DELIVERY PROGRAM 2017-2021 - The Hills Shire · 2020-03-11 · THE HILLS SHIRE PLAN - DELIVERY PROGRAM 2017 - 2021 5 Darug Aborigines inhabited the Shire (also spelt Dharug, Daruk,

1THE HILLS SHIRE PLAN - DELIVERY PROGRAM 2017 - 2021

THE HILLS SHIRE COUNCIL

DELIVERY PROGRAM 2017-2021

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2 THE HILLS SHIRE PLAN - DELIVERY PROGRAM 2017 - 2021

STRATEGIC DIRECTIONThe Hills Shire Council is pleased to present its 2017- 2021 Delivery Program.

This Strategic Direction was identifi ed in 2013-2014. Due to Local Government reform, this Strategic Direction will be reviewed when the new Council is appointed in September 2017.

• History of Our Shire

• Strategic Direction

• Mayor's Statement

• Our Councillors

• From the General Manager

• Financial Overview

• Our Delivery Program

PART 2DELIVERY PROGRAM

• 2017-2018 Budget by Themes• Inputs• Outputs• Performance Measures

• Cemetery• Civic Events• Community Facilities &

Services• Compliance• Customer Service• Planning• Hills Community Care• Long Day Care• Infrastructure• Resource Recovery• Other

PART 4OPERATIONAL PLAN

PART 3RESOURCING STRATEGY

PART 1HILLS FUTURE

• Workforce Strategy• Asset Management

Strategy• Long Term Financial Plan

PART 5FEES & CHARGES

• Vision• Themes• Outcomes• Strategies• Measures

DELIVERY PROGRAM 2017-2021


FEES & CHARGES 2017-2018

FE

ES

& C

HA

RG

ES


HILLS FUTURE 2017-2021

COMMUNITY STRATEGIC PLAN


CONTENTS


DELIVERY PROGRAM

2017 - 2021

Email: [email protected]

Phone: (02) 9843 0555The Hills Shire Councilwww.thehills.nsw.gov.au

History of Our Shire 5

Strategic Direction 6

Mayor's Message 8

Our Councillors 9

From the General Manager 10

Financial Overview 12

Our Delivery Snapshot and Operational Plan

- Proactive Leadership 14

- Vibrant Communities 20

- Balanced Urban Growth 26

- Protected Environment 32

- Modern Local Economy 36

Following the State Government’s decision to amend boundaries for The Hills Shire the previous ward system for this local government area was abolished from 12 May 2016.

Council resolved on 11 October 2016 to re-establish four wards after approval was received from the Department of Premier and Cabinet.

Reinstatement of the four Ward structure (Central, East, North and West) within The Hills Shire Council was gazetted on Tuesday 24 January 2017, effective immediately.

While the reinstatement of Boundaries has been enacted, all 10 Councillors at present continue to represent all residents of The Hills Shire until the proposed Local Government Election scheduled for 9 September 2017.

LOCAL GOVERNMENT REFORM

Beaumont Hills


SYDNEY

NEW SOUTH WALES

OUR SHIRE

252,302168,731POPULATION GROWTH

WISEMANS FERRY

LEETSVALE

MAROOTA

LOWER PORTLAND

SACKVILLE NORTH

SOUTH MAROOTA

CATTAI

GLENORIE

MIDDLE DURAL

DURAL

MARAYLYA

BOX HILL

KENTHURST

ANNA

NGROVE

ROUSE HILL

BEAUMONT HILLS

KELLYVILLE

GLENHAVEN

CASTLE HILL

BAULKHAM HILLS

WEST PENNANT HILLS

WINSTON HILLS

NORTH ROCKS

BELLA VISTA

NELSON

20

17 20

36

The Hills Shire is located

30km from the

Sydney CBD


Darug Aborigines inhabited the Shire (also spelt

Dharug, Daruk, Dharuk) until the early 1800s.

The fi rst European visitors to the Hills area were

members of an expedition led by Governor Phillip

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

fi rst parcel of land in Baulkham Hills.

Others started to follow and the Hills District began

to thrive with more settlers moving to the area and

establishing viable farms.

The Hills area was proclaimed a Shire on 6 March

1906. A temporary Council was put in place and

held their fi rst meeting on 16 June 1906 at Matthew

Pearce’s property on Windsor Road, Baulkham Hills.

On 8 December 1906 the fi rst elected Council took

offi ce and Councillor Bruce Purser was elected as the

fi rst 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 at 3 Columbia Court, Baulkham

Hills at the end of 2013. The previous location at

Showground Road has been vacated for The Sydney

Metro North West.

Located in Sydney’s north, about 30 kilometres from

the Sydney CBD, The Hills Shire occupies an area

of 382 square kilometres. The Shire's boundaries

stretch from part of North Rocks in the south to

Wisemans Ferry in the north.

With direct access to Sydney’s motorway system, The

Hills Shire enjoys easy access to the CBD and airport.

More than 200,000 people will move into the North

West over the coming decades. The North West

Rail Link, currently under construction will deliver

reliable public transport for this growing population.

The Hills Shire is predominantly residential with rural

areas in the northern areas of the Shire, agriculture,

national parks, as well as semi-rural and rural-

residential living. The southern areas of the Shire

feature well-established residential and commercial

areas as well as new release areas of residential and

employment development.

There are 23,000 businesses in the Shire. The

world class Norwest Business Park has grown to

accommodate more than 20,000 employees with

expansion expected to increase capacity to more

than 35,000 employees.

In the last 20 years, signifi cant development

has occurred in suburbs such as Beaumont Hills,

Glenhaven, Kellyville, and Rouse Hill. Over the next

20 years this growth will be focused in Kellyville

and Box Hill as well as the remaining areas of Rouse

Hill, in conjunction with new development areas in

neighbouring Blacktown City.

The 2011 Census reveals that 32.6% of The Hills

Shire residents were born overseas, and 29% speak

a language other than English. The languages most

frequently spoken (after English) are Cantonese,

Mandarin, Korean, Arabic, Hindi and Italian.

THE BEGINNING

THE HILLS SHIRE TODAY


INTEGRATED PLANNING FRAMEWORK

The Hills Shire Council’s Strategic

Direction has been prepared to

ensure that the organisation has

a clear direction which guides

the allocation of resources over

the long, medium and short term.

The Strategic Direction sets the

focus for the four year period

(July 2017 – June 2021).

