growing our future
AnnuAl Community RepoRt 2008 - 2009
our PerformanCe sna
Our
community direction
CommuniTy Vision
Proactive leadership creating vibrant communities balancing urban growth protecting our environment and building a modern local economy.
rePorTing on our fuTure
this annual report responds to hills 2026 looking towards the future this shires 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 Natu ral b
eauty Innovat
ionlaba enc ro p c a
itytiv
fe sa fa ty milie s
TargeT Key
> 110% of the target 100% – 109% of the target 50% - 99% of the target < 50% of the target
QualiTy of life indiCaTors Key
up down Stable
$12,985,000
$34,831,000
$18,704,000
$627,000
proactively leading our community
by considering new innovative ways of working with groups and organisations to achieve outcomes that benefit the community as a whole and developing and implementing a very clear plan for the future”.
creating vibrant communities
by enhancing our unique local spirit and encouraging high levels of volunteering, involvement in sports, connection with neighbours and family.
balancing urban growth
by managing growth provide infrastructure and urban and rural land to bring economic vitality, more jobs and additional revenue to fund and support community development activities.
protecting the environment
by monitoring and managing future impacts on our natural environment to ensure our shire continues to have clean air, water and food towards the future.
modern local economy
by improving job opportunities and transport options to ensure our community have time to spend with their families.
n people who agree there are opportunities to have a ‘real say’ on issues that affect their lives
n Community satisfaction with Council’s financial management approach n Community satisfaction with Council’s preparation for future changes
in the Shire
n Community satisfaction with Council’s professional conduct n Council staff satisfied with working at the hills Shire Council n Community satisfaction with Council provided services
n Community satisfaction with ovals and sporting facilities n Community satisfaction with parks and gardens
n Community satisfaction with lighting of public areas n Community satisfaction with emergency services
n Community satisfaction with provision of community events n Community satisfaction with support for volunteer organisations
n Community satisfaction with access to services and facilities for older people n Community satisfaction with access to services and facilities for young people
quAlity of life meASuReS tRend ACtionS/tARgetS AChieved we Spent
28
12 0
18
5 2
5 26 2 0
4 9 2 0
16 39 11
1
n Community satisfaction with town centre and village atmosphere n Community satisfaction with commercial and building
developments
n Community satisfaction with generation of employment opportunities in the Shire
n Community satisfaction with air quality
n Community satisfaction with management of noise pollution
n Community satisfaction with preservation of open space and sensitive environmental areas
n Community satisfaction with preservation of plants and animals in their natural habitat
n Community satisfaction with bushland regeneration and weed control n Community satisfaction with water quality
n Community satisfaction with traffic and parking enforcement n Community satisfaction with footpaths and cycleways n Community satisfaction with residential road surfaces
n Community satisfaction with low density housing development n Community satisfaction with medium density housing development n Community satisfaction with streetscapes
n Community satisfaction with heritage buildings – protection
$30,378,000
94
90
our raTes aT worK
Community Strategic direction and values ... 2
performance Snapshot ...3
our financial Snapshot ...6
Council’s name Change ...8
how we plan and report ...9
who we are ... 10
mayor’s Report ... 11
general manager’s Report ... 12
proactive leadership ... 14
n Councillors ... 16
n organisation of Council... 20
n executive management team ... 21
n workforce profile ... 33
vibrant Communities ... 38
Balanced urban growth ... 48
protected environment ... 56
modern local economy ... 62
financial Statements ... 66
legislative index ... 157
glossary of terms ... 157
index ... 158
Contact us ... 159
contents
n 7270 job applications processed n 179 media releases distributedn 141,355 external calls were processed by the switchboard n more than 300 publications and advertisements produced n more than 650,000 customers visited Council’s website n 10 school tours of Council Chambers conducted
n 23 ordinary and extraordinary Council meetings n 646 residents became Australian Citizens at Council.
n 57,613 bins emptied each week
n 41,609 tonnes of garbage and clean up waste disposed of n 17,702 tonnes of garden organics reprocessed
n 104 waste education activities conducted n 575 food businesses inspected
n 364 noise complaints investigated n 223 kms of waterways mapped.
n 1822 development applications processed n 101 subdivision applications processed n 1337 tree inspections conducted n 288 buildings were maintained
n 3070 compliance complaints were investigated n 313 kilometres of footpaths maintained.
n Record number of participants in Council’s Business mentoring program n 2000 participated in free business workshops
n met with 254 companies to provide business information n over 281,000 customers visited the Sydney hills website n 3965 visits and enquiries to the visitor’s Centre.
n 16,263 new library members
n 1304 hectares of parks and open space maintained n 40,323 meals on wheels delivered
n $94,056 in donations provided to community groups, individuals and organisations
n 19,738 dogs and 2963 cats are registered in the hills n 2086 dedicated Council volunteers supported and
1200 recognised at volunteer recognition events n 554 children provided for through Council’s child
care centres
n over 70 community events facilitated
n $7.5 million in improvements and works to our local parks
n over 1.5 million library items loaned
n over 8600 young people visited Council’s youth Centres
n over one million people visited the Shire libraries n 66,075 hours of respite care provided
n 41,980 trips provided through community transport to frail aged people and people with a disability.
ProaCTiVe leadershiP
“Council launched its new “hills focus”
community magazine, increasing the volume and improving the information reaching the community.”
VibranT CommuniTies
“Council completed the $6.9 million bruce Purser reserve at Kellyville. its official opening was marked by the first ever sydney swans game in north-west sydney.”
balanCed urban growTh
“The hills shire Cycleway network continues to grow with the
completion of an extension at fred Caterson reserve”
ProTeCTed enVironmenT
“Council completed a $304,000 water saving project at waves fitness and aquatic Centre, which will save over 70,000litres of water per week”
modern loCal eConomy
“Council developed an employment
lands direction to guide the planning,
protection and management of land
zoned for commercial/industrial use
in the hills.”
