Governance
Committee Meeting
11 June 2024
Infrastructure and Planning Committee Report
|
ITEM 01
|
Development Assessment Policy
|
|
Strategic
Objective
|
Liveable,
Sustainable, Resilient
Deliver
effective and efficient planning and high-quality design to provide best
outcomes for a growing city
|
|
File Ref
|
154999.2024
|
|
Report By
|
Laura Mehew
- Project Officer Planning
|
|
Approved
By
|
Lina Kakish
- Director Planning & Compliance
|
In March 2017,
the Department of Planning and Environment (now Department of Planning, Housing
and Infrastructure – DPHI) released the Development Assessment Best
Practice Guide (the Guide) to promote best practice principles to assist
Council’s with the management of development applications.
To build on
the success of the Guide, a draft Development Assessment Policy (the
draft DA Policy) for Liverpool City Council (Council) has been prepared. The
draft DA Policy aligns with the principles outlined in the Guide and specifies
how development applications lodged with Council will be assessed and
determined.
The draft DA
Policy aims to:
· Support the management of development applications by establishing a
clear and consistent approach;
· Establish clear directions and expectations for Applicants to
provide well-made, assessment ready applications;
· Improve community and customer satisfaction; and
· Improve assessment times.
That the Governance Committee:
1. Notes and receives this report.
2. Endorses the draft DA Policy for public exhibition, for a period of
not less than 28 days in line with the Liverpool Community Participation Plan.
3. Notes that a report will be brought back to Council post-public
exhibition, summarising submissions received, and seeking Council’s
endorsement on a Final DA Policy.
1. Background
Development Assessment in NSW is carried out under the
provisions of the Environmental Planning & Assessment Act 1979 (EP&A
Act) and the Environmental Planning & Assessment Regulation 2021
(EP&A Regs) and their associated instruments.
To build on the success of the Guide, a draft DA Policy
for Council has been prepared and is provided at Attachments 1 and 2. The
draft DA Policy aligns with the principles outlined in the Guide provided at Attachment
3 and specifies how development applications lodged with Council will be
assessed and determined.
The draft DA Policy includes best practice principles
that assist in the timely determination of development applications, including
the following:
· Focus on pre-lodgement services to ensure better responses to policy
and planning requirements;
· Lodgement of ‘assessment ready’ applications, allowing
the assessment officer to focus on assessing and determining the applications;
and
· Corporate accountability for assessment timeframes in the form of
key performance indicators.
The draft DA Policy was tabled at the Council Meeting
held 13th December 2023, whereby Council resolved the following:
1. Adopts
the Development Assessment Best Practice Guide March 2017; and
2. Format
it into a Policy and bring it back to Council for approval before putting it
out on Council exhibition.
Following this meeting, the draft DA Policy has been
amended to demonstrate a stronger alignment with the principles and objectives
outlined in the Guide, as well as the addition of Key Performance Indicators
(KPIs) set by the Environmental Planning and Assessment (Statement of
Expectations) Order 2021.
2. About the Policy
To deliver a customer-focused Development Assessment
service within reasonable timeframes, Applicants must furnish well-made,
assessment ready applications, at the time of submission via the NSW Planning
Portal. The onus is on the Applicant to ensure the information submitted is
complete, accurate, and ready for assessment.
This policy will apply to all stages of the development
application process, including:
· Pre-lodgement;
· Lodgement;
· Assessment;
· Determination; and
· Post Determination options.
3. Council Resolution
The Guide was developed in 2017 and was designed as a
resource to assist Council’s in the management of the Development
Assessment process.
Since the publication of the Guide, planning has evolved
to now include use of external portals such as the NSW Planning Portal and the
complexity of what is required in a planning assessment has also changed.
Additionally, the bulk of the content in the Guide is managed at an operational
level via Development Assessment processes and procedures, the contents of
which are not appropriate in a high-level policy document.
The draft DA policy has therefore been prepared to
provide the structure and rules around the management of development
applications specific to Council, thus providing clarity for Council,
Applicants and the Community.
4. Amended Policy
Council has amended the draft DA Policy to create a
stronger alignment with the Guide, with the addition of:
· Alignment to guiding principals referenced in the Guide;
· Key objectives;
· Addition of overall determination timeframes; and
· Changes to Processes and Procedures.
