RESOURCING STRATEGY - The Hills Shire€¦ · THE HILLS SHIRE COUNCIL RESOURCING STRATEGY 2012 - 2013 69 PROACTIVE LEADERSHIP The most significant challenge for Council in delivering

2012 - 2013

www.thehills.nsw.gov.au

RESOURCINGSTRATEGY

70 THE HILLS SHIRE COUNCIL RESOURCING STRATEGY 2012 - 2013

The Hills Shire Council is pleased to present its 2012 - 2013 Resourcing Strategy.

This report provides information regarding Council’s workforce strategy, asset management strategy, and the long term financial plan. These strategies focuses on how Council’s resources will be used to deliver the community aspirations identified in the Community Strategic Plan.

2012 - 2013Resourcing Strategy

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

PART 2RESOURCING STRATEGY

PART 4HILLS 2026

• Hills 2026 - Shaping our Future

• Local Strategy

• Challenges for Tomorrow

• Community Values

• A Picture of the Future

• Measuring Our Progress Towards Hills 2026

• Putting Vision into Action

PART 5FEES & CHARGES

• Integrated Planning and Reporting Framework

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

PART 3DELIVERY PROGRAM

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

PART 1OPERATIONAL PLAN

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

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

Resourcing StrategyWorkforce Strategy 66

Asset Management Strategy 81

Long Term Financial Plan 125

Index

MESSAGE FROM THE GENERAL MANAGER“As with all organisations, we have to balance our resources to achieve our business objectives. This requires us to work cooperatively together to ensure we deliver the right services at the right time.” Page 66

EMPLOYER OF CHOICE

OPERATIONAL SURPLUS

The People Strategy contains five strategic priorities that will ensure The Hills Shire Council is an ‘Employer of Choice’ not only amongst other councils, but in our local area as well. Page 67

We will continue to budget for operational surplus as a high priority. Page 125

COMMUNITY ASSET WORTH $1 BILLIONCouncil is the custodian of approximately $1B of community assets that enable the provision of services and facilities for The Hills Shire. This document accounts for all Councils assets and outlines how we will responsibly manage the assets over time and how those assets contribute to meeting the needs of the community. Page 81

2012 - 2013


RESOURCINGSTRATEGY

WORKFORCE STRATEGY


Hills 2026 is our shared community vision to provide proactive leadership, create vibrant communities that balance urban growth while protecting our environment and building a modern local economy. Our role is central in helping the community reach its vision.

As with all organisations, we have to balance our resources to achieve our business objectives. This requires us to work cooperatively together to ensure we deliver the right services at the right time. It is important that we act as one team. Our People Strategy is about ensuring we have the right skills and the right people doing the right things at the right time to ensure we deliver our services in a way that puts the community at the centre of what we do. There is no single person responsible for our workforce planning – it requires thought and planning from us all.

I believe that to achieve Hills 2026 we need three key underlying philosophies;

• Efficiency in our service delivery

• Effectiveness of services and Council policies in the community’s eyes

• Accountability for outcomes and results

Our recruitment processes are to be transparent and targeted to source, select and appoint the right possible candidates for available positions on merit. Our training will assist our employees to deliver wherever practical. Our operating environment will support the achievement of our Business objectives by managing performance at both the individual and team level. Our Six Sigma approach to continuous improvement helps ensure that our services are efficient and effective by using facts and data to make sound decisions to deliver better results.

Each of us has a role to play. It is important we understand the Community Strategic Direction and this document shows how we will align our workforce needs to deliver outcomes for our community.

“As with all organisations, we have to balance our resources to achieve our business objectives. This requires us to work cooperatively together to ensure we deliver the right services at the right time.”

MESSAGE FROM THE GENERAL MANAGER

DAVE WALKER

THE HILLS SHIRE COUNCIL RESOURCING STRATEGY 2012 - 2013 67

STATISTICAL ANALYSIS

YeAR FTe2012/2013 (forecast) 5782011/2012 (forecast) 5822010/11 5862009/10 5842008/09 6052007/08 620

EMPLOYEE TURNOVER

Year FT/PT No. Vacancies Average time to fill

2011 11.09% 9 65 days2010 8.67% 8 57 days2009 9.84% 7 61 days2008 13% 19 62 days

OH&S

Year LTIFR2011 11.922010 16.252009 152008 16.16

TRAINING

Year No. hours per person 2011 15.672010 14.132009 15.8

Council is now a diverse business that provides a multitude of rewarding career opportunities. The People Strategy contains five strategic priorities that will ensure The Hills Shire Council is an ‘Employer of Choice’ not only amongst other councils, but in our local area as well. Moving towards Hills 2026, Council will implement strategies to:

1. ATTRACT

Take action to recruit the right people with the right skills and attitudes to achieve our community outcomes.

2. DeVeLOP

Provide opportunities for staff to develop skills and knowledge that will add value to the organisation and support high performance.

3. ReWARD AND ReCOGNISe

Provide rewards and recognition that motivate innovation and excellent performance.

4. SAFeTY

Provide a safe, environmentally responsible and inspiring workplace.

5. ReSOURCe

Adequately resource staff and support their role in the organisation.


Council operates in a challenging environment. We are financed through rates, user fees and charges and grants. Much of our revenue growth is fixed by regulation whereas our operating costs are not. This means that we need to continually find ways to deliver our services and functions in an efficient way – we need to live within our means.

Council is proud of its low staff to population ratio. Even though our population is growing we have maintained our efficiency and kept our employment costs low adjusting our service delivery, staff costs and the way we do things.

Section 403 of the Local Government Act requires Local councils in NSW to undertake their planning and reporting activities in accordance with the Local Government Act 1993 and the Local Government (General) Regulation 2005. The Act provides that the Deputy Director General (Local Government), Department of Premier and Cabinet has issued guidelines that must be followed by local councils when undertaking their planning and reporting activities. Amongst other things the guidelines require:

A Workforce Management Strategy must be developed to address the human resourcing requirements of a council’s Delivery Program.

