Addendum Agenda of Ordinary Meeting

1114

Ordinary Meeting 28 October 2015

Mayoral Report

MAYOR 01

Christmas in Liverpool

Strategic Direction	Proud Engaged City Strengthen and celebrate Liverpool’s unique community identity
Key Policy	Communications Plan
File Ref	278643.2015
Report By	Mayor Ned Mannoun

report

With the Christmas period fast approaching, Council will be planning Christmas decorations, such as banners and Christmas trees, which will be placed throughout the Liverpool community.

Christmas celebrations are a strong tradition in Australia and celebrated by most of the Australian community. It’s a time for many families to get together and celebrate their religious faith or to celebrate the festive season and holidays.

Indeed Liverpool has a strong tradition of celebrating the spirt of Christmas. Liverpool is a rich multicultural community with people from many cultures and faiths and Liverpool has a proud history of embracing the celebrations of significant and differing religious faiths.

While recognising the debates surrounding the political correctness of the Christmas season, it is important to also recognise that this is the season of goodwill where we celebrate our families and enjoy our all Australian celebrations.

In the traditions of the Christmas season, Council should use the words “Merry Christmas” on all Council Christmas material that will be displayed in the community such as Christmas banners and flags and any other material containing text that will be displayed throughout the community.

RECOMMENDATION

That Council:

1. Uses the words “Merry Christmas” on all Council Christmas material for display throughout the community, which includes banners, flags and any other material that displays text.

2. Recognises, embraces and respects all religions and cultures within our diverse community.

CONSIDERATIONS

Economic and Financial	There are no economic and financial considerations.
Environmental and Sustainability	There are no environmental and sustainability considerations.
Social and Cultural	Preserve and maintain heritage, both landscape and cultural as urban development takes place. Promote community harmony and address discrimination.
Civic Leadership and Governance	Undertake communication practices with the community and stakeholders across a range of media. Foster neighbourhood pride and a sense of responsibility.

ATTACHMENTS

Nil

1116

Ordinary Meeting 28 October 2015

Mayoral Report

MAYOR 02

Prime Minister’s Prizes for Science

Strategic Direction	Healthy Inclusive City Improve health and wellbeing and encourage a happy, active community
Key Policy	Children’s Services Strategy
File Ref	278722.2015
Report By	Mayor Ned Mannoun

report

On Wednesday 21 October 2015, Dr Ken Silburn a science teacher in the Faculty of Science at Casula High School was a recipient of the Prime Minister’s Prizes for Science for excellence in teaching.

Dr Silburn started teaching at Casula High School in 2000 and reportedly, at that time, only eight year 11 students were enrolled in science subjects for the Higher School Certificate. Fast forward to today, there are now more than 80 year 11 students taking at least one science subject.

Within the science faculty at Casula High School, Dr Silburn teaches Forensic Science where he integrates technology in the classroom, such as mobile phones and tablets. For one of the units in his curriculum, Dr Silburn set up an artificial crime scene and students were required to examine the scene, take photos using their phones and other methods commonly used crime scene investigators and were asked as part of the assessment to go away and solve the mystery using the evidence they had gathered.

It is an outstanding achievement for Dr Stilburn to receive such a prize and recognition. It is also a testament to Casula High School and to the local community that great results are coming out of their science faculty. Dr Stilburn has engineered away to really get school kids within the local community to engage in academia but is also in an interesting practical level.

As well as teaching science, Dr Stilburn also helps run iSTEM, a science outreach program. The program is designed to invigorate science, technology, engineering and mathematics and ranges from robotic workshops, Mars lab, tours of the nuclear reactor at Lucas Heights and international trips to Space Camp in Huntsville, Alabama.

RECOMMENDATION

That Council:

1. Congratulate and acknowledge Dr Ken Stilburn for being a recipient of a prize from the Prime Minister’s Prizes for Science.

2. Acknowledge the fantastic work Dr Stilburn has achieved with Casula High School.

3. Congratulate Casula High School on the success of Dr Stilburn as a teacher on their staff.

CONSIDERATIONS

Economic and Financial	There are no economic and financial considerations.
Environmental and Sustainability	There are no environmental and sustainability considerations.
Social and Cultural	Deliver high quality services for children and their families.
Civic Leadership and Governance	Foster neighbourhood pride and a sense of responsibility. Facilitate the development of community leaders. Actively advocate for federal and state government support, funding and services.

