan. The Resourcing Strategy informs and is informed by these documents. This is under constant review as annual operating plans and budgets are developed.
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Growing Liverpool 2021 Objectives |
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1 |
Liverpool is the vibrant regional centre for South West Sydney |
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2 |
Neighbourhoods and villages are well designed, safe and clean |
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3 |
Urban development is consistent with sustainability principles |
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4 |
Liverpool is a socially inclusive and healthy community |
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5 |
Council and the community work together to support environmental sustainability |
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6 |
The culture and diversity of Liverpool is recognised and valued |
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7 |
There is an efficient and a highly connected transport system |
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8 |
Urban infrastructure meets the needs of a growing community |
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9 |
There is access to comprehensive education and training |
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10 |
Liverpool has a range of business and employment opportunities |
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11 |
Decision-making processes are transparent and the community has opportunities to be involved |
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12 |
The community is supported by a well managed and responsive Council |
Our funds – the long term financial plan
The Long Term Financial Plan is an important part of Council's strategic planning process. This is the point where long term community aspirations and goals are tested against financial realities. The Long Term Financial Plan contains a set of financial projections and assumptions covering a period of 10 years. The assumptions and projections are based on current operational issues, future service demands and infrastructure needs as expected by the community.
Our people – the workforce management plan
Workforce planning is an important management tool. It assists to plan for and predict workforce needs to ensure Council has the capacity to lead and provide services to the community. It prepares Council to manage generational change taking place in the workforce in coming decades, labour market supply and demand factors, work and family considerations, and equity and diversity issues. The Workforce Management Plan will describe the makeup of the current workforce, outline workforce needs and priorities, and summarise Council's key directions for strengthening and managing its workforce.
Our assets – the asset management plan
Liverpool Council's infrastructure assets represent a significant investment that has been built up progressively over a long time. These assets are used to provide a range of services that improve social, environmental and economic outcomes for the community of Liverpool. The level of service delivered by these assets is largely determined by the manner in which they are maintained and managed. The complete Asset Management Plan includes an Asset Management Policy, Strategy, a consolidated Asset Management Plan and individual plans relating to each asset class, being roads and transport, drainage and floodplain, buildings, and parks and open space.
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