The purpose of this document

is to articulate The Hills Shire

community and Council’s shared

vision, values, aspirations and

priorities, with reference to

other local government plans,

information and resourcing

capabilities.

This is a dynamic strategy

that is evaluated annually and

comprehensively reviewed after

three years.

It integrates asset, service

and fi nancial plans so that

Council’s resource capabilities

are matched to our community’s

needs and shows how we are

working towards achieving a

better quality of life for all who

live, work, visit and play in our

magnifi cent Shire.

COMMUNITY VISION

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

REPORTING ON OUR FUTURE

The Annual Report provides a comprehensive account of our performance during the last fi nancial year, and the broad range of services and programs Council provides to the community. It is a response to Hills Future Community Strategic Plan.

COMMUNITY VALUES • Community Spirit

• Accessibility

• Sustainability

• Leadership

• Natural Beauty

• Innovation

• Balance

• Proactivity

• Safety

• Families

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

STRATEGIC DIRECTION

PLANNING PROCESS

HILLS FUTURECOMMUNITY

STRATEGIC PLAN

DELIVERYPROGRAM

OPERATIONALPROGRAM

RESOURCING STRATEGY

Asset Management

Strategy

Workforce Strategy

Long Term Financial

Plan

Community Outcomes, Quality of Life indicators and Council Strategies

Council Actions, Performance Measures & Budget

E

AN


HILLS FUTURE 2017-2021

COMMUNITY STRATEGIC PLAN


OUR THEMES - COMMUNITY OUTCOMES

PROACTIVE LEADERSHIP

VIBRANT COMMUNITIES

BALANCED URBAN GROWTH

PROTECTED ENVIRONMENT

MODERN LOCAL ECONOMY

• Value our customers, engage with and inform our community and advocate on their behalf.

• Prudent management of fi nancial resources, assets and people to deliver the community outcomes.

• Sound governance based on transparency and accountability.

• Public spaces are attractive, safe and well maintained providing a variety of recreational and leisure activities that support an active lifestyle.

• A connected and supported community with access to a range of services and facilities that contribute to health and well-being.

• Safe, convenient and accessible transport options that enable movement through and within our Shire.

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

• Our unique natural environment is valued, maintained and enhanced.

• Our natural resources are used wisely.

• Our Shire is the vibrant key business centre in the region.


MAYOR’S MESSAGE

It gives me great pleasure to present our Hills Shire Plan 2017-2021. The new plan outlines what Council’s priorities are over the next four years.

Our Council is in the enviable position of being one of the most fi nancially sound and sustainable Councils in NSW. Rated as one of the top three councils in NSW due to our strong fi nances and robust asset management.

Our delivery program, along with the accompanying annual budget, is prepared in conjunction with our community strategic direction, Hills Future. The way we deliver our community’s priorities will be guided within the framework of inclusivity, connectivity and creativity. These are the guidelines by which we will move our Shire forward and go beyond just providing services and infrastructure – but also work to create a real sense of community.

We are taking a close look at how we will grow as a region in the future, taking care to make sure we create places that are truly special for our current and future residents.

Our region will have a fully operational metro system in just a few short years.

Recently, Council secured a landmark agreement with the NSW Department of Planning that will see more family-sized apartments be built around our transport hubs. Approximately 20% of the 20,000 low and medium density dwellings to be built in The Hills in the coming years will have three or more bedrooms to ensure larger households are available for families – the main demographic to reside in our community.

A number of important projects are underway and nearing completion, including a brand new community park on Fairway Drive, and a bridge in Broderick Boulevard, Kellyville.

We also begin planning to revitalise the Castle Hill Showground into a place which will ultimately pulse day-in and day-out with commerce, community and activity.

Through this plan, we will focus on restoring existing community infrastructure and delivering new infrastructure where it is most needed.

Council continues to invest in our parks and reserves making them more attractive for our locals, including, the construction of new sporting fi elds at Caddies Creek Reserve in Beaumont Hills.

The Hills Shire Council is proud of the opportunities we provide for our community to come together and celebrate our local way of life, including Summer Series, the annual Orange Blossom Festival, Australia Day celebrations and activities on Castle Hill Main Street. Our new plan seeks to continue and expand on these popular events and drive the growth of our visitor economy.

Council is committed to maintaining and enhancing the excellent quality of life and levels of service that we have become accustomed to.

I commend the new Hills Shire Plan to you, and look forward to overseeing its implementation to build a better future for our community. I encourage you to make your thoughts known on the Plan we have put forward, as ongoing feedback is essential to allow us to plan for you and our future generations.

CLR YVONNE KEANEMAYOR, THE HILLS SHIRE COUNCIL


OUR COUNCILLORSSEPTEMBER 2012 - SEPTEMBER 2017 COUNCIL TERM

CLR DR MICHELLE BYRNE

M 0448 268 140E [email protected]

Elected to Council in 2008.

CLR RAYMOND HARTY OAM

M 0412 265 876E [email protected] [email protected]


CLR MIKE THOMAS



CLR ROBYN PRESTON(DEPUTY MAYOR)



CLR DR PETER GANGEMI



CLR RYAN TRACEY

M 0419 429 217 E [email protected]


CLR ALAN HASELDEN

M 0419 495 089 E [email protected]


CLR YVONNE KEANE(MAYOR)



CLR DR JEFF LOWE JP



CLR TONY HAY OAM

M 0414 482 000

E [email protected]



FROM THE GM

Council is responsible for delivering a wide range of services and facilities to support the community, business and visitors. Just like a household budget, to do so, it prioritises those activities to ensure that they are delivered effi ciently and effectively.

This plan establishes Council’s actions we are planning to do this fi nancial year to achieve the outcomes and strategies detailed in the Hills Future - Community Strategic Plan.

Progress on the delivery of services, activities and new and upgraded infrastructure is reported to the community on a quarterly basis.

It forms part of a suite of strategic documents that ensure our community’s needs will be met into the future.

Our Shire is experiencing signifi cant change and unprecedented growth. Last year alone, Council approved more than 2,000 home sites and 2,400 apartments which leads to a very high rate of growth.

Council has always stepped up to the challenges of not only providing for our community, but making sure we create a quality of life that is second-to-none for residents, while living within our means.

