delivery program - the hills shire · 2020-03-11 · shire will therefore be catering for a...

THE HILLS SHIRE COUNCIL DELIVERY PROGRAM 2012 - 2013 161

2008 – 2013

www.thehills.nsw.gov.au

DELIVERY PROGRAM

146 THE HILLS SHIRE COUNCIL DELIVERY PROGRAM 2012 - 2013

2012 - 2013Delivery Program

The Hills Shire Council is pleased to present its 2012 - 2013 Delivery Program.

This document outlines the principal activities to be undertaken by Council to implement the strategies established by the Community Strategic Plan and within the resources available under the Resourcing 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

• 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

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

• 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


WHAT IS THE INTEGRATED PLANNING AND REPORTING FRAMEWORkThe Department of Local Government is implementing reforms to improve how Councils undertake long term community, financial and asset planning. Councils are required to prepare a hierarchy of documents including a 10 year Community Strategic Plan, four year Delivery Program, and a one year Operations Program. Councils are also required to prepare a Resourcing Strategy consisting of a Workforce Strategy, Asset Management Strategy and a Long Term Financial Plan.

It requires an integrated approach that effectively shows how Council will commit to delivering the community’s long term goals. The reforms also require Council to produce an Annual Report that includes an outline of the achievements against the Delivery Program and our audited financial statements. At the last meeting of the elected Council term, an end of term report by the outgoing Council needs to be presented that outlines its achievements in relation to civic leadership, social, economic, environmental objectives in the Community Strategic Plan.

The Hills Shire Council is well advanced in responding to the Department of Local Government’s reforms. Council, along with extensive community participation, has adopted its long term Community Strategic Plan, being Hills 2026. Hills 2026 identifies the community’s main priorities and aspirations to secure our future quality of life and the strategies to achieve it. Hills 2026 also identifies who are the key contributors to achieving our goals.

Our current Council was elected in September 2008 and its term ends in September 2012. In its first year, Council adopted a four year Delivery Program, which is a single point of reference for all activities undertaken by Council for its current elected term. It is a statement of commitment to the community of how this elected term of Council will contribute to achieving Hills 2026.

This document is our Annual Operations Program. Our Annual Operations Program spells out the individual services, projects and activities to be undertaken during the year to achieve the commitments of the Delivery Program. The Annual Operations Program includes Council’s operational budget for the year and is supported by the Resourcing Strategy which contains our Long Term Financial Plan, our approach to the management of our assets and the Workforce Strategy which outlines resources required to deliver the program.

MONITORING AND REPORTING Hills 2026 is monitored through a series of Quality of Life Indicators.These are assessed every two years through a variety of data sources including the Australian Bureau of Statistics and The Hills Shire Community Survey. These indicators are being refined and will be amended as access to different data sources is made available.

Council’s delivery of the Operations Program is monitored by performance measures and progress on actions on a quarterly basis. These are published in Council’s Quarterly Operations Program reports. This information is reported annually in Council’s Annual Community Report.

THE HILLS SHIRE COUNCILDELIVERY PROGRAM2012 - 2013Email: [email protected]: (02) 9843 0555The Hills Shire Council PO Box 75 Castle Hill NSW 1765www.thehills.nsw.gov.au

Delivery Program

What is the Intergrated Planning & Reporting Framework 147

History of Our Shire 149

Strategic Direction 150

Delivering Hills 2026 152

Our Councillors 153

Financial Overview 154

Our Delivery Snapshot

- Proactive Leadership 156

- Vibrant Leadership 160

- Balanced Urban Growth 164

- Protected Environment 168

- Modern Local Economy 172

Index


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

OldN

orthernRoad

Old

Road

Old

Northern

Road

Haw

kesb

ury

Rive

r

River

Hawkesbury

River

Roa

d

LEGEND2008 LG Ward BoundariesWard

North Ward

Central Ward

East Ward

West Ward

±

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

OldN

orthernRoad

Old

Road

Old

Northern

Road

Haw

kesb

ury

Rive

r

River

Hawkesbury

River

Roa

d

LEGEND2008 LG Ward BoundariesWard

North Ward

Central Ward

East Ward

West Ward

±Sydney

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.