The Workforce Management Strategy must be for a minimum timeframe of four (4) years.

The People Strategy is Council’s Workforce Management Strategy and complies with the relevant section of The Local Government Act.

In 2011 Council implemented its second Enterprise Bargaining Agreement (EBA2) which applies to all employees who would normally be paid under the provisions of the Local Government (State) Award 2010. The Agreement took effect from the beginning of the first pay period following 1st July 2011, and remains in force for a period of 3 years. The objective of EBA2 is to support a workplace that will continually improve customer service, measure performance and reward employees for performance improvement. EBA2 also seeks to find innovative ways to attract develop and retain staff to maintain our outcome to be an employer of choice.

The Context


PROACTIVE LEADERSHIP The most significant challenge for Council in delivering their priority projects is driving customer focused services and innovation. This will require looking for new ways of working, changes to traditional roles and acquisition of new skills and knowledge for staff to meet the increasing demands and expectations of our growing local government area. The organisation’s turnover as at June 2010 was 8.67%. This was down from 10.67% at the same time in 2009. In line with our efforts to train and develop our staff, we have a high (approx. 47%) internal appointment ratio. Days lost to unplanned absences is also down from 5230 days cumulative in June 2009 to 4109 days in June 2010.

VIBRANT COMMUNITIES Demographic changes will have an impact on the demand for Council services. Our population is expected to increase at a rate of more than 2% per year over the next 20 years. The majority of households in the Shire are families with children which means there will be an increase in demand for services for children and young people towards the future. In general, our wider community is expected to age and the proportion of people over the age of 65 will increase. The increasing number of older people in our community will place demands on services and facilities that will support independent living for older people.

BALANCED URBAN GROWTH AND PROTECTED ENVIRONMENTPreserving an attractive environment that reflects our garden image is a challenge over the next five (5) years as the North West Growth Centre areas of North Kellyville and Box Hill are developed. In addition existing housing stock within the Shire will in some cases be in excess of 40 years old and a process of urban renewal and infill development within these areas are likely to increase. Changes to Legislation will have an impact on operations. For example planning reforms, governance reforms and regulations like the new Swimming Pool regulations that requires mandatory periodic inspections of swimming pools, will impact on our ability to deliver services with the same staff resources. In addition, ensuring that Council’s assets are kept to standard as they age will require us to work smarter to provide sufficient revenue to maintain our assets for the benefit of current and future generations.

MODERN LOCAL ECONOMY Declining fertility, increasing life expectancy, and the ageing of the ‘baby boomers’ are changing the age profile of the Australian population and the labour market. Council has a higher proportion of employees aged 35–64 than the NSW labour force on average and a smaller proportion of employees under 35 years, especially in the 16–24 year age bracket. In the next decade or so our aging population will impact on our labour supply in several ways by decreasing the supply of younger employees. We will need to brand Council as a potential career opportunity through strategies that outline the diversity of jobs available. The average age of people working at Council has decreased slightly over the past five years from 44 to 42. The average age of the indoor staff is slightly lower than that of the outdoor staff. This presents a significant challenge as outdoor jobs tend to require more physical activity and Council will need to look for ways to attract younger people in these roles.

STRATEGIC ISSUESOUR CHANGING LOCAL AREA

PEOPLE• Our current population is 170,965

(at June 2008) – a 2% increase on 2007. It is estimated that in 2031 the population will increase to 256,450

• 60% of our population are families with children

• 83% of households are one family• 30% of Hills Shire residents were

born overseas and 21.8% are from non-English speaking backgrounds

• Other than English the most frequently spoken languages are Cantonese, Mandarin, Arabic, Korean and Italian

• 45% of our population are purchasing their own home

• 51% of our population are paying more than $2000 per month in rent or mortgage payments

WORK• 37% household incomes are

above $2000 per week and most people work in either retail, manufacturing, professional or healthcare or social assistance industries.

• 70% of our population are in employment

• 24,000 people live and work in the Shire

• There are 23,000 businesses in the Shire


The Hills Shire Council is committed to providing meaningful jobs with competitive salaries and benefits. We are very aware that attracting, developing and retaining a dynamic and motivated workforce is essential to our success.

Recruitment needs to focus on process to get the right people with the right skills. Work life balance, jobs that are rewarding with appropriate remuneration and learning and development opportunities. Council is a great place to work and we need to showcase the diversity of rewarding careers we have available.

The Local Government and Shires Association (LGSA) should be advocating for a state wide promotion of Local Government careers. In our global economy, competition for labour is high and as an industry we need to promote careers which are challenging, rewarding and motivating. For a variety of reasons it is difficult for Local Government to continue to attract staff particularly in the following areas:

• Child Care Workers• Environmental Health Professionals• Environmental Services Professionals• Civil Engineers• Building Services Professionals• Council Labourers and Truck Drivers• Mechanical Tradespeople• Horticultural Tradespeople• Local Government Managers• Financial Professionals• Community Services Professionals• Town PlannersLocal Government Employers are unable to fill, or have considerable difficulty filling vacancies from specialised occupations, or specific skill needs within that occupation, with high competition from the private sector. At the moment our proactive approaches under EBA1 and our workforce policies have limited our exposure to date and our turnover is low. As the broader economy improves, competition for labour resources will intensify.

It is essential that our jobs are have clear documented Role Expectations that allow innovation and motivate within clear delegations. Council will allow flexible job design to achieve the best result for the organisation. Well designed jobs and good employee job-fit is more likely to achieve better staff retention, as employees in the current market are looking to increase their capabilities and career opportunities.

In a competitive labour market, there is no one solution to respond to the demands of work, life and family in our lives. The Hills Shire seeks to provide opportunities or work arrangements that support the operational needs of Council while taking into account the changing needs of employees.

Looking Ahead


Page | 9

• Individual acceptance of accountability and

responsibility for safe conditions and behaviour

• Effective identification of risks

• Council wide safety targets are being identified

and agreed

Our community expects Council to act responsibly,

professionally and ethically. There are a range of

statutory obligations applicable to our operations.