Many important projects are underway to ensure we continue to deliver high quality infrastructure projects and facilities which can be enjoyed by all. Key projects include:

• Planning for a number of new sports fi elds to meet the population’s growth, including artifi cial turf solutions for some existing fi elds.

• Brand new fi elds are being planned or built, including Arnold Avenue, Kellyville Park and Caddies Creek Reserve.

• Accelerating designs for road upgrades to new release areas.

Council is working with the State Government to improve public transport options, roads and to make sure highly liveable and family-friendly precincts.

I am particularly proud of the way Councillors and staff have worked hard together over many years to move The Hills Shire Council into a position of being one of the most fi nancially sound and sustainable Councils in New South Wales.

MICHAEL EDGAR

ACTING GENERAL MANAGER, THE HILLS SHIRE COUNCIL


MAJOR PROJECTS

• Sydney Metro Northwest, formerly the North

West Rail Link, is the fi rst stage of Sydney

Metro.

• Public transport for a region which has the

highest car ownership levels.

• Major construction is underway at the

16 construction sites along the project

alignment.

• Single deck trains on Sydney Metro will be

high frequency and fully-automated.

• In peak times there will be a train every four

minutes – or at least 15 an hour.

• Sydney Metro Northwest will open to

customers in the fi rst half of 2019.

Roads and Maritime Services is upgrading Showground Road between Carrington Road and Old Northern Road, Castle Hill from a two lane to a four lane divided road to reduce congestion and increase traffi c capacity to meet predicted growth from development in the area.Major construction started in late May 2016.

Key Benefi tsThe benefi ts of the project include:• Reducing congestion• Increasing traffi c capacity to meet the predicted

growth from development in the area• Improving safety at several intersection

Sydney Metro Northwest

Showground Road Upgrade


NSW Premier Mike Baird and the Minister for Local Government Paul Toole announced 19 new Councils in NSW commencing on 13 May 2016. Although The Hills Shire Council did not merge with another Council, its boundaries were adjusted.

Those suburbs south of the M2 (SM2) that are currently part of The Hills Shire Council will now form part of the City of Parramatta Council. These include: Carlingford, the majority of North Rocks, Oatlands, Northmead, North Parramatta, Winston Hills and parts of Baulkham Hills.

Prior to the Proclamation on 12 May 2016, The Hills Shire Council Budget covered an area of 396 square kms, a population in excess of 180,000 people and 65,383 rate assessments. After the boundary adjustment, this amended budget will cover an area of 382 square kms, a population in excess of 160,000 and 57,855 number of rate assessments. However it is still estimated Hills Shire will increase to more than 250,000 people by 2036.

As reported previously the Hills Shire Council has lost $17.6m of its operating revenue excluding capital grants and contributions. Council’s fi nancial position has changed compared to previous years, but remains positive.

As a standalone Council, Council’s fi nancial position is strong, debt free and is expected to remain so over the life of this Plan. Independent analysis of our fi nances by NSW Treasury Corp has upgraded our Financial Sustainability from ‘sound’ to ‘strong’. This fi nancial sustainability rating further emphasises our status as one of the best managed Local Government Areas in New South Wales.

The 2017/18 Draft Budgeted expenditure, including Capital Works and Property Development Activities amounts to $205M.

Budget projects an Operating Surplus of $69M. Operating Surplus differs from the projected Budget Surplus of $60k as the Budget Surplus is calculated taking into consideration matching income to the period that the expenditure is to incur.

The Financial Overview detailed in the next page summarises the projections for the current Council term along with actual results for the

FY 2015/2016 and the current forecast for FY 2016/2017.

Key considerations when preparing these estimates were to ensure:

• the maintenance of the councils long term fi nancial sustainability

• ensuring suffi cient funds are spent on maintaining existing assets at a satisfactory condition

• that the fi nancial performance of the Council measured by a range of benchmarks are within the industry standards.

The major challenges faced over the life of this Plan are the funding defi cits that have arisen as a result of the decisions by the former State Government to cap Developer Contributions to $30k per lot. This will leave us with a signifi cant funding shortfall in the Balmoral Road Release Area ,North Kellyville Release Area and now The Box Hill Release Area.

This plan is based on funding these defi cits by receiving funds from the Housing Acceleration Fund that has been created by the State Government.

10 year projections are detailed under Resourcing Strategy - Long Term Financial Plan (LTFP). It also details all the Planning Assumptions, Rating and Pricing Policies and the Financial Objectives upon which this Plan has been prepared.

Details on how the money is collected and where it is spent on Recurrent Operations are listed in The Operations Plan.

All planned Capital Works – Renewal and New are listed under the Resourcing strategy – Asset Management Section.

CHANDI SABACHIEF FINANCIAL OFFICER,THE HILLS SHIRE COUNCIL

FINANCIAL OVERVIEW


2015-2016Actual BUDGET SUMMARY $

2016-2017Feb Budget

2017-2018Budget

2018-2019Forecast

2019-2020Forecast

2020-2021Forecast

Recurrent Operations146,705 Income 146,591 143,705 148,279 153,623 158,926

(116,970) Expenditure (127,667) (118,001) (119,981) (123,918) (127,716)29,736 Operating Result 18,924 25,704 28,298 29,705 31,210

(29,437) Transfer (to)/from Reserves (20,860) (25,694) (28,316) (29,679) (31,220)1,789 Transfer (to)/from Prior Years Income 2,015 50 50 50 502,088 Net Result Surplus / [Deficit] 79 60 32 75 40

Capital Purchases(3,137) Capital Purchases (4,595) (3,147) (3,355) (3,536) (3,820)

Funded by :1,841 Transfer (to)/ from Reserve 3,309 2,211 2,363 2,557 2,6511,297 Sale of Assets 1,286 937 992 979 1,170

0 0 0 0 0 0

Section 94117,452 Brought Forward - Surplus/(Deficit) 181,220 86,749 86,098 128,202 135,527

89,147 Income 42,270 51,873 84,894 55,044 58,1754,241 Interest Received/(Expense) 3,588 1,669 2,646 3,256 3,661

93,389 Total Income 45,858 53,542 87,540 58,300 61,836

(29,620) Capital Expenditure (140,329) (54,193) (45,435) (50,975) (85,179)181,220 Section 94 Balance Surplus/(Deficit) 86,749 86,098 128,202 135,527 112,184

Capital Works(31,762) Capital Expenditure (41,094) (29,164) (20,750) (21,502) (22,364)

Funded by :4,519 Grants & Contributions 4,336 5,975 1,940 1,940 1,940

26,822 Capital Works Reserve 35,491 21,973 17,754 18,489 19,330272 Stormwater Levy Reserve 1,259 672 1,056 1,073 1,095150 Prior Years Income 8 543 0 0 0(0) Net Result Surplus / [Deficit] 0 (0) (0) (0) (0)

Property Development(20,978) Expenditure (51,783) 0 0 0 0

Funded by :0 Sale of Real Estate Assets 149,273 0 0 0 0

20,978 Transfer (to)/from Reserves (97,490) 0 0 0 00 Net Result Surplus / [Deficit] 0 0 0 0 0

(202,468) Total Budgeted Expenditure (365,468) (204,506) (189,521) (199,931) (239,079)

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

Capital Purchases are plant purchases and plant sales as per Plant Replacement Program.