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

STRATEGIC DIRECTION

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:

VIBR

AN

T C

OM

MU

NITIES

BA

LAN

CED

UR

BA

N

GR

OW

THPR

OTEC

TED

ENVIR

ON

MEN

TM

OD

ERN

LOC

AL

ECO

NO

MY

PRO

AC

TIVE LEA

DER

SHIP

• 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


DELIVERING HILLS 2026

WHO’S DELIVERING HILLS 2026?

COMMUNITYAchieving Hills 2026 is a whole community responsibility. Government and non – government agencies, community organisations, businesses and individuals all have a direct or indirect role in making Hills 2026 a reality.

Council works together with the community by engaging these stakeholders in the planning and implementation of actions that will contribute to quality of life in The Hills Shire local area. It also encourages other organisations to consider the Hills 2026 Community Strategic Direction when preparing their plans.

COUNCILCouncil’s role in delivering better outcomes for our community has been to facilitate the development of a shared long term direction – Hills 2026. Now that this direction has been established, Council’s role is to ensure that projects, actions and services all align with this direction. Council also continues to engage stakeholders in reviewing, checking and measuring progress.


OUR COUNCILLORS

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]


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 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.


WHERE ARE WE NOW?

CHALLENGES FOR TOMORROW

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.

• How can we best engage our whole community in the local democratic processes to ensure our planning and decision making reflects the aspirations of our community and ensure their voice is heard?

• How will the increasingly diverse needs and expectations of our community be funded as we grow?

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

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

COUNCIL WILL MEASURE OUR IMPROVEMENT IN:

Proactive Leadership


THEME COMMUNITY OUTCOMES STRATEGIES WHAT COUNCIL WILL MEASURE

PRO

ACTI

VE L

EAD

ERSH

IP |

PRO

ACTI

VE L

EAD

ERSH

IP

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

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 inquires

• 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


WHAT ARE WE ARE DOING PRINCIPaL aCTIvITIES

ACTIONS RESPONSIbILITY 08/09 09/10 10/11 11/12 12/13

Terminus Street redevelopment Property Development a a a a a

Investigate opportunities for Baulkham Hills Town Centre

Property Development a a a a a

Withers Road development Property Development a a a a a

Investigate options for Gay Street including the most appropriate mix of residential, retail, business and/or civic uses

Property Development

a a a a a

Implement 10 years construction pro-gram

Infrastructure and Transport Planning a a a a a

Prepare Masterplan for The Hills Centre and Administration Centre site

Forward Planninga a a a a

Developing the organisation as an efficient and effective business opera-tion and implementing strategies for enhancing and measuring competitive-ness of the organisation and delivery of all services

Corporate Management

a a a a a

Identifying potential development oppor-tunities, market and sell possible develop-ment sites from Council’s operational land holdings, to generate additional income to support the funding of major projects

Property Development

a a a a a

Managing the Council’s financial re-sources 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

Financial and Corporate Strategy

a a a a a

Maintaining Council’s rating, revenue and expenditure for the purpose of en-suring the proper discharge of statutory and other accounting responsibilities

Financial Services

a a a a a

Ensuring that the community have 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

Infrastructure and Transport Planning

a a a a a


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

Workforce Strategy and Business Improvements a a a a a

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

Information Technology

a a a a a

Arranging and providing administrative and support for Council Meetings

Executive Servicesa a a a a

Providing customer service to residents on all services across Council opera-tions by providing front desk reception and service for Council’s Administration Centre

Customer Services

a a a a a

Ensuring all activities carried out by Council are in accordance with legisla-tion and represent Council in any Court matters

Legal Services

a a a a a

Managing Council’s information re-sources and records management to provide timely and comprehensive in-formation to meet operational business needs, accountability requirements and community expectations and increasing reliance on electronic communication systems

Information Management

a a a a a

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

Internal Audit and Risk Management

a a a a a

Managing the property leasing activi-ties to generate a recurrent source of income

Executive Services

a a a a a

WHAT ARE WE DOING PRINCIPaL aCTIvITIES



WHERE ARE WE NOW?

CHALLENGES FOR TOMORROW

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).

• How will we accommodate a population of approximately 250,000 people by 2031?

• Will an increasing population impact on our safety?