We must operate within integrity, leading by

example, making decision in the public inters without

bias and being prepared to be accountable for our

actions. Employees and Councillors are bound by our

Code of Conduct which is available on our website.

Succession planning and management is the link between the human resource function and the strategic direction of our organisation. It is a vital resource for anticipating the future business needs of our organisation and will help identify, assess, develop, and monitor the human capital required to achieve Hills 2026. This People Strategy helps us to plan our resources in line with our Strategic Direction.

Succession management identifies and monitors various talent pools within the organisation to match the future needs of the organisation with the strength of available talent. Not having the right talent in place is often a growth-limiting factor in achieving our business potential.

Council will make succession planning an integral corporate process by linking it with the overall business strategy.

A framework for performance that demonstrates how each individual employee contributes to team targets and organisational targets is essential. People can only achieve if they know what it is they are trying to achieve and what it is they can do to contribute to that achievement. Work will need to be done to define a clearer link and alignment between individual Role Expectations, organisational performance measures and team performance measures.

Our Performance Framework is currently based around team measures. According to the recent Organisational Culture Inventory and Staff Survey is an opportunity to extend to individual measures or KPI’s to address the lower than average role clarity and higher than average role conflict. This would give each staff member clear goals so they are able to achieve the levels of performance expected of them.

The Hills Shire Council is an equal opportunity employer. In accordance with Federal and State laws, we provide equal opportunity for all our employees without discrimination against race, age, gender, religion, sexual preference, marital status, disability or impairment.

Achieving what Council has set out in the Delivery Program will require staff to look at new ways of doing things. We need to take a long hard look at these priorities and eliminate wasteful processes, bureaucracy and unnecessary costs. We need to ensure our processes add value and represent best value for money to our customers.

This will include using techniques such as LEAN Six Sigma, systems thinking and business process improvement to make sure we are getting value for money from our systems and processes and influence change to the way we have traditionally operated or designed roles.

To be attractive to prospective employees, it is imperative that Council provides a safe operating environment. Council is focused on improving our safety record and our safety management system has identified our priority areas. While we are proud of our safety record we all need to continue to work hard to ensure the safety of all our staff and customers at all times.

Safety is promoted in our organisation by:

• Employees being aware of their role and responsibility under our policies and relevant legislation

• Individual acceptance of accountability and responsibility for safe conditions and behaviour

• Effective identification of risks

• Council wide safety targets are being identified and agreed

Our community expects Council to act responsibly, professionally and ethically. There are a range of statutory obligations applicable to our operations. We must operate within integrity, leading by example, making decision in the public inters without bias and being prepared to be accountable for our actions. Employees and Councillors are bound by our Code of Conduct which is available on our website.

Looking Ahead


MAjOR CHALLENGES

1. Clarifying role expectations and supporting performance management through integration, development opportunities and reward and recognition.

2. Recruiting for attitude and aptitude.

3. Selecting people that demonstrate good ‘organisational fit’.

4. Deploying recruitment & selection techniques to attract and select staff with great customer service skills.

5. Linking workforce planning / talent acquisition / retention strategies with recruitment and selection activities / initiatives.

6. Improve the induction process so employees get a good ‘first impression’ of the organisation and all the information they need to perform at their best.

7. Addressing resistance to change across many parts of the organisation.

8. Increasing our change management capability.

9. Instilling a culture of performance across all areas of the organisation.

10. Implementation of EBA 2.

11. Further development of a team based culture to support performance.

12. Developing meaningful organisational, team and individual measures that motivate and demonstrate performance.

13. Developing an increased focus on leadership attitude at all levels of the organisation.

14. Expanding the Learning and Development function and embedding a process for conducting training needs analysis to align with organisation direction.

15. Clear communication of HR Guidelines and procedures.

16. Ability to manage and plan for skills shortages in the marketplace and the ability to attract and retain talent.

17. Servicing an increasing population while keeping our staff to population ratio at the current level.

18. Managing an ageing workforce and attracting younger people into the organisation.

19. Managing the transfer and centralisation of knowledge.

20. Finding better and more efficient ways to deliver services within the given workforce numbers.

21. Encouraging the reporting of hazards.

22. Changing bad habits and ‘unsafe’ behaviours.

23. Lack of awareness of legislative context for OH&S.

24. Making safety a focus at team meetings.

A PICTURE OF SUCCESS

The People Management Strategy alone will not ensure this Council sustains a workforce that is capable of delivering the Hills 2026 Outcomes for the community. The implementation of this strategy will greatly depend on how we work. The ‘Behaviours for Success’ have been developed together with The Hills Shire Council staff and they describe ‘how ‘things are done around here’. They form the basis for Corporate Capabilities Framework that aims to build skills and knowledge to ensure all staff understand how they can achieve success in their role as well as provide a pathway for development.

• We will know we are an ‘employer of choice’ when:

• Our KPI’s tell us we are performing

• Our staff are actively motivated and engaged with delivery of our business goals

• Our staff turnover rates remain low

• Our staff speak positively about Council

• Our staff go the extra mile for Council and our customers

• Workforce practices are aligned with employees needs while still meeting customer expectation

• We have highly developed managers and leaders

• We provide meaningful and challenging work

• We prove opportunities to develop skills and knowledge

• Council is a fun, positive and vibrant work environment

• We provide attractive salary and formal incentives

• We recognise and reward performance

• WE are competitive in our labour market


PRIORITY 1: ATTRACT

Take action to recruit the right people with the right skills and attitudes to achieve our community outcomes. In addition to this Workforce Strategy, Managers will need to adopt workforce planning processes for their area to identify the crucial issues and needs for their business over the coming years. In relation to the services they offer they will need to consider their staffing needs, possible partnerships and their key objectives. They will need to conduct a skills gap analysis to identify skills shortages, attitudes, and diversity in the context of the current and future labour markets. This will greatly influence their approach to creating value propositions that will attract and retain the right people for their roles.