Section 94 of the Environment Planning Assessments Act enables Councils to prepare Developer Contribution Plans to provide publicamenities such as Open Space, Roads, Community Buildings etc. The Contributions are levied via Development Consents. There are currently 13 Contribution Plans. Estimated outstanding future expenditure amounts to $1.4bn. This income forecast above assumesfunding the gap due to capping from State Government Housing Acceleration Fund.

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

All property development activities are discussed at strategic planning workshops. When decisions are made by council to act on these matters, they will be brought to account. Proceeds from sale of real estate assets are transferred to Reserves as per the PropertyInvestment Strategy and may be used on major projects and not on funding recurrent operations.

Local Government Code of Practice requires to include all income received as income for the year, even though the associated expendituremay be incurred in future periods. As such the matching concept is not in place and the Statutory Accounts listed under the Long Term Financial Plan. It reflects an Operating Surplus $69m. This differs from the Budget Format which is reflected above labelled RECURRENTOPERATIONS, which matches Income to the period that the expenditure is to incur. Draft Budget Surplus amounts to $60k. Reconciliationbetween the Operating Surplus and the Budget Surplus is detailed in the Long Term Financial Plan.

BUDGET SUMMARY



Our outcome of Proactive Leadership seeks to value our customersand achieve prudent fi nancial management and sound governance.

WHERE WE ARE NOWHills 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 fi nancial position has continued over many years.

• Continuing to work with State and Federal Governments around infrastructure and transport needs to manage projected growth.

• Determine the utilisation of shop front space available at stage 3 QIC (Castle Towers) development.

• Continuing to inform and educate the community about the signifi cant changes occurring in and around the Sydney Hills including the impacts of population growth and the construction of the Sydney Metro Northwest.

• Continuing to develop media strategies that include all methods of communication - print, social media, online etc.

CHALLENGES FOR TOMORROW

Council’s Customer Service Centre

QUICK FACTS

$BILLION DOLLARS IN TOTAL ASSETS

THOUSAND RATE NOTICES

% OF STAFF RETAINED

MILLION PAGE VIEWS OF COUNCIL’S WEBSITE

JUNE 2016

87.72

3.6

4.9

56


• Local newspapers

• Australian Taxation Offi ce

• Hawkesbury River County Council

• Local Government NSW

• WSROC apprentices

• Western Sydney Institute of TAFE

• Department of Planning

• Offi ce of Environment & Heritage

• Offi ce of Industry Innovation & Investment

• Metropolitan media

• Council’s auditors

• Other councils

• Community groups

1.1 Restore Accountability to Government Goal 32: Involve the community in decision making on policy, services and projects• Increased proportion of people who feel able

to have a say on issues that are important to them

• Increased opportunities for people to participate in local government decision making

• Strengthen our local environment and communities

Goal 24: Make it easier for people to be involved in their communities• Increase community participation

1.2 Restore Accountability to Government Goal 30: Restore trust in State and Local government as a service provider• Increased customer satisfaction with

government services

Goal 31: Improved government transparency

• Increase the public availability of government information

1.3 Return quality services Goal 8: Grow patronage on public transport• Build North West rail link

2.1 Deliver the NSW 2021 Plan

2.2 Rebuild the Economy Goal 2: Rebuild State fi nances• Improve fi nancial management and controls• Improve effi ciency and effectiveness of

expenditure

2.3 Renovate Infrastructure Goal 19: Invest in critical infrastructure• Improve the quality of urban roads

3.1 & 3.2 Restore Accountability to Government Goal 30: Restore trust in State and Local government as a service provider • Promote integrity and accountability in

public sector• Improve innovation in public sector

STRATEGY LINKS TO NSW 2021 PLAN

KEY PARTNERS

Sky train for the Sydney Metro Northwest at Rouse Hill


STRATEGIC DIRECTION -

RE

LAT

ED

PLA

NS


TARGET KPI MEASURE OUTCOME

Trending upwards

Trending upwards

Trending upwards

Trending upwards

Achievement against targets in delivery program

Achievement against targets in Operations Plan

Trending upwards

> 100%

< 5%

> 1.0

• Community satisfaction - people who agree there are opportunities to have a ‘real say’ on issues.

• Community satisfaction - level of communication and access to information.

• Community satisfaction with Council’s overall performance.

• % customer requests actioned within agreed service standards.

• % Actions completed in Hills Delivery Program.

• % Standards achieved in Operations Plan.

• Community satisfaction with long term planning for The Hills Shire.

• Unrestricted Current Ratio.

• Debt Service Ratio.

• Building and infrastructure renewal ratio.

• Increase in people participating in community engagement activities.

• Community is satisfi ed with Council’s advocacy performance.

• Quality customer service.

• Strategic direction based on sustainability.

• Achieving long term fi nancial sustainability.

• Increased sustainability in management of all asset classes.

1. Value our customers, engage with and inform our community and advocate on their behalf.

2. Prudent management offi nancial resources, assets and people to deliver the community outcomes.

• Quality customerservice.

> 100%

< 5%

> 1.0

• Unrestricted Current Ratio.

• Debt Service Ratio.

• Building and infrastructure renewal ratio.

• Increasedsustainability in management of all asset classes.