7 The hills shire CounCil AnnuAl Community RepoRt 2008/2009
our finanCial snaPshoT
6 The hills shire CounCil AnnuAl Community RepoRt 2008/2009
Performance Indicators
the financial Reports disclose a number of useful indicators and these are detailed in the following.
PurPose of unresTriCTed CurrenT raTio
to assess the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of Council.
PurPose of raTes and annual Charges - CoVerage raTes
to assess the degree of Council’s dependence upon revenue from rates and annual charges and to assess the security of Council’s income.
PurPose of raTes and annual Charges - ouTsTanding raTio
to assess the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of recovery efforts.
finanCial susTainabiliTy/fuTure ProjeCTions
Council has a conservative investment policy which has avoided direct exposure to sub-prime mortgage or equity markets resulting in favourable returns compared to other councils.
Although challenges exist concerning growth in the Shire and the maintenance of infrastructure assets, Council’s financial position is strong and lays a positive platform to provide for the needs of the community.
more information can be obtained from Council’s long term financial plan which is available on Council’s website.
Council’s full financial Report and Statements can be viewed from page 70.
the principal source of Council’s income is from general rates. Council also receives fees and charges, grants and contributions. the contributions provided by the development sector include both assets for new subdivisions and also cash contributions for the future provision of community infrastructure such as new roads, community centres, sporting facilities, libraries, open space and recreation facilities.
A breakdown of where the money is raised and where it is spent can be viewed in the tables below.
the largest capital outlays in 2008/2009 were for community land acquisitions ($5.1 million); eastern Ring Road construction and main Street development ($13.6 million); development of Bruce purser Reserve, Kellyville ($1.3 million) and wrights Road Reserve ($2.9 million).
where The money is raised
where The money is sPenT
CounCil is debT free
Council is debt free and has been for seven years. it has been Council’s practice not to borrow unless it is for a revenue producing asset.
looKing ahead
Council’s Budget for 2009/2010 (including depreciation) is $103.2 million on Recurrent operations. in addition,
$30.3 million in capital works projects and $3.1 million in new assets is projected.
oPeraTing resulT
Council’s operating surplus increased from $19.5 million in the previous year to $32.96 million in the current period. the major contributor to this increase was a significant rise in capital grants and contributions, and net gains from disposal of assets.
Statutory Accounts require council to report all grants and Contributions received in the year as income, although they may be expended in a future year. if the matching principals are applied, the actual result for the year was $0.6 million.
worKing CaPiTal $’000
net current assets 60,923
less external restrictions 11,523 internal restrictions 51,444 Add current liabilities to be
funded from other sources
12,168
Available working capital 10,124
Our Financial Snapshot
our finanCial SnApShot
Grants &
Contributions User Charges
& Fees Other Revenue 0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
Rates & Annual Charges
Protected Environment Balanced
Urban Growth Proactive
Leadership Vibrant Communities 0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
Modern Local Economy
$ ‘000 Actual 2007-08
$ ‘000 Actual 2008-09
$ ‘000 Actual 2007-08
$ ‘000 Actual 2008-09 71,724
68,222
33,97532,118
7,166 6,091
17,622 12,070
12,985 15,832
34,831
27,064 30,378
37,865
18,704 17,614
627 607
0 2 4 6 8 10
2006 2007 2008 2009
Year 8.52
6.95
5.63
7.24
0%
10%
20%
30%
40%
50%
60%
70%
80%
2006 2007 2008 2009
Year 61.40% 65.74%
57.57%
54.97%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
2006 2007 2008 2009
Year 2.33%
2.66%
3.27%
3.47%
0 2 4 6 8 10
2006 2007 2008 2009
Year 8.52
6.95
5.63
7.24
0%
10%
20%
30%
40%
50%
60%
70%
80%
2006 2007 2008 2009
Year 61.40% 65.74%
57.57%
54.97%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
2.33%
2.66%
3.27%
3.47%
0 2 4 6
2006 2007 2008 2009
Year 5.63
0%
10%
20%
30%
40%
50%
60%
70%
80%
2006 2007 2008 2009
Year 61.40% 65.74%
57.57% 54.97%
0.0%
0.5%
1.0%
1.5%
2.0%
2.5%
3.0%
3.5%
2006 2007 2008 2009
Year 2.33%
2.66%
3.27%
3.47%
Grants &
Contributions User Charges
& Fees Other Revenue 0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
Rates & Annual Charges
Protected Environment Balanced
Urban Growth Proactive
Leadership Vibrant Communities 0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
Modern Local Economy
$ ‘000 Actual 2007-08
$ ‘000 Actual 2008-09
$ ‘000 Actual 2007-08
$ ‘000 Actual 2008-09 71,724
68,222
33,97532,118
7,166 6,091
17,622 12,070
12,985 15,832
34,831
27,064 30,378
37,865
18,704 17,614
627 607
Council’s unrestricted current ratio is well above the industry benchmark of 1.
increase in outstanding debts due to the current gloBAl finAnCiAl CRiSiS.
Rates and charges coverage compared to other income has reduced due to more income from grants and contributions as well as sale of land assets.
how we Plan and re
Council’s name change
the hills Shire Council was proclaimed as a local government authority in the government gazette on 6 march 1906.
over the past 100 years the Shire has grown dramatically and today still covers the exact geographical area originally proclaimed, but that area now incorporates 28 suburbs and is home to over 170,000 residents.
the hills Shire has long been known as the centre of what is commonly called ‘the hills district’. this region is not geographically specified, but could be generally identified as being the area north of windsor Road, east of the hawkesbury River and west of galston gorge.
over the years there has been a widening focus of associating the Shire with the hills district. there has also been a trend for many local companies to link their business with the hills district either by name or promotions.
this association with the ‘hills’ was also prominent through the hills 2026 community consultation process.
the common usage of the term “the hills” by residents, community organisations and local businesses in the Shire prompted Council to consider whether the current name appropriately depicts the Shire as it is today or will be in the future.
in an historic move, on 25 march, 2008 Council resolved in principle to change the name of the “Baulkham hills Shire Council” to “the hills Shire Council.” Council also resolved to conduct a community consultation campaign and that a further report be submitted to Council following the community consultation period.
the proposed name change was on public exhibition from tuesday 1 April 2008 to friday 16 may 2008.
the community feedback indicated that the Baulkham hills Shire is recognised as ‘the hills district,’ and that the community viewed the new name as an identifiable, broadly used term already. overall, most of the comment supported the name change.
