THE HILLS SHIRE PLAN€¦ · areas as well as new release areas of residential and employment...

2012 - 2013

www.thehills.nsw.gov.au

THE HILLS SHIRE PLAN

2012 - 2013Hills Shire Plan

The Hills Shire Council is pleased to present its 2012 - 2013 Hill Shire Plan.

This document contains Council’s Operational Plan, Fees & Charges, Resourcing Strategy, Delivery Program and Hills 2026.

PART 4HILLS 2026

• Hills 2026 - Shaping our Future

• Local Strategy

• Challenges for Tomorrow

• Community Values

• A Picture of the Future

• Measuring Our Progress Towards Hills 2026

• Putting Vision into Action

• Cemetery• Civic Events• Community Facilities & Services• Compliance• Customer Service• Planning• Hills Community Care• Long Day Care• Infrastructure• Waste• Other

PART 5FEES & CHARGES

• History of Our Shire• Strategic Direction• Message from the Mayor• Our Councillors• Message from the General Manager• Financial Overview• Our Delivery Snapshot

PART 1OPERATIONAL PLAN

• Workforce Strategy• Asset Management Strategy• Long Term Financial Plan

PART 2RESOURCING STRATEGY

• Integrated Planning and Reporting Framework

• History of Our Shire• Strategic Direction• Deliverying Hills 2026• Our Councillors• Financial Overview• Our Delivery Snapshot

PART 3DELIVERY PROGRAM

2012 - 2013


OPERATIONAL PLAN2012 - 2013Hills Shire Plan

THE HILLS SHIRE COUNCIL OPERATIONAL PLAN 2012 - 2013 14 THE HILLS SHIRE COUNCIL OPERATIONAL PLAN 2012 - 2013

2012 - 2013Operational Plan

The Hills Shire Council is pleased to present its 2012 - 2013 Operational Plan.

This document details Council’s actions outlined in the Delivery Program and identifies activities that Council will undertake within the next financial year.

• History of Our Shire• Strategic Direction• Message from the Mayor• Our Councillors• Message from the General Manager• Financial Overview• Our Delivery Snapshot

PART 1OPERATIONAL PLAN

PART 4HILLS 2026

• Hills 2026 - Shaping our Future

• Local Strategy

• Challenges for Tomorrow

• Community Values

• A Picture of the Future

• Measuring Our Progress Towards Hills 2026

• Putting Vision into Action

• Cemetery• Civic Events• Community Facilities & Services• Compliance• Customer Service• Planning• Hills Community Care• Long Day Care• Infrastructure• Waste• Other

PART 5FEES & CHARGES

• Workforce Strategy• Asset Management Strategy• Long Term Financial Plan

PART 2RESOURCING STRATEGY

• Integrated Planning and Reporting Framework

• History of Our Shire• Strategic Direction• Deliverying Hills 2026• Our Councillors• Financial Overview• Our Delivery Snapshot

PART 3DELIVERY PROGRAM


THE HILLS SHIRE COUNCILOPERATIONAL PLAN 2012 - 2013Email: [email protected]: (02) 9843 0555The Hills Shire Council PO Box 75 Castle Hill NSW 1765www.thehills.nsw.gov.au

History of Our Shire 3

Strategic Direction 4

Message from the Mayor 6

Our Councillors 7

Message from the General Manager 8

Financial Overview 10

Our Delivery Snapshot 12

- Proactive Leadership 16

- Vibrant Communities 34

- Balanced Urban Growth 46

- Protected Environment 56

- Modern Local Economy 62

IndexMESSAGE FROM THE MAYOR

“As one of Sydney’s Growth Councils, we have identified and zoned land to meet Sydney’s employment and housing needs for the next 30 years. Council will face challenges in delivering land ready for housing unless we see a significant investment in the essential services such as water, sewerage and electricity from The State Government that will allow houses to be built.” Page 6

MESSAGE FROM THE GENERAL MANAGER“The Council organisation always aims to deliver services to our community in an efficient, effective and accountable way. A major priority is addressing our infrastructure backlog, and improving our customer service through the establishment of a new customer contact centre.” Page 8

2012 - 2013Operational Plan

STRONG FINANCIAL POSITION

$21M INFRASTRUCTURE DELIVERY

Council’s financial position is strong and is committeed to maintaining it’s long term financial sustainablilty. Page 10

REMAINS DEbT FREECouncil is debt free and will continue to budget for operational surplus as a high priority. Page 142

This plan focuses on clearing Council’s infrastructure backlog, ..... projected to spend $21 million on capital expenditure in 2012/2013. Page 97


BAULKHAMHILLS

BELLAVISTA

NORTHROCKS

CASTLEHILL

WESTPENNANT

HILLS

CARLINGFORD

OATLANDS

NORTHMEADNORTH

PARRAMATTA

WINSTONHILLS

BEAUMONTHILLS

BOX HILL

ROUSEHILL

GLENHAVEN

ANNANGROVE

KENTHURSTNELSON

MARAYLYA

MIDDLEDURAL

DURAL

GLENORIE

CATTAI

SOUTHMAROOTA

MAROOTA

SACKVILLENORTH

LOWERPORTLAND

LEETSVALE

WISEMANSFERRY

KELLYVILLE

Boun

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Windsor

Road

Road

Windsor

Old

M2

Pennant

Hills

Road

CastleHill Road

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River

Hawkesbury

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LEGEND2008 LG Ward BoundariesWard

North Ward

Central Ward

East Ward

West Ward

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BAULKHAMHILLS

BELLAVISTA

NORTHROCKS

CASTLEHILL

WESTPENNANT

HILLS

CARLINGFORD

OATLANDS

NORTHMEADNORTH

PARRAMATTA

WINSTONHILLS

BEAUMONTHILLS

BOX HILL

ROUSEHILL

GLENHAVEN

ANNANGROVE

KENTHURSTNELSON

MARAYLYA

MIDDLEDURAL

DURAL

GLENORIE

CATTAI

SOUTHMAROOTA

MAROOTA

SACKVILLENORTH

LOWERPORTLAND

LEETSVALE

WISEMANSFERRY

KELLYVILLE

Boun

dary

Windsor

Road

Road

Windsor

Old

M2

Pennant

Hills

Road

CastleHill Road

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Old

Road

Old

Northern

Road

Haw

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ury

Rive

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River

Hawkesbury

River

Roa

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LEGEND2008 LG Ward BoundariesWard

North Ward

Central Ward

East Ward

West Ward

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The Hills

HISTORY OF OUR SHIRE


THE bEGINNING

This Shire was inhabited by the Darug Aborigines (also spelt Dharug, Daruk, Dharuk) until the early 1800s.

The first European visitors to the Hills area were members of an expedition led by Governor Philip from Parramatta in April 1791. The group was in search of a new area for settlement and farming to support what was then a struggling colony in Sydney.

The Castle Hill area had been selected as a Government Farm settlement for convicts. In 1794, William Joyce, a pardoned convict, was granted the first parcel of land in Baulkham Hills.

Others began to follow, stocking their land with cattle and sheep and clearing bushland to plant crops of wheat and maize. The Hills District began to thrive with more settlers moving to the area and establishing viable farms.

The Hills Shire area was proclaimed a Shire on 6 March 1906. A temporary Council was put in place before the first Council elections later that year. The temporary Council had their first meeting on 16 June 1906 at Matthew Pearce’s property on Windsor Road, Baulkham Hills.

On 8 December 1906 the first elected Council took office and Councillor Bruce Purser was elected as the first President of the Shire of Baulkham Hills.

Over the years, the Council Chamber has moved to cater for increases in population and the need for more services and infrastructure. Council moved to its present location on Showground Road, Castle Hill in 1982.

In 2006 The Hills Shire celebrated its centenary and has seen many changes in the past 100 years.

THE HILLS SHIRE TODAY

The Hills Shire is located in Sydney’s northern suburbs – about 30 kilometres from the Sydney CBD. The Shire is bounded by Hawkesbury Shire in the north, Hornsby Shire in the east, Parramatta City in the south and Blacktown City in the west.

The Hills Shire occupies an area of 380 square kilometres stretching from Oatlands in the south to Wisemans Ferry in the north. The Shire is centrally

located in Sydney’s North, adjacent to the M2 Hills and M7 Motorways and the proposed North West Metro Link and North West growth centre – a major growth area for the Sydney basin. Two thirds of the Shire is rural land some of which is used for farming and other agricultural industries.

The Hills Shire is predominantly residential with rural areas in the northern areas of the Shire, agriculture, national parks, as well as semi-rural and rural-residential living. The southern areas of the Shire feature well-established residential and commercial areas as well as new release areas of residential and employment development.

There are 23,000 businesses in the Shire. The world class Norwest Business Park has an estimated 17,000 employees working in different businesses in the park, including many who have their Australian Corporate Head Offices located within the Business Park.

The Hills Shire has increased significantly in population since the Second World War. Major periods of development include the 1950s and 1960s in suburbs such as North Rocks, Carlingford and Baulkham Hills. In the last twenty years, significant development has occurred in suburbs such as Glenhaven, Kellyville, Beaumont Hills and Rouse Hill. The primary housing market role that the Shire played over this period, was to provide affordable home owning opportunities for families and prospective families from areas to the south and east.

This role is expected to continue with additional areas of the Shire being identified for future urban development over the next twenty years. This growth is to be focussed in Kellyville and Box Hill as well as the remaining areas of Rouse Hill. In conjunction with new development areas in neighbouring Blacktown City, the Shire will therefore be catering for a significant amount of metropolitan Sydney’s demand for greenfield land.

Forecast Population in 2012 of 177,245 is expected to increase to reach 238,908 by 2026.

The 2006 Census reveals that 30% of The Hills Shire residents were born overseas, and 21.8% are from a non-English speaking background. Other than English, the languages most frequently spoken are Cantonese, Mandarin, Arabic, Korean and Italian.


STRATEGIC DIRECTION

The Hills Shire Community Strategic Direction seeks to articulate what the community would like to see happen to make this Shire the best it can be.

This direction expresses our community’s values; its targets reflect our priorities with the strategies and projects to describe how Council will find innovative ways to work towards achieving a better quality of life for those who live, work, visit and play in our beautiful Shire.

Hills 2026 has two important roles. First, it is a means for our community to track progress towards improved quality of life for people in the Shire

with indicators acting as a point of reference to guide us towards the future we want. Secondly, it provides a framework for activities for Council, businesses and the entire Hills Shire community.

This is a living and dynamic strategy that will evolve to meet the needs of a changing community. It will determine what we are seeking to engage the efforts of not only The Hills Shire Council, but also regional bodies, State Government departments, businesses, clubs, associations, community groups and individuals in the Shire.

COMMUNITY VISIONProactive leadership creating vibrant communities balancing urban growth protecting our environment and building a modern local economy.

REPORTING ON OUR FUTUREThis annual report responds to Hills 2026 looking towards the future, this Shire’s first long term community strategic direction.

COMMUNITY VALUES Our community’s aspirations for the Hills Shire local area are described by the following community values:

• Community Spirit• Accessibility• Sustainability• Leadership• Natural Beauty

HILLS 2026COMMUNITY

STRATEGIC DIRECTION

DELIVERYPROGRAM OPERATIONS

PROGRAM

Resourcing Strategy

Asset Management

Strategy

Workforce Strategy

Long Term Financial

Plan

Community Outcomes, Quality of Life indicators and Council Strategies

Council Actions, Performance Measures and Budget

• Innovation• Balance • Proactivity• Safety• Families


OUR COMMUNITY STRATEGIC DIRECTION IS bUILT ON THE FOLLOwING THEMES:

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• Council works together with the community• Council’s finances and assets are responsibly managed• Our community is transparently governed• Council is an employer of choice• I am a valued customer

PROACTIVE LEADERSHIP

• There are places to play and be active• I can feel safe• I am connected to the community• There are services and facilities to suit my needs

VIbRANT COMMUNITIES

• I can get where I need to go• Lifestyle options that reflect our natural beauty

bALANCED URbAN GROwTH

• Our Shire is green and pollution free• I can feel close to nature• Our natural resources are used wisely

PROTECTED ENVIRONMENT

• Our Shire attracts new businesses and visitors• I can work close to home

MODERN LOCAL ECONOMY


Council’s Annual Operations Program details Council’s activities for 2012/13, and arises from long-term strategic plans for our Shire developed by the Council and the community. Our plan details how we will look after our community’s assets and outlines the Shire’s infrastructure renewal program. We are making significant progress upgrading our roads, footpaths, community centres, waterways and significant community assets, and this year’s plan continues that excellent work.

As one of Sydney’s Growth Councils, we have identified and zoned land to meet Sydney’s employment and housing needs for the next 30 years. Council will face challenges in delivering land ready for housing unless we see a significant investment in the essential services such as water, sewerage and electricity from The State Government that will allow houses to be built. Council will continue to address these issues.

Another area that will require innovative solutions is the provision of new community infrastructure once housing estates are released.