RELATED PLANS

• THSC Enterprise Risk Management Action Plan• THSC Internal Audit Plan • THSC WH&S Management Plan • Community Engagement Strategy• Communication and Marketing Strategy• Asset Management Strategy • Workforce Management Plan • Long Term Financial Plan


THE HILLS OF THE FUTURE

KEY Current actions

Reportable actions ____ new actions

Continued over page

STRATEGY ACTIONS 17/18 18/19 19/20 20/21

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

1.2 Provide prompt, complete, friendly and helpful advice and information to the community and respond in a timely manner meeting service standards for all service requests.

2.1 Council has a clear strategic direction that guides its decision making and creates a safe and a skilled workforce that delivers high quality services and products.

2.2 Maintain a strong fi nancial position that supports the delivery of services and strategies and ensures long term fi nancial sustainability

1.1.1 Continue to apply the Shire’s community engagement strategy.

1.1.2 Improve the delivery of Council’s communication to the community.

1.1.3 Identify other major infrastructure needs and start lobbying various levels of Government.

1.2.1 Provide integrated technologies to improve customer services across the organisation and enhance e-requests.

1.2.2 Provide quality localised customer services to all residents.

1.2.3 Provide timely and comprehensive information to residents on Council decisions, activities and its products and services.

2.1.1 Apply IP&R Guidelines and monitor progress of The Hills Strategic Plan and provide quality services and operations that meet all legislative requirements and statutory responsibilities to support the delivery of this plan.

2.1.2 Develop and implement people management strategies to support all groups to deliver community outcomes.

2.2.1 Manage Council fi nances and provide fi nancial services to ensure long term fi nancial sustainability and the long term fi nancial planning that supports Council’s asset management strategies and overall performance.

2.2.2 Identify potential development opportunities to generate additional income to support the funding of major projects.

2.2.3 Manage the property leasing activities to generate a recurrent source of income.

Council will determine its priorities for the next four year term at its next Strategic Workshop.

1.2 Provide prompt,complete, friendly and helpful adviceand information tothe community andrespond in a timelymanner meeting servicestandards for all service requests.

1.2.1 Provide integrated technologies to improve customer services across the organisation and enhance e-requests.

1.2.2 Provide quality localised customer services to all residents.

1.2.3 Provide timely and comprehensive information to residents on Council decisions, activities and its products andservices.

2.2 Maintain a strong fi nancial position that supports the delivery ofservices and strategiesand ensures long termfi nancial sustainability

2.2.1 Manage Council fi nances and provide fi nancial servicesto ensure long term fi nancial sustainability and the longterm fi nancial planning that supports Council’s assetmanagement strategies and overall performance.

2.2.2 Identify potential development opportunities to generateadditional income to support the funding of majorprojects.

2.2.3 Manage the property leasing activities to generate arecurrent source of income.



TARGET KPI MEASURE OUTCOME2. Prudent management of fi nancial resources, assets and people to deliver the community outcomes.

Trending upwards

Trending upwards

Trending downwards

100%

Trending upwards

• Community satisfaction with Council’s professional conduct.

• Community satisfaction with Council’s decision making.

• Days lost due to workplace injuries.

• Risk management plans in place for all key and high priority risks.

• Council’s rating on the Governance Health Check.

• Improved performance against suite of good governance indicators.

3. Sound governance based on transparency and accountability.

Trending upwards

Trending upwards

Trending downwards

100%

Trending upwards

• Community satisfaction with Council’s professional conduct.

• Community satisfaction with Council’s decision making.

• Days lost due to workplace injuries.

• Risk management plans in place for allkey and high priority risks.

• Council’s rating on the Governance Health Check.

• Improvedperformanceagainst suite of good governanceindicators.

3. Sound governance based on transparency and accountability.

CONTINUED



2.3 Provide and maintain sustainable infrastructure and assets that enhance the public domain, improve the amenity and achieve better outcomes for the community.

2.3.1 Implement 10 year construction program.

2.3.2 Develop and maintain an up to date asset systems for effective asset management for all infrastructure assets.

3.1 Ensure Council is accountable to the community and meets legislative requirements and support Council’s elected representatives for their role in the community.

3.1.1 Review and maintain effective risk management activity.

3.1.2 Implement an internal audit program.

3.1.3 Provide effective contract management and procurement management.

3.1.4 Represent Council in any court matters and ensure all activities carried out by Council are in accordance with legislation.

3.1.5 Provide a safe and healthy environment for staff, contractors and the community.

3.1.6 Provide good governance and administrative support for Councillors and Council meetings.

3.1 Ensure Council isaccountable to the community and meets legislative requirements andsupport Council’s electedrepresentatives for their role in the community.

3.1.1 Review and maintain effective risk management activity.

3.1.2 Implement an internal audit program.

3.1.3 Provide effective contract management andprocurement management.

3.1.4 Represent Council in any court matters and ensure all activities carried out by Council are in accordance with legislation.

3.1.5 Provide a safe and healthy environment for staff, contractors and the community.

3.1.6 Provide good governance and administrative support for Councillors and Council meetings.

KEY Current actions




VIBRANT COMMUNITIES

WHERE WE ARE NOWIn 2014 - 2015 we developed a Cultural Strategy to include performance, art and exhibition space that will allow us to boost major events and cultural experiences in the Sydney Hills.

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.

Our outcome of Vibrant Communities ensures public spaces are attractive, safe and well maintained providing a variety of recreational and leisure activities that support an active lifestyle. A connected and supported community with access to a range of services and facilities that contribute to health and wellbeing.

• Providing suffi cient active open space over the next 2 - 3 years until new fi elds are constructed.

• Tapping into the skills and ideas of our volunteers for the benefi t of our community.

• Implementing new solutions for customer self service of venue and tennis court hire.


Lunar Festival, Bella Vista Farm Park

QUICK FACTS

POOL SAFETY INSPECTIONS

ASSETS INFRASTRUCTURE IN DOLLARS

PERCENTAGE UTILISATION OF VENUES FOR HIRE

LIBRARY LOANS

JUNE 2016

1796

4.3B

81.71

1.38M


4.1 & 4.2 Strengthen our local environment and communities

Goal 27: Enhance cultural, creative sporting and recreation facilities• Increase participation in sport, recreational,

arts and cultural activities in Sydney from 2010 to 2016 by 10%

• Increase the number of opportunities for cultural participation

4.3 Strengthen our local environment and communi es

Goal 28: Ensure NSW is ready to deal with major emergencies and natural disasters• Defend against suburban and bushland fi res


Goal 25: Increase opportunities for seniors to fully participate in community life

Return quality services Goal 14: Increase opportunities for people with a disabilityGoal 16: prevent and reduce the level of crime


Goal 27: Enhance cultural, creative sporting and recreation facilities• Enhance the cultural and natural heritage in

NSW• Increase volunteeringGoal 24: Making it easier for people to be involved in their community













• Other councils


KEY PARTNERS

Pop-Up Library at the Lunar Festival



Maintained/trending upwardsMaintained/trending upwards

Maintained/trending upwards







Trending downwards


Maintained




• Community satisfaction with public toilets.• Community satisfaction with quality of

parks and gardens.• Community satisfaction with playgrounds

and play equipment.• Community satisfaction with ovals and

sporting facilities.• Community satisfaction with community

centres and halls.• % of people who agree or strongly agree

they have easy access to sporting facilities.