Council resolved to proceed with minimum and progressive implementation of the name change, so that any costs associated were integrated within Council’s regular business activities over time.
on wednesday, 22 october 2008, Council’s application to change its name from Baulkham hills Shire Council to the hills Shire Council was approved by the nSw governor, her excellency professor marie Bashir AC, Cvo and notification was published in the government gazette on friday, 14 november 2008.
the name “the hills Shire” now creates a modern and more marketable image for the area and one that recognises the Shire as a whole.
hills 2026 inTegraTed Planning model
in 2008/2009, Council commenced the hills 2026 Community Strategic direction-the first long- term outlook for the Shire’s next 20 years. it is a picture of where the community would like to be in the future and is based on community aspirations gathered throughout the ‘help Shape your futre hills’ community engagment process.
Council uses an integrated planning framework based on five key themes to develop the hills 2026 delivery program and guide the implementation of strategic and financial resources to deliver the hills 2026 Community Strategic direction. the framework incorporates sustainability principles to align
Community outcomes with Council Strategies.
Key Themes:
ProaCTiVe leadershiP
establishing and implementing a direction for our community’s future.
VibranT CommuniTies
Active, safe and culturally rich people enjoying community life together.
balanCed urban growTh
An attractive built environment that reflects our garden image.
ProTeCTed enVironmenT
the natural character of our Shire is preserved and protected.
modern loCal eConomy
meaningful business and job opportunities close to home.
hills 2026 frameworK
2008 /2009 Activities Our
PerfOrmAnce cOmments
PL 3.1 Council is accountable to the community and meets legislative requirements.
3.1.1 provide ongoing education and information for staff through the induction process and information management system.
95% staff trained in Code of Conduct.
3.1.2 undertake independent appraisals to ensure effective service delivery.
90% Audits completed in the Annual Audit program.
Pl 1 CounCil worKs TogeTher wiTh The CommuniTy
Proactive Leadership
hills 2026 Key Theme hills 2026 CommuniTy ouTComesCounCil sTraTegy CounCil objeCTiVe
CounCil Key PerformanCe indiCaTors and aCTions hills 2026 Community strategic direction (20 yrs)
Council strategies
hills 2026 delivery Program (four years)
business Program and budget
Baulkham hills
Shire Council logo the hills Shire Council logo
A new way of planning
“ The Hills 2026 Planning Framework translates the community’s aspirations into Council planning for the future. ”
A new way of reporting
the Annual Report is Council’s key reporting tool. this is the first Annual Report to report on the hills 2026 delivery program. it reports on Council’s delivery of the five themes detailed in the hills 2026 2008-2012 delivery program and Council’s financial performance during the 2008/2009 financial year. As this is a new way of reporting, comparison figures for our performance in previous years cannot be shown this year.
the hills Shire Council is committed to open,
transparent and accountable communication with our community. this report outlines Council’s highlights and challenges for the year and openly shows how we performed against projected performance indicators.
this Annual Report has been prepared in accordance with Section 428 of the Local Government Act, 1993.
How to read this report
hills 2026 Key Themes
these are the foundation for all Council planning. they have been developed with the community to represent the shared direction for the hills Shire. everything Council does supports this direction.
hills 2026 CommuniTy ouTComes
these are inspirational value based statements that describe what our community would like for the future with reference to specific Key themes.CounCil sTraTegies
these represent what Council will do over a four-year term to contribute to the Community outcomes. they include priority projects.
CounCil objeCTiVe
these are specific goals set to be achieved over one year.
Key PerformanCe indiCaTors &
aCTions
these are what Council is scheduled to deliver to achieve these specific goals over one year.
hills 2026 QualiTy of life indiCaTors (Qol)
these indicators are a collection of data that create a picture of the ‘state of our local area’. they are used to help Council better understand the needs of the area in order to plan for and address future issues.
the indicators draw on a variety of data sources including the hills Shire Council’s Annual Community Survey, the hills Shire Council’s State of the
environment Report and Australian Bureau of Statistics and the hills Shire Council’s Annual Report. Council’s overall quality of life result for 2008/2009 was 71%.
this is the first year that Council is reporting on quality of life indicators. while some do not indicate a positive trend, it is expected that with the implementation of hills 2026 these trends will be reversed. the hills Shire Council is also one of the first Council’s in Australia to adopt quality of life indicators.
mayor’s rePorT
Who we are
The hills shire Today
today, the hills Shire is a dynamic, diverse and vibrant community, with a blend of sophisticated urban areas and rural communities. the community’s diverse needs are catered for through 288 community buildings, five libraries, hundreds of reserves, 88 hectares of forestry land, 313 hectares of national parks land, 60 primary schools, 24 high schools and Council’s six child care facilities. there are 23,000 businesses in the Shire. the world- class norwest Business park has an estimated 17,000 employees working in different businesses within the park, including many who have their Australia Corporate head offices within the Business park.PoPulaTion
the hills Shire has matured into one of the fastest growing areas in new
South wales with a population of 170,965 (as of June 2008) a 2.9%
increase on the previous year. the Shire’s population is projected to reach 256,450 by 2031.
demograPhiCs
the 2006 Census reveals that 30% of the hills Shire residents were born overseas, and 21.8%
were from a non-english speaking background. other than english, the languages most frequently spoken are Cantonese, mandarin, Arabic, Korean and italian.
geograPhy
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 west, 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.
emPloymenT
Council employs 604 full time equivalent staff in a range of professions with 2086 residents working in a voluntary capacity in areas such as tourism, library service, bushcare, childcare, community halls, cemetery, Rural fire Service, SeS and events.
road neTworK
the hills Shire Council maintains 904km of sealed roads and 25km of unsealed roads. the State government is responsible for a further 122km of the road network.
hisTory
darug Aborigines (also spelt dharug, daruk, dharuk) inhabited the Shire 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.