Workforce Strategy and Business Improvement will assist Managers by streamlining the recruitment process to ensure Managers are taking ownership of defining roles that will add value to their business and the organisation. This will include a Recruitment and Selection Toolkit and training to make the process clear and transparent.

KEY AREAS FOR DIRECTION:

1. Implement a best practice Recruitment and Selection Toolkit

2. Review EEO practices.

3. Managers to develop a Workforce Plan that analyses their workforce needs over the next three years.

4. Design and implement at job attraction campaign to address critical areas

5. Implement ongoing review of all HR Policies and Procedures to ensure best practice

6. Develop and implement risk assessment and hazard reporting process to encourage prevention of incidents

7. Raise the awareness of OH&S legislation and responsibilities

8. Conduct a comprehensive review of all Safe Method Statements

9. Implement EBA 2

PERFORMANCE MEASURES:

• Time to recruit

• Staff Turnover

• LTIFR

OUTPUTS:

Recruitment and Selection

Workplace Safety

WHAT WE WILL DO


PRIORITY 2: DEVELOP

Provide opportunities for staff to perform in a way that will add value to the organisation and support high performance. With the increased demand on services Council will need excellent change management skills and practices to successfully achieve transformation to an efficient and effective high performing culture.

This will require each area to have a clear vision of how their service contributes to Hills 2026 and how they can deliver within the available resources. Achieving cultural changes that will drive innovation and new ways of doing things will also require skillful and determined leadership from managers.

Maintaining team and workforce morale and motivation through change can be challenging. This will require consistent communication with the teams and the provision of opportunities for them to share their concerns and ideas.

Managers will need to manage in a way that will get the best out of their teams. They will need to ensure that their teams have the right skills, motivation, flexibility and diversity needed to deliver maximum results for their team and the organisation.

A strategic view of learning and development will also ensure that we have the talent within the organisation into the future by offering learning and development activities that are aligned with the strategic direction of the organisation. The following are skills critical to the long term achievement of community outcomes: • Leadership • Staff Selection and Performance• Community Engagement• Business/process improvement• Team Building/Effectiveness• Coaching – people management• Communication• Risk management• EEO• Customer focus/analysis• Time Management and Delegation• Conflict management

• Customer skills


1. Identify and addressing the learning and development needs of the organisation to maximize behavioural change that will lead to increased productivity

2. Identify and develop succession plans for emerging leaders to ensure the organisation retains a talent pool

3. Continue to measure the organisational culture to ensure that it encourages innovation and continuous improvement

4. Define the most important current and future skills for our workforce and work with partners to develop and deliver skills programs


• Learning and Development Plans developed for all staff

• Career Path Plans for identified emerging leaders

• Capabilities Framework developed

• Organisational Culture Action Plan developed

• Leadership skills and behaviours at all levels of the organisation

OUTPUTS:

Learning and Development

Continuous Improvement


PRIORITY 3: REWARD AND RECOGNISE

Provide rewards and recognition that motivate innovation and excellent performance. Moving towards the future Council will need to recognize that money is not the number one motivator for staff. Motivation comes from the opportunity to learn and expand knowledge and opportunities while monetary rewards keep staff in the job. If we are to develop a workforce that is innovative and willing to challenge existing processes they need to be encouraged to learn and develop. This could mean exploring non – cash benefits such as opportunities to study or flexible working arrangements.

In terms of behaviour, we will ensure that the expected behaviours are rewarded appropriately. Effective performance management processes should recognize and reward staff contribution towards customer service, engaging leadership, working as a team and taking ownership to embed these outcomes in the organisational culture.


1. Introduce a Job Evaluation System that aligns with Capabilities Framework

2. Conduct a review of the performance planning and review process to align with Capabilities Framework and reward and recognition program

3. Reward staff who identify significant cost savings or process waste through Continuous Improvement projects


• New pay structure introduced

• All Position Descriptions reviewed

OUTPUTS:

Employee Relations



PRIORITY 4: SAFETY

Provide a safe, environmentally responsible and inspiring workplace.At The Hills Shire Council our goal is to prevent all work related injuries and illnesses. Our staff proactively care about their own safety and the safety of others in the workplace. We will manage all our activities with concern for people and their safety first. Safety at The Hills Shire Council is underpinned by the following principles:

• Safety is everyone’s responsibility• Nothing is more important than safety• We take the time to do tasks safely• We look out for the safety of our workmates• We promote excellence in safety

In particular this means we will:

• Strive to ensure all Council facilities are operating safely• Use products that can be produced, transported, stored, used and disposed

of safely• Provide appropriate information and/or training on safe use and disposal of

products• Require every employee and contractor to comply with relevant legislation

and these safety principles• Encourage employee initiatives that contribute to a safer workplace• Measure progress to ensure we continuously improve our safety• Communicate openly about our activities and report progress on safety• Incorporate health and safety into all aspects of Council business• Address health and safety issues, concerns and incidents as a matter of

urgency

KEY AREAS FOR DIRECTION:1. Establish reduction of work related injuries as a key business goal2. Address the key priorities identified through our Safety Management

System

3. Identify and analyse safety risks, accidents and near misses4. Establish safety as a mandatory agenda item to be discussed at regular

team meetings5. Provide training to all staff regarding proactive safety procedures6. Put in place appropriate warnings, signs and safety equipment 7. Recognise and reward improved safety

PERFORMANCE MEASURES:• Hazard reporting system in place• Work related injuries are reduced• All staff are trained in OH&S procedures• Safety priorities identified and addressed

OUTPUTS: OH&SLearning and Development


PRIORITY 5: RESOURCE

Adequately resource staff and support their role in the organisation. At The Hills Shire Council we will provide engaging leadership that motivates staff to achieve organisational goals. This means providing a structure and resources that allow staff to work cooperatively, focus on the customers and look for innovative solutions to problems.