• % people who feel safe in public places during the day.

• Community satisfaction - lighting of public areas.

• Buildings rated in satisfactory condition.

• Number of crimes reported per 100,000 people - malicious damage to property.

• Customer satisfaction with library collections.

• Turnover rate for library collections is in top 20% of NSW Public Libraries.

• Number of participants in library events and programs.

• Number of identifi ed neighbourhood safer places.

• Community satisfaction with emergency services.

• Increase in opportunities for participation in

sporting and recreation activities.

• Sustainability and safety of sporting and recreation facilities.

• Increased participation in a range of services and programs.

• Increased safety of community in relation to bushfi res, fl oods and other natural emergencies.

4. Public spaces are attractive, safe and well maintained providing a variety of recreational and leisure activities that support an active lifestyle.

STRATEGIC DIRECTION - THE HILLS OF

VIBRANT COMMUNITIES

RE

LA

TE

D P

LA

NS RELATED PLANS

• THSC Contributions Plan• THSC Recreation Strategy• THSC Library Strategy• THSC Plans of Management• THSC Disability Action Plan• THSC Positive Ageing Strategy



4.1 Manage and maintain a diverse range of safe, accessible and sustainable open spaces and provide recreation, sporting and leisure activities and facilities.

4.2 Provide quality Library resources, programs and facilities for leisure, cultural and education opportunities.

4.3 Through strong partnerships provide and support safety activities in relation to bush fi re management and other emergency services to foster a safe community.

4.1.1 Deliver new parks, open space and community buildings as set out in contributions plans.

4.1.2 Review, update and encourage understanding of existing master plans for major open space areas and sports grounds by partnering with the broader community, users and sporting groups.

4.1.3 Our community buildings, parks, gardens and bushland are safe and maintained to agreed standards.

4.1.4 Effectively manage the usage of sports fi elds in relation to their carrying capacity to facilitate sustainability.

4.2.1 Continue to implement the Library Strategy.

4.2.2 Continue to develop the libraries as customer service centres providing local, face-to-face access and point of delivery for Council services.

4.2.3 Provide a diverse program of library services to encourage lifelong learning and support community needs.

4.2.4 Implement leading edge technologies to support the provision of a range of library and multimedia resources and services.

4.3.1 Provide and maintain support for emergency services and bush fi re services in order to respond effectively to any type of emergency.

THE FUTURE

KEY Current actions


Continued over page



TARGET KPI MEASURE OUTCOMEMaintained/trending upwards







Trending downwards


Maintained/trending upward

• Community satisfaction with children and youth services and facilities.

• Community satisfaction with services and facilities for older people.

• Community satisfaction support for volunteer organisations.

• Community satisfaction for provision of community events.

• Per capita voluntary participation.

• % people who agree or strongly agree that they have easy access to entertainment/ cultural facilities.

• Community satisfaction - heritage buildings - protection of heritage values and buildings.

• Number of health standard violations in food outlets.

• Proportion of registered premises (hairdressers, food shops etc) inspected annually.

• Customer requests for animal control and parking responded to within service standards.

• Improved performance against a suite of community indicators.

• Attendance at cultural events, activities or venues.

• Effective regulatory and compliance program.

5. A connected and supported community with access to a range of services and facilities that contribute to health and wellbeing.

VIBRANT COMMUNITIESCONTINUED



5.1 Facilitate the provision of services across the community.

5.2 Recognise and value our community’s local heritage and culture.

5.3 Effective regulatory strategies, local laws, and compliance programs, manage public health and the impact of new and existing development on the community.

5.1.1 Provide quality and cost effective long day care services for children, at no cost to Council.

5.1.2 Continue to manage State and Federal funding to provide quality, cost effective services for frail aged through the Home and Community Care Program, at no cost to Council.

5.1.3 Increase opportunities for community volunteers and provide training and support for them.

5.1.4 Advocate to other levels of government on behalf of the needs of target groups within the community.

5.1.11 Investigate potential sites for a future cemetery.

5.2.1 Support community based cultural experiences across The Shire.

5.3.1 Manage the public and environmental health through implementation of education, encouragement and enforcement policies and actions.

5.3.2 Implement the Shire’s regulatory building, development control, tree management, fi re safety and animal control functions.

KEY Current actions





WHERE WE ARE NOWWe are working on safe, convenient and accessible transport options that enable movement through and within our Shire with a New Automatic Road Analyser (ARAN) vehicle which has led to smarter road maintenance.

Preparation works for traffi c lights at Glenhaven Road and Old Northern Road intersection commenced.

Balanced Urban Growth means safe, convenient and accessible transport options that enable movement through and within our Shire. Responsible planning facilitates a desirable living environment and meets growth targets.


• Improving transport links in the Shire.

• Responding to ongoing reform of the NSW planning systems.