Message from the Mayor
our new name
in 2008 we changed our name from Baulkham hills Shire Council to the hills Shire Council, and Council resolved to keep the cost of the change to a minimum.
leading The way
i am proud that this Council outperformed the nSw metropolitan and overall state benchmarks across 2008/2009 regarding overall satisfaction with Council’s performance.
the survey showed that overall people love living in the hills Shire with a fantastic 87 per cent satisfied with the region as a great place to live, work and spend time.
adVoCaTing for our CommuniTy
Council showed strong leadership throughout the year by advocating for our community on the big issues like transport and planning. in 2008, our lobbying contributed to the establishment of a parliamentary inquiry into the north-west Sydney transport sector and it was with passion and enthusiasm that we fought our case for a north-west metro.
Challenges
we have not been immune from the global financial Crisis, yet Council has looked closely at its sustainability and set priorities that have ensured we maintain a strong and secure financial position into the future.
we still face many challenges, especially in the provision of infrastructure for our rapidly growing region, the planning for new growth areas, invigorating and developing our business sector – but i am sure our understanding and skills base has expanded to meet any challenges that may lie ahead.
aChieVemenTs
this year we have facilitated an impressive list of achievements including the implementation of our first 20 year plan to deliver the community’s wishes – the hills 2026 Community Strategic direction. through our newly developed Community engagement policy, we have widely consulted our community on issues that affect them. we have never stopped planning for the future and have developed a Centres direction, employment lands direction and integrated transport direction and a suite of strategic documents to guide our planning for the hills. we have considered development options for the terminus Street precinct and improved the Castle hill main Street project and have further developed plans for the Castle hill, Baulkham hills and Carlingford town centres. we have also witnessed the increase of our hills economy to
$15 billion per year – up from approximately $13 billion in the previous year.
ThanK you
i would congratulate all our new Councillors on the way they have adapted to their new roles and thank you to our more experienced Councillors who have continued to demonstrate the professionalism it takes to make the big decisions that form the fabric of our community. well done to Council’s staff who i believe are professional, competent and dedicated to serving the residents of our Shire.
our achievements represent an enormous win for our community to ensure that our Shire continues to grow while remaining a wonderful place to live, work, learn and play.
larry bolitho, mayor
Australia
New South Wales
Sydney
Melbourne the hills Shire is located in Sydney’s
north west.
“ The Hills
Shire Council
working in
partnership
with our
community
has had
a highly
successful
and rewarding
2008/2009. ”
general manager’s re
Message from the General Manager
new CounCil, new direCTion
we saw the local government elections take place in September 2008 and the election of six new Councillors and six Councillors from the previous term of Council.
with the election of a new Council came the opportunity to ensure our organisation was headed in the right direction and to review the organisational structure of Council.
awards
Council’s 2007/2008 Community Annual Report received a gold Award at the prestigious Australasian Reporting Awards. we were the only Council in nSw to receive a gold Award this year. Accurate reporting is an essential part of effective governance, and the award confirmed our commitment to openly and transparently communicating our activities and plans to our community.
Council also received three prestigious awards at the Annual local government week Awards.
our hills 2026 Community Strategic direction was awarded the prestigious
‘morpheum Rh dougherty Award for Reporting to your Community – for a population over 100,000’. the purpose of the morpheum Rh dougherty Awards is to promote excellence in communication within local government. Council’s 2008 youth week program received the highest distinction for the second year running, the award for ‘Best local youth week 2008 program’ and for the first time Council was also awarded ‘Best ongoing commitment to local youth week programs.’
CounCil’s finanCes are effeCTiVely managed
Council remains debt free and has been for seven years. we have once again finished in a sound financial position and placed well above accepted industry benchmarks.
CounCil is an emPloyer of ChoiCe
Council’s enterprise Bargaining Agreement came into effect on 1 July 2008 and the organisation has worked hard to develop relevant and meaningful performance measures and work activity descriptions to ensure they link to the hills 2026 Community Strategic direction. the Agreement is the first of its kind in nSw local government and the focus is about how we can serve our customers even better than before.
oPeraTional highlighTs
the commitment and dedication of our staff can be seen in some great achievements during 2008/2009.
in workplace safety we achieved a new safety record of 120 days lost time
injury-free. previously our best was 72 days. An excellent result and a tribute to the commitment of all Council staff toward preventing workplace injuries.
during the year we collated close to 50,000 plant and animal records through our Biodiversity Conservation mapping project and we now save over 70,000 litres of water per week with the water saving project at waves fitness and Aquatic Centre.
one of our greatest highlights for the year was the official opening of the Bruce purser Reserve at Kellyville, costing a total of $6.9 million. the opening of this world class sporting facility for our community was enjoyed by all with a very first for our region – an evening Afl game between the Sydney Swans and the western Bulldogs.
oPeraTional Challenges
Council was not sheltered from the global financial Crisis and we were forced to make a number of changes and budget cuts during 2008/2009, without compromising the integrity of Council and ensuring a high standard of customer service. this was a challenging period and we encouraged staff to think outside the square and come forward with any cost saving ideas, innovations or initiatives.
this also resulted in a review of the organisational structure and a new structure was adopted by Council to be implemented from 1 July 2009.
looKing Towards The fuTure
my vision for our organisation is for Council to be the best we can in what we do and an organisation that uses the skills and talents of our Staff and managers to continually improve our processes to serve our customers. one of the ways we will achieve this is to implement a continuous improvement system called Six Sigma. i look forward to seeing the positive outcomes of this new system in the coming year.
i would like to thank the mayor, Councillors and Council staff for their hard work and commitment throughout 2008/2009 in working together with our community to make the hills Shire a better place to live, learn, work and play.
dave walker, general manager
youth officer melinda gauci receives Council’s youth week Awards and coordinater Corporate planning michelle Coleman receives Council’s morpheum Rh dougherty Award.