Focusing on the customer as the centre of all Council activities and seeking to keep the customer informed at all times. This will not only ensure the delivery of Hills 2026 to our community but also instill a sense of pride and commitment in our employees and establish us in the labour market as an ‘employer of choice’.


1. Provide a work environment that is vibrant.

2. Provide a work environment that is safe and free of discrimination, harassment and bullying.

3. Provide the right equipment and information to carry out tasks required.

4. Promote people policies to all staff to ensure they understand Council’s expectations of them


• People polices are reviewed as planned

• Managers are trained to use people policies

• Customer satisfaction

• Staff satisfaction

OUTPUTS:

Employee Relations



2012 - 2013


RESOURCINGSTRATEGY

ASSET MANAGEMENT STRATEGY



INTRODUCTION

Local Councils in NSW are required to undertake their planning and reporting activities in accordance with the Local Government Act 1993 and the Local Government (General) Regulation 2005. Within this framework, Councils are required to prepare a Community Strategic Plan and a Resourcing Strategy.

The Community Strategic Plan provides a vehicle for expressing long-term community aspirations. However, these will not be achieved without sufficient resources – time, money, assets and people to actually carry them out.

The Resourcing Strategy consists of three components - Long Term Financial Plan (LTFP), Workforce Strategy and an Asset Management Strategy.

The Hills Shire Council has prepared this Asset Management Strategy under these guidelines and is now adopted.

Council is the custodian of approximately $1B of community assets that enable the provision of services and facilities for The Hills Shire. This document accounts for all Councils assets and outlines how we will responsibly manage the assets over time and how those assets contribute to meeting the needs of the community. It also sets out compliance with regulatory requirements and to communicate the funding provided to the operation, maintenance and renewal of assets.

At this time our Asset Management Strategy and Policy only deals with Council’s physical assets however it is acknowledged that Council is the custodian of many “soft assets” such as intellectual property that also require effective management.

The following table links the Hills 2026 Council’s community Strategic Plan with the goals relating to assets under each theme. The Asset Management Strategy has been developed taking these goals into consideration.

Theme Community Outcome Community Goals For Our AssetsProactive Leadership Councils assets and finances

are responsibly managedThe development of an Asset Management Strategy responsibly provides for the ongoing management of Council’s assets. The Asset Management Plan, prepared in response to the Asset Management Strategy, outlines Council current services and financial investment in the ongoing provision of services for the benefit of the community.

I am a valued customer The Asset Management Plan outlines key assets that support service delivery to our customers.

Vibrant Communities There are places to play and be active

The Asset Management Plan outlines how play spaces and active recreation areas are provided and maintained.

I am connected to the community

The provision of public spaces provides an opportunity for social networking and interaction to provide the community with a sense of belonging.

There are services and facilities to suit my needs

The Asset Management Plan identifies services and facilities that are used to benefit the community.

Balanced Urban Growth

I can get where I need to go The provision and maintenance of transport facilities, including roads, bridges, footpaths and cycleways enable our community to travel within and outside the Shire

Protected Environment

Our natural resources are used wisely

Minimise waste and maximise reuse opportunities to make the most of natural resources.

I can feel close to nature The management of bushland in Council’s open space areas provides an opportunity for the community to interact with the natural environment.

Our Shire is green and pollution free

Council’s aim in managing assets is to minimise harm to the environment.



COUNCIL’S ASSET MANAGEMENT POLICY

The asset management policy is the broad framework for undertaking asset management. The policy:

• Establishes Council’s goals and objectives for asset management in terms of providing a platform for service delivery

• Integrates asset management with Council’s strategic planning

• Maximises value for money by adoption of lifecycle costing, combined with performance measurement

• Assigns accountability and responsibility for service delivery together with asset management

• Promotes sustainability to protect the needs of future generations.

POLICY STATEMENT

The assets Council owns are fundamental to its overall service delivery to our community. Council’s assets are to be managed to ensure they are appropriate for the needs of the community and are maintained at the agreed levels of service within the financial capacity of Council. A full life cycle cost approach will be taken in relation to acquiring future assets, deciding on asset renewal projects and the disposal of existing assets.

Council’s assets will be managed through an approved strategic asset management plan using technology, appropriate methodologies and consultation with our community to make sound decisions regarding the allocation of resources in providing, maintaining, renewing and disposing of assets.

GOALS

1. Council’s finances and assets are well managed having regard to relevant legislative requirements together with political, social and economic environments.

2. Council’s assets are appropriate for the needs of the community and contribute to the overall quality of life of residents of The Hills Shire.

3. The Management of assets takes into account whole of life cycle costs.

4. Our asset maintenance and renewal program is based upon agreed levels of service with appropriate methodologies to allow Council to focus on proactive maintenance programs rather than reactive complaint based action.

5. Through sound asset management, Council manages its risk associated with the provision and use of its assets.

PRINCIPLES

1. Council is committed to providing assets that enable it to deliver meaningful local government services and facilities at the required level of service in the most cost effective manner.

2. Council’s asset management methodologies are based upon the International Infrastructure Management Manual prepared by the Association of Local Government Engineering New Zealand and The Institute of Public Works Engineering Australia (IPWEA).

3. All relevant legislative requirements are to be taken into account in managing our assets.

4. Asset management is to be integrated into Council’s budgeting and planning and operational processes.

5. Our assets will be inspected as part of the overall approach to their management to assess condition.

6. Community needs are to be taken into account in deciding priorities for asset provision, maintenance, renewal and disposal.

7. The acquisition of new assets be considered having regard to the community’s needs and Council’s ability to fund future life cycle costs.

8. Risk is considered in the development of asset management strategies and actions.

9. Each Category of Assets will identify the Weighted Average Ranking Score* to determine priorities.

ASSIGNING RESPONSIBILITIES

Council

• Adopt an asset management policy and strategy.

• Ensure sufficient resources are applied to manage assets through the delivery program and annual operational plan.

• Ensure asset delivery is suitable for the appropriate services to the community in line with priorities.