Developer Contribution Plans (Section 94 plans) are used by Councils to create new communities, including parks, playgrounds, sporting fields, community centres, drainage and more. These plans have been set by the Independent Pricing and Review Tribunal at a rate significantly below what is needed, and unless we find ways to address this, the infrastructure Council can provide may be impacted. Once again, Council will continue dialogue with the State Government to find solutions.

Our Shire is changing. The impending North West Rail Link will bring both challenges while it is being constructed, and opportunities once it is completed. I look forward to playing a part in the growth and change that will happen in the future, and great Shire grows and develops.

“As one of Sydney’s Growth Councils, we have identified and zoned land to meet Sydney’s employment and housing needs for the next 30 years.”

CLR GREG bURNETT

MESSAGE FROM THE MAYOR


Central Ward

East Ward

North Ward

Clr Peter DimbrowskyMobile: 0419 664 438Facsimile: 9659 2162Email: [email protected]

Clr Tony HayMobile: 0422 508 975Facsimile: 9838 0205Email: [email protected]

Clr Justin TauntonMobile: 0448 083 108Email: [email protected]

Clr Larry BolithoMobile: 0412 174 413Facsimile: (02) 9873 3578Email: [email protected]

Clr David BenthamPhone: 9630 5290 (home)Mobile: 0427 292 140Facsimile: 9630 9402Email: [email protected]

Clr Andrew JefferiesMobile: 0427 928 111Email: [email protected]

Clr Greg Burnett (Mayor)Mobile: 0402 849 794Facsimile: 9843 0410Email: [email protected]

Clr Dr Barbara BurtonPhone: 9651 1865Mobile: 0417 254 171Facsimile: 9653 9474Email: [email protected]

Clr Robyn PrestonMobile: 0419 200 300Facsimile: 9894 7779Email: [email protected]

West Ward

Clr Dr Michelle Byrne (Deputy Mayor)Mobile: 0448 268 140Email: [email protected]

Clr Mike ThomasPhone: 9843 0102Mobile: 0423 798 891Facsimile: 9614 3437Email: [email protected]

Clr Raymond Harty OAMPhone: 9649 5000 (work)Mobile: 0412 265 876Facsimile: 9649 8500Email: [email protected] [email protected]

OUR COUNCILLORS


The Hills Shire Council’s 2012-2013 Annual Operations Plan and Delivery Program, together with the Hills 2026 community vision, provide a clear framework in which the organisation operates.

This year, Council’s budget is in surplus, due to the strong commitment of the current and previous Councils to ensure financially responsibility, while meeting community needs and aspirations. While we continue to remain financially sound, it is clear that Council will face significant financial challenges in the future due mainly to restrictions on the funding we are able to collect from developers through Section 94 levies to build new communities. This could result in shortfalls of up to $180 million for the Shire’s new release areas of North Kellyville and Balmoral Road. Given that planning for another new release area is underway for Box Hill, Council will continue to work with the State Government to find solutions.

The Council organisation always aims to deliver services to our community in an efficient, effective and accountable way. A major priority is addressing our infrastructure backlog, and improving our customer service through the establishment of a new customer contact centre. The organisation is committed to continuous improvement and we are delivering performance-based improvements and better customer outcomes across our key business areas.

There are Local Government Elections coming up in September. This will be a time of change, and also a time of opportunity, as we review our community strategic plan and delivery program with the new Council.

We are all proud of the quality of life we have here in The Sydney Hills. All staff will continue to work towards ensuring we uphold and enhance that quality of life for all to enjoy.

DAVE wALKER

MESSAGE FROM THE GENERAL MANAGER

“The Council organisation always aims to deliver services to our community in an efficient, effective and accountable way. A major priority is addressing our infrastructure backlog, and improving our customer service...”


Council’s financial position is strong and is committed to maintaining its long-term financial sustainability. This is the result of strict adherence to Council’s Financial Charter, prudent management and fiscal responsibility.

This Budget covers a population in excess of 174,000 people and 60,936 Rate Assessments. With the introduction of the Balmoral Road Release Area and the North Kellyville Release Area Contributions Plans, it is anticipated that there will be additional residents in the Shire over the life of this Plan.

The Hills Shire Council has prepared the Long Term Financial Plan under the guidelines issued by the Department of Local Government. This has been considered by Council in 2012 and is now adopted.

The section, under the Long Term Financial Plan details all Planning Assumptions, Financial Objectives upon which this Plan is prepared and the Rating and Pricing Policies. In developing the plan it has adhered to the following;

• IPART recommendation of General Rate increases

• user pays principle of Waste Management and other fees and charges where possible

• assumes continuation of current levels of service and expenditure

• funding infrastructure backlog

• undertaking property development activities to generate additional funds

The Financial Overview detailed in the next page shows the Actual results for the Financial Year 2008/2009, 2009/2010 and 2010/2011 (from the first year of this Council’s Operation) and the current projections for this financial year 2011/2012. The 2012/2013 Budget is the base year for the Long Term Financial Plan and the next nine years projections are detailed in the Long Term Financial Plan.

2012/2013 Budgeted Expenditure, including Capital Purchases, Capital Works, Section 94 and Property Development amounts to $178.2m (excludes depreciation $18.9m). This Budget has focused on funding the infrastructure backlog in the next three years whilst maintaining the existing service standards. This has been achieved by utilising reserve funds and without having to borrow any funds and Council intends to remain Debt Free over the life of this plan.

The major challenges faced over the life of this plan are the funding deficits that have risen as a result of the decisions by the State Government to cap developer contributions to $30K, which will leave us with a significant funding shortfall in the Balmoral Road Release Area (BRRA) and the North Kellyville Release.

The other biggest challenge is managing land acquisition liabilities that are created by the Balmoral Road and North Kellyville Release Areas. Under the current legislation Council’s are required to acquire land listed under the contribution plans even though no contributions have been received from the Developers. It is anticipated that Council will be advancing around $30.86m by June 2013, towards acquiring land.

Financial Overview


BUDGET SUMMARY $2008-2009

Actual2009-2010

Actual2010-2011

Actual

2011-2012CurrentBudget 2012-2013

Recurrent OperationsIncome 100,332 108,770 118,121 120,289 124,898Expenditure (84,571) (96,179) (96,450) (103,358) (106,779)Operating Result 15,761 12,591 21,670 16,931 18,119

Transfer (to)/from Reserves (15,114) (11,006) (19,596) (16,818) (17,986)Net Result Surplus / [Deficit] 647 1,585 2,074 113 133

Section 94Brought Forward - Surplus/(Deficit) 4,965 (5,018) (18,860) (10,813) (16,357)

Income 6,685 8,595 18,161 13,864 14,809Interest Received/(Expense) 201 (1,222) (3,748) (662) (1,264)Total Income 6,886 7,373 14,413 13,202 13,545

Return of Borrowings to Reserve Funds (8,378) 0 0 0 0Capital Expenditure (8,490) (21,215) (6,366) (18,744) (28,052)Borrowings from Reserve Funds (5,018) (18,860) (10,813) (16,357) (30,864)

Capital WorksGrants & Contributions 6,839 4,860 3,544 2,867 2,832Operating Result 6,839 4,860 3,544 2,867 2,832

Capital Works Reserve 22,195 13,213 21,481 23,024 16,954Stormwater Levy Reserve 777 536 861 1,758 819Capital Expenditure (29,811) (18,609) (25,886) (27,649) (20,605)Net Result Surplus / [Deficit] 0 0 0 0 0

Property DevelopmentSale of Real Estate Assets 14,777 0 0 0 55,000Operating Result 14,777 0 0 0 55,000

Expenditure 0 (1,007) (1,054) 1,809 (19,175)Transfer (to)/from Reserves (14,777) 1,007 1,054 (1,809) (35,825)Net Result Surplus / [Deficit] 0 0 0 0 0

Net Result Surplus / [Deficit] (4,371) (17,275) (8,739) (16,244) (30,731)

Section 94 of the Environment Planning Assessments Act enables Councils to prepare Developer Contribution Plans to provide publicamenities such as Open Space, Roads, Community Buildings etc. The Contributions are levied via Development Consents. There are currently 14 Contribution Plans. Estimated outstanding future expenditure amounts to $570m. Under the Land Acquisitions (Just TermsCompensation) Act 1991, council is required to purchase land classified as open space even though contributions are not received. By 30 June 2013, it is anticipated that council may need to borrow internally from reserve funds amounting to $30.86m.

All property development activities were modelled at a strategic planning workshop in April 2012. When decisions are made by council to act on these matters, they will be brought to account. Proceeds from sale of real estate assets are transferred to Land DevelopmentReserve and may be used on major projects and not on funding recurrent operations.

Recurrent operations are income and expenditure on providing council's core businesses on an ongoing basis.

Capital works program is prepared using the principles detailed under the Asset Management Strategy. Detailed listing can be found in the Section Asset Management Strategy.

Local Government Code of Practice requires to include all income received as income for the year, even though the associated expendituremay be incurred in future periods. As such the matching concept is not in place and the Statutory Accounts listed under the Long Term Financial Plan. It reflects an Operating Surplus $60.3m. This differs from the Budget Format which is reflected above labelled RECURRENTOPERATIONS, which matches Income to the period that the expenditure is to incur. Draft Budget Surplus amounts to $133k. Reconciliation between the Operating Surplus and the Budget Surplus is detailed in the Long Term Financial Plan.


OUR DELIVERY SNAPSHOT

THEmE COmmUNITy OUTCOmES STRaTEgIES WHaT COUNCIL WILL mEaSURE

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IPCouncil works together with the community

Council’s finances and assets are responsibly managed

Our community is transparently governed

Council is an employer of choice

I am a valued customer

Facilitate strong two way relationships with the community to involve them in local planning and decision making and advocate their issues to other levels of government.

Provide and manage assets and infrastructure to meet the current and future needs of our community. Provide effective financial management and planning that supports the delivery of services and initiatives.Integrate and align Council activities and projects with the Hills 2026 Community Strategic Direction.

Integrate and align Council’s activities with the Australian Standard for Risk Management, Governance, provide legal services to Council and equip Council’s elected representatives for their role in the community.

Facilitate an organisational culture that attracts and retains talented employees. Develop a highly motivated and skilled staff that are equipped to deliver Hills 2026 Outcomes and use past experiences to deliver a learning culture.

Provide prompt knowledgeable friendly and helpful advice to the community and organisation and actively ‘ Close the Loop’ on customer enquires.

• No. of participants in Council’s Annual Community Survey

• Proportion of people who agree there are opportunities to have a ‘real say’ on important issues

• Community engagements/access to Council’s information

• Community Satisfaction – Financial Management Approach

• Community Satisfaction – Preparing for future changes in the Shire

• Percentage of Staff Trained in Code of Conduct

• Council’s Rating on the Governance Health Check

• Community Satisfaction – Council’s Professional Conduct

• Community Satisfaction – Council’s Decision Making

• % of staff retained• Full time work days to complete

a recruitment

• People not dissatisfied and satisfied with Council’s services


THEmE COmmUNITy OUTCOmES STRaTEgIES WHaT COUNCIL WILL mEaSUREv

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There are places to play and be active

I can feel safe and healthy

I am connected to the community

There are services and facilities to suit my needs

Manage and maintain a diverse range of well used and relevant open space settings, participation opportunities and recreation facilities that promote wellbeing and involvement in sport and recreation.

Manage and promote health and safety awareness and the coordination and protection of people and property in the Shire.

Provide opportunities for our community to interact and volunteer and recognise diversity and local heritage.

Provide equitable access to a range of community services and facilities.

• % People who agree or strongly agree they have easy access to sporting facilities

• % Of population aged over 18 who do adequate physical activity

• Community Satisfaction – Public toilets• Community Satisfaction – Quality of parks and gardens• Community Satisfaction – Playgrounds & play equipment• Community Satisfaction – Ovals and sporting facilities• Community Satisfaction – Community centres and halls

• Percentage of people who feel safe in public places during the day

• Number of driving offences per 100, 000 people exceeding alcohol limit (NSW Crime Statistics)

• Number of crimes reported per 100,000 people - malicious damage to property (NSW Crime Statistics)

• Community Satisfaction - Lighting of public areas• Community Satisfaction - Emergency Services

• Per Capita Voluntary Participation (ABS)• % People who agree or strongly agree they have

easy access to community/neighbourhood facilities• % People who agree or strongly agree they have

easy access to entertainment/cultural facilities• % People who agree or strongly agree their

neighborhood has a friendly atmosphere• Community Satisfaction – Support for volunteer

organisations• Community Satisfaction – Council provision of

community events• Contributions and Donations to community groups,

individuals and organisations.

• % People who agree or strongly agree they have easy access to health and medical services

• % People who agree or strongly agree they have easy access to schools

• Community Satisfaction–Youth services & facilities• Community Satisfaction–Services and facilities for

older people


OUR DELIVERY SNAPSHOT


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I can get where I need to go

Lifestyle options that reflect our natural beauty

Facilitate the provision of integrated transport alternatives that link residents to their home, places of work and services and facilities.Facilitate effective, safe and well managed local roads and traffic and transport infrastructure that encourages use of public transport.

Facilitate the provision of diverse, connected and sustainable housing options through integrated land use planning.