“ The Hills
Shire Council has seen
significant
challenges
and change in
2008/2009,
but the year
will also be
remembered
for our great
achievements. ”
ProaCTiVe leadershiP
Establishing and implEmEnting a
dirEction for our community’s futurE
Proactive
Leadership (pl)
Achievements
n Council received a gold Award in the 2009 Australasian Reporting Awards for the 2007/08 Community Annual Report.
n during 2008/09 days lost due to workplace injury droped 76% compared to 2007/08
n Council experienced it’s first 100 continuous days injury free
n Council implemented a reward based performance measurement approach and enterprise Bargaining Agreement. the first of it’s kind for nSw local government.
n Successfully lobbied for a legislative Council general purpose Standing Committee no. 4 inquiry into the transport needs of Sydney’s north west Sector.
n developed a four year delivery program and 12 months works program aligned with hills 2026.
n introduced one-stop-shop services at both dural and Carlingfod library.
n installed an electronic voting system at the Council Chambers to permit keypad voting on planning matters
n Council launched its new “hills focus” community magazine.
n increased Council’s cost savings by keeping legal matters in – house.
n introduced an online Councillor information portal
n Sale of 92 wrights Road, Kellyville as a commercial development site to Aldi foods.
n established a Continuous improvement Steering Committee to implement tools to improve Council’s performance
Challenges
n preparing six new Councillors for life in public office and equipping them with the tools and resources to
fulfil their role in the community.
n Retaining, developing and attracting employee talent remains the number one challenge for human Resources.
n Adapting to changing legislative requirements and the need to update legal skills through continuing legal education.
n maximising investment returns under the conditions of the global financial Crisis.
n Recovery of outstanding rates.
n managing Council’s insurance portfolio and minimising the impact on insurance premiums from claims made after the natural
disaster in 2007.
n finding a balanced approach that meets site specific goals in respect to biodiversity and cultural heritage issues, but still delivers project outcomes that meet Council’s “operational land” management objectives.
n maintaining information technology security to keep up with ever-developing technology and threats from virus ware.
n Complex software upgrades.
n ensuring relevant documents are stored and available in the corporate information system.
Looking towards the future
Council has budgeted to spend $9 million on proactive leadership in 2009/2010.
looking ahead in 2009/2010:
n Regional partnerships to develop waste infrastructure
n Advocate to the State government for extended producer Responsibility n Annual Community Survey and Community engagement
n improved access to Council and community information for rural residents n Asset management plans
n five year workforce plan
n proactive customer service follow up
n online booking and payment system for the hire of Council facilities n Review of privacy management plan
n debt recovery
n implementation of Council’s fraud and Corruption minimisation Strategy n “operational land” development projects at:
n the former “waste transfer Station” site off withers Road, Kellyville n hill Road and Colbarra place, west pennant hills
n Castle hill town Centre development (terminus Street Car park), Castle hill n pennant/gay Street target Site, Castle hill.
ProaCTiVe leadershi
Councillors
on 2 october 2008, the new Council held its election for the mayor and deputy mayor. Clr larry Bolitho was elected as mayor and Clr peter dimbrowsky was elected as deputy mayor.
this Annual Report provides information on Councillors from both the 2004-2008 and the
2008-2012 term of Council.
mayoral and CounCillors fees and faCiliTies 2008-2009
section 428(2)(f)(r) cl 217 (1)(a)(a1)(i)–(viii) Councillors are paid an allowance to assist them in performing their duties as community representatives.
the fees payable to Councillors throughout new South wales are established by the local government Remuneration tribunal. the fees paid to Councillors are in accordance with the highest rate for Category 1 Councils. in 2008/2009 Councillors were paid an annual allowance of $19,250. the mayor was paid an additional annual entitlement of $51,130.
Councillors are also entitled to facilities for their use and payment of their expenses as determined in Council’s payment of expenses and provision of facilities policy. A copy of this policy is available on Council’s website and involves the following:
n An access card to designated areas of the Council building
n A suitably furnished room, including computer and refreshment cabinet
n A suitable name badge n 150 Christmas cards n 250 business cards
n memorabilia and other token gifts to present to visiting dignitaries
n mobile telephone and car kit
n Reimbursement for all telephone charges up to $300 per month
n fax charges
n dictaphone or tape recorder n letterhead for correspondence
n use of a shared Council vehicle to conduct Council business
n Briefcase
n four drawer filing cabinet
n Consumables, stationery and postage costs for Council business
n Allocated parking space n Shared secretarial support n email address
n it hardware and software for use at the Councillor’s residence and on Council, civic and official duties:
notebook computer and accessories, combined printer/ copier/ scanner/ facsimile and phone, and appropriate communication equipment including a Blackberry.
Additional entitlements allocated to the mayor were a suitably furnished office including refreshment cabinet and personal computer, 500 Christmas cards, a motor vehicle for all official and personal use and payment of all Council-related mobile telephone call charges.
in 2008/2009, the total cost associated with mayoral and Councillor expenses was $1,098,670.
Councillor fees $274,331
facility policy $191,650
equipment $36,508
election expenses $596,181
ToTal $1,098,670
Council operates under the Local Government Act, 1993 and Councillors are elected to provide leadership and good governance for the local community.
the key role of the 12 Councillors at the hills Shire Council is to set Council policy by taking into account the diverse needs and aspirations of the local community. Being an elected community representative requires many hours of commitment at Council meetings, workshops, task groups, community consultations, public meetings and being available to the community.
the Councillors who serve the hills Shire community are elected every four years. the Shire is divided into four wards with three Councillors representing each ward. ward boundaries are determined by population, thereby enabling equal representation across the Shire.
local government elections were held on 13 September 2008, resulting in six new Councillors being elected to the hills Shire Council, in addition to six Councillors being re-elected.
prior to the Council election, Clr Sonya phillips held the position of mayor and Clr david Bentham held the position of deputy mayor.