ATTACHMENTS

Nil

1118

Ordinary Meeting 28 October 2015

Mayoral Report

MAYOR 03

Moorebank Voluntary Acquisition Scheme

Strategic Direction	Liveable Safe City Deliver an efficient planning system which embraces sustainable urban renewal and development
Key Policy	Urban Development Plans
File Ref	279429.2015
Report By	Mayor Ned Mannoun

REPORT

The Moorebank Voluntary Acquisition Scheme (MVAS) involves the progressive acquisition of properties located within the Moorebank floodway area of the Georges River. The properties that are the subject of this scheme are located along Newbridge Road east of Davy Robinson, along Rickard Road and Arthur Street.

On 24 April 2013, Council resolved to temporarily suspend the allocation of funds towards this scheme, given the financial constraints it placed on Council. As part of that resolution, Council also resolved to write to the Federal and State Governments detailing the burden this scheme placed on Council. It is disappointing that additional funding has not been made available to assist Council in managing these issues.

Council also sought legal advice on public safety and risk issues associated with the Moorebank flood way. After reviewing legal advice provided to Council last week, I consider it necessary for public safety reasons that the Moorebank Voluntary Acquisition Scheme be reinstated. Additionally, compliance procedures regarding unauthorised building works need to be reactivated.

RECOMMENDATION

That Council:

1. Reinstate the Moorebank Voluntary Acquisition Scheme and commit to purchasing a minimum of one property per year on a voluntary or compulsory basis within Council’s fiscal constraints;

2. Write to the State and Federal Government outlining the financial burden on Council and seeking additional funds to assist with acquisition costs;

3. Write to residents / owners affected by the Moorebank Voluntary Acquisition Scheme and provide current information with regard to flood constraints, flood evacuation procedures and potential risks associated with living within a flood way;

4. Recommence compliance action against unauthorised building or structural works on properties within the Moorebank Voluntary Acquisition Scheme area; and

5. Initiate a dialogue with emergency services regarding emergency procedures and related strategies to assist residents within the Moorebank Voluntary Acquisition Scheme area.

CONSIDERATIONS

Economic and Financial	There are no economic and financial considerations.
Environmental and Sustainability	Manage the environmental health of waterways. Protect, enhance and maintain areas of endangered ecological communities and high quality bushland as part of an attractive mix of land uses. Raise community awareness and support action in relation to environmental issues.
Social and Cultural	There are no social and cultural considerations.
Civic Leadership and Governance	Act as an environmental leader in the community. Provide information about Council’s services, roles and decision making processes. Deliver services that are customer focused. Operate a well developed governance system that demonstrates accountability, transparency and ethical conduct. Actively advocate for federal and state government support, funding and services.

ATTACHMENTS

Nil

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Ordinary Meeting 28 October 2015

Mayoral Report

MAYOR 04

The Mandaean Community of Liverpool

Strategic Direction	Healthy Inclusive City Celebrate and respect Liverpool’s rich cultural and social diversity and embrace the opportunities it provides
Key Policy	Multicultural Action Plan
File Ref	279512.2015
Report By	Mayor Ned Mannoun

REPORT

Here in Liverpool we take pride in our melting pot of different cultures and communities where so many people from across the world come to live with us in this beautiful area. Today I would like to recognise the Mandaean community in Liverpool represented by the Sabaean Mandaean Association in Australia who have been well-established in Sydney’s west for many years now acting as a charitable organisation established in 1986.

Mandaean culture and religion traces back over 2000 years following the teachings of John the Baptist. Living on the banks of the Tigris and Euphrates rivers the Mandaean people hold a reverence to the flowing of their fresh water and fertile lands of region. These waters would play a sacred role in their ritual baptisms and prayers spoken in the Mandaean dialect, dating back to the language of Jesus and Ancient Aramaic. These religious practices and prayers in Ancient Mandaean continue today, an unceasing tradition for those 2000 years, here in Sydney’s Great South West.

The Mandaean community have come to our country seeking refuge and a better life away from the hardships that war and conflict have brought upon them in their homeland of southern Iraq. The Mandaean religion is renowned for its pacifist nature and rejection of violence, and for a people who are proud of their negotiating and entrepreneurial prowess.