• General Manager

• Develop comprehensive asset management plans, systems, procedures and policies to provide appropriate reporting on the status and condition of Council’s assets.

• Integrate Council’s policy into the asset management system and the overall business operations of Council

• Ensure compliance with relevant legislative requirements and legal obligations


• Implement the asset management strategy and plan

• Allocate appropriate responsibilities on key business programs to implement up to date methodologies, technology and business processes in managing Council’s assets.


This Asset Management Strategy is the first step in an ongoing process to find the optimum mix of resources to achieve Asset Management objectives, now and into the future.

INFRASTRUCTURE CATEGORIES

Council’s Assets fall into the following categories listed below:

• Civil Infrastructure (including bridges)

• Stormwater Systems

• Buildings

• Parks and Recreational Facilities

• Footpaths and Cycleways

ASSET MANAGEMENT FUNDING OBjECTIVES

Each year Council allocates approximately 10% of the Recurrent Budget for Capital Improvements and Renewal over and above providing funds for Asset Maintenance and transfers to Asset Replacement Reserves.

Funds will be allocated to infrastructure based on the following objectives as set out in the Council’s adopted Financial Charter.

• Expenditure on asset renewal be given priority over new projects, so that existing infrastructure can be maintained at expected service levels.( Financial Charter 2.1)

• Capital Expenditure project proposals to identify lifecycle cost evaluations which include construction, maintenance, operations and transfer to Reserves for replacement.( Financial Charter 2.2)

• Any new Capital Expenditure Projects identify the source of funding and the delivery of the project to reflect the timing of the receipt of funds.( Financial Charter 2.3)

• Consider borrowing for new capital only if a continuous income source can be identified to service the debt.( Financial Charter 2.4)


ASSET MANAGEMENT OBjECTIVES

The Asset Management Plans have been prepared with the following Objectives to provide the overall framework to facilitate the strategic and operational management of Council’s assets, in a co-ordinated and controlled manner.

Objective 1

Identify and define Levels of Service and Condition Rating for all Categories of Assets

Objective 2

Define Priority Ranking Criteria within each class of Assets to Prioritise Jobs

Objective 3

Prepare Asset Management Plans for asset classes

Objective 4

Be attentive to Risk Management and manage the risks associated with Asset Failures

Objective 5

Maintain an Asset Management System that will produce Preventive Maintenance schedules and provide Modelling.

LEVELS OF SERVICE

All Assets are grouped within their classes and a required Level of Service has been identified. While a Level of Service rating of 4 could exist, by definition that level is not acceptable for any of our assets.

RATING LEvEL OF SERvICE

1 Near New2 Above Average3 Serviceable/Acceptable4 Not Satisfactory

CONDITION RATING

An Asset Condition Rating has been developed for each component of an Asset and it takes into consideration Community needs and Technical aspects. Condition Rating Measures are listed in the table below with more detailed descriptions. It is important to understand the difference between these two, where the condition rating of a given asset may not be at the same level of service. A typical example of the difference could be where a road has a condition rating of 4, but because of its location or traffic volume, the level of service is acceptable with a rating of 3.

Community levels of service relate to customer satisfaction and expectation (what the customer wants and how they expect to receive the services supplied by the asset). These Measures relate to the following:

• Quality / customer satisfaction

• Availability or access to the service provided by the asset

• Reliability of the asset to satisfy customers

• Demand / need of community for the service provided by the asset

Technical levels of service relate to keeping the Asset in a satisfactory level so that the asset can function without failure. These Measures relate to the following

• Accessibility

• Legislative requirements required to be met by the asset

• Maintainability of the asset

• Effectiveness of the asset

• Safety requirements for the asset

CONDITION RATING MEASURES

RATING DESCRIpTION OF CONDITION

1 – Excellent Only planned maintenance required2 – Good Minor maintenance required plus

planned maintenance3 – Average Asset will most likely have some

defects but still able to meet expectations

4 - Below Average

Significant renewal/upgrade required

5 – Poor Unserviceable

PRIORITY RANKING

Priority Ranking for each class of Asset for new and renewal work has the same methodology where a number of relevant criteria is listed, and a weighting for each of those criteria is allocated in accordance with the Institute of Public Works Guidelines. However, the total calculation of point scores is different between some asset classes because the priority rating system cannot compare projects between different asset classes. In simple terms, it is not possible to compare whether a new playground in one location has a greater priority than a new footpath in another location. The determination of priorities between asset classes will always be a matter for consideration by the Council in conjunction with technical recommendations from professional staff.


ASSET MANAGEMENT PLANS

Draft Asset Management Plans have been prepared for each category of our Assets. These categories are then divided into classes, and to understand the condition and management required, each asset is considered as the sum of the components. For example, a community building is considered through an assessment of components such as the roof, walls, doors, etc to allow accurate reporting on replacement value for either the entire building or individual components.

To prepare the Asset Plans, inspections were undertaken to identify the condition of all the components of Assets. These plans detail the following:

1. A description of assets covered by the plan

2. The levels of service currently operated by Council (i.e. technical and customer)

3. A prediction of future demands for assets and levels of service

4. A Lifecycle Management Plan (including risk management, renewal/replacement, upgrade and disposal plans)

5. Financial summary including a 10year funding breakdown and asset valuations

6. Improvement and Monitoring Plan

ASSETS CRITICAL TO OPERATIONS

Council Administration Offices, the Council’s Operation Centre and the Castle Hill Library and Community Centre are considered critical of the assets for the ongoing delivery of Council’s services. Council has assessed the risks associated with these assets and developed a Disaster Recovery Plan to enable Council to continue to focus on the provision of products and services to the community with all its vast and diverse needs and requirements in the event of total or partial loss of these assets.

WORKS PROGRAM

Council uses the results of asset inspections, Council Policy, and customer requirements to determine a prioritised list of works for the renewal or replacement of assets. In the case of road pavement, Council operates a pavement management system and this is used to model the future condition of Council’s road pavement and to recommend treatments to maintain the road network in the best condition possible. The prioritised list of works is then considered against the funds available to determine the first Draft of the Works Program. This is then considered by Council and the community prior to adoption in the annual Operational Plan.