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

Development in the Balmoral Road release area, Kellyville


6.1 Return Quality Services Goal 7: Reduce travel times• Improve the effi ciency of the road network

Goal 8: Grow patronage on public transport by making it a more attractive choice • Increase the proportion of total journeys to

work by public transport

Goal 10: Improve road safety • Reduce fatalities

7.1 Renovate Infrastructure Goal 20: Build Liveable cities• Planning policy to encourage job growth in

centres close to where people live

7.2 Restore Accountability to Government Goal 29: Restore confi dence and integrity in the planning system• Implement a new planning system• Up to date information about planning

decisions• Increase stakeholder satisfaction with

planning processes and transparency

KEY PARTNERSSTRATEGY LINKS TO NSW 2021 PLAN




• Roads & Maritime Services

• NSW Rural Fire Services









• Other councils


Fred Caterson Reserve, Castle Hill

QUICK FACTSJUNE 2016

DEVELOPMENT APPLICATIONS DETERMINED

KILOMETRES OF NEW ROAD CONSTRUCTED

KILOMETRES OF NEW FOOTPATHS & CYCLEWAYS

INFRASTRUCTURE PROJECTS

NEW RESIDENTIAL LOTS CREATED

18.6

40.1

319

2107

1770




RE

LA

TE

D P

LA

NS

RELATED PLANS

• THSC Bike Plan• THSC Footpath Strategy • THSC LEP 2012

• THSC Development Control Plans• THSC Local Strategy

KEY Current actions Reportable actions____ new actions




Trending upwards

Trending upwards


Trending downwardsTrending downwards

• Community satisfaction - people satisfi ed with condition of residential roads surfaces.

• Road assets rated in satisfactory condition.• Footpaths rated in satisfactory condition.

• Population who walk, cycle or use public transport to get to work.

• Kilometres of dedicated walking and cycling trails constructed per year.

• Community satisfaction with footpaths/cycleways.• % people who agree or strongly agree they have

easy access to work.

• Road traffi c major injuries per 100,000 population.• Pedestrian injuries and fatalities, per 100,000

population.

• Improved condition of local roads and footpaths.

• Increased use of public transport and active transport.

• Increased safety of transport users.

6. Safe, convenient and accessible transport options that enable movement through and within our Shire.



Continued over page


6.1 Facilitate and maintain well managed and integrated local roads and transport infrastructure and support the safety of movement for all users.

6.1.1 Maintain The Hills Shire civil infrastructure including roads, footpaths, bridges and traffi c facilities to agreed standards as set out in asset management plans.

6.1.2 Provide safe and orderly vehicular, pedestrian and bicycle traffi c throughout The Hills Shire.

6.1.16 Undertake a review of the car parking requirements for the Terminus Street car parking.
















• Community satisfaction - streetscape appearance.

• Community satisfaction - low density housing development.

• Community satisfaction - medium density housing development.

• Community satisfaction - range of shopping facilities.

• Community satisfaction - built environment - overall zoning and presentation of The Shire.

• % people who agree or strongly agree they have easy access to local shops.

• % people who agree or strongly agree they have easy access to major shopping centres.

• % people who agree or strongly agree their neighbourhood has a friendly atmosphere.

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

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

• Development applications determined within 40 days (less STC days).

• Subdivision development applications processed within 60 days (less STC days).

• Subdivision certifi cates processed within 14 days (less STC days).

• Creates desirable living and meets growth targets.

• Improved development controls and approval process.

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


KEY Current actions Reportable action ____ new actions

CONTINUED


Milestones achieved • Actions completed as per North West Sector Project Plan.

• Milestones achieved as per State Government North West Sector Project Plan.

6. Safe, convenient and accessible transport options that enable movement through and within our Shire.


7.1 The Shire’s natural and built environment is well managed through strategic land use and urban planning that refl ects our values and aspirations.

7.2 Manage new and existing development with a robust framework of policies, plans and processes that is in accordance with community needs and expectations.

7.1.1 Implement developer contributions plans that adequately provide services and facilities to support our growing population.

7.1.2 Development proposals are assessed and respond to Council’s strategic policy as contained with LEP and DCP.

7.1.3 Update the Local Strategy to ensure our land use framework remains capable of delivering homes and job growth while refl ecting our natural environment.

7.2.1 Ensure the subdivision of new land meets all regulatory and policy requirements and enhances the Garden Shire image.

7.2.2 Determine development applications and land use applications in an effi cient and effective manner.


6.2 Strategically plan for the North West sector growth through the development and construction of transport infrastructure and its integration into the metropolitan network.

6.2.1 Establish a framework for the development of local centres around the train stations that will provide for the increased population and increased business activity.

6.2.2 Advocate for the reservation of a construction corridor linking the M7 and M1 roadways to enable the completion of the Sydney orbital link.

6.2.3 Work with the State Government to fi nalise the timeframe for the Showground Road upgrade.

6.2.4 Prepare an implementation program based on development activity for the delivery of critical road projects for new release and older urban areas.

6.2.8 Prepare a parking strategy in accordance with NRT Guidelines around Castle Hill CBD taking into consideration all the new Developments in the future.

6.2.9 Further traffi c modelling without grade separation of Windsor Rd under Old Northern Rd/Seven Hills Rd constructed.




WHERE WE ARE NOWA Federal Government grant enabled the retrofi t of 22 electric hot water systems, with more effi cient solar and heat pump hot water systems. These were installed at 20 Council facilities.

Stage 1 of the mapping and condition assessment of stormwater channels adjoining Council waterways has been completed. These assessments provide an indication of the condition of our waterways in relation to vegetation, stability, risk and ability to convey water.

The Community Environment Centre at Annangrove continues to be an invaluable community resource, providing one on one advice, environmental workshops, a waterwise garden and no-dig garden demonstrations, environmental library and also volunteer opportunities.

Council received a grant for $2.3M over six years to carry out restoration works along the headwaters of Cattai Creek. Bush regeneration and revegetation has occurred in Council Reserves and in industrial properties.

Council installed photovoltaic (solar) energy systems at four separate community buildings to reduce Council’s mains electricity use and greenhouse gas emissions.

Our outcome of Protected Environment ensures our unique natural environment is valued, maintained and enhanced and our natural resources are used wisely.


• Responding to NSW Government policy to reduce landfi ll.

• Reducing Council and community energy and water consumption.

• Protecting our endangered species and vegetation communities.

• Increasing participation and prioritisation of environmental protection.