Liverpool has one of the largest Mandaean populations in the country with over five and a half thousand people living here practicing their beliefs and we are much the better for their presence. Famous for their skills in jewellery making and business acumen the Mandaean community of Liverpool is one of the key economic forces attributing to our prosperity.

The Mandaean religion is made up of four pillar stones, one of which being charity which we see exercised out of their church in the old fire station on Terminus Street. However another key pillar is the ritual of baptism in fresh running waters. Since their establishment, such ceremonies have been conducted in the Nepean however a place closer to where the community lives is required.

As a council that supports the multiculturalism of Australia, fostering people’s right to practice their cultural beliefs while assimilating into our country, Liverpool should encourage the Mandaean people to have a baptismal area along the Georges River. Having met and personally known many people of the Mandaean community here in Liverpool I can testify to the beauty of their culture and religion and acknowledge that we should be continually working for the development and encouragement of all that they represent in hard working, peaceful individuals.

RECOMMENDATION

That Council:

1. Commits to helping the Mandaean community establish a place to perform baptism rituals in Liverpool on the banks of the Georges River.

2. Congratulates the Sabaean Mandaean Association in Australia for the charitable works in the community.

3. Acknowledges the long standing traditions and practices of Mandaean culture and religion tracing back over 2000 years.

CONSIDERATIONS

Economic and Financial	There are no economic and financial considerations.
Environmental and Sustainability	There are no environmental and sustainability considerations.
Social and Cultural	Support community organisations, groups and volunteers to deliver coordinated services to the community. Promote community harmony and address discrimination.
Civic Leadership and Governance	Foster neighbourhood pride and a sense of responsibility. Facilitate the development of community leaders.

ATTACHMENTS

Nil

1122

Ordinary Meeting 28 October 2015

Mayoral Report

MAYOR 05

Animal Amenities

Strategic Direction	Healthy Inclusive City Improve health and wellbeing and encourage a happy, active community
Key Policy	Recreation Strategy
File Ref	279527.2015
Report By	Mayor Ned Mannoun

REPORT

Many of Liverpool’s residents are pet owners and enjoy walking and exercising their dogs and the health benefits are clear.

Council should encourage this healthy pastime and ensure that our ratepayers enjoy amenities for their pets in areas where the animals do not require restraint.

Off-Leash park amenities have other benefits including social meetings and friendships that arise from dog walking groups, to the broader health benefits.

Such parks, properly located and with appropriate animal amenities available, such as drinking taps, helps create a better and happier community atmosphere for residents and their pets.

Hence Council should investigate creation of more dog friendly community spaces.

RECOMMENDATION

That Council:

1. Prepares a report outlining areas that are potentially suitable for off leash dog parks which would have sufficient demand.

2. Outlines the costs of creating and maintaining off-leash parks with amenities for people walking their dogs including the provision of animal drinking taps and animal waste disposal bags.

3. Acknowledges the success of the off leash animal park at Prestons.

CONSIDERATIONS

Economic and Financial	There are no economic and financial considerations.
Environmental and Sustainability	There are no environmental and sustainability considerations.
Social and Cultural	Raise awareness in the community about the available services and facilities. Deliver high quality services for children and their families.
Civic Leadership and Governance	Foster neighbourhood pride and a sense of responsibility. Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision making processes. Deliver services that are customer focused.

ATTACHMENTS

Nil

1124

Ordinary Meeting 28 October 2015

Mayoral Report

MAYOR 06

Pleasure Point

Strategic Direction	Accessible Connected City Encourage sustainable and alternative transport options such as walking, cycling and integrated public transport
Key Policy	Asset Management Plan
File Ref	279561.2015
Report By	Mayor Ned Mannoun

REPORT

Pleasure Point currently lacks proper sidewalk and water flow infrastructure, and in some parts this infrastructure is completely non-existent. Many residents have complained about this issue and it is overdue that council looks into this.

Pleasure Point was established in 1987 and backs on to the beautiful George’s River. This area will help Liverpool accommodate the population growth that is expected over the next 10 to 20 years and provide excellent real-estate opportunity. Since its establishment it has never had the same level of infrastructure upgrades as other suburbs have benefited from.