IMPROVING ASSET MANAGEMENT

A development pathway has been chosen using the International Infrastructure Management Manual (IIMM) and supported by the Australian Infrastructure Financial Management Guidelines (AIFMG). Whilst Council’s current asset management practices are still at the core level, Council aims to move toward an advanced state of asset management as outlined in this Strategy.

All buildings are categorised under the following types:

BUILDINGS

Council maintains 312 buildings with a gross floor area of 92,900m2. Council’s building stock consists of libraries (5), community centres/halls (56), childcare/preschool centres (18), operational buildings (30), rented houses (33), aged and disabled services facilities (10), amenities / kiosks (123), NSW Rural Fire Service Stations (18), swimming pool buildings (7), scout and guide halls (8) and recreational buildings (4).


LEVEL OF SERVICE

Type Recommended Minimum Level of Service

Aged and Disabled Services Facilities 3Amenities and sports Facilities 3Child Care and Baby Health Facilities 2-3Community Centres 1-3Council Operational Buildings 2-3Library Facilities 2-3Recreation and Cultural Centres 2-3Rented Properties 3Rural Fire Service 2-3Scout and Guide Halls 3Swimming Pool 2-3

ASSET CONDITION ASSESSMENT COMPONENTS:• Electrical Services• Exterior Works• External Fabric• Fire Services• Interior Finishes• Lifts and Hoists• Mechanical Services• Plumbing and Water ServicesPRIORITY RANKING:All of the criteria listed below are assessed by scoring each from 1 to 5 as shown below. The weightings are then applied to each score to provide a priority ranking for comparison with all other Building projects.

Demand (based on demographic profile)

1 Not requested regularly2 Requested on occasions3 Repeated number of requests4 High number of requests - generating significant local interest5 Identified in the Open Space Strategy or other needs surveyparticipation Levels (monitored use levels)

1 Low participation levels2 Moderately supported activity3 Average usage for this type of facility4 Above average usage5 Large numbers of participants - highly supported activityCurrent Level of Service

1 A number of this type of facility exist within the Catchment2 Some other facilities of this nature exist nearby3 Not catered for in this CatchmentAssessment of Risk

1 Limited loss to reputation and or service2 Some loss to reputation and or service3 Moderate loss to reputation and or service4 High loss to reputation and or service5 Extreme loss to reputation and or service

Local Needs Index

Is the result of the direct value inputs multiplied by the weighting value


NEW ASSETS PRIORITY RANKING CRITERIA

Criteria Weighting

Community Demand (latent and expressed demand based upon a needs analysis) 3Participation Rates (monitored level of use for the activity or service) 2Current Level of Service 1Risk of Not Proceeding (risk to reputation and/or service) 1Operating and lifecycle costs (affordability of the facility and/or service) 2

RENEWAL ASSETS PRIORITY RANKING

Criteria Weighting

Function (the ability of the facility to continue to provide its identified function) 3Condition (the gap between current condition and service level) 2Risk of Failure (the criticality of the component to the operation of the facility) 4

BUILDINGS INFRASTRUCTURE BACKLOG AND NEW

Council’s entire project list for Building Infrastructure totals $32m. Under the Priority Criteria used for identifying the buildings that require immediate attention, this amount totals $9.6m in Backlog Works. For the 2012-13 financial year, in preparing the Budget and the 10 year long term financial plan, a funding strategy has been identified to clear this backlog within 4 years and is summarised as follows.

Capital Works Summary 2012/13 - 2015/16

Buildings 2012/13 2013/14 2014/15 2015/16 TOTAL UNFUNDEDRenewal 1,651,050 2,779,350 3,047,275 2,154,150 9,631,825 - New 618,000 - - - 618,000 - Total Buildings 2,269,050 2,779,350 3,047,275 2,154,150 10,249,825 -

PARKS

Council’s provision of open space is generally better than traditional planning requirements with 3.55 hectares per 1,000 people, excluding bushland areas. Council has 330 reserves with a total area of 1,320 hectares. To support active recreation in the area Council has provided a total of 82 sports fields. Children’s play is also supported through the provision of playgrounds and play spaces in 155 different locations.

11

PARKS

Council’s provision of open space is generally better than traditional planning requirements with 3.55 hectares per 1,000 people, excluding bushland areas. Council has 330 reserves with a total area of 1,320 hectares. To support active recreation in the area Council has provided a total of 82 sports fields. Children’s play is also supported through the provision of playgrounds and play spaces in 155 different locations.

Level of Service

Type Recommended Level of Service

Sports grounds 1-2

Parkland 2-3

Playgrounds 2-3

Landscaped Areas 2-3

Recreation Facilities and Utilities 2-3

Asset Condition Assessment Components:• Sportsgrounds• Parkland• Playgrounds• Landscaped Areas• Recreation Facilities and Utilities such as the Showground, tennis courts etc

5%

86%

9%

Parks Infrastructure

District Parks

Local Parks

Neighbourhood Parks


LEVEL OF SERVICE


Sports grounds 1-2Parkland 2-3Playgrounds 2-3Landscaped Areas 2-3Recreation Facilities and Utilities 2-3

ASSET CONDITION ASSESSMENT COMPONENTS:

• Sportsgrounds

• Parkland

• Playgrounds

• Landscaped Areas

• Recreation Facilities and Utilities such as the Showground, tennis courts etc

PRIORITY RANKING:

Once again, the criteria listed below are scored from 1 to 5, and the weightings then multiply the score to provide a priority ranking for each Park project.