• Other councils


KEY PARTNERS

8.1 Strengthen our local environment Goal 23: Increase opportunities for people to look after their own neighbourhoods and environments• Increase devolution of decision making, funding and

control

• Minimise impacts of climate change in local communities

• By 2016 NSW will have the lowest litter count per capita in Australia

8.2 Strengthen our local environment Goal 22: Protect our natural environment• Protect and restore priority land, vegetation and

water habitats


9.1 Strengthen our local environment Goal 23: Increase opportunities for people to look after their own neighbourhoods and environments• Increase recycling to meet the 2014 NSW waste

recycling targets

9.2 Rebuild the EconomyGoal 5: Place downward pressure on cost of living• Contain electricity costs through effi cient energy

use

Strengthen our local environment Goal 22: Protect our natural environment• Target illegal dumping


WASTE GENERATED PER HOUSEHOLD PER WEEK (KG)

TONNES OF WASTE RECYCLED

COUNCIL’S TOTAL ENERGY CONSUMPTION HAS DROPPED

TONNES OF ELECTRONIC WASTE RECYCLED

12.26

16,530

104

-2.9%


STRATEGIC DIRECTION - THE HILLS


• Reduction• Reduction• Reduction

• Reduction

• Reduction• Reduction

• Reduction

• Reduction

• Trending upwards


• Emissions from Council (CO2-e tonnes). • Total energy consumption by Council (kWh/MJ). • Total water consumption by Council (kL).

• Percentage of days that air pollution index is in the poor - hazardous range (%).

• Number of noise complaints received by Council.• Number of threatened entities known in the

Shire.• Number of water pollution complaints

received and actioned by Council.• Total potable water consumption for the entire

Shire (kL).

• % constructed stormwater system rated satisfactory.

• % natural waterways rated satisfactory.

• Council’s performance against key sustainability indicators.

• Shire’s performance against key sustainability indicators.

• Effective management of waterways.

8. Our unique environment is valued maintained and enhanced.

• Reduction

• Increase

• Increase


• Average amount of waste generated per household per week (kg).

• Average amount of recyclables generated per household per week (kg).

• Average amount of garden organics generated per household per week (kg).

• Community satisfaction - domestic garbage collection.

• Increased sustainability against suite of waste indicators.

9. Our natural resources are used wisely.




8.1 Demonstrate leadership in sustainable environmental performance and manage environmental risks and impacts responsibly and provide education and regulatory actions.

8.2 Monitor and maintain the natural qualities of the waterways networks.

8.1.1 Implement proactive measures to minimise the impacts of a changing climate on Council infrastructure and services, as well as the community subject to funding availability.

8.1.2 Implement initiatives to decrease the energy and water use by Council’s infrastructure and reduce greenhouse gas emissions from our operations subject to funding availability.

8.1.3 Implement initiatives to look after our biodiversity (or fl ora and fauna) throughout the delivery of Council services subject to funding availability.

8.1.4 Deliver a range of environmental learning opportunities for the diverse groups within the Shire.

8.2.1 Maintain and deliver new waterways projects as set out in works program.

9.1 Provide services, infrastructure, information and education that facilitate resource recovery and encourage commercial and residential waste minimisation.

9.1.1 Deliver safe, effi cient, and cost effective waste, recycling, garden organics and clean up services.

9.1.2 Manage hazardous waste to minimise environmental harm.

9.1.3 Provide innovative education and communication programs that encourage community behaviour change to conserve resources and reduce waste generation.

9.1.4 Develop and implement a Resource Recovery Strategy.

9.1.5 Investigate opportunity for the development of waste processing infrastructure in the North West region.

9.1.6 Investigate regionally based resource recovery solutions.

9.1.7 Investigate feasibility to co-collect food and garden organics.

9.1.8 Investigate alternative solutions to Rain Water Gardens in order to reduce current maintenance burdens.

KEY Current actions Reportable actions ____ new actions

OF THE FUTURE

CTIONS




WHERE WE ARE NOWOver the past decade, the Sydney Hills region has benefi ted from tenants seeking to relocate or consolidate operations, attracted by an abundance of new space, high car parking ratios and signifi cant rent savings. Norwest industrial and offi ce rents consistently rank well below the Sydney average.

The Hills Shire offers direct M2 and M7 freight motorway access to metro markets, with links to regional and interstate markets via the M5 and M1 motorways.

The Hills Shire offers business and industry a highly skilled and educated workforce.

The Norwest Rail Corridor Strategy with increased targets for jobs within 800m of railway stations has seen a sharp increase in interest for industrial, commercial and retail space in The Sydney Hills.

Our outcome of Modern Local Economy ensures our Shire is the vibrant key business centre in the region.


• Ensuring potential Hills companies are fully informed about local business opportunities and the suite of business intelligence Council can assist with their site location decisions.

• Building awareness of the visitor economy and the range of major events available in The Sydney Hills.

McMullen Avenue, Castle Hill


KEY PARTNERS












• Other councils


10.1 Rebuild the Economy Goal 1: Improve the performance of the NSW economy:

• Grow business investment by average 1.25% per year to 2020

Goal 4: Increase the competitiveness of doing business in NSW

• Increase business confi dence• Reduce red tape

10.2 Rebuild the Economy Goal 4: Increase the competitiveness of doing business in NSW

• Increase business innovation

RELATED PLANS

• THSC Framework for Economic Development


Norwest Business Park


LOCAL BUSINESSES

PEOPLE LIVE & WORK IN THE SHIRE

LARGEST INDUSTRY IN THE HILLS

GROSS REGIONAL PRODUCT IN BILLIONS OF DOLLARS

20557

20081

RETAIL

8.32




• Increasing• Increasing

• Increasing

• Gross regional product.• Total output sales.

• Number of work places.• Number of jobs.• % population living and working in The Hills

Shire.

• Number of visitors to The Sydney Hills.

• Business growth.

• Business development.

• Employment opportunities.

• Visitor economy growth.

10. Our Shire is the vibrant key business centre in the region.




10.1 Promote an awareness of the region’s business opportunities and provide information and support to attract new investment and jobs.

10.2 Support existing businesses and business networks to increase business capacity and capabilities to grow jobs.

10.3 Supporting visitor economy in The Sydney Hills for planned growth through focus on event development and attraction.

10.1.1 Market The Sydney Hills as a destination and economy growth.

10.2.1 Provide ongoing support of local business community.

10.3.1 Continue to develop and implement a strategically based visitor economy events program.

10.3.2 To work with local and regional tourism bodies to implement destination management plan outcomes.

KEY Current actions



ACTIONS




Email: [email protected]: (02) 9843 0555The Hills Shire Council

PO Box 7064 Baulkham Hills BC NSW 2153

www.thehills.nsw.gov.au

Documents

DELIVERY PROGRAM 2017-2021 - The Hills Shire · 2020-03-11 · THE HILLS SHIRE PLAN - DELIVERY PROGRAM 2017 - 2021 5 Darug Aborigines inhabited the Shire (also spelt Dharug, Daruk,