Maintain the Shire’s natural and cultural heritage through quality urban planning, development and maintenance.

• Percentage of the Population who Walk, Cycle or Use Public Transport to get to School and Work (ABS)

• Total Commuters in Shire• Length of Cycleways Constructed Per

Year• % Satisfaction with Pathways/

Cycleways in the Shire• Community Satisfaction –

Traffic and parking enforcement• Community Satisfaction –

Footpaths/Cycleways• Community Satisfaction –

People satisfied with condition of residential road surfaces

• % People in the Shire unemployed (ABS)

• % People who agree they have easy access to major shopping centres

• Community Satisfaction – Range of shopping facilities

• Community Satisfaction – Low density housing development

• Community Satisfaction – Medium density housing development.

• % People who they have easy access to local shops

• Community Satisfaction Built Environment - Overall zoning and presentation of the Shire.

• Community Satisfaction Heritage Buildings – Protection of heritage values and buildings.

• Community Satisfaction Streetscape - Shire’s streetscapes



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Our Shire is green and pollution free

I can feel close to nature

Our natural resources are used wisely

Our Shire attracts new businesses and visitors

I can work close to home

Develop and implement processes that support business networks.

Facilitate programs that increase business competence and capacity.

• Business Entries – Employing Businesses• Business Exits – Employing Businesses• Comm. Satisfaction – Town Centre atmosphere• Proportion of Population with University

Qualifications• No. of Small Businesses in the Shire• Community Satisfaction – Commercial

building developments

• Percentage of Population Living and Working in the Shire

• Community Satisfaction with generation of employment opportunities

• % People Who Agree or Strongly Agree They Have Easy Access to Work

Facilitate the reduction of pollution produced from Council and the community and monitor and maintain the natural qualities of the waterways networks.

Facilitate the protection and enhancement of the Shire’s biodiversity and community contribution to environmental protection and facilitate environmental sustainable development practices.

Manage the rehabilitation of local bushland and protect local flora and fauna.

Provide services and infrastructure that facilitate resource recovery and the reduction of commercial and residential waste and build the capacity of the community to adopt affordable sustainable waste management behaviours.

• Number of water pollution complaints received by council

• Percentage of sessions that the pollution index is in the high range

• Number of air pollution complaints received by Council per year

• % People who use solar power• Community Satisfaction – Air Quality• Community Satisfaction – Management of

noise pollution• Community Satisfaction – Water Quality• Greenhouse gas emissions abated by Council

• Percentage variation in vegetation cover across the shire

• Number of threatened fauna species in the Shire• Number of threatened flora species in the Shire• % People who agree or strongly agree they

have easy access to natural areas• Community Satisfaction – Bushland regeneration

and weed control• Community Satisfaction – Preservation of plants

and animals in their natural habitat• Community Satisfaction – Preservation of

permanent open space and sensitive environmental areas

• % People who compost garden waste• % People who use recycled water• Tonnes of domestic waste material

collected by Council going to landfill• % People who use energy saving devices

in their homes• Reduction in total potable water

consumption for the Shire• Community Satisfaction –

Garden organics collection


wHERE ARE wE NOw?Council is committed to doing everything it can to deliver the outcomes of Hills 2026. Hills 2026 is our long term Community Strategic Plan that leads our 4 year Delivery Program and annual budgets.

The Council remains in a strong financial position and with our expected population and housing growth, we will need to respond to the demands to buy land zoned open space, whilst maintaining services and facilities for our current residents.

Council is mindful that our resources are not infinite and is proactively converting its strategic land assets into liquidity. This money will help fund projects and facilities in a financially sustainable way.

Council is a responsible employer and has implemented a range of initiatives with our staff to ensure we remain efficient, effective and committed to our Shire. We have set new goals for customer service and are looking to gather data to ensure we appropriately manage our assets into the future.

???PROAcTIvE LEAdERSHIP

Proactive Leadership

• Impact of proposed North West Rail Link on Operations Centre in Carrington Rd, Castle Hill.

• Uncertainty of the Impact on Council Finances due to the Developer Contribution capping by the State Government.

• Increase in the age profile of both the

existing workforce and volunteers and the challenges this presents in attracting replacements in the medium and longer term.

• Maintaining and improving customer response times to service requests.

• Dealing with service authorities to minimise impact on the cost and delivery time for Capital Works Programs.

1. Developing the organisation as an efficient and effective business operation and implementing strategies for enhancing and measuring competitiveness of the organisation and delivery of all services.

2. Identifying potential development opportunities, from Council’s operational land holdings, to generate additional income to support the funding of major projects.

3. Managing the Council’s financial resources to ensure peak performance of Council’s financial operations and the organisation’s overall performance, and manage the strategic and business planning process and monitor Council’s performance against the plans.

4. Maintaining Council’s rating, revenue and expenditure for the purpose of ensuring the proper discharge of statutory and other accounting responsibilities.

5. Ensuring that the community has high quality roads, waterways, buildings, pathways, bridges and public reserves, through effective asset management where the condition of existing assets are maintained to the highest possible condition within the available funds.

2012/2013

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wHAT wILL wE DO THIS YEARPRINCIPaL aCTIvITy

CHALLENGES FOR TOMORROw


• Liaise with the NSW Government in planning and delivering the North West Rail and future transport needs.

• Prepare for relocation of the Operations Centre due to Hills Centre and Operations Centre land acquisition for railway.

• Undertake Governance Health Check.• Prepare submission outlining The

Hills Shire Council views on how the

• Hills 2026 Voice for the Future Community Engagement Panel

• Australian Local Government Asn.• Local Newspapers • Australian Taxation Office• Hawkesbury River County Council• NSW Local Government Association• WSROC Apprentices

• Western Sydney Institute of Tafe

• Department of Planning• DECCW• Metropolitan Media• Council’s Auditors• Other Councils• Community Groups

• Community Perception• Community Direction• Community Participation• Financial Strength• Good Governance

• Environmental Responsibility• Social Responsibility• Staff Productivity• Customer Satisfaction

wHAT SPECIFIC ACTIONS wILL wE DO IN 2012/2013?

KEY PARTNERS

COUNCIL wILL MEASURE OUR IMPROVEMENT IN:

2012/2013

wHAT wILL wE DO THIS YEAR

PRINCIPaL aCTIvITy

6. Developing and implementing people management strategies which assist all groups to exceed their business outcomes as expressed in Council’s Strategic Plan.

7. Providing integrated technologies that will provide opportunities for efficiencies and improved customer services throughout Council’s operations.

8. Arranging and providing administrative and support for Council Meetings and managing the property leasing activities to generate a recurrent source of income.

9. Providing customer service to residents on all services across Council operations by providing front desk reception and service for Council’s Administration Centre.

10. Ensuring all activities carried out by Council are in accordance with legislation and represent Council in any Court matters.

11. Managing Council’s information resources and records management to provide timely and comprehensive information to meet operational business needs, accountability requirements and community expectations.

12. Ensuring the organisation can achieve its objectives and operate effectively in accordance with sound governance principles through implementation of an effective risk management strategy and providing an independent appraisal activity to both Council and Management.

13. Communicating the initiatives, decisions and activities to residents, the media and Council staff. To promote the role of the Hills Shire Council within the community and increase the awareness of Council’s activities.

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Annual LGSA conference should be conducted.

• Pursue property development and invest in programs that will improve Council’s financial position

- Withers Road - Terminus Street - Gay Street


700.01 Environment & Planning group (EPg) mgt

To provide support services to the councillors in carrying out their duties as elected representatives and to provide overall management and directions and effective utilisation of all staff and other resources of Council.

300.01 business Services group (bSg) mgt

Provide support services to the councillors in carrying out their duties as elected representatives and to provide overall management and directions and effective utilisation of all staff and other resources of Council.

200.01 Strategic Planning group (SPg) mgt


800.02 group Support - CSg Provide support services to Customer Service group.

800.01 Customer Services group (CSg) mgt


700.02 group Support - EPg Provide support services to Environment & Planning group.

110.01 Reorganisation To provide for workplace and regulatory reform, Eba bonuses, maternity leave payments and unfunded positions

100.01 Corporate management To provide support services to the councillors in carrying out their duties as elected representatives and to provide overall management and directions and effective utilisation of all staff and other resources of Council.

100.02 Pa Support To provide support and assistance to general management and councillors.100.03 Contribution to department of

Environmental PlanningContribution to Sydney Regional development Fund as section 143 of the Environment Planning and assessment act.

Principal Activity Corporate Management

ActionNo.

Output/Action Description Description

Service Standards actioned - business Services 75%Service Standards actioned - Customer Services 75%

Performance Measures Target 2012/2013

700.01 Enviornment & Planning group (EPg) mgt

178 0 5 27 63 273 0 273

700.02 group Support - EPg 178 0 0 27 63 268 0 268

300.01 business Services group (bSg) mgt

281 5 0 12 79 377 0 377

300.99 Internal Recovery - bSg 0 0 0 0 -377 -377 0 -377

800.02 group Support - CSg 186 0 0 13 46 245 0 245800.99 Internal Recovery - CSg 0 0 0 0 -498 -498 0 -498

700.99 Internal Recovery - EPg 0 0 0 0 -541 -541 0 -541800.01 Customer Services group (CSg)

mgt186 0 8 13 46 253 0 253

100.03 Contribution to department of Enviornmental Planning

0 0 0 299 0 299 0 299100.02 Pa Support gm 291 0 0 34 502 826 0 826100.01 Corporate management gm 499 26 0 154 854 1,533 0 1,533

100.99 Internal Recovery gm 0 0 0 0 -1,349 -1,349 0 -1,349

200.99 Internal Recovery -SPg 0 0 0 0 -347 -347 0 -347

200.01 Strategic Planning group (SPg) mgt

310 0 5 3 28 347 0 347110.01 Reorganisation 0 321 0 0 0 321 0 321

2,109 352 19 581 -1,430 1,630 0 1,630

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3001 Research & development - SPg 53001 Special Needs gaP Subsidy 8

3001 Research & development - EPg 5

Total 19

Project Description $000

Proactive LeadershiP



320.01 Property development Implement the development strategy adopted by Council for operational land holdings.

330.01 Property acquisitions manage the acquisition of land identified for public purposes.330.02 Property management Provide assistance to internal customers in respect to land valuations ,

impacts associated with subdivision matters and development potential of Council land holdings.

Principal Activity Property Development

ActionNo.


Implement adopted actions / milestones for Operational Land as resolution of council (Property development)

85%

Implement adopted actions / milestones for Operational Land as resolution of council (Property management)

85%

Customer Requests Responded to in 10 days (Property management) 80%


330.01 Property acquisitions 91 0 0 5 62 158 0 158330.02 Property management 213 15 0 32 145 406 0 406

320.01 Property development 177 0 366 8 81 632 -366 266

482 15 366 44 288 1,196 -366 830

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3012 Withers Road bio banking agreement 366Total 366



700.01 Corporate management Contribution - EPg


300.01 Corporate management Contribution - bSg

Provide support services to the councillors in carrying out their duties as elected representatives and to provide overall management and directions and effective utilisation of all staff and other resources of Council.

200.01 Corporate mgt Contribution - SPg To provide support services to the councillors in carrying out their duties as elected representatives and to provide overall management and directions and effective utilisation of all staff and other resources of Council.

800.02 group Support - CSg Provide support services to Customer Service group.

800.01 Corporate management Contribution - CSg


700.02 group Support - EPg Provide support services to Environment & Planning group.

110.01 Reorganisation To provide for workplace and regulatory reform, Eba bonuses, maternity leave payments and unfunded positions

100.01 Corporate management To provide support services to the councillors in carrying out their duties as elected representatives and to provide overall management and directions and effective utilisation of all staff and other resources of Council.

100.02 Pa Support To provide support and assistance to general management and councillors.100.03 Contribution to dEP Contribution to Sydney Regional development Fund as section 143 of the

Environment Planning and assessment act.

Principal Activity Corporate Management

ActionNo.


Service Standards actioned - Environment and Planning 75%Service Standards actioned - general manager 75%

Service Standards actioned - business Services 75%Service Standards actioned - Customer Services 75%


700.01 Corporate management Contribution - EPg

178 0 5 27 63 273 0 273

700.02 group Support - EPg 178 0 0 27 63 268 0 268

300.01 Corporate management Contribution - bSg

281 5 0 12 79 377 0 377

300.99 Internal Recovery - bSg 0 0 0 0 -377 -377 0 -377

800.02 group Support - CSg 186 0 0 13 46 245 0 245800.99 Internal Recovery - CSg 0 0 0 0 -498 -498 0 -498

700.99 Internal Recovery - EPg 0 0 0 0 -541 -541 0 -541800.01 Corporate management

Contribution - CSg186 0 8 13 46 253 0 253

100.03 Contribution to dEP 0 0 0 299 0 299 0 299100.02 Pa Support gm 291 0 0 34 502 826 0 826100.01 Corporate management gm 499 26 0 154 854 1,533 0 1,533

100.99 Internal Recovery gm 0 0 0 0 -1,349 -1,349 0 -1,349

200.99 Internal Recovery -SPg 0 0 0 0 -347 -347 0 -347200.01 Corporate mgt Contribution - SPg 310 0 5 3 28 347 0 347110.01 Reorganisation 0 321 0 0 0 321 0 321

2,109 352 19 581 -1,430 1,630 0 1,630

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3001 Research & development - SPg 53001 Special Needs gaP Subsidy 8

3001 Research & development - EPg 5

Total 19



210.03 Integrated Planning & Reporting manage the development, implementation and review of Council's Community Strategic direction, delivery Program and Operations Plan and Long Term Financial Plans

210.02 Financial Control & management develop and review Financial Objectives, monitor budgets; cash flows and provide financial advice and information across Council.

