Liverpool City Council is positioned to lead its community through immense change over the next 10 years. With a rapidly increasing population, the construction of Western Sydney Airport and the development of Liverpool's city centre as an innovative health, education and lifestyle precinct, Council is committed to continual collaboration with residents and stakeholders.
Council and residents place a high value on the city’s tradition of diversity and inclusion. Council will deliver innovative and practical services and cultivate a place and community that is connected.
Liverpool City Council governs 42 suburbs and helps the local community in the following ways:
- By providing services, facilities, resources and support to the community;
- By protecting the community to make sure it is safe and clean;
- By preventing harmful influences such as excessive noise and pollution
- By planning services, facilities and developments affecting our future; and
- By representing Liverpool to other areas of government.
Our Home Liverpool 2027 is Liverpool's new Community Strategic Plan. It outlines a 10 year plan to transform Liverpool into an inclusive place to learn and grow and to become the destination of choice for business, investment, living and recreation.
The plan identifies four strategic directions which have been developed following extensive community consultation. Each direction includes a number of community goals and Council strategies which will achieve the community's vision for Liverpool . Our Home Liverpool 2027 was adopted by Council at its meeting on 26th April 2017 and commences on 1st July 2017.
Liverpool's Delivery Program and Operational Plan is aligned with the 10 year Our Home, Liverpool 2027 plan.
The Delivery Program is Council’s four year action plan that turns the goals of the Community Strategic Plan into actions. The Operational Plan is Council’s one year action plan, which includes the annual budget and the Statement of Revenue Policy (fees and charges).
Council will report on these plans twice a year in accordance with local government legislation.
The Delivery Program, Operational Plan & Budget was adopted by Council at its meeting on 27th June 2018.
The Liverpool City Council Projects page displays an interactive map with major capital works which will be delivered in 2018-2019.
The Integrated Planning and Reporting Framework recognises the need for holistic planning and draws on a range of strategies to ensure that Council’s actions are able to be resourced and delivered.
These supporting strategies create a comprehensive planning framework for Council to deliver actions that are community focused.
Disability Inclusion Action Plan
The Disability Inclusion Action Plan is Council’s commitment to improving access to services, facilities and jobs for people with disabilities. It is a four-year plan that contains actions for Council departments to ensure that people with disabilities are able to fully participate in their communities.
Community Facilities Strategy
To learn more about Liverpool City Council's strategies to provide high quality facilities and services, download the report Community Facilities Strategy - A Blueprint for a Modern Network of Community Facilities.
Recreation, Open Space and Sports Strategy
The Recreation, Open Space and Sports Strategy is a long-term strategic framework that will guide Council’s decision-making and investment for future provision and management of Liverpool’s recreation, open space and sporting facilities. The Strategy aims at creating places and facilities by improving connections between people, plan for future needs of a diverse and growing population, and ensuring safety and accessibility for Liverpool residents.
The Innovation Strategy is Council’s commitment to supporting innovation in our organisation and community. The strategy outlines what Council will do to create the conditions for innovation to support the delivery of the Community Strategic Plan.
This is Council's Cultural Strategy to support and develop a thriving creative culture in Liverpool. It provides a platform to articulate priorities in the arts and culture to transform Liverpool into a vibrant and engaging city that delivers captivating and inspiring activities for all residents and visitors. Most importantly, it defines Council’s role and commitment to meeting the cultural needs of the city.
The Strategy is driven by four strategic directions:
The action plan sets out how Council will enhance existing cultural activities and generate opportunities for cultural participation to meet the needs of Liverpool’s growing and diverse community.
The Community Performance Reports provide an update and analysis of Council's performance against the Delivery Program, Operational Plan and Budget. It displays quarterly highlights, key facts, points of interest and comparative data to previous quarters.
- Biannual Report January - June 2018
- Biannual Report July - December 2017
- Biannual Report January - June 2017
- Six-Monthly Progress Report July - December 2016
- Six-Monthly Progress Report January - June 2016
- Six-Monthly Progress Report July - December 2015
- Community Performance Report June 2015
- Community Performance Report March 2015
- Community Performance Report December 2014
- Community Performance Report September 2014
- Community Performance Report June 2014
- Community Performance Report March 2014
- Community Performance Report December
- Community Performance Report December 2012
There are four parts to the Resourcing Strategy:
- 10 Year Asset Management Plan - Overview & Planning Framework
- Workforce Management Plan 2017
- Long Term Financial Plan 2017
- Information Technology Strategy 2017
It is the critical link between the strategic goals of the Community Strategic Plan and the actions in the Delivery Program. It identifies the resources of time, money, assets and people required to carry them out. The Resourcing Strategy is updated annually with the development of each Operational Plan and reviewed every four years when the Community Strategic Plan is renewed.
The Local Government Act (1993) requires councils to prepare an annual report by 30th November each year. The report is intended as a measure of how well Council has achieved the outcomes anticipated in their management plans and contains a copy of Council's audited financial statements.
Audited Financial Statements
End of Term Report
The Liverpool Council Audit, Risk and Improvement Committee Annual report is designed to provide the Elected Representatives and the community with a summary of the Committee’s responsibilities, work, operations and deliberations during the period at question. The Committee is a governance function composing of a majority independent membership, which assists Council to fulfil its corporate governance and oversight responsibilities.