4(i). Alignment
to Guiding Principles Referenced in the Guide
The draft DA Policy includes the following best practice
principles from the Guide:
· Provision of targeted Pre-DA and Duty Planning Services;
· Efficient lodgement and triage processes;
· Corporate accountability for assessment timeframes via Key
Performance Indicators (KPIs); and
· Delegations that support a consistent, targeted and efficient
decision-making process.
4(ii). Key
Objectives
Key objectives have been included within the draft DA
policy, to provide clear outcomes for Applicants at each stage of the
application lifecycle.
4(iii). Addition
of Overall Determination Timeframes
In the Guide, DPHI outlined that Councils should adopt
KPIs in line with the Premier's Priority Target to achieve 90% of development
applications determined within 40 days.
The timeframe target is no longer a Premier's Priority,
and DPHI have not updated the Guide to reflect any changes in policy or
targets. DPHI does not report against these targets, however, provides a
Performance Dashboard that tracks development application data provided through
the NSW Planning Portal.
In November 2021, the Minister for Planning and Public
Spaces issued the Environmental Planning and Assessment (Statement of
Expectations) Order 2021 under the EP&A Act, which established
expectations for Councils in relation to their performance of a range of
planning and development functions.
As per the Order, relevant Development Assessment KPIs
for Council were adopted within Council’s Delivery Program and
Operational Plan (DPOP), which are as follows:
· Determine development applications where Council is the Consent
Authority within 180 days from lodgement, for 90% of applications; and
· Prepare assessment reports and refer regionally significant
developments to the Sydney Western City Planning Panel (SWCPP) for
determination within 250 days of lodgement, for 90% of applications.
The following additional KPIs have been adopted within
Council’s DPOP relevant to Development Assessment:
· Determine development applications of a minor nature (dwellings,
secondary dwellings, ancillary residential structures) within 40 business days,
for 90% of applications.
· Provide Pre-Lodgement meeting minutes to applicants within 10
business days of meeting date, for 90% of applications.
Additional time frames for each assessment stage
reflected within the Guide, are managed at an operational level via Development
Assessment processes and procedures, which are outside the scope of the draft
DA Policy.
4(iv). Changes
to Processes and Procedures
As part of the implementation of a DA Policy, Council
will make internal administrative changes to its process and procedure
documentation, to ensure consistency and alignment.
The principles referenced in the Guide which are
implemented operationally, include:
· Investment in the pre-lodgement stage;
· Standardisation of processes and procedures; and
· Continuous improvement programs, including business systems and
technology.
Additionally, to support alignment with the best
practice guiding principles, a review of Council’s publicly available
guides and information relating to development applications is currently being
reviewed and updated as a part of Council’s Website and Intranet
Improvement Project, led by the Communications, Marketing and Brand
Department.
5. Conclusion
The adoption of the draft DA Policy will support Council
Officers in delivering efficient and improved services, by ensuring Applicants
are supported through Pre-Lodgement and Planning Advisory services, ensuring
that applications submitted are well-made, and assessment ready.
In preparing the draft DA Policy, feedback was sought
from Council’s Legal Services, Governance and Community Standards
departments. The feedback provided has been considered and incorporated into
the final draft DA policy.
There
are no financial implications relating to this recommendation.
|
Economic
|
There are no economic and financial considerations.
|
|
Environment
|
There are no environmental and sustainability
considerations.
|
Social
|
There are no social and cultural considerations.
|
Civic
Leadership
|
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.
|
|
Legislative
|
Environmental Planning & Assessment Act 1979;
and
Environmental Planning & Assessment Regulation
2021.
|
|
Risk
|
The risk is deemed to be Low.
|
1. Draft
- Development Assessment Policy - 2024 clean
2. Draft
Development Assessment Policy 2024 - Tracked changes
3. Development
Assessment Best Practice Guide 2017
Governance
Committee Meeting
11 June 2024
|
ITEM 03
|
Review of Council's Financial progress,
forecasts and assumptions
|
|
Strategic
Objective
|
Visionary,
Leading, Responsible
Ensure
Council is accountable and financially sustainable through the strategic
management of assets and resources
|
|
File Ref
|
170754.2024
|
|
Report By
|
Vishwa Nadan
- Chief Financial Officer
|
|
Approved
By
|
Farooq
Portelli - Director Corporate Support
|
In
June 2023 the Council adopted its 2023-24 operating budget with estimated
revenue of $379.3 million and expenditure of $250.8 million. In terms of
the net operating result before grants and contributions provided for capital
purposes, Council budgeted for an operating deficit of $3.7 million.
