The Hills Shire Council is pleased to present its 2014 - 2015 Operational Plan.

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OPERATIONAL PLAN

2014 - 2015

OPER A TIONAL PLAN

Year 2 of Plan

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The Hills Shire Council is pleased to present its 2014 - 2015 Operational Plan.

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

PART 4 OPERATIONAL PLAN

Operational Plan 2014 - 2015

•

2014-2015 Budget by Themes

•

Inputs

•

Outputs

•

Performance Measures

•

Cemetery

•

Civic Events

•

Community Facilities & Services

•

Compliance

•

Customer Service

•

Planning

•

Hills Community Care

•

Long Day Care

•

Infrastructure

•

Waste

•

Other PART 2

DELIVERY PROGRAM

PART 3

RESOURCING STRATEGY

PART 1

HILLS FUTURE

•

Workforce Strategy

•

Asset Management Strategy

•

Long Term Financial Plan

PART 5

FEES & CHARGES

•

Vision

•

Themes

•

Outcomes

•

Strategies

•

Measures

• 2014-2015 Budget by Themes

• Inputs

• Outputs

• Performance Measures

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2014-15 Budget Inputs & Outputs by Theme

- Proactive Leadership 130 - Vibrant Communities 143 - Balanced Urban Growth 156 - Protected Environment 161 - Modern Local Economy 165

THE HILLS SHIRE COUNCIL OPERATIONAL PLAN 2014 - 2015

Email: [email protected] Phone: (02) 9843 0555

The Hills Shire Council

PO Box 7064 Baulkham Hills BC NSW 2153 www.thehills.nsw.gov.au

INDEX STRONG FINANCIAL POSITION

$59.1M INFRASTRUCTURE DELIVERY

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

REMAINS DEBT FREE

Council is debt free and will continue to budget for operational surplus as a high priority.

This plan focuses on clearing Council’s infrastructure backlog, ... projected to spend $59.1M million on capital expenditure in 2014/2015.

MAYOR'S STATEMENT

“In the past year we’ve seen significant work in our community that meets

and exceeds our expectations around our key themes of

rejuvenation, infrastructure and connectivity.”

Page 8

GENERAL MANAGER'S REPORT

“We live in a growing region and enjoy an excellent quality of life.

More people will choose the Sydney Hills as a place to live and work with the arrival of The

North West Rail Link in the

near future.” Page 10

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Proactive Leadership

Challenges for Tomorrow Where Are We Now?

Hills Future is our long term Community Strategic Plan that directs our four year Delivery Program and annual budgets.

Council is committed to delivering the outcomes of Hills Future.

Our strong financial position has continued over many years. With our expected population and housing growth, we will need to respond to the demands to buy land zoned open space, while maintaining services and facilities for our current residents.

Strategic land assets are being converted into liquidity to 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 operate effectively in accordance with sound governance principles and have set new goals for customer service.

• Continuing to lobby State and Federal Governments around infrastructure and transport needs to manage projected growth eg;

• bus flyover Excelsior Creek through to Crane Road

• traffic lights at the Norwest Blvde/Solent Circuit roundabout at Norwest

• Carlingford to Epping railway line

• legislation changes in compulsory acquisitions re Baulkham Hills Town Centre

• Seek approval from RMS to build Traffic

Lights at Glenhaven Road/Old Northern

Road - funded from Sec 94 A funds

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Principal Activity Corporate Management

Action

No. Output/Action Description Description

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

100.02 PA Support To provide support and assistance to general management and councillors 100.03 Contribution to Department of

Environmental Planning Contribution to Sydney Regional Development Fund as section 143 of the Environment Planning and Assessment Act

100.04 Governance Projects Preparing responses to Local Government reforms and other special projects 110.01 Reorganisation To provide for workplace and regulatory reform, EBA bonuses, maternity

leave payments and unfunded positions 200.01 Strategic Planning Group (SPG)

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

300.01 Business Services Group (BSG)

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

700.01 Environment & Planning Group

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

700.02 Group Support - EPG Provide support services to Environment & Planning Group 800.01 Customer Services Group (CSG)

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

800.02 Group Support - CSG Provide support services to Customer Service Group

Performance Measures Target 2014/2015

% Customer Requests Completed on Time - GM Group Support 85%

% of Abandoned Calls to Group Support Area - Customer Service 18%

Action

No Output Emp

Cost$000

Mat &

Cont$000

Project Cost$000

Other Cost$000

Internal Cost &

Recovery

$000

Total Cost$000

Revenue

$000 Net Cost$000

100.01 Corporate Management GM 726 26 0 94 947 1,793 0 1,793

100.02 PA Support GM 409 0 0 31 540 980 0 980

100.03 Contribution to DEP 0 0 0 315 0 315 0 315

100.04 Governance Projects 90 0 0 7 118 215 0 215

100.99 Internal Recovery GM 0 0 0 0 -1,505 -1,505 0 -1,505

110.01 Reorganisation 0 337 0 0 0 337 0 337

200.01 Corporate Mgt Contribution - SPG 328 0 6 3 34 371 0 371

200.99 Internal Recovery -SPG 0 0 0 0 -371 -371 0 -371

300.01 Corporate Management

Contribution - BSG 323 5 0 9 78 415 0 415

300.99 Internal Recovery - BSG 0 0 0 0 -415 -415 0 -415

Contribution - EPG 190 0 6 5 58 259 0 259

700.02 Group Support - EPG 190 0 0 5 58 253 0 253

700.99 Internal Recovery - EPG 0 0 0 0 -512 -512 0 -512

Contribution - CSG 197 0 8 7 39 250 0 250

800.02 Group Support - CSG 197 0 0 7 39 242 0 242

800.99 Internal Recovery - CSG 0 0 0 0 -492 -492 0 -492

2,650 368 20 483 -1,386 2,135 0 2,135

Project Description $000

3001 Research & Development - EPG 6

3001 Research & Development - SPG 6

3001 Special Needs GAP Subsidy 8

Total 20

% of LINCS Records Maintained over 18 months old 18%

(6)