These areas have been long overdue for the proper infrastructure and amenities that are required. To standardise Pleasure Point with the rest of the LGA we must investigate where gutters and sidewalks are required and create a plan of implementation for the area to be funded from the 2016/17 budget.

RECOMMENDATION

That Council:

1. Council investigate upgrading sidewalks and gutters in Pleasure Point.

2. Subject to the outcome of this report, looks to allocate funds from the 2016/17 budget.

CONSIDERATIONS

Economic and Financial	Deliver and maintain a range of transport related infrastructure such as footpaths, bus shelters and bikeways. Deliver a high quality local road system including provision and maintenance of infrastructure and management of traffic issues. Facilitate economic development.
Environmental and Sustainability	Manage the environmental health of waterways. Promote an integrated and user friendly public transport service. Support the delivery of a range of transport options.
Social and Cultural	There are no social and cultural considerations.
Civic Leadership and Governance	There are no civic leadership and governance considerations.

ATTACHMENTS

Nil

1126

Ordinary Meeting 28 October 2015

Business Improvement Report

DBI 01

Response to NOM 5 - Ordinary Council Meeting 30 September 2015

Strategic Direction	Leading Proactive Council Position Council as an industry leader, delivering best practice and innovation
Key Policy	NA
File Ref	272542.2015
Report By	Carole Todd - Director Business Improvement
Approved By	Carole Todd - Director Business Improvement

Executive Summary

This report is in response to Resolution NOM 05 attached as Appendix 1, which was considered at the Ordinary Council Meeting held on Wednesday, 30 September reconvened 6^th October 2015.

Customer Services Saturday Opening

The community surveys found that whilst 66% of respondents supported the proposal to trial Saturday opening hours, an overwhelming majority expressed that their preferred method of dealing with Council was online via the website, by e-mail, or telephone.

Similarly, 46% of respondents do not visit the Customer Service Centre at all; and of the remaining 54% the majority visited only one or two times a year, followed by less than once a year. Slightly more of those surveyed face to face preferred in-person transactions to online, however a large proportion of the visitors surveyed were using the JP Service or picking up keys to a community centre or park, which all require a face to face encounter.

Staff Survey

A total of 165 responses to the staff survey were received. The survey found that only 35% of staff supported the proposal to trial Saturday opening hours.

Planning

Council has implemented the eplanning portal to assist members of the community to access on line information relating to planning and development assessment matters. The portal provides 24/7 online tools including mapping, planning enquiry, zoning information and application tracking functions. Additionally, electronic lodgement is currently being piloted for Fast Track applications for new houses. This will be rolled out to the general public in October 2015.

Liverpool Services Alliance

Since the decision to proceed with the Strategic Services Partnership (now known as the Liverpool Services Alliance) on 1^st April 2015, the number of staff that have left and the reasons for leaving are in the main body of the report in Table One on page 5. The Organisational Chart can be found in Appendix 2.

There have been no Council vacancies filled by any Propel employees, three recent vacancies advertised in the administration area have been filled internally by Council staff.

Cost of Customer Services Centre

The ground floor of 33 Moore Street remained abandoned and unoccupied from when Council purchased the building after the fire in 2010. With the slight exception of the area that was allocated to the Rangers, no work was carried out in regard to maintenance or upgrade of the space. The likely commercial rental revenue lost due to ground floor not being utilised and left abandoned in 2010, is estimated at approximately $300,000 p.a or $1.5m during the past five years.

When put into context; whilst the cost of renovations for the new ground floor area as at October 2015 is $2.24m. It is estimated that the increased valuation of the now renovated 33 Moore Street, is in the region of $4.4m, which represents significant value for money.

Customer Services Equipment

New PC’s for Customer Services have been purchased. There is a new ticketing system (Qmatic) which replaces the existing model from some 10 years ago and Council will be trialling a Concierge service which requires the purchase of two IPads in order to ‘triage’ customers in the main reception area and direct them to the relevant service. The ‘Qmatic’ system also comes with screens which enable customer feedback to be given as each customer is served, together with statistical information regarding wait times at the counter and types of enquiry. These statistics will help enable us to tailor our services to the needs of our customers and provide better reporting.