210.05 developer Contributions Financial Planning & monitoring

develop Financial model to Calculate Contribution Rates and to monitor developer contributions and expenditure and identify any funding deficits and recommend proposals to fund the deficits

210.04 Infrastructure Funding & monitoring

manage the Financial Planning and Review of Infrastructure funding

210.01 Financial Systems development & administration

Coordinate the overall solution design and administer Council's Financial, Payroll and asset Systems.

Principal Activity Financial & Corporate Strategy

ActionNo.


Level of debt (millions) $0mIntegrated Planning & Reporting Requirements fulfilled as per dLg guidelines 100%

Unrestricted Current Ratio 1

variation to Original budget (Recurrent Income) 5%variation to Original budget (Recurrent Expenditure) 5%

actions Completed In vibrant Communities 90%

actions Completed In modern Local Economy 90%actions Completed In balanced Urban growth 90%

actions Completed In Protected Environment 90%actions Completed In Proactive Leadership 90%


210.04 Infrastructure Funding & monitoring

82 0 0 2 14 98 0 98

210.05 developer Contributions Financial Planning & monitoring

14 0 0 0 2 16 0 16

210.99 Internal Recovery 0 0 0 0 -995 -995 0 -995

210.03 Integrated Planning & Reporting 109 0 74 3 19 205 0 205

210.01 Financial Systems development & administration

163 0 104 4 28 300 0 300

210.02 Financial Control & management 313 0 0 8 54 376 0 376

681 0 178 18 -877 0 0 0

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3006 Long Term Planning 163007 Strategic Planning & Systems development 104

3002 Community Survey 59

Total 178





832.03 Receipting/banking/Investments manage accounts receivable, reconciliation of bank statements and Council investments.

832.02 accounts Receivable The raising of invoices for outstanding accounts.

832.01 Financial Reporting - Revenue The recording of all financial transactions and the production of Council's annual Statement of accounts and financial reports and provision of financial reports to assist managers at all levels of the organisation to monitor and control operations.

833.01 Levy management Collect and levy waste management charges.

833.04 debt Recovery monitor and recover outstanding rates and charges.833.03 Name & address Transfers Update the name and address register (NaR) and associated monitoring.833.02 Issue Section 603 Certificates Issue notices for outstanding rates and charges.

830.02 Creditor Payments Pay invoices in accordance with terms and conditions.

830.01 Statutory Financial Reporting Record financial transactions and produce annual Statement of accounts and financial reports.

831.02 Payroll Processing maintain and manage payment of Council staff and update payroll system promptly and accurately.

831.01 Financial Reporting - Expenditure Record financial transactions and produce annual Statement of accounts and financial reports.

Principal Activity Financial Services

ActionNo.


Return on Investment (ROI) margin > 0.2% above 95%Section 603 Certificates Issued within 3 days 95%Supplementary Levies Processed in a month 90%

Rates Outstanding 3.50%

debtors Collected within 30 days 90%Payments Paid Electronically 70%


832.99 Revenue Internal Recovery 0 0 0 0 -1,003 -1,003 0 -1,003833.01 Levy management 335 0 0 2,368 277 2,981 -3 2,978

832.02 accounts Receivable 133 0 0 5 47 185 0 185832.03 Receipting/banking/Investments 178 0 0 399 63 640 -157 483

833.04 debt Recovery 72 0 0 14 59 146 -378 -232833.99 Rates Internal Recovery 0 0 0 0 -2,544 -2,544 0 -2,544

833.02 Issue Section 603 Certificates 24 0 0 5 20 49 -212 -164833.03 Name & address Transfers 48 0 0 10 40 97 0 97

830.99 Expenditure Internal Recovery 0 0 0 0 -1,034 -1,034 0 -1,034830.02 Creditor Payments 336 0 0 24 107 467 0 467830.01 Statutory Financial Reporting 336 96 4 24 107 567 0 567

831.01 Financial Reporting - Expenditure 144 0 0 1 14 159 0 159

832.01 Financial Reporting - Revenue 133 0 0 5 47 185 0 185831.99 Payroll Internal Recovery 0 0 0 0 -836 -836 0 -836831.02 Payroll Processing 432 0 0 4 42 477 0 477

2,171 96 4 2,860 -4,595 536 -750 -214

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3001 Inventory damaged goods 4Total 4



520.05 Investigations & defect Identification

Identifying defects and investigating issues raised by the community regarding Council's assets.

520.04 Restorations management of the process for restoring damage to community assets resulting from works undertaken by utility authorities and others.

520.07 Infringements/Enforcement Conducting acitivities to enforce legislation as it applies to public places by issuing penalty infringement notices and court attendance notices.

520.06 asset Condition assessment Inspecting Council's assets to determine their current condition in order to plan renewal or rehabiliation treatments.

520.02 Engineering Consulting Provision of a specialise consulting service to improve outcomes and quality of services related to infrastructure management.

Principal Activity Executive Infrastructure Management

ActionNo.


Restoration Work Orders Completed on Time 90%% Transactions not reconciled (Restorations) 0%

Investigations carried out by agreed time 90%


520.06 asset Condition assessment 173 0 0 8 64 245 0 245520.07 Infringements/Enforcement 146 0 0 7 54 207 0 207520.99 Internal Recovery 0 0 0 0 -242 -242 0 -242


420 0 0 19 155 594 0 594

520.02 Engineering Consulting 173 0 0 8 64 245 0 245520.04 Restorations 0 153 31 1 256 441 -265 176

913 153 31 43 351 1,490 -265 1,226

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3001 Projects Restorations 31Total 31





240.04 Employment Relations Provide managers with people management advice to assist achievement of business outcomes.

240.03 Workplace Safety Implement initiatives to decrease lost time injury frequency and achieve zero harm workplace.

240.06 Continuous Improvement Train staff in Continuous Improvement principles and Six Sigma tools to drive organisational performance.

240.05 Learning & development Implement a program to provide relevant training and increase the hours of training per employee.

240.02 HCC Financial management Provide assistance to Hills Community Care in relation to financial management and advice.

240.01 Recruitment Implement initiatives to decrease time to fill vacancies.

Principal Activity workforce Strategy & business Improvement

ActionNo.


Lost Time Injury Frequency Rate 11Percentage of Staff Retained 85%Staff Satisfaction 75%

Full-time Workdays to Complete a Recruitment 30 days

average Number of days Lost to absences 7 daysdays Lost due to Workplace Injuries 75


240.05 Learning & development 387 0 31 4 36 458 0 458240.04 Employment Relations 381 5 22 9 80 497 0 497

240.99 Internal Recovery 0 0 0 0 -1,591 -1,591 0 -1,591240.06 Continuous Improvement 164 0 26 4 34 228 0 228

240.01 Recruitment 45 0 0 1 9 56 0 56240.02 HCC Financial management 156 0 0 4 33 192 0 192240.03 Workplace Safety 94 0 44 2 20 160 0 160

1,227 5 122 25 -1,379 0 0 0

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3003 Risk mngt - Rehab Return to work 133004 Quality Improvement 263005 Corporate Health Program 22

3001 Recognition Scheme Expenses 313002 Risk mngt - OHS 31

Total 122



820.01 Customer Serv & IT Pm Provide Support and technical advice to IT, Library and Customer service821.01 IT Infrastructure Implement initiatives to provide infrastructure and maintain security

procedures to support Council's IT needs.821.02 application Support Implement initiatives to align Council's information and technology

applications with industry direction and business needs.

Principal Activity Information Technology

ActionNo.


Customer Satisfaction - Corporate Systems Support (Results based on survey to random user sample)

75%

Customer Satisfaction - Technical Support (Results based on survey to random user sample) 90%

Completed IT Incidents within 2 days 60%


821.01 IT Infrastructure 699 223 52 868 118 1,959 0 1,959821.02 application Support 699 1,113 171 40 118 2,141 0 2,141821.99 IT Internal Recovery 0 0 0 0 -4,256 -4,256 0 -4,256

820.01 Customer Serv & IT Pm 208 0 0 2 85 295 0 295820.99 Customer Serv & IT Pm Internal

Recovery0 0 0 0 -295 -295 0 -295

1,606 1,336 223 909 -4,230 -156 0 -156

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3002 business Requirement 1553003 Online demographic System 16

3001 IT minor Expenses 52

Total 223



251.01 Property addressing allocate property house numbers and name streets and suburbs. Improve online self service facilities via the web.

251.02 Provide maps Provide customised maps. Provide online interactive map services via the web to our customers.

251.03 Sub division Updates Capture and update land information data. Improve property data accuracy to provide complete information to our Customers.

Principal Activity Land & Spatial Information

ActionNo.


Subdivision Updates Completed in 1.5 days 75%


251.03 Sub division Updates 132 0 0 5 19 157 0 157251.99 Internal Recovery 0 0 0 0 -522 -522 0 -522

251.02 Provide maps 211 0 0 9 31 251 -1 250251.01 Property addressing 97 0 0 4 14 115 0 115

440 0 0 18 -458 1 -1 0

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000



130.01 Coordinate Exec Services & Council meetings

Provide support services to Council and the organisation and produce business papers and minutes.

131.01 Councillors Expenses To provide leadership services to the community in carrying out their duties as elected representatives and to provide overall management and directions and effective utilisation of resources of Council.

132.01 Property Lease Supervise the effective management of cottages in Council's rental portfolio and negotiate leases and tenancy agreements for other Council buildings, land and facilities.

Principal Activity Executive Services

ActionNo.


Number of accurate Lease documents Reviewed/Renewed Prior to Expiry of Lease 80Occupancy of Rented Property 90%

average Time (Hrs) to distribute minutes to group 48 hrs


131.01 Councillors Expenses 0 10 770 604 152 1,537 0 1,537132.01 Property Lease 28 0 0 1 252 282 -1,004 -722

130.99 Exec Services Internal Recovery 0 0 0 0 -611 -611 0 -611

130.01 Coordinate Exec Services & Council meetings

391 0 0 71 151 612 -1 611

419 10 770 676 -57 1,819 -1,005 814

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3002 Election Costs 7453003 Councillor Orientation 10

3001 Councillors' Information brochure 15

Total 770



823.04 duty development Service Specialist preliminary advice for development enquiries and lodgement.823.05 Face to Face Customer Service Customer Services delivered across the Counter at Council's administration

Centre.823.06 Telephone Customer Service Customer Services delivered over the phone through Council's Contact

Centre.

823.02 Reception greeting and reception for customers, visitors and deliveries at Council's administration Centre.

Principal Activity Customer Service

ActionNo.


Enquiries Resolved at First Point of Contact 80%mystery Shopper Score 0%Satisfied visitors with Service at Counter (Council Customer Services) 65%

average Waiting Time (Seconds) on Switchboard (Council Customer Services) 63 sec

abandoned Calls to Received Calls (Council Customer Services) 5%average Waiting Time (minutes) at Counter (Council Customer Services) 5 mins


823.05 Face to Face Customer Service 274 0 0 6 86 366 -1 365823.06 Telephone Customer Service 912 0 0 20 285 1,217 0 1,217823.99 Internal Recovery 0 0 0 0 -1,907 -1,907 0 -1,907

823.02 Reception 93 0 0 2 29 124 0 124823.04 duty development Service 150 0 0 3 47 200 0 200

1,429 0 0 32 -1,460 1 -1 0

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000




310.01 manage Court matters File management of litigation matters kept in-house and administration of matters referred to external solicitors.

310.02 Undertake Litigation Keep litigation in - house and manage external matters.310.03 Perform Legal Research and

Provide adviceProvide legal research and advice on Council matters.

Principal Activity Legal Services

ActionNo.


Legal advice Provided within 14 days of Instructions 90%Legal matters/advice Kept In-House 50%

Land & Environment Litigation matters In-House 60%


310.03 Perform Legal Research and Provide advice

112 0 68 8 34 222 0 222


310.02 Undertake Litigation 336 0 0 25 102 462 -52 410310.01 manage Court matters 112 0 0 8 34 154 0 154

559 0 68 41 -617 52 -52 0

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3001 Legal Set Up 68Total 68



810.02 Process documents Electronically The processing of all forms of documents into the Electronic document management System and electronically routing to relevant officers for action and information.

810.03 ECm System administration & Policy

develop systems to improve functionality of corporate ECm system and improve accessibility to external customers.

810.04 Corporate business Training Provide training to staff on corporate systems.

810.01 mail Processing Sort and distribute council mail.

Principal Activity Information Management

ActionNo.