Principal Activity Property Development

Action

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

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

330.01 Property Acquisitions Manage the acquisition of land identified for public purposes

330.02 Property Management Provide assistance to internal customers in respect to land valuations , impacts associated with subdivision matters and development potential of Council land holdings

Implement Adopted Actions / Milestones for Operational Land as Resolution of Council (Property

Development) 85%

Implement Adopted Actions / Milestones for Operational Land as Resolution of Council (Property

Management) 85%

Occupancy of Rented Property 90%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

132.01 Property Lease 102 0 0 11 1,195 1,309 -1,205 104

320.01 Property Development 203 0 0 3 133 339 0 339

330.01 Property Acquisitions 101 0 0 2 62 165 0 165

330.02 Property Management 237 15 0 26 145 423 0 423

643 15 0 42 1,535 2,236 -1,205 1,030

(7)

Principal Activity Financial & Corporate Strategy

Action

No. Output/Action Description Description 210.01 Financial Systems Development &

Administration Coordinate the overall solution design and administer Council's Financial, Payroll and Asset Systems

210.02 Financial Control & Management Develop and review Financial Objectives, monitor budgets; cash flows and provide financial advice and information across Council

210.03 Integrated Planning & Reporting Manage the development, implementation and review of Council's

Community Strategic Direction, Delivery Program and Operations Plan and Long Term Financial Plans

210.04 Infrastructure Funding &

Monitoring Manage the financial planning and review of infrastructure funding 210.05 Developer Contributions Financial

Planning & Monitoring Develop financial model to calculate contribution rates and to monitor developer contributions and expenditure and identify any funding deficits and recommend proposals to fund the deficits

% Variation to Budget (Recurrent Expenditure) 5%

% Variation to Budget (Recurrent Income) 5%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000 210.01 Financial Systems Development &

Administration 292 0 0 4 55 351 0 351

210.02 Financial Control & Management 363 0 0 5 68 437 0 437

210.03 Integrated Planning & Reporting 24 0 78 0 4 107 0 107

210.04 Infrastructure Funding &

Monitoring 95 0 0 1 18 114 0 114

210.05 Developer Contributions Financial

Planning & Monitoring 16 0 0 0 3 19 0 19

210.99 Internal Recovery 0 0 0 0 -1,028 -1,028 0 -1,028

789 0 78 12 -879 0 0 0

3002 Community Survey 61

3006 Long Term Planning 17

Total 78

(8)

Principal Activity Financial Services

Action

830.01 Statutory Financial Reporting Record financial transactions and produce Annual Statement of Accounts and financial reports

830.02 Creditor Payments Pay invoices in accordance with terms and conditions

831.01 Financial Reporting - Expenditure Record financial transactions and produce Annual Statement of Accounts and financial reports

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

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

832.02 Accounts Receivable The raising of invoices for outstanding accounts

832.03 Receipting/Banking/Investments Manage accounts receivable, reconciliation of bank statements and Council investments

833.01 Levy Management Collect and levy waste management charges 833.02 Issue Section 603 Certificates Issue notices for outstanding rates and charges

833.03 Name & Address Transfers Update the name and address register (NAR) and associated monitoring 833.04 Debt Recovery Monitor and recover outstanding rates and charges

Payments Paid Electronically 70%

Debtors Collected within 30 Days 90%

Return on Investment (ROI) Margin > 0.2% above 95%

Rates Outstanding 3.5%

Payroll Processes Completed Within Agreed Timeframe 90%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

830.01 Statutory Financial Reporting 337 101 4 10 141 592 0 592

830.02 Creditor Payments 337 0 0 10 141 488 0 488

830.99 Expenditure Internal Recovery 0 0 0 0 -1,080 -1,080 0 -1,080

831.01 Financial Reporting - Expenditure 73 0 0 1 16 90 0 90

831.02 Payroll Processing 220 0 0 3 47 270 0 270

831.99 Payroll Internal Recovery 0 0 0 0 -570 -570 0 -570

832.01 Financial Reporting - Revenue 131 0 0 2 57 190 0 190

832.02 Accounts Receivable 131 0 0 8 57 196 -6 190

832.03 Receipting/Banking/Investments 175 0 0 392 76 643 -165 478

832.99 Revenue Internal Recovery 0 0 0 0 -776 -776 0 -776

833.01 Levy Management 368 0 0 2,412 301 3,080 -3 3,077

833.02 Issue Section 603 Certificates 26 0 0 3 21 51 -316 -265

833.03 Name & Address Transfers 53 0 0 7 43 102 0 102

833.04 Debt Recovery 79 0 0 10 64 154 -406 -253

833.99 Rates Internal Recovery 0 0 0 0 -2,603 -2,603 0 -2,603

1,931 101 4 2,857 -4,065 828 -897 -69

3001 Inventory Damaged Goods 4

Total 4

(9)

Principal Activity Executive Infrastructure Management

Action

520.08 Place Management Supervision Supervision of Parks & Gardens and Civil Infrastructure Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

520.08 Place Management Supervision 828 0 0 25 389 1,242 0 1,242

828 0 0 25 -853 0 0 0

Principal Activity Infrastructure Projects

Action

No. Output/Action Description Description 530.01 Capital Works Project

Management Manage and monitor the delivery of new and existing infrastructure as detailed in the Capital Works Program

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

Capital Works Program Projects Completed (Dollar Terms) 90%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000 530.01 Capital Works Project