2008-2012 CounCil CenTral ward
Clr Peter dimbrowsky elected march 2004 Business: 9843 0102 mobile: 0419 664 438 fax: 9843 0410[email protected] Clr Tony hay
elected march 2004 mobile: 0422 508 975 fax: 9838 0205
[email protected] Clr justin Taunton
elected September 2008 mobile: 0448 083 108 [email protected]
easT ward
Clr larry bolitho elected September 1983 mobile: 0412 174 413 fax: 9873 3578
[email protected] Clr david bentham
elected march 2004
home/Business: 9630 5290 mobile: 0427 292 140 fax: 9630 9402
[email protected] Clr andrew jefferies
elected September 2008 mobile: 0427 928 111 [email protected]
norTh ward
Clr greg burnett elected September 2008 mobile: 0402 849 794 fax: 8677 1034[email protected] Clr barbara burton
elected September 2008 home: 9651 1865 mobile: 0417 254 171 fax: 9653 9474
[email protected] Clr robyn Preston
elected September 2008 mobile: 0419 200 300 fax: 9894 7779
wesT ward
Clr michelle byrne elected September 2008 mobile: 0448 268 140 fax: 9639 6750
Clr mike Thomas (deputy mayor) elected march 2004
mobile: 0423 798 891 fax: 9614 3437
[email protected] Clr raymond harty
elected march 2004 Business: 9646 5000 mobile: 0412 265 876 fax: 9649 8500
raymondharty@comet-training.
com.au
[email protected] (after hours)
2004/2008 CounCil CenTral ward
Clr Sonya phillips, Clr tony hay, Clr peter dimbrowsky.
easT ward
Clr david Bentham, Clr larry Bolitho, Clr John dinnie.
norTh ward
Clr John griffiths, Clr les Shore, Clr Ray williams mp.
wesT ward
Clr Raymond harty, Clr mike thomas, Clr martin tolar.
Back Row (l to R): Clr Barbara Burton, Clr Robyn preston, Clr Raymond harty, Clr tony hay, Clr Andrew Jefferies, Clr gregory Burnett, Clr david Bentham, Clr Justin taunton, Clr michelle Byrne.
front Row (l to R): Clr mike thomas, Clr larry Bolitho, Clr peter dimbrowsky.
“ Our Councillors are committed to making informed decisions through strong leadership based on the Hills 2026 Community Strategic
Direction. ”
ProaCTiVe leadershiP
CounCillors seminars and
ConferenCe exPenses 2008/2009
cl 217 (1)(a1)(iii)(iv)Councillors may be appointed by Council to attend conferences and seminars. All direct expenses such as registration fees, travel and accommodation are paid by Council as well as a sustenance allowance.
Councillors attend seminars and conferences to keep up-to-date with information and developments in areas such as local government generally, town planning and governance as well as specific outcome areas such as infrastructure, the community and the environment.
name no of Seminars,
Conferences, workshops, training Sessions Attended
Cost $
Strategic planning workshops All Councillors 12,172 local government & Shires
induction program
All Councillors 4,200
Clr larry Bolitho 5 12,577
Clr david Bentham --- ---
Clr gregory Burnett 1 2,767
Clr Barbara Burton 3 5,896
Clr michelle Byrne 1 2,764
Clr peter dimbrowsky 3 10,131
Clr Raymond harty 2 5,094
Clr tony hay 3 8,342
Clr Andrew Jefferies 1 2,767
Clr Sonya phillips* 1 2,101
Clr Robyn preston 2 4,231
Clr Justin taunton 3 7,362
Clr mike thomas --- ---
ToTal 80,404
* Councillor serving prior to the Council Election and not re-elected (ie March 2004 - September 2008).
* The total of $80,404 expended by Councillors on conferences and seminars included an amount of
$29,350 for interstate visits by Councillors to attend conferences and seminars. Councillors did not attend any overseas conferences during 2008/2009.
aTTendanCe aT CounCil – meeTings and TasK grouPs
the meeting schedule throughout 2008/2009 was:
n first tuesday of the month – workshop for Councillors n Second and fourth tuesdays of the month – ordinary
Council meetings
Council meetings held outside of the normal schedule are called extraordinary meetings. All Council meetings are chaired by the mayor and are open to the public.
Residents are provided with the opportunity to address Council and ask questions during Community forum.
each meeting is advertised in the local newspapers and the meeting agenda is available in Council libraries on the friday before the meeting, and also on Council’s website.
meeTing aTTendanCe by CounCillors
Council extraordinary totAl no. of meetings held
1 July 2008–30 June 2009
20 3 23
2008/2012 Council
Clr Justin taunton 15 2 17
Clr michael thomas 18 3 21
Clr david Bentham 15 3 18
Clr larry Bolitho 18 3 21
Clr gregory Burnett 15 2 17
Clr Barbara Burton 15 2 17
Clr michelle Byrne 15 2 17
Clr peter dimbrowsky 19 3 22
Clr Raymond harty 16 3 19
Clr tony hay 17 3 20
Clr Andrew Jefferies 13 2 15
Clr Robyn preston 15 2 17
2004/2008 Council
Clr John griffiths 3 - 3
Clr les Shore 4 2 6
Clr Sonya phillips 5 2 7
Clr John dinnie 5 1 6
Clr martin tolar 5 1 6
Clr Ray williams 5 1 6
audiT CommiTTee
the Audit Committee is an advisory committee to Council. its primary objective is to assist Council in the effective conduct of its responsibilities for financial reporting, risk, maintaining internal control and promoting ethical development. it also assists in the co-ordination of internal and external audit to achieve the organisation’s objectives in a timely and effective manner.
prior to the 2008 local government elections the committee comprised of mayor Clr phillips, deputy mayor Clr Bentham, Clr hay, Clr harty, Clr thomas, together with community members Ross Baker and Allen davis. After the local government election the committee comprised of mayor Clr Bolitho, deputy mayor Clr dimbrowsky, Clr Burnett, Clr hay, Clr Jefferies, Clr thomas, together with independent community members Ross Baker and Andrew paddon.
the Audit Committee met twice during 2008/2009, once prior to the election and once after the election.