Overdue Correspondence across Organisation 5%Projects Completed Within agreed Timeframes 80%

documents Registered within 24 hours of being scanned 80%


810.03 ECm System administration & Policy

229 0 0 9 79 317 0 317

810.04 Corporate business Training 92 0 0 4 32 127 0 127810.99 Internal Recovery 0 0 0 0 -1,436 -1,436 0 -1,436

810.01 mail Processing 46 18 0 102 16 181 0 181810.02 Process documents Electronically 550 0 50 21 190 811 0 811

916 18 50 135 -1,120 0 0 0

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3002 ECm Help desk 53003 Scanning Historic data 11

3001 gRR Storage 34

Total 50





120.01 Risk management Implement the Risk management Strategy and annual Risk management Plan and manage Council's insurance portfolio.

120.02 Internal audits Implement the Internal audit Strategic Plan and annual Internal audit Program adopted by the audit Committee.

Principal Activity Internal Audit & Risk Management

ActionNo.


Implemented annual Risk management Plan 90%audits Completed in annual audit Program 90%


120.02 Internal audits 159 0 33 11 21 225 0 225120.01 Risk management 106 0 148 3 14 271 0 271

265 0 181 14 35 496 0 496

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3002 Excess Public Liabilties 1073003 Int auditor Co-Sourcing 33

3001 Excess vehicles 41

Total 181



231.03 Media Relations Provide information to the media through media releases, responding to media enquiries and media campaigns, maintain media relationships

231.02 Public Relations Proactively inform residents of Council's activities and services through targeted campaigns and promotional activities

231.05 Printing Provide a multi-purpose printing service to Council operations and community groups.

231.04 Web Site mgmt Maintain a professional website presence that provides access to Council information for all sectors of the community

231.01 Reports & Publications Engage the community and promote Council programs, services and activities through well presented and branded promotional materials that are accessible to different people groups in the Shire.

Principal Activity Communications & Marketing

ActionNo.


External Customer Satisfied with Accessing Website Information 75%


231.03 Media Relations 105 0 142 6 33 286 0 286

231.04 Web Site mgmt 105 0 32 6 33 177 0 177

231.05 Printing 105 0 93 6 33 238 0 238

231.01 Reports & Publications 158 0 0 9 49 217 0 217

231.02 Public Relations 53 0 43 3 16 115 0 115

527 0 309 31 164 1,032 0 1,032

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3008 Web Site Development 32

3012 Printing Materials Stationery 93

3003 Public Relations 43

3001 Publications 142

Total 309





530.01 Capital Works Project management

manage and monitor the delivery of new and existing infrastructure as detailed in the Capital Works Program.

Principal Activity Infrastructure Projects

ActionNo.


Capital Works Program Projects Completed (dollar Terms) 90%design Completed On Time 80%

Capital Works Completed on Time (Number of Jobs) 90%



530.01 Capital Works Project management

282 0 0 64 591 938 0 938

282 0 0 64 -346 0 0 0

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

550.02 manage Stores manage the warehousing of goods and materials for Council's Plant operations.

550.01 manage Operations Centre Carry out inspections for registration and serviceability; commission and decommissioning fleet items; issue fuel at worksites from fuel truck.

550.04 Plant asset management Coordinate the purchase and disposal of Plant items and equipment.550.03 Provide Customer Service Purchase and manage emergency response systems.

540.01 manage Civil Operations Provide financial, performance and operational direction to staff in the Civil Operations area.

Principal Activity Civil Operations

ActionNo.


Stocktake variance 98%Stock Turnover 100%


550.03 Provide Customer Service 64 0 0 6 54 124 0 124550.04 Plant asset management 131 0 0 13 -971 -827 0 -827540.99 Internal Recovery 0 0 0 0 -435 -435 0 -435

550.02 manage Stores 247 0 0 24 209 479 0 479

540.01 manage Civil Operations 306 0 0 7 122 435 0 435550.01 manage Operations Centre 115 0 0 11 98 224 0 224

863 0 0 61 -924 0 0 0

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000


554.01 bushfire Plant Carry out maintenance including repairs and inspections to all Council fleet.553.01 SES Plant Carry out maintenance including repairs and inspections to all Council fleet.

556.01 major Plant Carry out maintenance including repairs and inspections to all Council fleet.555.01 Hills Community Care Plant Carry out maintenance including repairs and inspections to all Council fleet.

552.01 motor vehicle Carry out maintenance including repairs and inspections to all Council fleet.551.01 minor Plant Carry out maintenance including repairs and inspections to all Council fleet.

Principal Activity Fleet Management

ActionNo.


major Plant Hours Recovered 95%Works Orders Completed on Time (Plant maintenance) 90%

Hours of major Plant Utilised 45600


554.01 bushfire Plant 79 102 0 13 -193 0 0 0555.01 Hills Community Care Plant 23 116 0 11 -150 0 0 0556.01 major Plant 366 1,215 0 270 -2,924 -1,074 -35 -1,108

553.01 SES Plant 12 25 0 2 -38 0 0 0

551.01 minor Plant 97 52 0 75 -224 0 0 0552.01 motor vehicle 177 494 0 205 -1,138 -262 -390 -652

753 2,004 0 575 -4,668 -1,336 -425 -1,760

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000


140.01 Contract management manage Contacts and maintain Contracts module140.02 Procurement management Source suppliers and maintain catalogues for provision of goods and services

to Council.

Principal Activity Supply Management

ActionNo.


PO Raised using Catalogues 50%Savings from Contracts compared Previous year 150000

PO Raised Prior to Invoice 70%Contract Renewals on Time 100%


140.02 Procurement management 126 0 0 3 26 155 0 155140.01 Contract management 190 0 0 4 39 233 0 233

316 0 0 7 66 388 0 388

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000


vibrant communities

wHERE ARE wE NOw?


During the Hills 2026 process people described the Hills Community as being characterised by its unique local spirit demonstrated in the high levels of volunteering involvement in sports, the desire for people to know their neighbours, the family atmosphere and the willingness for people to come together to enjoy social connection. Council’s provision of open space well exceeds traditional planning requirements with 3.55 hectares per 1,000 people, excluding bushland areas. Council has 330 reserves with a total area of 1,320 hectares. To support active recreation in the area Council has provided a total of 82

sports fields. Children’s play is also supported through the provision of playgrounds and play spaces in 155 different locations.Council maintains 312 buildings with a gross floor area of 92,900m2. Council’s building stock consists of libraries (5), community centres/halls (56), childcare/preschool centres (18), operational buildings (30), rented houses (33), aged and disabled services facilities (10), amenities / kiosks (123), NSW Rural Fire Service Stations (18), swimming pool buildings (7), scout and guide halls (8) and recreational buildings (4).

• Managing the impact of North West Railway line on precincts around stations.

• Managing a population of approximately 250,000 people by 2013.

• Meeting the expectations of over 2,000 volunteers while ensuring adherence to Legislative and safety requirements.

• Cost impacts of changes to child/staff ratios to be introduced under the National Reform Agenda for Long Day Care.

• Adapt and respond quickly to changing customer expectations and new technology based service delivery channels for customer service and the Library.

• Impact of an increasing ageing population.


vibrant communities

• Continue signature events • Prepare a report on recreational infrastructure needs.

• Baulkham Hills Bushfire Management Committee

• Cancer Council NSW• District/Local Emergency

Management Committee• Hills Community Health Centre• Hills Community Safety

Precinct Committee

• Metropolitan Public Libraries Association

• Sydney West Area Health Service• 355 Management and Advisory

Committees• Community Service Organisations• Government Agencies• Business and sponsors

• Healthy Lifestyle Choice • Self Assessed Health• Perceptions of Safety• Crime Reduction• Road Safety• Volunteering• Access to Technology• Community Life

• Cultural Expression• Access to Childcare• Access to Education• Access to Health Services• Access to Services for Young People• Support for the Aged and People

with a Disability


KEY PARTNERS


wHAT wILL wE DO THIS YEAR

2012/2013

√

√

√

√

√

√

√

√

1. Maintaining Council’s parks to agreed standards as set out in asset management plans.

2. Maintaining community buildings to agreed standards as set out in asset management plans.

3. Delivering new parks, open space capital projects and new community buildings capital projects as set out in the Works Program.

4. Providing a Library Service across the Shire.5. Providing a cost effective Long Day Care service to children

under five years, in accordance with agreed standards at no cost to Council.

6. Facilitating community services across the Shire for the benefit of the community.

7. Providing and maintaining support for Emergency Services in order to respond effectively to any type of emergency.

8. Providing services to frail aged and people with a disability and their carers. Programs include Food Services, Community Transport, Home Modifications/Maintenance, Easy Care Gardening, Respite and Dementia Services, CALD Social Day Care, Working Carer Support.

PRINCIPaL aCTIvITy


vibrant communities

221.02 buildings Strategic asset management

Plan, forecast, develop and monitor community assets and asset management system and plans.

221.04 Traffic Strategic asset management


221.05 development application advice (Part Files)

assessment and providing advice on development applications .

221.01 Parks Strategic asset management


Principal Activity Asset Planning

ActionNo.


Customer Requests Investigated within 7 days (Road asset mgmt) 80%Park assets Rated in a Satisfactory Condition 75%

Customer Requests Investigated in 7 days (Parks assets) 80%buildings Rated in a Satisfactory Condition 60%


221.04 Traffic Strategic asset management

151 0 83 3 70 307 -312 -6

221.05 development application advice (Part Files)

151 0 0 3 70 224 0 224

221.02 buildings Strategic asset management

151 0 0 3 70 224 0 224

221.01 Parks Strategic asset management

302 0 45 7 139 493 0 493

755 0 128 17 348 1,248 -312 935

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3003 Road Safety projects 393006 Recreation Strategy 45

3002 U Turn the Wheel Program 423001 Promotion of Cycleway Facilities 2

Total 128



vibrant communities vibrant communities

572.06 amenities manage and maintain Council's amenities to meet community expectations.572.05 Community Nursery manage and maintain Council's Community Nursery.

572.04 Operational Land manage and maintain Council's operational land to encourage community use.

575.01 Parks bushland maintenance grant

Rural Fire service grant to mitigate fire hazards572.08 Laneways maintain Council's laneways.572.07 Streetscape maintain Council's streetscapes to meet community expectations.

572.03 district Park deliver services to maintain Council's district parks.

570.01 Schedule & Supervise Work Prepare daily works schedules for works teams and supervise contract labour.

572.01 Local Park deliver services to maintain Council's local parks.572.02 Neighbourhood Park deliver services to maintain Council's neighbourhood parks.

Principal Activity Parks & Gardens

ActionNo.


Playing Fields Rated in a Satisfactory Condition 80%volunteer Satisfaction Level (bushland) 75%Works Orders Completed on Time (Recreational Infrastructure maintenance) 90%

gardens Rated in a Satisfactory Condition 80%Playgrounds Rated in a Satisfactory Condition 80%


572.06 amenities 61 64 0 23 23 171 0 171572.05 Community Nursery 45 48 0 17 17 128 0 128

572.07 Streetscape 1,145 938 0 51 359 2,493 0 2,493

575.01 Parks bushland maintenance grant

0 0 0 0 0 0 -425 -425572.08 Laneways 232 127 0 28 91 478 0 478

572.04 Operational Land 46 25 0 6 18 96 0 96

572.01 Local Park 1,656 928 0 198 641 3,423 0 3,423570.01 Schedule & Supervise Work 668 0 0 127 1,455 2,250 0 2,250

572.03 district Park 1,191 674 0 142 460 2,466 0 2,466572.02 Neighbourhood Park 866 496 0 102 333 1,797 0 1,797

5,911 3,301 0 694 3,396 13,302 -425 12,877

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

Indirect Costs $ 1.4m includes $ 236k Human Resources costs $ 134k Payroll processing,196k Supply Chain,$ 379k Operations Centre costs, $ 217k Program mgt Costs

Notes


vibrant communities

580.07 amenities & Sports Facilities maintain amenities & Sports Facility buildings.580.06 Child Care & Pre - School maintain Child Care & Pre - School Facility buildings.580.05 Library Facilities maintain Library Facilities buildings.

580.08 Rural Fire Station maintain Rural Fire Station buildings.

580.11 Swimming Pool maintain Swimming Facility.580.1 Cultural Centre - Hills Centre maintain Cultural centre - Hills Centre580.09 Rented Properties maintain Rented Property buildings

580.02 Council Operational building maintain Operations Centre buildings.580.01 manage Community buildings maintain Community buildings.

580.04 aged & disability Services Facilities

maintain aged & disabled Facilities buildings.580.03 Community Centre maintain Community Facilities .

Principal Activity Community buildings

ActionNo.