Management 293 0 0 52 691 1,035 0 1,035

293 0 0 52 -345 0 0 0

(10)

Principal Activity Workforce Strategy & Business Improvement

Action

240.01 Recruitment & Retention Implement initiatives to decrease time to fill vacancies

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

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

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

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

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

Average Number of Days Lost to Absences (Ex) 7

Days Lost due to Workplace Injuries 300

Lost Time Injury Frequency Rate 11%

Percentage of Staff Retained (Ex) 85%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

240.01 Recruitment & Retention 50 0 40 0 11 101 0 101

240.02 HCC Financial Management 172 0 0 1 38 211 0 211

240.03 Workplace Safety 103 0 69 1 23 196 0 196

240.04 Employment Relations 419 5 0 3 94 521 0 521

240.05 Learning & Development 456 0 0 1 42 500 0 500

240.06 Continuous Improvement 180 0 0 1 40 222 0 222

1,380 5 109 8 -1,502 0 0 0

3001 Recognition Scheme Expenses 40

3002 Risk Mngt - OHS 69

Total 109

(11)

Principal Activity Information Technology

Action

820.01 Customer Service & IT PM Providesupport and technical advice to IT, Library and Customer Service 821.01 IT Infrastructure Implement initiatives to provide infrastructure and maintain security

procedures to support Council's IT needs

821.02 Application Support Implement initiatives to align Council's information and technology applications with industry direction and business needs

Completed IT Incidents within 2 Days (Ex) 60%

% Customer Enquiries Resolved at the Helpdesk Compared to Total Number of Calls to the

Helpdesk (Ex) 62%

Number of Unscheduled Corporate System Outages 7

Organisation Satisfaction with IT 83%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

820.01 Customer Serv & IT PM 219 0 0 2 100 321 0 321

820.99 Customer Serv & IT PM Internal

Recovery 0 0 0 0 -321 -321 0 -321

821.01 IT Infrastructure 837 234 54 1,071 186 2,383 0 2,383

821.02 Application Support 837 1,168 180 37 186 2,408 0 2,408

821.99 IT Internal Recovery 0 0 0 0 -4,954 -4,954 0 -4,954

1,893 1,402 234 1,110 -4,803 -164 0 -164

3001 IT Minor Expenses 54

3002 Business Requirement 163

3003 Online Demographic System 17

Total 234

Principal Activity Land & Spatial Information

Action

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

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

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

Subdivision Updates Completed in 1.5 Days 75%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

251.01 Property Addressing 103 0 0 2 20 125 0 125

251.02 Provide Maps 225 0 0 4 44 273 -1 272

251.03 Sub Division Updates 141 0 0 3 27 171 0 171

251.99 Internal Recovery 0 0 0 0 -568 -568 0 -568

468 0 0 9 -477 1 -1 0

(12)

Principal Activity Executive Services

Action

No. Output/Action Description Description 130.01 Coordinate Exec Services &

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

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

Average Time (Hrs) to Distribute Minutes to Group 48

Average Number of Business Days Taken to Process Formal GIPA Applications 4 Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000 130.01 Coordinate Exec Services &

Council Meetings 403 0 0 28 267 698 -1 696

130.99 Exec Services Internal Recovery 0 0 0 0 -696 -696 0 -696

131.01 Councillors Expenses 0 10 16 609 26 662 0 662

403 10 16 638 -404 663 -1 662

3001 Councillors' Information Brochure 16

Total 16

Principal Activity Customer Service

Action

823.02 Reception Greeting and reception for customers, visitors and deliveries at Council's Administration Centre

823.04 Duty Development Service Specialist preliminary advice for development enquiries and lodgement 823.05 Face to Face Customer Service Customer Services delivered across the Counter at Council's Administration

Centre

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

Abandoned Calls to Received Calls (Council Customer Services) 5%

Enquiries Resolved at First Point of Contact (Ex) 80%

% of Customers that reach a Contact Centre Officer in 20 seconds after being in the queue 80%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

823.02 Reception 98 0 0 1 32 131 0 131

823.04 Duty Development Service 158 0 0 2 52 212 0 212

823.05 Face to Face Customer Service 289 0 0 4 95 388 -1 387

823.06 Telephone Customer Service 962 0 0 13 315 1,289 0 1,289

1,507 0 0 20 -1,526 1 -1 0

(13)

Principal Activity Legal Services

Action

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

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

Provide Advice Provide legal research and advice on Council matters

Land & Environment Litigation Matters In-House (Ex) 60%

Legal Advice Provided within 14 Days of Instructions 90%

Local Court Prosecutions Commenced within 14 days of Instructions 81%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

310.01 Manage Court Matters 128 0 0 7 48 184 0 184

310.02 Undertake Litigation 385 0 0 21 145 552 -54 498

310.03 Perform Legal Research and

Provide Advice 128 0 72 7 48 256 0 256

310.99 Internal Recovery 0 0 0 0 -937 -937 0 -937

642 0 72 36 -695 54 -54 0

3001 Legal Set Up 72

Total 72

Principal Activity Information Management

Action

810.01 Mail Processing Sort and distribute council mail

810.02 Process Documents Electronically The processing of all forms of documents into the Electronic Document Management System and electronically routing to relevant officers for action and information

Documents Registered within 24 hours of Being Scanned 80%

Overdue Correspondence across Organisation 5%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

810.01 Mail Processing 227 5 0 112 115 459 0 459

810.02 Process Documents Electronically 340 0 44 7 173 564 0 564

567 5 44 119 -735 0 0 0

3001 GRR Storage 33

3003 Scanning Historic Data 11

Total 44

(14)

Principal Activity Internal Audit & Risk Management

Action

120.01 Risk Management Implement the Risk Management Strategy and Annual Risk Management Plan, and manage Council's insurance portfolio