• What can we do as individuals, organisations and government to foster and strengthen community connections as we grow?

• How can we continue to promote equal access and provide opportunities for the disadvantaged in our community?

• How will we maintain our sense of community and quality of life as the Hills Area continues to grow and prosper?

• What partnerships can be developed between government agencies and the broader community?

• How do we cater for an increasing ageing population?

• How will the increasingly diverse needs and expectations of our community be funded as we grow?

• 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

kEY PARTNERS

Vibrant Communities



VIBR

ANT

COM

MU

NIT

IES

|

VIB

RAN

T CO

MM

UN

ITIE

S

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 well being 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

Vibrant Communities




Review Playing Fields Policy Community Services

a a a a a

Pursue potential sponsors for a Visual Arts program and prize

Community Services

a a a a a

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

Parks Infrastructure

a a a a a

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

Buildings Management a a a a a

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

Infrastructure Projects Delivery a a a a a

Providing a Library Service across the Shire Libraries

a a a a a

Providing a cost effective Long Day Care service to children under five years, in accordance with agreed standards at no cost to Council

Children’s Services

a a a a a

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

Community Services

a a a a a

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

Fire Control and SES

a a a a a

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 at no cost to Council by 2013/2014

Hills Community Care

a a a a a


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.

CHALLENGES FOR TOMORROW• How can we work with other

government agencies to secure affordable and accessible public transport for our community to reduce dependency on cars?

• How can we improve our transport links within the Shire?

• How do we meet the demands for a diverse range of affordable housing and maintain the character of our existing villages and neighbourhoods?

• 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

kEY PARTNERS

Balanced Urban Growth



BALA

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• 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

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.

I can get where I need to go

Lifestyle options that reflect our natural beauty

Balanced Urban Growth



Carlingford Precinct Planning Forward Planninga a a a a

New LEP 2010 Forward Planninga a a a a

Pursue partnerships to improve Show-ground Road

Infrastructure and Transport Planning a a a a a

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

Forward Planning

a a a a a

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

Infrastructure and Transport Planning

a a a a a

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

Responsive Maintenance Planned Maintenance

a a a a a

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

Development Assessment and Monitoring

a a a a a



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• How can we reduce the impacts of a

larger population on the environment to protect it for future generations?

• How do we ensure the protection of our rural setting?

• How do we respond to climate change?

• How do we protect our threatened flora and fauna?

• How do we reduce household consumption in the Shire?

• How do we raise awareness about environmental issues?

• Floodplain Management Authority• Hawkesbury River County Council• National Parks and Wildlife Service

• Urban Feral Animal Action Group (UFAAG)

kEY PARTNERS

Protected Environment


THEME COMMUNITY OUTCOMES

STRATEGIES WHAT COUNCIL WILL MEASURE

PRO

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T Our Shire is green and pollution free

I can feel close to nature

Our natural resources are used wisely

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




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

Stormwater Infrastructure Maintenance a a a a a

Facilitating the protection of the Shire’s Biodiversity and responding to sustainabil-ity challenges

Sustainability

a a a a a

Managing the public and environmental health of the Shire through the implemen-tation of education, encouragement and enforcement policies and actions.

Environment Health

a a a a a

Provide a waste removal, recycling and garden waste service and provide programs and education to reduce waste and increase resource recovery

Waste Services

a a a a a

Determine Council’s long term Resource Recovery options

Waste Services

a a a a a


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.

CHALLENGES FOR TOMORROW• What can we do to retain and

attract business investment to provide a range of jobs?

• How will we provide opportunities for people at all stages of life?

• How can we utilise our geographic position within the Sydney metropolitan region to secure national and international business investment?

• Business Advisory Services Inc (BASI)• Hills, Hawkesbury & Riverlands Tourism

(HHART) • 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

kEY PARTNERS

Modern Local Economy


MO

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Y 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





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

Economic Development and Marketing

a a a a a

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


a a a a a

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


a a a a a


THE HILLS SHIRE COUNCILEmail: [email protected]

Phone: (02) 9843 0555The Hills Shire Council

PO Box 75 Castle Hill NSW 1765

www.thehills.nsw.gov.au

delivery program - the hills shire · 2020-03-11 · shire will therefore be catering for a...

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