Works Orders Completed on Time (buildings Infrastructure maintnenance) 90%Customer Requests Completed on Time (buildings Infrastructure maintenance) 90%


580.09 Rented Properties 0 144 0 51 0 195 0 195580.08 Rural Fire Station 0 144 0 51 0 195 0 195580.07 amenities & Sports Facilities 0 289 0 102 0 391 0 391

580.99 Internal Recovery 0 0 0 0 -5,980 -5,980 0 -5,980580.11 Swimming Pool 0 144 0 51 0 195 0 195580.10 Cultural Centre - Hills Centre 0 144 0 51 0 195 0 195

580.06 Child Care & Pre-School 0 289 0 102 0 391 0 391

580.02 Council Operational building 0 578 0 204 0 782 0 782580.01 manage Community buildings 495 0 0 156 238 890 0 890

580.03 Community Centre 0 578 0 204 0 782 0 782

580.05 Library Facilities 0 433 0 153 0 586 0 586

580.04 aged & disability Services Facilities

0 144 0 51 0 195 0 195

495 2,889 0 1,175 -5,742 -1,182 0 -1,182

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000



822.03 Library - Information Services & Resources

Provide access to a wide range of multimedia information resources to support general and educational needs

822.02 Library -activities/Programs/Courses

Encourage community participation in a diverse program of activities that target a range of ages and cultures and support life long learning opportunities.

822.05 Library - a Place to Study & Read Provide safe, welcoming spaces that support the recreational and study needs of the community

822.04 Library - Council Services Provide community access to the full range of Council Services including payments, applications and information

822.01 Library - Lending Services Provide high quality lending service.

Principal Activity Library Services

ActionNo.


Number of Hours of Internet Use % > than NSW average (Library Services) 30%Loans per Capita % > than NSW average (Library Services) 10%

Stock per Capita % < Compared to NSW average (Library Services) 30%Number of Loans Processed per Staff member (Library Services) 50%

Library visits 900,000

Customer Satisfaction - Collection Services (Library Services) 90%Customer Satisfaction - Library Facilities 78%Customer Satisfaction - marketing & Outreach (Library Services) 70%


822.03 Information Services & Resources 829 6 43 167 507 1,552 0 1,552822.04 Council Services 332 2 0 67 203 604 0 604822.05 a Place to Study & Read 166 1 0 33 101 302 0 302

822.01 Lending Services 1,659 11 121 335 1,014 3,139 -555 2,585822.02 activities/Programs/Courses 332 2 34 67 203 638 -75 563

3,318 23 198 669 2,027 6,235 -630 5,605

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3005 Library Online database 203004 Serials and Newspapers 29

3010 Oral History Project 163006 Customer Printing Expenses 11

3001 Promotional activities 253002 bookcovers 863003 Holiday activities 10

Total 198


Indirect costs $ 1.0m includes $ 395k ,$ 357k Information mgt Costs etcNotes


vibrant communities

343.01 Ellerman Child Care Centres manage Ellerman Childcare Centre to sustain high quality services.342.01 Castle glen Child Care Centres manage Castle glen Childcare Centre to sustain high quality services.

344.01 Eurambie Park Child Care Centres

manage Eurambie Heights Childcare Centre to sustain high quality services.

346.01 North Rocks Child Care Centres manage North Rocks Childcare Centre to sustain high quality services.345.01 Excelsior ave Child Care Centres manage Excelsior ave Childcare Centre to sustain high quality services.

340.01 manage Child Care Centres develop Council's six long day care centres to sustainable outcomes and develop service performance to high quality industry standards.

341.01 balcombe Heights Child Care Centres

manage balcombe Heights Childcare Centre to sustain high quality services.

Principal Activity Children's Services

ActionNo.


Customer Satisfaction Childcare Services 90%Costs Recovered Childcare Services 100%


344.01 Eurambie Park Child Care Centres

555 92 0 21 16 683 -683 0343.01 Ellerman Child Care Centres 482 76 0 27 16 600 -628 -28

346.01 North Rocks Child Care Centres 758 107 0 23 16 904 -1,080 -176345.01 Excelsior ave Child Care Centres 600 71 0 25 16 711 -821 -110

342.01 Castle glen Child Care Centres 603 86 0 22 16 727 -808 -81

340.01 manage Child Care Centres 254 0 0 56 219 529 0 529340.99 manage Child Care Centres

Internal Recovery0 0 0 0 -95 -95 0 -95

341.01 balcombe Heights Child Care Centres

564 86 0 20 16 685 -820 -135

3,817 518 0 193 218 4,745 -4,841 -96

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000



840.02 Cemetery Coordinate the operations of Castle Hill Cemetery.840.03 Community Engagement Consultations relevant to community issues and planning needs for Strategic

Community Plan; Sports Forums; seasonal handover of sporting facilities; referral and advice; negotiations with stakeholders

840.04 Pensioner Subsidy Pensioner subsidy provided on rates.

840.01 venue management development of agreed Facility Plans with community and 355 Committees; identification, monitoring and resolution of customer service requests; inspections of allocated venues/facilities; input into the demand asset Plan and Capital Works Program to determine infrastructure priorities

Principal Activity Community Services

ActionNo.


Number of Cemetery Plots Sold per year 100Number of volunteers and Hours worked other than Council Endorsed Committee as based on Previous year

80%

Customer Service Requests Completed Within Service Standards 85%Customer Satisfaction with Information / advice / Service Provided 85%


840.03 Community Engagement 147 0 313 40 305 805 -112 693840.04 Pensioner Subsidy 0 0 0 0 1,815 1,815 -998 817

840.02 Cemetery 13 0 13 4 28 58 -501 -443840.01 venue management 374 0 0 103 776 1,253 0 1,253

534 0 326 147 2,924 3,931 -1,611 2,320

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3011 grant for Western Sydney 133010 New youth Council 203009 volunteer Recogn Event 98

3024 Service Charges 53020 Hills district Historical Society 133013 Plaques for Cemeteries 13

3004 migrant Resource Centre Cont 96/97 363001 Engagement Strategies 37

3005 Comm dev Projects 21

3008 youth Projects 523006 School Holiday Proj & act 16

Total 326


Indirect Costs $ 776k includes $ 533k building maintenance CostsNotes


vibrant communities

842.02 manage Parks & Club bookings Effectively manage parks/club bookings and initiate strategies that will increase utilisation of Council's parks/reserves.

842.03 manage Tennis venues Effectively manage tennis venues bookings and initiate strategies that will increase utilisation .

842.04 manage major venues Effectively manage major venues bookings and initiate strategies that will increase utilisation .

842.01 manage & Hire Council Facilities Effectively manage Council Facilities bookings and initiate strategies that will increase utilisation.

Principal Activity Community Facilities Hire

ActionNo.


Utilisation of Council managed Facilities 75%Customer Satisfaction with booking Process (Community Facilities) 85%


842.03 Tennis venues 67 0 55 3 20 146 -154 -8842.04 manage major venues 67 0 0 283 314 664 -640 24

842.02 Parks & Club bookings 67 0 0 3 20 91 -158 -67842.01 manage & Hire Council Facilities 472 35 43 21 2,786 3,357 -1,409 1,948

674 35 98 310 3,141 4,258 -2,362 1,896

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3005 Tennis venues 553003 Community Facility Upgrade 43

Total 98


Indirect Costs $ 2.8m includes $ 2.6m building maintenance CostsNotes



841.05 Other Events develop, market and implement vibrant activities that create opportunities for community interaction and visitor attraction.

841.04 design awards Plan and coordinate the annual Hills building & design awards recognising excellence in the local building industry.

841.06 Signature Events develop, market and implement vibrant activities that create opportunities for community interaction and visitor attraction.

841.08 Citizenship To coordinate the planning and conduct of citizenship ceremonies in accordance with the requirements of the australian Citizenship act 1948.

841.07 Community Events assistance Provide subsidy to Community run Events

841.03 Civic Receptions Plan and coordinate any Council function of a Civic nature.

841.01 australia day develop, market and implement vibrant activities that create opportunities for community interaction and visitor attraction.

841.02 Orange blossom Festival develop, market and implement vibrant activities that create opportunities for community interaction and visitor attraction.

Principal Activity Civic Events

ActionNo.


Customer Satisfaction - Signature Events 85%Increase Economic Impact from Signature Events 5%Retention of Existing Sponsers 50%

Customer Satisfaction - Citizenship (Six Citizenships/Surveys undertaken per year) 85%Customer Satisfaction - Community Events 85%


841.06 Signature Events 97 0 264 2 58 421 -116 305841.05 Other Events 48 0 67 1 29 146 0 146

841.08 Citizenship 16 0 31 0 10 57 0 57841.07 Community Events assistance 16 0 32 0 10 58 0 58

841.04 design awards 8 0 95 0 5 108 -95 13

841.01 australia day 89 0 78 2 53 222 -34 188841.02 Orange blossom Festival 16 0 35 0 10 61 -35 26841.03 Civic Receptions 32 0 74 1 19 127 0 127

322 0 677 8 193 1,200 -280 920

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3017 Heritage Week 123014 Orange blossom Festival 353013 Community Events 32

3019 Citizenship 24

3022 Events Calendar 253021 Senior Citizens Luncheon etc 103020 School Citizenships 6

3011 Signature Events 264

3003 Civic Receptions 373002 australia day 783001 design awards 95

3010 balcombe Heights Open day 93009 bella vista Open day 113007 Community Christmas Party 37

Total 677



vibrant communities

510.01 Coordinate Emergency Services Provide effective response to emergency incidents in a safe and timely manner.

511.01 SES Operations Facilitate and support the operations and activities of The Hills Shire State Emergency Service Unit.

Principal Activity Fire Control

ActionNo.


Level Stakeholder Satisfaction with LEmC 80%Satisfaction Level of volunteers (RFS) 85%Satisfaction Rating of all Training Courses (RFS) 90%

High Priority Hazards against Red Plans 75%Level of Stakeholder Participation in LEmC 80%


511.01 SES Operations 0 0 32 199 62 293 0 293510.01 Coordinate Emergency Services 0 0 499 2,428 412 3,339 -800 2,539

0 0 530 2,626 475 3,631 -800 2,831

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3003 disaster mgt Comm awareness 73002 RFS Learning & development 23

3004 RFS Community Safety 663003 RFS brigade 316

3001 RFS Ops & volunteer Support 943001 SES Operations 223002 Emergency management 3

Total 530




381.01 HCC dementia Centre based deliver centre based programs to support people in the community with dementia.

382.01 HCC dementia In House deliver home based services to support people in the community with dementia.

373.01 HCC domestic assistance Provide domestic assistance for frail and aged people in the community.380.01 HCC Respite Services Provide respite services.

383.01 HCC Working Carers Provide support for carers of frail and aged people in the community.

391.01 HCC CaLd deliver services to support the needs of frail and aged CaLd people in the community.

392.01 HCC SdC & CaLd Pm Provide Social day care and CaLd program services to aged people in the community.

384.01 HCC Respite mental Health Provide mental health respite services.390.01 HCC Social day Coordinate a social day for frail and aged people in the community.

372.01 HCC Lawns Provide lawn services to frail and aged people in the community.

361.01 HCC Community Transport Provide community transport assistance for frail and aged people in the community.

360.01 HCC Home Services Pm Provide home transport and food services to frail and aged people in the community.

350.01 HCC admin manage Hills Community Care to deliver quality services to frail and aged people in the community.

371.01 HCC Home modifications & maint Provide home modification services to frail and aged people in the community.

370.01 HCC Home modifications Pm Provide home modification services to frail and aged people in the community.

362.01 HCC Food Services Provide food services to frail and aged people in the community.

Principal Activity HCC Administration

ActionNo.


381.01 HCC dementia Centre based 418 15 21 5 225 683 -605 78382.01 HCC dementia In House 351 255 6 3 125 741 -741 0

372.01 HCC Lawns 75 0 699 265 162 1,201 -1,201 0373.01 HCC domestic assistance 63 269 0 172 42 545 -545 0

383.01 HCC Working Carers 72 32 0 1 40 145 -145 0

391.01 HCC CaLd 209 15 72 2 190 487 -487 0392.01 HCC SdC & CaLd Pm 94 0 0 0 -94 0 0 0

384.01 HCC Respite mental Health 137 92 1 8 82 321 -321 0390.01 HCC Social day 390 15 72 9 310 796 -796 0

371.01 HCC Home modifications & maint 173 205 0 473 156 1,006 -1,006 0

360.01 HCC Home Services Pm 94 0 0 1 -94 0 0 0361.01 HCC Community Transport 644 5 21 190 460 1,320 -815 505

350.01 HCC admin 383 0 18 72 507 979 -150 829350.99 HCC admin Recovery 0 0 0 0 -801 -801 0 -801

362.99 HCC Food Services Recovery 0 0 0 0 -94 -94 0 -94370.01 HCC Home modifications Pm 151 0 0 0 -151 0 0 0

361.99 HCC Community Transport Recovery

0 0 0 0 -505 -505 0 -505

362.01 HCC Food Services 164 331 2 59 122 678 -579 99

3,417 1,233 911 1,260 681 7,501 -7,391 111

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3001 HCC meals Prog activity 23001 HCC Lawn Prog activity 3373001 HCaLd Prog activity Cost 44

3001 HCT Program activity Cost 21



wHERE ARE wE NOw?