120.02 Internal Audits Implement the Internal Audit Strategic Plan and Annual Internal Audit Program adopted by the Audit Committee

Audits Completed in Annual Audit Program 90%

Implemented Annual Risk Management Plan 90%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

120.01 Risk Management 116 0 156 2 23 297 0 297

120.02 Internal Audits 174 0 24 11 35 243 0 243

289 0 180 12 58 540 0 540

3001 Excess Vehicles 43

3002 Excess Public Liabilties 113

3003 Int Auditor Co-Sourcing 24

Total 180

Principal Activity Communications & Marketing

Action

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

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

231.03 Media Relations Provide information to the media through media releases, responding to media enquiries and media campaigns, maintain media relationships 231.04 Web Site Management Maintain a professional website presence that provides access to Council

information for all sectors of the community

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

% Customer Satisfied with Council Website 75%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

231.01 Reports & Publications 162 0 0 6 40 208 0 208

231.02 Public Relations 54 0 45 2 13 114 0 114

231.03 Media Relations 108 0 115 4 27 253 0 253

231.04 Web Site mgmt 108 0 0 4 27 139 0 139

231.05 Printing 108 0 97 4 27 236 0 236

540 0 257 19 134 950 0 950

3001 Publications 115

3003 Public Relations 45

3012 Printing Materials Stationery 97

Total 257

(15)

Principal Activity Fleet Management

Action

551.01 Minor Plant Carry out maintenance including repairs and inspections to all Council fleet 552.01 Motor Vehicle Carry out maintenance including repairs and inspections to all Council fleet 553.01 SES Plant Carry out maintenance including repairs and inspections to all Council fleet 554.01 Bushfire Plant Carry out maintenance including repairs and inspections to all Council fleet 555.01 Hills Community Care Plant Carry out maintenance including repairs and inspections to all Council fleet 556.01 Major Plant Carry out maintenance including repairs and inspections to all Council fleet

Hours of Major Plant Utilised 38,100

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

551.01 Minor Plant 69 55 0 76 35 235 0 235

551.99 Minor Plant Internal Recovery 0 0 0 0 -235 -235 0 -235

552.01 Motor Vehicle 248 518 0 191 114 1,072 -361 710

552.99 Motor Vehicles Internal Recovery 0 0 0 0 -1,402 -1,402 0 -1,402

553.01 SES Plant 13 25 0 3 14 55 0 55

553.99 SES Plant Internal Recovery 0 0 0 0 -55 -55 0 -55

554.01 Bushfire Plant 93 105 0 15 14 226 0 226

554.99 Bushfire Plant Internal Recovery 0 0 0 0 -226 -226 0 -226

555.01 Hills Community Care Plant 21 117 0 16 0 154 0 154

555.99 HCC Plant Internal Recovery 0 0 0 0 -154 -154 0 -154

556.01 Major Plant 402 1,129 0 244 812 2,587 -57 2,530

556.99 Major Plant Internal Recovery 0 0 0 0 -3,706 -3,706 0 -3,706

847 1,948 0 545 -4,790 -1,450 -418 -1,868

Principal Activity Supply Management

Action

140.02 Procurement Management Source suppliers and maintain catalogues for provision of goods and services to Council

Contract Renewals on Time 100%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

140.02 Procurement Management 293 20 0 336 99 748 0 748

140.99 Supply Management Internal

Recovery 0 0 0 0 -748 -748 0 -748

293 20 0 336 -649 0 0 0

(16)

Principal Activity Maintenance Services

Action

550.01 Manage Ward Depots Manage council's satellite depots and provide support to civil,roads,parks andbuildings

550.03 Provide Customer Service Purchase and manage emergency response systems

550.04 Plant Asset Management Coordinate the purchase and disposal of Plant items and equipment

Stock Turnover (Ex) 100%

Stocktake Variance (Ex) 2%

% Customer Requests Completed on Time - Maintenance Services 85%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

550.01 Manage Ward Depots 346 0 0 17 221 584 0 584

550.03 Provide Customer Service 273 0 0 14 174 461 0 461

550.04 Plant Asset Management 191 0 0 10 122 323 0 323

550.99 Plant Asset Mgmt Internal

Recovery 0 0 0 0 -1,369 -1,369 0 -1,369

811 0 0 41 -852 0 0 0

(17)

Vibrant Communities

Challenges for Tomorrow Where Are We Now?

Council is committed to doing everything it can to deliver the outcomes of Hills Future.

In 2012/2013 $1.5M was spent on parks ensuring they are attractive, safe and well maintained. A further $10M was spent on land acquisitons to enable Coucil to provide a variety of recreational and leisure activities and to support active

lifestyles, particularly in the expanding Kellyville area.

Council is facilitating a connected and supported community with access to a range of services and facilities that contribute to health and wellbeing. We provide quality, cost effective long day care services and services for the frail aged through Hills Community Care.