Drainage Issues in the Customer Service Area

The report by Stephenson Environment Management, Australia is attached as Appendix 3, it provides a detailed explanation of the drainage issues. Customer Services staff have now relocated to the new Customer Services Centre, there are no further issues regarding this matter.

Public Toilets

There was no provision for Public toilets in the current Customer Services area on Level 2, Moore Street and none were proposed in the new area. Public Toilets are available in the Library, the Railway Station and elsewhere in Liverpool. If there are emergencies or mobility requirements, Customer Service will have a key for existing facility in the foyer at 33 Moore Street.

RECOMMENDATION

That Council:

1. Should not proceed with the trial opening of the Customer Service Centre on Saturdays for the following reasons;

a) The survey indicates that less than half the respondents actually use the Customer Service centre facility at all, preferring to do Council business online;

b) The results of the staff survey indicates only 35% of staff support working on a Saturday;

c) As the new Customer Service Centre does not open for business until 28 October 2015. It would be impossible to implement trial opening hours until such time as the services are embedded, and that is unlikely until after the Christmas holiday period;

d) The cost of offering a Saturday service would be in excess of $520,000 per annum and is unlikely to generate sufficient activity to justify the spend;

e) Council is making significant investment in making services more accessible to internet users, e.g. eplanning portal.

2. Notes the contents of this report regarding;

a) Customer Services staffing levels and organisation chart;

b) No Council vacancies have been filled by Propel staff;

c) The provision of IT equipment in the new Customer Services Centre;

d) No further issues regarding drainage problems

e) The cost of the Ground Floor renovations; and

3. No provision for Public toilets was made in the Ground Floor renovations.

REPORT

Background Saturday Working

Customer Service was provided 6 days a week at the library when the council offices were in Hoxton Park Rd to give people a city centre option. With the move to Moore St, provision of Customer Services at the Library became redundant with two services within 250 metres of each other.

Technology

Speed and convenience seem to be higher priorities than they were in the past. The advances in technology have been the main drivers of how we work and what we consider important in having our needs met. To keep up with technology, the trend is changing customer contact centres, where the dealings with the customer are not just face to face or over the phone but also via the Internet and other computer-driven technology. Council is investing in these technologies such as eplanning & to increase the amount of interest usage for other Council services.

Cost of providing Saturday Service

The cost of providing the Customer Service Centre on a Saturday; with one planner on duty would be in the region of $520,000 per annum. That cost would not include the likelihood of having to recruit extra staff to work during the week, to allow for staff working overtime on Saturday to have a second rest day during the week.

Unions were the first to demand that hours be capped, but research shows that both industrial workers and knowledge workers suffer after the 40 hour limit is reached. While industrial workers become physically fatigued at 40 hours per week, knowledge workers become mentally fatigued at the same point. Some research even shows that knowledge workers require even more breaks and time off than industrial workers.

Studies show that, over time, working long hours can increase your risk of depression, heart attack, and heart disease. Introducing a six day week would be at odds with Council’s workplace strategy and is likely to seriously affect staff’s work life balance.

Planning Officer

As part of the implementation of the new customer service contact centre, duty planner support services are also being reviewed to improve efficiency and customer service. This will include the use of appointments to ensure duty planner availability at an appointed time to assist customers with specific relevant planning related matters.

Council planning officers are under considerable pressure to manage a heavy workload associated with high numbers of development applications of increasing complexity as Liverpool continues to face significant growth above the NSW average. Requiring planners to work on Saturdays could potentially be a WHS issue. Additionally, it could adversely affect morale and attraction and retention because other Councils don’t require planners to work on Saturdays. There is strong competition between Councils for experienced planning officers and this could add to the challenges already faced in recruitment of experienced planning officers.

Survey

In order to determine if there was broad community and staff support for Saturday opening hours, approximately 300 people, including community members and staff participated in the consultation. Three surveys were carried out as below;

· An online survey to staff

· A face to face survey with visitors to Council’s Customer Service Centre

· An online survey on Liverpool Listens, Council’s community engagement portal.

The most preferred method of dealing with Council is:

· E-mail (29%)

· Online (27%)

· In-person (21%)

· Telephone (17%)

Customers were canvassed for their suggestions for improvement they indicated;

· Improving the delivery of customer services and the call centre in general;

· Having more transactions available online to eliminate the need for people to come into Council; and

· Speeding up decision making.