The Hills Shire local area is at a significant point in time. The next two decades will bring with it much growth and decisions about how land use and future planning needs to respond to sustain the green and vibrant community we value. This challenge creates a sense of opportunity for people in the Shire. There is also a strong feeling that although growth is a given, it must be managed in a way that respects our existing Garden Shire. Maintaining a large proportion of our housing stock as single dwellings on single lots is a priority.

The key issue for our Shire at the moment is public transport. There is a need to influence travel behaviour and ensure we have viable public transport infrastructure. The community is concerned over the ability of the current transport network to cope with future growth. There is also a strong desire to develop safe environments for children that consider speed

limits in high traffic areas and safety in new developments and around schools. Transport is also a critical factor affecting quality of life for our increasing ageing population who need to maintain an active and independent lifestyle.

Council maintains a 944km local road network consisting of 2,201 streets. The State Government is responsible for a further 122km of arterial roads. Council’s road network is comprised of 635km of urban sealed roads, 279km of rural sealed roads and 24km of unsealed rural roads.

The road network also has 20 bridges – 11 of concrete construction, one steel construction, and eight timber construction. These bridges are considered to be serviceable and at a satisfactory condition.

There is 346km of Pathways assets across the Shire.


Balanced Urban Growth

• Improving our Transport links in the Shire.

• Meeting the demands for a diverse range of affordable housing and maintain the character of our existing villages & neighbourhoods.

• Responding to on-going reform of the NSW planning.

• Providing for sustainable dwelling and employment growth that balances the needs of the economy,

community and environment.

• Community acceptance of higher density development.

• Council’s role in facilitating and developing affordable housing.

• Our involvement in NSW government in delivering North West Rail Link.


• Continue to make representations on North West Growth to the NSW Government on infrastructure provision and Section 94 Capping.

• Undertake land capability and traffic studies for Round Corner Dural, for the redevelopment of the Centre.

• Continue to support the release of South Dural Precinct for residential housing and reinforce Round Corner Dural as the major

town centre in the area and that appropriate infrastructure is constructed.

• Prepare submissions to NSW Government seeking funding for design and construction of Commuter Car parking at selected locations.

• Review of Shire Wide commuter car parking when North West Rail locations are finalised.

• Growth Centres Commission• Growing Regional Opportunities

(GROW)• Lend Lease/GPT• Local Traffic Committee

• Local Issues - Police• Office of the Minister for

Western Sydney• All levels of State Government• Utility providers

• Transport and Mobility• Road Safety• Economic Capacity

• Cultural Expression• Satisfied Customers


KEY PARTNERS


Balanced Urban Growth wHAT wILL wE DO THIS YEAR

2012/2013

√

√

√

√

√

√

√

1. Providing long term planning strategies for the future of the Shire and preparing developer contributions plans that adequately provide services and facilities to support our growing population.

2. Providing safe and orderly vehicular, pedestrian and bicycle traffic throughout the Shire.

3. Maintaining Council’s civil infrastructure including road footpath, bridges and traffic facilities to agreed standards as set ou in asset management plans.

4. Delivery new civil infrastructure capital projects including roads, footpaths, bridges and traffic facilities as set out in the Works Program.

5. Ensuring development activities in the Shire are in accordance with community needs and expectations, legislation, adopted planning instruments, development control plans and policies.

6. Protecting the amenity of the Shire and residents by encouraging, promoting and enforcing compliance with statutory requirement, legislation and Council’s policies.

7. Ensuring the subdivision of land is created in accordance with required standards, public safety, health and amenities so as to enhance the Garden Shire image.

PRINCIPaL aCTIvITy


baLanced urban Growth

250.04 Release area Planning Plan and implement urban release areas as identified by Local and State government, provide planning advice and direction in the development of current release areas

250.03 Contributions Planning Incorporate appropriate level of facilities and infrastructure to accommodate development and to monitor and manage developer contributions and related financial systems.

250.05 Planning Certificates Provide planning information through the issue of accurate planning certificates pursuant to Section 149 of the Environment Planning act 1979.

250.07 development advice (Part Files) assessment and providing advice on development applications

250.06 Planning Proposals assess and process applications for amendments to the Shire Local Environmental Plan

250.01 Local Strategy & Policy development

Carry out research and undertake planning studies which provide supporting information for strategic planning decision making. To implement planning policy at a local scale which reflects State and Commonwealth legislative direction.

250.02 LEP & dCP develop, monitor and maintain Council's planning instruments and ensure these plans reflect strategic planning direction and Council's statutory responsibilities. Provide correct and timely advice on planning matters including heritage.

Principal Activity Forward Planning

ActionNo.


Re-zoning applications to Council in 12 Weeks 90%Section 149 applications Processed within 3 days 40%

Internal Customer Requests Completed (Forward Planning) 100%External Customer Requests Completed (Forward Planning) 100%


250.05 Planning Certificates 188 14 0 6 145 354 -422 -68250.04 Release area Planning 154 8 0 5 119 286 0 286

250.07 development advice (Part Files) 205 0 0 6 158 369 0 369250.06 Planning Proposals 239 3 0 11 185 438 -50 388

250.01 Local Strategy & Policy development

188 10 165 8 145 517 0 517

250.02 LEP & dCP 445 15 0 16 343 819 0 819250.03 Contributions Planning 291 51 115 10 224 692 0 692

1,710 103 280 63 1,320 3,476 -472 3,003

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3010 Planning for Castle Hill Town Centre 1303011 box Hill Contributions Plan 115

3003 Contribute Funding for the Convict Trail 53002 Heritage Funding 30

Total 280



baLanced urban Growth baLanced urban Growth

220.02 Street Lighting Provide Steet lighting to The Hills Shire.

222.02 Asset Systems & Administration Maintain Asset Database

222.03 Roads Strategic Asset Management

Plan, forecast, develop and monitor road and pathway assets and prepare and review Asset Management Plans for road and pathway infrastructure.

220.01 Infrastructure Planning Control traffic speeds, volume and vehicle classification on designated roads and sub arterial network.

Principal Activity Infrastructure & Transport Planning

ActionNo.


Road Assets Rated in a Satisfactory Condition 85%

Footpaths Rated in a Satisfactory Condition 90%


222.02 Asset Systems & Administration 148 0 0 3 62 212 0 212

222.03 Roads Strategic Asset Management

222 0 100 4 93 419 0 419

220.02 Street Lighting 0 0 0 2,902 0 2,902 -264 2,638

220.01 Infrastructure Planning 248 10 0 264 148 671 0 671

617 10 100 3,174 304 4,205 -264 3,940

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3001 Pavement Management System 100

Total 100




560.08 Rural Unsealed - Regional Rd maintain Council's Rural unsealed regional roads.560.07 be-Tidy bins Empty litter bins in streets and parks and collect roadside dumps.560.06 Rural Unsealed - Local Road maintain Council's rural unsealed local roads.

560.09 Urban Sealed - State Road maintain Council's urban sealed State roads.

560.12 Ferry Contribution to the Lower Portland Ferry.560.11 Car Parks maintain Council's Car parks.560.1 Rural Sealed - State Road maintain Council's Rural sealed State roads.

560.05 Rural Sealed - Regional Road maintain Council's Rural sealed regional roads.

560.02 Urban Sealed - Local Roads maintain Council's urban sealed local road network.560.01 Road maintenance Supervision Supervise Road maintenance activities

560.04 Rural Sealed - Local Road maintain Council's rural sealed local roads.560.03 Urban Sealed - Regional Roads maintain Council's urban sealed regional roads.

Principal Activity Civil Maintenance

ActionNo.


Number of Kilometres Swept 1800 kmsWorks Orders Completed on Time (Civil maintenance) 90%

average Time Taken to Repair Potholes 3 daysaverage Time Taken to Clean Pits/Pipes 7 days


560.09 Urban Sealed - State Road 51 48 0 0 32 131 0 131560.08 Rural Unsealed - Regional Rd 110 105 0 1 70 285 0 285560.07 be-Tidy bins 165 157 0 1 105 428 0 428

560.12 Ferry 0 0 0 274 0 274 0 274560.11 Car Parks 51 48 0 0 32 131 0 131560.10 Rural Sealed - State Road 51 48 0 0 32 131 0 131

560.06 Rural Unsealed - Local Road 413 393 0 2 261 1,069 0 1,069

560.02 Urban Sealed - Local Roads 501 476 0 3 317 1,297 0 1,297560.01 Road maintenance Supervision 209 0 0 68 1,148 1,426 -740 685

560.03 Urban Sealed - Regional Roads 99 94 0 1 63 256 0 256

560.05 Rural Sealed - Regional Road 314 298 0 2 199 813 0 813560.04 Rural Sealed - Local Road 780 741 0 4 494 2,018 0 2,018

2,742 2,408 0 355 2,753 8,259 -740 7,519

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

Indirect Costs $ 1.1m includes $ 191k HR/Payroll processing,92k Supply Chain,$ 487k Operations Centre costs, $ 218k Program mgt Costs, $ 78k Information Technology costs

Notes



710.03 Pre lodgement / Planning Enquiries / duty Planning

To assist customers including residents, applicants and external authorities by providing advice on development matters.

710.02 Customer Service advice Provide accurate information on a range of development related issues to customers either face to face, via telephone or in writing.

710.05 Legal Costs development Control Legal costs development assessment and control.

710.04 development advice (Part Files) Provide accurate information on a range of development related issues to internal customers.

710.01 da approvals determine applications in accordance with the Environmental Planning & assessment act 1979, Environmental Planning & assess Regulation and the building Code of australia.

Principal Activity Development Assessment Services

ActionNo.


development application Processed in 40 days 90%


710.03 Pre lodgement / Planning Enquiries / duty Planning

83 0 0 5 88 176 -60 116

710.04 development advice (Part Files) 83 0 0 5 88 176 0 176710.05 Legal Costs development Control 0 707 0 0 0 707 0 707

710.01 da approvals 1,757 0 0 98 1,880 3,735 -1,655 2,080710.02 Customer Service advice 145 0 0 8 155 308 0 308

2,067 707 0 116 2,212 5,101 -1,715 3,386

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

Indirect Costs $ 1.9m includes $603k Customer service centre costs,$ 141k motor vehicle Costs, $ 191k Information Technology Costs, $ 333k Information mgt, $ 201k Legal services Costs

Notes



732.04 building Certificates building Certificate Processing

732.02 Investigation / Enforcement / monitoring

Investigation of complaints of unauthorised building works or complaints relating to enforcement of conditions of consent

732.06 Land Use Enforcement Investigation of complaints of unuathorised land use, illegal landfilling, bushland clearing and complaints relating to enforcement of conditions of consent

732.05 Fire Safety monitoring Carry out inspections of premises and to ensure compliance with Fire safety regulations.

732.01 Swimming Pool Inspections Carry out inspections of premises and require upgrading of swimming pool fencing in accordance with the Swimming Pool act 1992.

Principal Activity Development Monitoring

ActionNo.


building Certificates Issued within 40 Working days (Excluding Those Involving Unauthorised Work) 50%Registered Properties Inspected in 12 months (development monitoring) 100%

Customer Requests - development Control Compliance in 7 days 80%


732.04 building Certificates 157 0 0 4 75 236 -120 116732.05 Fire Safety monitoring 157 0 0 4 75 236 -47 189732.06 Land Use Enforcement 210 0 0 5 100 314 0 314

732.01 Swimming Pool Inspections 210 0 0 5 100 314 -10 304732.02 Investigation / Enforcement /

monitoring315 10 0 7 150 482 -100 382

1,049 10 0 23 500 1,582 -277 1,306

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000


baLanced urban Growth baLanced urban Growth

720.01 Subdivision da, CC, Linen assessment and determination of development applications for subdivision, construction certificates for subdivision work, conducting critical stage inspections as subdivision work progresses, and issuing subdivision certificates (linen plans) at completion of subdivision work

720.02 Certification bldg Work assessing and determining complying development and construction certificate applications for building work, conducting critical stage inspections during building work and issuing occupation certificates at the completion of building work. This work is contestable by private certifiers

720.03 development assessment advice (Part Files)

assessment and provision of advice on engineering aspects of development applications for building works including the provision of engineering related conditions of consent

Principal Activity Subdivision & Development Certification

ActionNo.


Subdivision applications Processed in 40 days 80%Subdivision Certificates Processed within 14 days 90%

Complying development Certificates Processed in 10 days 80%building Construction Certificates Processed in 28 days 80%


720.02 Certification bldg Work 622 0 0 19 387 1,027 -635 392720.03 development assessment advice

(Part Files)202 0 0 6 125 333 0 333

720.01 Subdivision da, CC, Linen 857 62 0 26 533 1,477 -1,058 419

1,680 62 0 50 1,045 2,837 -1,693 1,144

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000



733.01 animal management administer, maintain and enforce registration requirements for companion animals and act on other animal matters

733.02 Infringements Enforcement monitor environmental, parking and transport matters authorised use and issue orders on unauthorised use .


Undertake routine inspections odf infrastructure assets for basic defects and report on defects

Principal Activity Compliance

ActionNo.