• Undertake business gap analysis and scoping of leisure precinct around the Showground

• Develop Recreational Strategy

• Commence community engagement

program, stakeholder consultation re

Sydney Hills Station Sporting Precinct

with Government, potential partners,

355 Committee, Agricultural Society

and sporting groups

(18)

Principal Activity Asset Planning

Action

No. Output/Action Description Description 221.01 Parks Strategic Asset

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

221.02 Buildings Strategic Asset

221.04 Traffic Strategic Asset

221.05 Development Application Advice

(Part Files) Assessment and providing advice on development applications

Buildings Rated in a Satisfactory Condition 60%

Park Assets Rated in a Satisfactory Condition 75%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000 221.01 Parks Strategic Asset

Management 386 0 0 5 165 556 0 556

221.02 Buildings Strategic Asset

Management 193 0 0 3 82 278 0 278

221.04 Traffic Strategic Asset

Management 193 0 87 3 82 365 -328 37

221.05 Development Application Advice

(Part Files) 193 0 0 3 82 278 0 278

965 0 87 13 411 1,476 -328 1,148

3001 Promotion of Cycleway Facilities 2

3002 U Turn the Wheel Program 44

3003 Road Safety projects 41

Total 87

(19)

Principal Activity Parks & Gardens

Action

570.01 Schedule & Supervise Work Prepare daily works schedules for works teams and supervise contract labour 572.01 Local Park Deliver services to maintain Council's local parks

572.02 Neighbourhood Park Deliver services to maintain Council's neighbourhood parks 572.03 District Park Deliver services to maintain Council's district parks

572.04 Operational Land Manage and maintain Council's operational land to encourage community use 572.05 Community Nursery Manage and maintain Council's Community Nursery

572.06 Amenities Manage and maintain Council's amenities to meet community expectations 572.07 Streetscape Maintain Council's streetscapes to meet community expectations

572.08 Laneways Maintain Council's laneways

575.01 Parks Bushland Maintenance

Grant Rural Fire service grant to mitigate fire hazards

Gardens Rated in a Satisfactory Condition 80%

Playgrounds Rated in a Satisfactory Condition 80%

Playing Fields Rated in a Satisfactory Condition 80%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

570.01 Schedule & Supervise Work 727 0 0 112 2,065 2,904 0 2,904

572.01 Local Park 1,424 652 0 281 643 3,000 0 3,000

572.02 Neighbourhood Park 732 336 0 144 330 1,543 0 1,543

572.03 District Park 1,017 466 0 201 459 2,143 0 2,143

572.04 Operational Land 41 19 0 8 18 86 0 86

572.05 Community Nursery 0 0 0 6 0 6 0 6

572.06 Amenities 0 0 0 8 0 9 0 9

572.07 Streetscape 651 297 0 114 294 1,356 0 1,356

572.08 Laneways 203 93 0 40 92 429 0 429

575.01 Parks Bushland Maintenance

Grant 0 0 0 0 0 0 -425 -425

4,796 1,864 0 915 3,901 11,475 -425 11,050

(20)

Principal Activity Community Buildings

Action

580.01 Manage Community Buildings Maintain Community Buildings 580.02 Council Operational Building Maintain Operations Centre Buildings 580.03 Community Centre Maintain Community Facilities 580.04 Aged & Disability Service

Facilities Maintain Aged & Disabled Facilities Buildings 580.05 Library Facilities Maintain Library Facilities Buildings

580.06 Child Care & Pre - School Maintain Child Care & Pre - School Facility Buildings 580.07 Amenities & Sports Facilities Maintain Amenities & Sports Facility Buildings 580.08 Rural Fire Station Maintain Rural Fire Station Buildings

580.09 Rented Properties Maintain Rented Property Buildings 580.11 Swimming Pool Maintain Swimming Facility

Customer Requests Completed on Time (Buildings Infrastructure Maintenance) 90%

Maintenance Contracts Renewed on Time 100%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

580.01 Manage Community Buildings 521 0 0 155 253 929 0 929

580.02 Council Operational Building 0 973 0 319 0 1,292 0 1,292

580.03 Community Centre 0 779 0 255 0 1,034 0 1,034

580.04 Aged & Disability Services

Facilities 0 195 0 64 0 258 0 258

580.05 Library Facilities 0 584 0 191 0 775 0 775

580.06 Child Care & Baby Health

Facilities 0 389 0 127 0 517 0 517

580.07 Amenities & Sports Facilities 0 389 0 127 0 517 0 517

580.08 Rural Fire Station 0 195 0 64 0 258 0 258

580.09 Rented Properties 0 195 0 64 0 258 0 258

580.11 Swimming Pool 0 195 0 64 0 258 0 258

521 3,894 0 1,429 -8,621 -2,777 0 -2,777

(21)

Principal Activity Library Services

Action

822.01 Library - Lending Services Provide high quality lending service 822.02 Library -

Activities/Programs/Courses Encourage community participation in a diverse program of activities that target a range of ages and cultures and support life long learning

opportunities 822.03 Library - Information Services &

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

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

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

Customer Satisfaction - Collection Services (Library Services) (Ex) 80%

Loans per Capita % > than NSW Average (Library Services) 10%

Loans Processed per Staff Member % > than NSW Average (Library Services) 50%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

822.01 Lending Services 1,737 15 127 344 1,097 3,320 -561 2,758

822.02 Activities/Programs/Courses 347 3 36 69 219 674 -53 621

822.03 Information Services & Resources 869 7 45 172 549 1,641 0 1,641

822.04 Council Services 347 3 0 69 219 639 0 639

822.05 A Place to Study & Read 174 1 0 34 110 319 0 319

3,475 30 207 687 2,195 6,594 -614 5,979

3001 Promotional Activities 26

3002 Bookcovers 91

3003 Holiday Activities 11

3004 Serials and Newspapers 30

3005 Library Online Database 21

3006 Customer Printing Expenses 12

3010 Oral History Project 16

Total 207

(22)

Principal Activity Children's Services

Action

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

341.01 Balcombe Heights Child Care

Centres Manage Balcombe Heights Childcare Centre to sustain high quality services 342.01 Castle Glen Child Care Centres Manage Castle Glen Childcare Centre to sustain high quality services 343.01 Ellerman Child Care Centres Manage Ellerman Childcare Centre to sustain high quality services 344.01 Eurambie Park Child Care