Based on Q3 Budget Review, Council
resolutions, program initiatives, market trends and actual budget performance
to 30 April 2024, Council is projecting an operating deficit of $6.9m.
This
report provides key variations and highlights key risks and opportunities that
may impact on the projected result.
That the
Governance Committee receives
and notes the report.
Budget Performance
In
June 2023 the Council adopted its 2023-24 operating budget with estimated
revenue of $379.3 million and expenditure of $250.8 million. In terms of
the net operating result before grants and contributions provided for capital
purposes, Council budgeted for an operating deficit of $3.7 million.
Based on Q3 Budget Review, Council
resolutions, program initiatives, market trends and actual budget performance
to 30 April 2024, Council is projecting an operating deficit of $6.9m. Key
variations noted are:
On-going review of resource requirements to
achieve corporate initiatives has resulted in an investment in additional
unbudgeted positions and program costs. The $4.6 million cost associated with
engagement of additional staff resources and regrading’s is expected to
be absorbed by salary savings from current vacancies, deferred recruitment, and
restructured positions across the Council. Detailed analysis of both revenue
and expenditure is provided as Attachment 1.
Operating Revenue
Budget performance of key sources of operating revenue
were as follows:
Operating Expenditure
Budget performance of key areas of operating expenses
were as follows:
Risks & Opportunities
The following risks and opportunities have
been identified with the potential to change the projected budget result for FY
2023/24.
i) FAG Operating Grant [Risk Probability:
Low/Moderate] – The NSW Grants Commission fully paid 2023/24
financial assistance grant in advance. Any change to their position for
FY2024/25 is not known at this stage.
ii) Net Loss from Disposal of Assets [Risk
Probability: Highly Likely] – As part of the road renewal process, a
portion of the road surface is scrapped off and then replaced. The replacement
cost is capitalised, however, there is a written down value attached to the
portion removed. The cost of write-off depends on the condition of the road at
time of renewal and depth of surface removed. Budget includes a provision of
$2.5 million, however, the actual cost to June 2024 is not known.
Cash Reserves
At 30 April 2024, Council had $388 million in cash and investments
classified as follows:
1. 2023-24
Q3 Budget Review - Consolidated Variance Analysis
Governance
Committee Meeting
11 June 2024
Strategic Performance Committee Report
|
ITEM 04
|
Responses to Questions with Notice from
the 24 April 2024 Council meeting - Addressing Trade Skills Shortages
|
|
Strategic
Objective
|
Visionary,
Leading, Responsible
Place
customer satisfaction, innovation and best practice at the centre of all
operations
|
|
File Ref
|
159802.2024
|
|
Report By
|
Philip Smith
- Talent Acquisition Lead
|
|
Approved
By
|
Farooq
Portelli - Director Corporate Support
|
This
report has been tabled in order to provide responses to item qwn04 addressing
trade skills shortages from the 24th April 2024 council meeting.
Resolution shown below.
1. Council direct the
Acting CEO that a commitment be made for trades apprentices taken on by Council
are attached to a registered training organisation (RTO);
2. Council direct the Acting CEO that a
report come back to Council on other service providers that are engaged with
Council; and
3. This item be discussed at a Governance
Committee meeting at a future date.
That the Governance
Committee recommends Council, receives and notes this report.
1. Council direct the Acting CEO
that a commitment be made for trades apprentices taken on by Council are
attached to a registered training organisation (RTO);
Council already ensures that
trades apprentices taken on are being trained and educated with a registered
training organisation. This will continue as normal practice.
2. Council direct the Acting CEO
that a report come back to Council on other service providers that are engaged
with Council; and
It can be reported the following service
providers are engaged for Community Lifestyle Directorate and Operations
Directorate as part of the apprenticeships that occur in the relevant
functions.
Community
Lifestyle Directorate
· Use 'Business Support Australia' and 'TAFE
NSW'.
· Previously used Wave Learning if a trainee did
not have the required visa to participate in a government funded course.
Operations Directorate
· Apprenticeship Training - TAFENSW
· Traffic Control Training - Standard Training Pty
Ltd
· Chemical Training Certification - SpraySmart Pty
Ltd
· First aid Training - St John Ambulance NSW
· General Staff training - Academy Green Training
· Plant Training such e.g front-end loaders &
excavator - Kallibr Training
3. This
item be discussed at a Governance Committee meeting at a future date.
This item has been placed on the agenda
for the next Governance Committee meeting.