Customer Service staff

No Council vacancies have been filled by Propel staff. The number of permanent full time equivalent Customer Service Officers employed in the Customer Services area prior to 1 April 2015 was 22.7. The current number of full time equivalent Customer Service Officers is 22.2.

Whilst some staff have left, those vacancies have been replaced by Customer Services Officers transferred from the Library. Customer Services currently has one FTE on secondment a vacancy of 0.5 in this service area in comparison to 1 April 2015.

Table One

Service Area	Perm/Temporary Contract	Reason for Leaving
Customer Services Officer	Short Term Temporary Contract Maternity Cover	Position taken in another LGA in keeping with studies undertaken. Maternity cover no longer required
Customer Services Officer	Short Term Temporary Contract Maternity Cover	Maternity cover no longer required
Customer Services Officer	Permanent Position	Did not return from Maternity leave due to carer responsibilities
Customer Services Officer	Permanent Position	Moved to LGA closer to home – No recruitment due to duties now undertaken by Customer Services staff member transferred from Library
Customer Services Officer	Permanent Position	Moved to QLD – No recruitment due to duties now undertaken by Customer Services staff member transferred from Library
P & G Admin	Permanent Position	Retired

IT Equipment

PC’s have never been supplied for the Customer Services counter which is an impediment to good customer service. Officers cannot bring up plans or other GIS maps to discuss with customers at the counter or look up Customer Requests. There are no software systems or telephones currently under consideration for Customer Services.

Public Toilets

Under the Building Code of Australia Council is not required to provide public toilets. The existing Council facilities do not provide toilets; however there is a public toilet available for emergencies/mobility issues.

CONSIDERATIONS

Economic and Financial	There are no economic and financial considerations.
Environmental and Sustainability	There are no environmental and sustainability considerations.
Social and Cultural	Raise awareness in the community about the available services and facilities. Promote community harmony and address discrimination. Support access and services for people with a disability. Deliver high quality services for children and their families.
Civic Leadership and Governance	Undertake communication practices with the community and stakeholders across a range of media. Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision making processes. Deliver services that are customer focused.

ATTACHMENTS

1. Resolution NOM 05 - 30 September 2015 reconvened 6 October 2015.View

2. Customer Services Org Chart Oct 2015 View

3. Report Stephenson Environmental Management

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Ordinary Meeting 28 October 2015

Chief Financial Officer

CFO 06

Fit For the Future

Strategic Direction	Leading Proactive Council Lead partnerships and collaboration with community, business and governments
Key Policy	Long-Term Financial Plan
File Ref	274892.2015
Report By	Gary Grantham - Chief Financial Officer / Director Corporate Services
Approved By	Gary Grantham - Chief Financial Officer / Director Corporate Services

Executive Summary

IPARTs “Assessment of Council Fit For the Future Proposals” final report was publically released on Tuesday 20 October 2015. Although Council satisfies all the financial criteria of Sustainability, Infrastructure & Service Management and Efficiency criteria, it was deemed to have failed the “Scale & Capacity” criteria as a merger with Liverpool and Fairfield was assessed as having a greater “Scale & Capacity”.

Council is required to provide a response to the IPART report via the Premier & Cabinet online portal by 18 November 2015. Council’s main options and risks relating to each option are listed in Table 2 within the report.

RECOMMENDATION

That Council:

1. Notes the report;

2. Authorises the Mayor and Chief Executive Officer to commence discussions with neighbouring Councils and prepare a report to Council; and

3. Approve an Extraordinary Meeting for 11 November 2015 to approve Council’s response to IPART’s “Assessment of Council Fit For the Future Proposals” final report“.

REPORT

The Independent Pricing and Regulatory Tribunal (IPART) “Assessment of Council Fit For the Future Proposals” final report was publically released on Tuesday 20 October 2015.

Although Council satisfies all the financial criteria of Sustainability, Infrastructure & Service Management and Efficiency criteria, it was deemed to have failed the “Scale & Capacity” criteria. The reasoning for the failure was that the Liverpool-Fairfield merger originally proposed by the Independent Local Government Review Panel’s (ILGRP’s) in October 2013 would provide further benefits. Put simply, Liverpool on its own has “Scale and Capacity” however IPART assesses a merger with Liverpool and Fairfield has greater “Scale & Capacity”.