Centres Manage Eurambie Heights Childcare Centre to sustain high quality services 345.01 Excelsior Ave Child Care Centres Manage Excelsior Ave Childcare Centre to sustain high quality services 346.01 North Rocks Child Care Centres Manage North Rocks Childcare Centre to sustain high quality services

% Debt Recovery 2%

Occupancy Ratio (CCC) 80%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

340.01 Manage Child Care Centres 286 0 0 60 230 576 0 576

340.99 Manage Child Care Centres

Internal Recovery 0 0 0 0 -119 -119 0 -119

341.01 Balcombe Heights Child Care

Centres 600 111 0 21 16 748 -875 -127

342.01 Castle Glen Child Care Centres 582 111 0 23 16 732 -863 -131

343.01 Ellerman Child Care Centres 515 121 0 28 16 681 -730 -49

344.01 Eurambie Park Child Care

Centres 637 107 0 22 16 782 -855 -73

345.01 Excelsior Ave Child Care Centres 634 74 0 26 16 751 -877 -126

346.01 North Rocks Child Care Centres 824 131 0 24 16 995 -1,152 -157

4,078 654 0 204 209 5,145 -5,352 -207

(23)

Principal Activity Community Services

Action

840.01 Venue Management Development of agreed Facility Plans with community and 355 Committees;

identification, monitoring and resolution of customer service requests;

inspections of allocated venues/facilities; input into the Demand Asset Plan and Capital Works Program to determine infrastructure priorities

840.02 Cemetery Coordinate the operations of Castle Hill Cemetery

840.03 Community Engagement Consultations relevant to community issues and planning needs for Strategic Community Plan; Sports Forums; seasonal handover of sporting facilities;

referral and advice; negotiations with stakeholders 840.04 Pensioner Subsidy Pensioner subsidy provided on rates

840.06 Grants and Donations Grants and Donations which provides financial assistance for community programs and events

Customer Satisfaction with Community Engagement 85%

% Council Volunteer Satisfaction in Interaction with Council 85%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

840.01 Venue Management 418 0 0 12 1,149 1,579 0 1,579

840.02 Cemetery 15 0 14 0 12 41 -1,050 -1,009

840.03 Community Engagement 164 0 275 5 127 571 -117 454

840.04 Pensioner Subsidy 0 0 0 0 1,818 1,818 -1,000 818

840.06 Donations 0 0 0 195 0 195 0 195

598 0 289 211 3,106 4,204 -2,167 2,037

3001 Engagement Strategies 37

3004 Migrant Resource Centre Cont 96/97 36

3005 Comm Dev Projects 21

3006 School Holiday Proj & Act 16

3008 Youth Projects 52

3009 Volunteer Recogn Event 59

3010 New Youth Council 21

3011 Grant for Western Sydney 14

3013 Plaques for Cemeteries 14

3020 Hills District Historical Society 13

3024 Service Charges 5

Total 289

(24)

Principal Activity Community Facilities Hire

Action

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

842.02 Manage Parks & Club Bookings Effectively manage Parks and club bookings and initiate strategies that will increase utilisation

842.03 Manage Tennis Venues Effectively manage Tennis venue bookings and initiate strategies that will increase utilisation

842.04 Manage Major Venues Effectively manage Major venue bookings and initiate strategies that will increase utilisation

Customer Satisfaction with Facility / Venue Hire 85%

Utilisation of Council Managed Facilities 75%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

842.01 Manage & Hire Council Facilities 519 37 45 233 3,105 3,940 -2,101 1,839

842.02 Parks & Club Bookings 6 0 0 0 33 39 -166 -127

842.03 Tennis Venues 6 0 55 0 33 94 -258 -163

842.04 Manage Major Venues 28 0 0 1 167 196 -24 172

559 37 100 235 3,338 4,269 -2,548 1,721

3003 Community Facility Upgrade 45

3005 Tennis Venues 55

Total 100

(25)

Principal Activity Civic Events

Action

841.01 Australia Day Develop, market and implement vibrant activities that create opportunities for community interaction and visitor attraction

841.02 Orange Blossom Festival Develop, market and implement vibrant activities that create opportunities for community interaction and visitor attraction

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

841.04 Design Awards Plan and coordinate the annual Hills Building & Design Awards recognising excellence in the local building industry

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

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

841.07 Community Events Assistance Provide subsidy to Community run events

841.08 Citizenship To coordinate the planning and conduct of Citizenship ceremonies in accordance with the requirements of the Australian Citizenship Act 1948 841.09 Castle Hill Main Street Events Develop, market and implement vibrant activities that create opportunities for

community interaction and visitor attraction

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

841.01 Australia Day 106 0 82 1 56 245 -36 209

841.02 Orange Blossom Festival 19 0 144 0 10 174 -35 139

841.03 Civic Receptions 38 0 76 0 20 135 0 135

841.04 Design Awards 10 0 100 0 5 115 -100 15

841.05 Other Events 58 0 68 1 30 156 0 156

841.06 Signature Events 115 0 277 1 61 455 -121 333

841.07 Community Events Assistance 19 0 0 0 10 30 0 30

841.08 Citizenship 19 0 31 0 10 60 0 60

841.09 Castle Hill Main Street Events 0 0 492 0 0 492 0 492

384 0 1,270 4 203 1,862 -292 1,570

3001 Design Awards 100

3002 Australia Day 82

3003 Civic Receptions 25

3007 Community Coctail Party 51

3009 Bella Vista Open Day 12

3010 Balcombe Heights Open Day 9

3011 Signature Events 277

3017 Heritage Week 12

3019 Citizenship 24

3020 School Citizenships 6

3021 Senior Citizens Luncheon etc 10

3022 Events Calendar 25

3024 Consolidate Orange Blossom Festival Program 144

3025 Pop Up Markets 39

3026 Banner & Christmas Program Main Street 122

3027 Expanded Main Street Program 262

3028 Anzac Centenary 70

Total 1,270

(26)