Councillor Representatives no. of meetings Attended
Clr Bentham 1
Clr harty 1
Clr hay 2
Clr thomas 2
Clr Bolitho 1
Clr dimbrowsky 0
Clr Jefferies 1
Clr Burnett 0
Clr phillips 1
fees Paid To CounCillors on boards/TrusT
Councillors have been appointed to represent Council on the following Boards or trusts.
organisation Councillor Amount
hawkesbury River County Council
member Clr les Shore $903.93
member Clr Raymond harty $903.93
member Clr greg Burnett $3020.00
member Clr peter
dimbrowsky
$3020.00 upper parramatta River
Catchment trust (on 12 december, 2008 Council resolved to not renew its membership of this trust)
member Clr david Bentham $430.18
member Clr John dinnie $430.18
TasK grouP aTTendanCe
on 16 december 2008 Council created the following task groups:
finance, infrastructure and governance policy development and Review task group
Councillor meetings Attended total number held
Clr Burnett 2 2
Clr Byrne 1
Clr thomas 2
Clr harty 1
Clr Bolitho 2
Sport, Recreation, leisure and Civic events policy development and Review task group
Councillor meetings Attended total number held
Clr preston 1 1
Clr Burton 1
Clr Byrne 1
Clr hay 1
Clr Bolitho 1
Clr Jefferies 1
planning, environment and heritage policy development and Review task group
Councillor meetings Attended total number held
Clr thomas 2 2
Clr harty 0
Clr taunton 2
Clr dimbrowsky 1
Clr hay 1
Clr Bolitho 2
on 16 december 2008 Council disbanded the task groups listed below:
aquatic facilities Task group – last meeting held in September 2007
bella Vista farm Task group – last meeting held in february 2008
Tourism Task group – last meeting held in may 2008.
ProaCTiVe leadershi
organisaTional Values
the hills Shire Council encourages a culture that embraces the following shared set of behaviours that reflect our values.
ProaCTiVe CommuniCaTion
we will facilitate open and transparent information sharing.
TeamworK
we will work together to create effective ideas and solutions.
engaging leadershiP
we will seek to engage the councillors community and staff.
CommuniTy foCus
our ratepayers and residents are our number one customer.
learning and growTh
we will take every opportunity to learn and improve the way we do things.
shared direCTion
we are all committed to the Community Strategic direction and achieving outcomes for our community.
worK and life balanCe
we will promote and encourage staff and Councillors to balance time commitments.
emPloymenT
As of 30 June 2009 there were 662 people on Council’s payroll and seven vacant positions, equating to 604 full time equivalent (fte) employees. more than 40% of Council’s workforce live within the hills Shire.
worKforCe by age
the average age of Council’s workforce is 42.6 years.
reCruiTmenT sTaTisTiCs
in 2008/2009 the human Resources team project managed 72 recruitment assignments and the average time taken to fill vacancies was 61 days from vacancy notification to start.
sTaff TurnoVer
discounting casual staff turnover, in 2008/2009, 66 people left Council’s employment, a turnover of 9.84%
and an improvement on the previous year.
2005/2006 12.30%
2006/2007 14%
2007/2008 13%
2008/2009 9.84%
exeCuTiVe managemenT Team
section 428(2)(g)the executive management team consists of six senior staff. each person receives a remuneration package comprising of salary, long service leave, superannuation and motor vehicle costs including fringe benefit tax.
remuneraTion PaCKages for senior sTaff
cl 217(1)(b)(i)-(v)
general manager $265,818*
group manager Corporate development $196,416 group manager Corporate and financial
Services
$199,099 group manager Community development $199,099 group manager environment and planning $218,745 group manager Services delivery $207,498
*Possible performance bonus component up to $30,000.
daVe walKer
mBA, B.Com, CpA general managerdave has worked at eight regional and metropolitan Councils in four States, becoming director –
Corporate Services at Baulkham hills Shire Council in January 1997 and appointed as general manager in october 2005. dave is a Certified practicing Accountant, has a Bachelor of Commerce from
queensland university and completed his mBA while working with darwin City Council in the early 1990s.
ray fabris
group manager – Corporate development
Ray has worked at the hills Shire Council for 39 years.
during that time he has held a number of portfolios all of which has allowed him to work closely with the community. he is also the Shire’s local emergency management officer (lemo), coordinating the various emergency services during emergency situations.
sTewarT baTes
B.Arts (local government Administration) group manager – Corporate and financial services
Stewart has worked in local government for 38 years.
he commenced with Baulkham hills Shire Council in 1994, is a member of the local government manager’s Association and has a degree in local government Administration. Stewart was appointed group manager Corporate and financial Services in december 2005.
marK sTanTon
mBA, B App Sci (ReC), dip loc gov’t
group manager – Community development mark has worked in community development with local government for more than 20 years. prior to his appointment as group manager – Community development in August 2005, he was the manager – human Services at the Baulkham hills Shire Council. he has a masters qualification in Business Administration, and qualifications in Recreation management and local government Administration.
l to R mark Stanton, Ray fabris, michael edgar, michael lathlean, Stewart Bates and dave walker.