Customer Requests - Investigation of animal Nuisances Within 5 days 80%Customer Requests - Investigation of abandoned vehicles Within 3 days 80%


733.02 Infringements Enforcement 257 0 0 72 164 493 -1,000 -507733.04 Investigations & defect

Identification125 10 0 35 80 250 0 250

733.01 animal management 312 0 0 88 200 600 -62 538

694 10 0 196 444 1,344 -1,062 282

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000


Protected Environment

wHERE ARE wE NOw?

The Hills Shire’s natural environment is one of its greatest strengths, but right now it faces many pressures. The garden and bushland setting woven throughout the Hills areas is an aspect that the community values and would not like to see compromised. According to The Hills Shire Council Sustainability Survey our community have strong feelings about environmental issues. They would like to learn more especially about waste minimisation, water conservation and sustainable gardening.

Councils’ stormwater network services two primary catchments – the Upper Parramatta River Catchment and the Hawkesbury/Nepean Catchment. The constructed stormwater network comprises 613km of pipe with over 27,000 pits. Council also manages four prescribed flood detention basins to reduce the impact or frequency of flooding to downstream properties during rain events.

CHALLENGES FOR TOMORROw• Finding alternative Waste

Technologies to reduce the landfill dependance.

• Making waste recovery programs more accessible to the community as they are cos tly and require extensive promotion and marketing to be successful.

• Responding to the impacts of climate change.

• Reducing both Council’s and the Community’s energy and water consumption.

• Protecting our endangered species and vegetation communities.

• Increasing participation and prioritisation of environmental protection.


WHAT WILL WE dO THIS YEAR

2012/2013

√

√

√

√

1. Maintaining Council’s stormwater infrastructure to agreed standards as set out in Asset Management Plans.

2. Delivering new stormwater capital projects as set out in the Works Program.

3. Facilitating the protection of the Shire’s Biodiversity, responding to Climate Change and managing the public and environmental health of the Shire through the implementation of education encouragement and enforcement policies and actions.

4. Providing waste removal, recycling and garden waste service and creating awareness programs to reduce waste and increase resource recovery.

PRINCIPaL aCTIvITy

• Investigate unauthorised bushland clearing

• Install renewable energy

• Implement energy savings measures

• Implement water conservation measures

• Provide e-waste collection

• Continue kerbside mulching

• Investigate alternative waste management methods

• Introduce Textiles Hills Stylz Rocks.

• Continue Battery & Used Motor Oil Recycling.

• Continue Local Events/Displays/Compost Bins/Worm Farms.

• Continue Hazardous Clean Out Event.

• Continue Multi-Unit Dwellings Investigations.

• Implement Environmental Sustainable Action Plan.

• Prepare the Climate Change Adaptation Action Plan.

• Continue the community rabbit baiting program.

• Conduct weed control on private land.

• Develop Biodiversity Conservation Plan.

• Deliver community education program including Schools Green Network, Environment Days, and other programs.

• Conduct the Environment Centre workshops, volunteer program and ongoing operation and maintenance of the Centre.

• Continue with the Business Sustainability Project.

• Floodplain Management Authority

• Hawkesbury River County Council

• National Parks and Wildlife Service

• Urban Feral Animal Action Group (UFAAG)

• Transport and Mobility

• Pollution

• Water Quality

• Land Use

• Biodiversity

• Sustainable Resources


KEY PARTNERS



Protected environment

223.03 development application advice ( PFs)

assessment and providing advice on development applications .

223.02 Natural Waterways Strategic asset mgmt


223.05 Waterways Capital Projects To manage Waterways Capital Projects and to provide advice223.04 Storm Water Levy & grant Stormwater management Service Charge

223.01 Constructed Waterways Strategic asset management

Plan, forecast, develop and monitor community assets and prepare and review asset management Plans for stormwater infrastructure and natural waterway systems.

Principal Activity waterways

ActionNo.


Customer Requests Investigated in 7 days (Waterways) 80%The Constructed Stormwater System where Hydrologic Level of Service is determined 35%

Council's Natural Waterway assets that are mapped with a Condition assessment 65%


223.03 development application advice ( PFs)

216 0 0 3 76 295 0 295

223.04 Storm Water Levy & grant 0 0 0 0 0 0 -1,520 -1,520223.05 Waterways Capital Projects 72 0 0 1 25 98 0 98

223.01 Constructed Waterways Strategic asset management

216 0 0 3 76 295 0 295

223.02 Natural Waterways Strategic asset mgmt

216 0 380 3 76 675 0 675

719 0 380 11 254 1,365 -1,520 -155

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3006 Flood Warning & gauging 453007 Stormwater Urban asset Cond assessment 503009 Stormwater asset Network Upgrade 100

3001 dams Surveillance & maintenance Program 853003 Urban Overland Flood Study Program 100

Total 380




731.02 approvals, Licensing & Registration

assess applications and to monitor premises where the health of residents could be affected and for conformity with Council policies and State and Federal legislation to health & environment.

731.03 Regulatory Inspections monitor the state of air, noise and water quality and take steps to remedy undesirable conditions and put in place preventative measures.

731.04 development & Subdivision advice (PFs)

To provide timely and accurate advice to development assessment team.

731.01 Environment & Health Regulation Provide advice to the community and Council regarding environmental matters.

Principal Activity Environmental Health Services

ActionNo.


Complaints/Incidents Responded To in 7 days (Env Health Services) 80%Registered Food Premises Inspected in 12 months (Env Health Services) 100%

Complaints/Incidents Responded in 48 Hours (Env Health Services) 80%


731.03 Regulatory Inspections 267 0 0 6 158 432 0 432731.04 development & Subdivision

advice (PFs)267 0 0 6 158 432 0 432

731.02 approvals, Licensing & Registration

267 0 0 6 158 432 -362 70731.01 Environment & Health Regulation 89 0 46 2 53 190 -69 121

891 0 46 20 527 1,485 -431 1,054

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3003 Large Spill Response Clean Up 63004 Special Events 6

3002 Water monitoring & Clean 93001 Environmental Testing 26

Total 46




730.04 Energy & Water monitoring To evaluate and reduce the energy and water demand of Council properties and operations, in a cost effective and responsible manner conserving water, energy and associated costs.

730.03 bio diversity mapping To update Council’s vegetation community map, create a database of flora and fauna records within the Shire, identify priority conservation areas and incorporate this information into a biodiversity Conservation Plan.

730.06 WaSIP Funding To deliver Waste and Sustainability projects and policies for Council as per the Waste and Sustainability Improvement Payment (WaSIP) program

730.05 Tree management applications To process applications under Council's Tree & bushland management provisions for the lopping, trimming and removal of trees on private property.

730.02 Sustainability Policy To develop and implement environmentally sustainable policy to assist Council in performing its operations and services to best practice environmental standards.

730.01 Env Promotion & Education To inform the community of the environmental goals and achievements of Council and build the capacity of the residents of The Hills Shire to be informed and active participants in moving the community towards sustainability.

Principal Activity Sustainability

ActionNo.


Tree applications Processed in 10 days 90%


730.04 Energy & Water monitoring 62 0 288 2 24 376 0 376730.05 Tree management applications 185 0 0 7 71 263 -78 185730.06 WaSIP Funding 0 0 0 0 0 0 -675 -675

730.03 bio diversity mapping 154 0 217 159 59 589 0 589

730.01 Env Promotion & Education 31 0 30 1 12 74 0 74730.02 Sustainability Policy 185 21 140 7 71 423 0 423

615 21 675 176 237 1,725 -753 972

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3027 Water Conservation measures 423026 Energy Saving measures 1113025 Renewable Energy Installation 100

3030 Climate Change Risk assessment 353029 Community Environment Centre (WaSIP) 153028 Sustainability action Plan (WaSIP) 70

3021 Unauthorised bushland Clearing Investigations 78

3010 business Sustainability Project 703008 Community Feral animal Control 15

3017 biodiversity Conservation Strategy Implementation 100

3020 Environmental Education Program (WaSIP) 153019 Weed management on Private Land 24

Total 675




740.03 E Waste, Hazardous, mulching & mattress

deliver electronic waste collection, mattress recycling, hazardous waste collections and various other programs to improve recovery of valuable resources

740.02 domestic Waste Service To collect household garbage and recover maximum resources and dispose of the residue in a sustainable manner meeting community expectations.

740.05 development assessment & Subdivision advice

assessment and providing advice regarding development applications relating to Waste management

740.04 RId Squad member Council of the Western Sydney Regional Illegal dumping Squad

740.01 Policy, Promotion & public education

Educate and inform the community to raise awareness regarding waste management matters.

Principal Activity waste Services

ActionNo.


Waste & Sustainability Improvement Payment (WaSIP) Projects Completed On Time 100%Kerbside bin diversion Rate From Landfill 58%


740.03 E Waste, Hazardous, mulching & mattress

45 0 360 1 13 420 -405 15

740.04 RId Squad 9 0 64 0 3 76 0 76740.05 dev assessment & Subd advice

(Part Files)45 0 0 1 11 57 0 57

740.01 Policy, Promotion & public education

90 0 240 3 27 360 -315 45

740.02 domestic Waste Service 262 8,964 86 9,862 2,622 21,795 -20,725 1,070

452 8,964 750 9,868 2,675 22,709 -21,445 1,263

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3017 Kerbside mulching - WaSIP 1003014 battery & Used motor Oil Recycling - WaSIP 303010 Waste & Corporate Calendar 65

3018 Local Events/displays/Compost bins/Worm Farms - WaSIP

25

3022 Textiles Hills Stylz Rocks (WaSIP) 503020 multi Unit dwelling Investigations 203019 Hazardous Clean Out Event - WaSIP 60

3004 RId Squad 643003 Educat Prog for the Community 1303001 medical Syringe / Sharp disposal Service 6

3009 E-Waste & mattress Collection 1203008 Conduct Kerbside audits 563005 monthly garden mulching Program 24

Total 750



Modern Local Economy

wHERE ARE wE NOw?The Sydney Hills is a fast-growing economy, currently estimated at $17 billion in turnover. Many successful national and international companies have chosen the Sydney Hills as their place of business, including Woolworths, ResMed and IBM.

The Sydney Hills has a large highly skilled workforce, however around 60,000 people leave daily for employment purposes. Not only will new jobs need to be created locally, they need to be the type of jobs that can be filled by locals.

A number of businesses are in need of capacity building assistance to enable them to employ more people, and many businesses could benefit from greater awareness of the business-related information provided by Council.

Council aspires to being recognised by companies as a leading source of business-related information, including the provision of local business statistics, business demographics, population forecasts, real estate costs, labour market costs and business networking.


• Retaining and attracting business investment to provide a range of jobs.

• Providing opportunities for people at all stages of life.

• Utilising our geographic position within the Sydney metropolitan region to secure national and international business investment.


WHAT WILL WE dO THIS YEAR

2012/2013

√

√

√

1. Conducting ongoing strategic branding and marketing campaigns with an outcome that the Sydney Hills work and lifestyle attributes are strategically positioned in the minds of existing and potential residents and companies at a local, regional, metropolitan, state and national level.

2. Providing ongoing support of the local business community through building programs that increase the business competence and capacity of local companies to support the growth of local jobs and economic growth.

3. Supporting the local tourism industry to grow by working in partnership with The Hills, Hawkesbury and Riverlands Tourism to promote the area as a business events and leisure destination through various marketing activities and the visitor information centres.

PRINCIPaL aCTIvITyModern Local Economy

• Business Engagement• Invest Sydney Hills Attraction

Program• Business Ambassadors Program

• Promote tourism• Business Capacity Building

Program

• Business Advisory Services Inc (BASI)

• Western Sydney Business Connection and Asia Business Connection

• Industry and Investment NSW

• Sydney Hills Business Chamber• Dural & Round Corner Chamber

of Commerce• Hills Rural Chamber of Commerce

• Employment Growth

• Company Growth

• Unemployment Rate


KEY PARTNERS



modern LocaL economy

230.01 business Expansion & Retention Support business growth, Facilitate industry development, business visits and business information

230.02 Investment attraction & Promotion Promote the brand of the Sydney Hills as a business location230.03 Tourism attraction & Promotion Support the Tourism association, including dural and mungerie House Rouse

Hill visitor Centre

Principal Activity Economic Development

ActionNo.


Number of Companies attending business Seminars 1500Number of business visits Conducted (Existing & Potential Companies) 250


230.02 Investment attraction & Promotion 109 0 98 8 40 255 0 255230.03 Tourism attraction & Promotion 91 0 20 7 33 151 0 151

230.01 business Expansion & Retention 164 0 144 12 60 380 0 380

364 0 262 27 133 786 0 786

ActionNo

Output EmpCost$000

Mat &Cont$000

ProjectCost$000

OtherCost$000

InternalCost &

Recovery$000

TotalCost$000

Revenue$000

NetCost$000

3003 marketing/branding 983005 mungerie House - Rouse Hill visitor Centre 20

3002 business development/Industry Support 144

Total 262


THE HILLS SHIRE COUNCILEmail: [email protected]

Phone: (02) 9843 0555The Hills Shire Council

PO box 75 Castle Hill NSW 1765


THE HILLS SHIRE PLAN€¦ · areas as well as new release areas of residential and employment...

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