Ernst & Young (EY) provided a high level top down assessment of Liverpool and Fairfield amalgamations and determined an additional $131m in benefits would be derived over the next 20 years. No amalgamations were recommended by IPART or EY in the report.

Scale & Capacity Assessment

Council’s Fit For The Future (FFTF) submission placed considerable emphasis on “Scale & Capacity”. Council did not receive any clarifying questions from IPART in regard to our 30 June 2015 submission. Although IPART was careful to state there was more to “Scale & Capacity” than population numbers, it is undoubtedly a significant indicator for “Scale & Capacity”. This was reinforced throughout the report where population numbers were referred to as opposed to other “Scale & Capacity” indicators.

When you compare current and forecasted population numbers in Table 1 below, along with the second Airport decision, Intermodal and South West Growth Corridor, it could be easily argued that Liverpool City Council has equivalent, if not greater “Scale and Capacity” than the metro submissions that were assessed as “Fit”.

Table 1

Amalgamation Incentive

As an incentive, the Government is offering a Stronger Community Fund grant of $5m for each existing Council if mergers are supported by merging councils, supported by the Government and submitted to the Department of Premier and Cabinet by 18 November 2015. The grant can be utilized for community infrastructure projects, sporting field, libraries and parks

In addition to the Stronger Community Fund grant, the Government is also offering a Merger Implementation Grant of $10m. For a two council amalgamation this would equate to $5m for each existing council.

IPART Report Feedback Process

Although the assessment appears somewhat unfair for Council, Council can only look forward and effectively respond to the report. The IPART report response is via the Premier & Cabinet online portal and must be submitted by COB by 18 November 2015. The response required is concise; refer further below for all questions that are contained within the portal.

The Government will receive then review councils’ responses, decide on next steps and inform councils and community of the outcome by the end of the calendar year.

Premier & Cabinet Portal Questions

What is your council’s feedback on IPART’s assessment of your council’s Fit for the Future submission? If you have no feedback, please leave blank.

If your council’s submission was assessed not fit due to scale and capacity, or your council neighbours a council who was assessed as not fit due to scale and capacity, please identify your council’s merger preferences using the fields. Please note you can enter up to three preferred mergers, which can include one or more merging partners. You are not required to use all the preferences. If you have no preference, please leave blank.

Note, Council has the ability to select Preference 1, Preference 2 and Preference 3. There appears to be no restrictions on selecting preferred Councils.

Do you have any comments on the above preferences Max. 50 words

What Now?

Council’s decision must be submitted by COB 18 November 2015. Effectively all councils will have to submit amalgamation preferences as the portal requires “If your council’s submission was assessed not fit due to scale and capacity, or your council neighbours a council who was assessed as not fit due to scale and capacity, please identify your council’s merger preferences using the fields.” . The statement infers that several options still remain for Council. The IPART Metropolitan Sydney Assessment map (Figure 1 below) is a useful resource to highlight possible options for Council.

Council’s main options and risks relating to each option are listed further below in Table 2.

The Premier has confirmed that the schedule for Local Government elections remain unchanged. What remains unclear is how amalgamated councils will operate prior to the elections.

Figure 1

Table 2 - Realistic Options Available to Council

CONSIDERATIONS

Economic and Financial	There are no economic and financial considerations.
Environmental and Sustainability	There are no environmental and sustainability considerations.
Social and Cultural	Raise awareness in the community about the available services and There are no social and cultural considerations.
Civic Leadership and Governance	Undertake communication practices with the community and stakeholders across a range of media. Provide information about Council’s services, roles and decision making processes. Operate a well developed governance system that demonstrates accountability, transparency and ethical conduct. Actively advocate for federal and state government support, funding and services.

ATTACHMENTS

Nil

1133
DBI 01	Response to NOM 5 - Ordinary Council Meeting 30 September 2015
Attachment 1	Resolution NOM 05 - 30 September 2015 reconvened 6 October 2015.

23
DBI 01	Response to NOM 5 - Ordinary Council Meeting 30 September 2015
Attachment 2	Customer Services Org Chart Oct 2015

1135
DBI 01	Response to NOM 5 - Ordinary Council Meeting 30 September 2015
Attachment 3	Report Stephenson Environmental Management