cOmmunitY
GenerAL mAnAGer cOrPOrAte strAteGist
GrOuP mAnAGer Corporate Development
mAnAGer Economic Development
mAnAGer Communications and
Marketing
mAnAGer Community Planning
mAnAGer Community Outcomes mAnAGer
Information Management
mAnAGer Information Technology
mAnAGer Information Management
mAnAGer Building Control
mAnAGer Subdivisions
mAnAGer Technical Services
mAnAGer Traffic mAnAGer
Executive Services mAnAGer
Hills Community Care mAnAGer
Organisational Development
mAnAGer
Development Control mAnAGer Compliance mAnAGer
Corporate Planning mAnAGer
Children’s Services mAnAGer
Property and Special Projects
mAnAGer
Forward Planning mAnAGer Buildings
mAnAGer Library and Information
Services mAnAGer
Finance mAnAGer
Health and Environment mAnAGer Operations GrOuP mAnAGer
Corporate & Financial Services
GrOuP mAnAGer Environment and
Planning
GrOuP mAnAGer Services Delivery
GrOuP mAnAGer Community Development internAL AuditOr
cOunciLLOrs
the hiLLs shire cOunciL OrGAnisAtiOnAL vALues
Proactive Communication, Teamwork, Engaging Leadership Community Focus, Learning and Growth Shared Direction, Work and Life Balance
The Hills Shire Council Organisational Structure
ProaCTiVe leadershiP
miChael edgar
B App Sci (env hlph), Att. Bld insp
group manager – environment and Planning michael commenced his local government career in 1986 as a trainee health and Building Surveyor and obtained a Bachelors degree in Applied Science. he has been involved in academic roles with the university of western Sydney, western Sydney institute of tAfe and the university of technology related to local government. michael joined Baulkham hills Shire Council in July 2005.
miChael laThlean
B.e. (hons) mlgm mie Aust C.p.eng group manager – services delivery
michael has worked in nSw local government for more than 25 years. prior to his appointment as
group manager, he was the manager – operations at Baulkham hills Shire Council. he has an honours degree in Civil engineering, a masters degree in local government management and is a member of the institute of engineers, Australia and a fellow of the institute of public works engineering. michael has lived in the Shire for more than 20 years and is actively involved in local community activities.
Our Performance
Pl 1 “CounCil worKs TogeTher wiTh The CommuniTy”
what our community wants – Council actively engages the community by providing relevant and meaningful opportunities for residents to contribute to and participate in decision making. Council is willing to listen and respond to the concerns and aspirations of the community through open, proactive communication. Council leads the community by facilitating partnerships that align community organisations towards the community direction.
whaT CounCil deliVered
2008 /2009 Activities OurPerfOrmAnce cOmments
PL 1.1 Facilitate and develop strong relationships and partnerships with the community and other organisations.
1.1.1 develop and implement a strategy to communicate the hills 2026 Community Strategic direction.
10 schools activities conducted.
percentage of publications produced with hills 2026 integrated message.
1.1.2 Actively seek corporate sponsorship opportunities for community activities and events.
10 corporate sponsors per year.
1.1.3 Continue to foster relationships with other cities in particular Cootamundra nSw and wexford, ireland.
two sister city events per year.
1.1.4 Continue to seek opportunities to participate in projects and initiatives that support the region.
implement memorandum of understanding with Sydney west Area health Service.
1.1.5 proactively share knowledge and experience with other organisations and Council.
three best practice award entries per year.
PL 1.2 Actively advocate community issues to other levels of government.
1.2.1 provide leadership and representation for the
community on local issues that affect the future of the Shire.
Seek opportunities to discuss north west Rail link with State government.
PL 1.3 Involve our community in the planning and decision making processes of Council.
1.3.1 develop and implement a corporate Community engagement Strategy to improve Council’s links with the community.
15 people trained in community engagement.
1.3.2 Continue to undertake Council’s annual Community Survey to provide information for Council’s Strategic planning process.
1000 people surveyed.
Review the community survey instrument to align with hills 2026.
PL 1.4 Proactively inform our community about Council’s activities.
1.4.1 implement initiatives to communicate information about Council and its activities to the community.
65% media releases printed.
develop five key messages based on the hills 2026 Key themes to align Council’s communications.
improve access to Council and community information for residents of the rural parts of the Shire.
1.4.2 produce high quality informative publications that align with hills 2026 and Council’s key messages and brand.
70% of customer satisfaction with publications produced.
1.4.4 maintain the website to enhance the image of Council and encourage community interaction.
820,000 visits to Council’s
website per annum. Council’s
website averaged 692,233 visitors per annum.
this figure was below previous targets, as previously the statistics collated included internal visits. the new figures are collated from external customers.
65% of customer satisfaction with website management.
1.4.5 Continue to inform Council and the community regarding progress of the Castle hill Ring Road.
four newsletters per year.
ConTribuTions/donaTions
section 428(2)(l)in 2008/2009 Council provided $94,056.00 in donations to community groups, individuals and organisations.
sPonsorshiP reCeiVed
Council received $375,235.96 in sponsorship, including
$264,344.47 in cash and $110,891.49 in-kind.
Pl 2 “CounCil’s finanCes and asseTs are effeCTiVely managed”
what our community wants – Council is in a strong financial position through effective long term financial planning that is aligned with the community direction to ensure ongoing resources are available to deliver improved services and manage Council assets. this is achieved through a fair rating system and service charges. there is adequate surplus on operations to suit asset maintenance and renewal needs and to provide for new initiatives. Council’s assets are strategically maintained for future generations and aligned to community expectations.
whaT CounCil deliVered
2008 /2009 Activities OurPerfOrmAnce cOmments
PL 2.1 Manage survey, design and operations and provide well maintained plant and equipment.
2.1.1 provide plant teams with well maintained equipment to meet operational needs.
1600 of purchase orders raised.
100% of stock turnover.
98% stock variance.
2.1.2 Service and repair plant and equipment to support Council operations.
95% major plant hours recovered.
45,600 hours major plant utilised.
95% of purchases under budgeted purchase price.
2.1.3 provide storage, supply of materials/bulk goods and two way and mobile communications and depot services to the Roads and parks teams of Council.
100% stock turnover.
98% stocktake variance.
2.1.4 deliver Council survey projects on time and to required standards.