Principal Activity Fire Control

Action

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

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

High Priority Hazards against Reduction Plans (Ex) 75%

Satisfaction Level of Volunteers (RFS) (Ex) 85%

Satisfaction Rating of All Training Courses (RFS) (Ex) 90%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

510.01 Coordinate Emergency Services 0 0 222 2,408 509 3,138 -470 2,668

511.01 SES Operations 0 0 21 271 71 364 -45 319

0 0 243 2,679 580 3,502 -515 2,987

3001 RFS Ops & Volunteer Support 96

3001 SES Operations 15

3002 Emergency Management 3

3002 RFS Learning & Development 25

3003 Disaster Mgt Comm Awareness 3

3003 RFS Brigade 36

3004 RFS Community Safety 65

Total 243

(27)

Principal Activity HCC Administration

Action

350.01 HCC Admin Manage Hills Community Care to deliver quality services to frail and aged people in the community

351.01 HCC Admin and Home Services

PM Provide Admin and Home Services to frail and aged people in the community 361.01 HCC Community Transport Provide Community Transport assistance to frail and aged people in the

community

362.01 HCC Food Services Provide Food Services to frail and aged people in the community 363.01 HCC Transport and Respite PM Provide Transport and Respite Services to frail and aged people in the

community 371.01 HCC Home Modifications &

Maintenance Provide Home Modification Services to frail and aged people in the community

372.01 HCC Lawns Provide Lawn Services to frail and aged people in the community 373.01 HCC Domestic Assistance Provide Domestic Assistance for frail and aged people in the community 381.01 HCC Dementia Centre Based Deliver centre based programs to support people in the community with

dementia

382.01 HCC Dementia In House Deliver home based services to support people in the community with dementia

383.01 HCC Working Carers Provide support for carers of frail and aged people in the community 384.01 HCC Respite Mental Health Provide mental health respite services

392.01 HCC SDC & CALD PM Provide Social day care and CALD program services to aged people in the community

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

350.01 HCC Admin 417 0 8 75 556 1,056 -217 839

350.99 HCC Admin Recovery 0 0 0 0 -839 -839 0 -839

PM 132 0 0 0 0 132 0 132

PM Internal Recovery 0 0 0 0 -132 -132 0 -132

361.01 HCC Community Transport 815 5 42 99 632 1,593 -923 670

361.99 HCC Community Transport

Recovery 0 0 0 0 -767 -767 0 -767

362.01 HCC Food Services 212 291 0 48 117 669 -582 87

362.99 HCC Food Services Recovery 0 0 0 0 -87 -87 0 -87

363.01 HCC Transp and Respite PM 121 0 0 0 8 130 0 130

363.99 HCC Transp and Respite PM

Internal Recovery 0 0 0 0 -130 -130 0 -130

371.01 HCC Home Modifications & Maint 175 303 0 3 116 598 -621 -23

372.01 HCC Lawns 184 703 0 1 119 1,007 -1,007 0

373.01 HCC Domestic Assistance 66 383 0 0 53 502 -502 0

381.01 HCC Dementia Centre Based 905 17 176 14 845 1,958 -1,958 0

382.01 HCC Dementia In House 284 298 0 1 171 754 -754 0

383.01 HCC Working Carers 2 55 0 1 97 155 -155 0

384.01 HCC Respite Mental Health 155 108 1 10 56 331 -331 0

392.01 HCC SDC & CALD PM 89 0 0 0 8 97 0 97

392.99 HCC SDC & CALD PM Internal

Recovery 0 0 0 0 -97 -97 0 -97

3,557 2,165 227 253 727 6,929 -7,049 -121

3001 HCT Program Activity Cost 42

3001 HDCB Prog Activity Costs 176

3001 HRMH Prog Activity Costs 1

3002 HCC Annual Dinner 8

Total 227

(28)

Principal Activity Environmental Health Services

Action

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

731.02 Approvals, Licensing &

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

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

731.04 Development & Subdivision

Advice (PFs) To provide timely and accurate advice to development assessment team

Registered Food Premises Inspected in 12 Months (Env Health Services) 100%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

731.01 Environment & Health Regulation 95 0 43 2 60 199 -73 126

731.02 Approvals, Licensing &

Registration 286 0 0 5 179 470 -383 87

731.03 Regulatory Inspections 286 0 0 5 179 470 0 470

731.04 Development & Subdivision

Advice (PFs) 286 0 0 5 179 470 0 470

954 0 43 17 597 1,610 -456 1,154

3001 Environmental Testing 27

3002 Water Monitoring & Clean 10

3003 Large Spill Response Clean Up 6

Total 43

(29)

Principal Activity Development Monitoring

Action

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

732.02 Investigation / Enforcement /

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

732.04 Building Certificates Building Certificate Processing

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

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

Gross Days to Determine Building Certificate Applications 40

Number of Fire Safety Inspections per Month (Ex) 70

Number of Swimming Pool Safety Inspections per Month 130

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

732.01 Swimming Pool Inspections 249 0 0 5 124 378 -102 276

732.02 Investigation / Enforcement /

Monitoring 374 10 0 7 186 577 -77 501

732.04 Building Certificates 187 0 0 4 93 284 -126 158

732.05 Fire Safety Monitoring 187 0 0 4 93 284 -49 235

732.06 Land Use Enforcement 249 0 0 5 124 378 0 378

1,247 10 0 24 620 1,901 -354 1,547

Principal Activity Compliance

Action

733.01 Animal Management Administer, maintain and enforce registration requirements for companion animals and act on other animal matters

733.02 Education, Infringements &

Enforcement Monitor environmental, parking and transport matters authorised use and issue orders on unauthorised use

733.04 Investigations & Defect

Identification Undertake routine inspections of infrastructure assets for basic defects and report on defects

Customer Requests - Investigation of Abandoned Vehicles within 3 days 80%

Customer Requests - Investigation of Animal Nuisances within 5 days 80%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000

733.01 Animal Management 321 0 0 70 226 617 -65 551

733.02 Education, Infringements &

Enforcements 264 0 0 57 186 507 -717 -210

733.04 Investigations & Defect

Identification 128 10 0 28 91 257 0 257

713 10 0 154 503 1,381 -782 599

(30)

Challenges for Tomorrow Where Are We Now?