There
are no financial implications relating to this recommendation.
|
Economic
|
There are no economic and financial considerations.
|
|
Environment
|
There are no environmental and sustainability
considerations.
|
Social
|
No social considerations.
|
Civic
Leadership
|
Act as an environmental leader in the community.
Undertake communication practices with the community and stakeholders
across a range of media.
Foster neighbourhood pride and a sense of responsibility.
Facilitate the development of community leaders.
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.
Operate a well-developed governance system that demonstrates
accountability, transparency and ethical conduct.
Actively advocate for federal and state government support, funding and
services.
|
|
Legislative
|
There are no legislative considerations relating to
this report.
|
|
Risk
|
There is no risk associated with this
report.
|
Nil
Governance
Committee Meeting
11 June 2024
Strategic Performance Committee Report
|
ITEM 05
|
Library Review Program
|
|
Strategic
Objective
|
Visionary,
Leading, Responsible
Position
Council as an industry leader that plans and delivers services for a growing
city
|
|
File Ref
|
170546.2024
|
|
Report By
|
Elysa Dennis
- Information Services Coordinator
|
|
Approved
By
|
Tina Bono -
Director Community & Lifestyle
|
In
September 2021 the NSW Office of Local Government published new guidelines for
Integrated Planning and Reporting (IP&R), which included a new requirement
to publish a program of Service Reviews.
This
focus on Service Reviews within the IP&R Guidelines follows through to
changes made to the NSW Local Government Act in 2016 which included a
new statement that the role of the governing body is to keep under review the
performance of the Council, including Service Delivery (s223(1)(g)).
In 2023 Liverpool
City Council determined to review the Council’s library service in
accordance with this IP&R framework to understand the current operations
and determine if those operations would meet the changing needs of the
community in the future.
Jan Richards
consulting was engaged to carry out this review.
The review was
focused on three areas:
*
Benchmarking of Liverpool services against comparable services;
* Reviewing
the current service delivery model across the Liverpool Library network; and
*
Considering alternative service delivery models and their application in
Liverpool.
That Governance
Committee receives and notes the Liverpool City Library Review.
Service
Reviews provide the opportunity to undertake a whole of organisation, systemic
look at the way in which services are delivered. They provide the opportunity
to identify improvements in efficiency and effectiveness whilst ensuring that
services are meeting the needs of the Community.
Establishing
a review process builds the capacity of both staff and the Community to think
critically and systematically about current and future service needs. It also
leads to innovation in service provision and helps build a culture of
continuous improvement within Council.
Local
Governments are under increasing financial pressure, and there is often a
widening gap between revenue and expenditure. At the same time, they are
expected to be environmentally and socially responsible and provide a wide
range of quality services. Service Delivery Reviews will support Council to
clarify the needs of its community and use an evidence-based approach to assess
how efficiently and effectively it is meeting those needs.
In
undertaking this process, Council can determine whether changes need to be made
to Service Delivery which will provide benefits to all stakeholders whilst
being financially sustainable. Council’s vision is to conduct Service
Delivery Reviews on an ongoing basis to ensure the services being offered are
continuously aligned to the Community needs.
The report delivers a range of recommendations covering short-term and
long-term strategic and operational improvements. This includes a focus on
customer priorities and utilising new technology and service models for a
library service to meet the growing needs of the community.
It should be noted that a broader analysis of recommendations will be
explored through the delivery of business and feasibility studies which will
then form part of wider community engagement and reports back to the Council.
In doing this,
this will enable a more detailed
examination of the recommendations noted in the report providing Council with a
better understanding of costings associated with each recommendation, funding
strategies and a more granular insight into how to best implement these
initiatives with a broader aim to deliver a service that is more responsive,
relevant and customer focused for Liverpool.
Costs
associated with these recommendations will need to be considered through the
delivery of business and feasibility studies. Reports back to Council will
include funding strategies and a broader examination of the opportunities that
will maximises the delivery of the library service that are more responsive,
relevant and customer focused for Liverpool.
Social
|
Raise awareness in the Community about the available services and
facilities.
|
Civic
Leadership
|
Deliver services that are customer focused.
Operate a well-developed governance system that demonstrates
accountability, transparency and ethical conduct.
|
|
Legislative
|
The legislative requirements are outlined in the body
of the report under the title “what are the legislative requirements
driving this”
|
|
Risk
|
The risk is deemed to be Low.
|
Nil
Jason Breton