Balanced Urban Growth

Council is committed to doing everything it can to deliver the outcomes of Hills Future.

We are working on safe, convenient and accessible transport options that enable movement through and within our Shire with $9.5M spent on roads, including 5.7km of new roads in 2012/2013.

Responsible planning facilitates a desirable living environment and meets growth targets.

• Improving our transport links in the Shire.

• Providing sustainable dwelling and

employment growth that balances the needs of the economy, community and environment.

• Our involvement with the NSW

Government in delivering the North West Rail.

• Develop strategy to change former HCC site into development site re Baulkham Hills Town Centre

• Investigate commuter car parking incentives for development sites for M2 bus route.

• Conduct feasibility study for traffic

modelling on Baulkham Hills Town Centre

grade separation between Windsor Road

and Old Northern Road/Seven Hills Road to

submit to RMS

(31)

Principal Activity Forward Planning

Action

No. Output/Action Description Description 250.01 Local Strategy & Policy

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

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

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

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

250.05 Planning Certificates Provide planning information through the issue of accurate planning certificates pursuant to Section 149 of the Environment Planning Act 1979 250.06 Planning Proposals Assess and process applications for amendments to the Shire Local

Environmental Plan

250.07 Development Advice (Part Files) Assessment and providing advice on development applications

Re-zoning Applications to Council in 12 Weeks 90%

Section 149 Applications Processed within 4 Days 70%

Action

Cost$000

Mat &

Cont$000

Recovery

$000

Revenue

$000 Net Cost$000 250.01 Local Strategy & Policy

Development 191 16 65 3 162 438 0 438

250.02 LEP & DCP 452 22 0 7 384 864 0 864

250.03 Contributions Planning 295 51 0 5 251 602 0 602

250.04 Release Area Planning 156 8 0 2 133 300 0 300

250.05 Planning Certificates 191 21 0 3 162 377 -461 -84

250.06 Planning Proposals 243 9 0 5 207 464 -51 412

250.07 Development Advice (Part Files) 208 0 0 3 177 388 0 388

1,737 127 65 29 1,475 3,433 -512 2,921

3002 Heritage Funding 30

3003 Contribute Funding for the Convict Trail 5 3015 Develop Car Parking Policy for Centres 30

Total 65

The Hills Shire Council is pleased to present its 2014 - 2015 Operational Plan.

OPERATIONAL PLAN

2014 - 2015

OPER A TIONAL PLAN

Year 2 of Plan

The Hills Shire Council is pleased to present its 2014 - 2015 Operational Plan.

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

PART 4

OPERATIONAL PLAN

Operational Plan 2014 - 2015

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• 2014-2015 Budget by Themes

• Inputs

• Outputs

• Performance Measures

Table of Contents

2014-15 Budget Inputs & Outputs by Theme

- Proactive Leadership 130 - Vibrant Communities 143 - Balanced Urban Growth 156 - Protected Environment 161 - Modern Local Economy 165

THE HILLS SHIRE COUNCIL OPERATIONAL PLAN 2014 - 2015

INDEX STRONG FINANCIAL POSITION

$59.1M INFRASTRUCTURE DELIVERY

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

REMAINS DEBT FREE

Council is debt free and will continue to budget for operational surplus as a high priority.

This plan focuses on clearing Council’s infrastructure backlog, ... projected to spend $59.1M million on capital expenditure in 2014/2015.

MAYOR'S STATEMENT

“In the past year we’ve seen significant work in our community that meets

and exceeds our expectations around our key themes of

rejuvenation, infrastructure and connectivity.”

GENERAL MANAGER'S REPORT

“We live in a growing region and enjoy an excellent quality of life.

More people will choose the Sydney Hills as a place to live and work with the arrival of The

North West Rail Link in the

near future.” Page 10

Proactive Leadership

Challenges for Tomorrow Where Are We Now?

Hills Future is our long term Community Strategic Plan that directs our four year Delivery Program and annual budgets.

Council is committed to delivering the outcomes of Hills Future.

Our strong financial position has continued over many years. With our expected population and housing growth, we will need to respond to the demands to buy land zoned open space, while maintaining services and facilities for our current residents.

Strategic land assets are being converted into liquidity to 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 operate effectively in accordance with sound governance principles and have set new goals for customer service.

• Continuing to lobby State and Federal Governments around infrastructure and transport needs to manage projected growth eg;

• bus flyover Excelsior Creek through to Crane Road

• traffic lights at the Norwest Blvde/Solent Circuit roundabout at Norwest

• Carlingford to Epping railway line

• legislation changes in compulsory acquisitions re Baulkham Hills Town Centre

• Seek approval from RMS to build Traffic

Lights at Glenhaven Road/Old Northern

Road - funded from Sec 94 A funds

Principal Activity Corporate Management

Principal Activity Property Development

Principal Activity Financial & Corporate Strategy

Principal Activity Financial Services

Principal Activity Executive Infrastructure Management

Principal Activity Infrastructure Projects

Principal Activity Workforce Strategy & Business Improvement

Principal Activity Information Technology

Principal Activity Land & Spatial Information