Criteria Weighting

Community Demand (latent and expressed demand based upon a needs analysis)

3

Participation Rates (monitored level of use for the activity or service)

2

Current Level of Service 1Risk of Not Proceeding (risk to reputation and/or service) 1Operating and lifecycle costs (affordability of the facility and/or service)

2


Criteria Weighting

Function (the ability of the facility to continue to provide its identified function)

3

Condition (the gap between current condition and service level) 2Risk of Failure (the criticality of the component to the operation of the facility)

4

PARKS INFRASTRUCTURE NEW

The level of service provided for Council’s Park Infrastructure is generally above average. In all but the worst weather conditions, our facilities meet community expectations. The only general criticism of Council’s Park Infrastructure relates to insufficient quantity of playing fields rather than the level of service of our existing facilities. Council’s expenditure on our existing Parks assets has been appropriately allocated as there are no backlog works identified for this asset category.



Parks 2012/13 2013/14 2014/15 2015/16 TOTAL UNFUNDEDNew 734,410 749,000 771,000 796,000 3,050,410 -Total Parks

734,410 749,000 771,000 796,000 3,050,410 -

ROADS

Council is responsible for the management of over 944km of roadway, excluding State classified roads which are managed by the Roads and Maritime Services. This is comprised or approximately 279km of sealed rural roads, 635km of sealed urban roads and 24km of unsealed roads. The total length of kerb and gutter is currently 1,268km.

LEVEL OF SERVICE


Urban Sealed – Local Road 2Urban Sealed – Regional Road 1Rural Sealed – Local Road 2Rural Sealed – Regional Road 1Rural Unsealed – Local Road 2Rural Unsealed – Regional Road 2Kerb and Gutter 2-3

13

ROADS

Council is responsible for the management of over 938km of roadway, excluding State classified roads which are managed by the Roads and Traffic Authority. This is comprised or approximately 279km of sealed rural roads, 635km of sealed urban roads and 24km of unsealed roads. The total length of kerb and gutter is currently 1,268km.

Level of Service


Urban Sealed – Local Road 2

Urban Sealed – Regional Road 1

Rural Sealed – Local Road 2

Rural Sealed – Regional Road 1

Rural Unsealed – Local Road 2

Rural Unsealed – Regional Road 2

Kerb and Gutter 2-3

Asset Condition Assessment Components:• Road pavement • Kerb and Gutter Street Furniture (Bus Shelters, Seats, Bins)• Signage• Traffic Facilities (Roundabouts, thresholds, medians, speed humps)• Structures (Retaining walls, handrails, guardrails and fences)

30%

68%

2%

Road Network

Sealed Rural Roads

Sealed Urban Roads

Unsealed Roads



• Road pavement

• Kerb and Gutter Street Furniture (Bus Shelters, Seats, Bins)

• Signage

• Traffic Facilities (Roundabouts, thresholds, medians, speed humps)

• Structures (Retaining walls, handrails, guardrails and fences)

PRIORITY RANKING:


Criteria Score

Traffic Volume 10Risk 10Location (ie CBD, hospitals, schools etc) 10Road Type 5Community Requests 2

ROADS INFRASTRUCTURE BACKLOG AND NEW

The treatment of roads in the Asset Management Strategy differs to other asset classes because Council generally does not build new roads. New subdivision road work by developers provides nearly every new asset in this class. All Council works are therefore regarded as renewal where the existing pavement is maintained by various treatments or reconstructed when the useful life ends. Some road assets are upgraded as part of the renewal process, and funded through alternative sources such as developer contributions and government grants. However for the Asset Management Process, all road projects are assessed using a common methodology to obtain a Weighted Average Ranking Score.

There are exceptions to this methodology, such as the Castle Hill CBD Works, and these exceptions are either identified and listed separately under their own asset class, or as a new Traffic Facility. Typical examples of this latter type of project are the road network “gaps” in new release areas, where critical short road links have not been funded in the contribution plan, and have subsequently been listed for future investigation and funding as a Traffic Facility.

It is also important to acknowledge that for the purpose of maintaining access to State and Federal Government Grant opportunities, Council’s historical road funding allocations must be included in the assessment process.

Capital Works Summary 2012/13 - 2015/2016Roads 2012/2013 2013/2014 2014/2015 2015/2016 TOTAL UNFUNDEDRenewal 6,512,740 6,247,751 5,213,959 5,213,959 23,188,409 -Proactive 2,290,000 2,290,000 2,290,000 2,290,000 9,160,000 -Sealed New - - - - - -Unsealed - - 2,448,000 1,212,000 3,660,000 1,950,000Total Roads 8,802,740 8,537,751 9,951,959 8,715,959 36,008,409 1,950,000

UNSEALED ROADS

Further reviews of the Asset Management Strategy are to be carried out during the next twelve months to incorporate the priority of unsealed rural roads, incorporating future dedication of Crown Roads as public roads under Council’s control. This review will be referred to the Council in 2012/13 to finalise policy and funding issues.

This review may impact on projects currently listed in 2014/15 and 2015/16 of the Works Program.


TRAFFIC INFRASTRUCTURE NEW

As a general rule, Traffic projects are regarded as new work. These projects are assessed through the RMS Benefit/Cost Ratio criteria to allow comparison across all NSW Council applications for funding assistance. The major grant funding source is the Blackspot Program, but other programs exist for school safety, residential amenity, and intersection upgrades. All of these projects use the standardised RMS ranking criteria to establish priority, and all are considered by the Local Traffic Committee before being recommended for referral to Council.

Council can decide to fully fund more Traffic Facility projects using reserves, however as alternative funding assistance is available, these new projects are generally delayed until State or Federal allocations are approved. As a result, the list of new Traffic Facility projects waiting for funding is extensive.

Capital Works Summary 2012/13 - 2015/2016Traffic 2012/2013 2013/2014 2014/2015 2015/2016 TOTAL UNFUNDEDBus Shelters New

379,035 178,725 178,725 178,725 915,210 -

Minor Traffic Facilities

40,000 55,000 55,000 55,000 205,000 -

Traffic Facility Intersection Works New

150,000 2,000,000 1,400,000 600,000 4,150,000 -

Traffic Facilities Potential Grant Funded

1,380,000 120,000 150,000 - 1,650,000 -

Total Traffic 1,949,035 2,353,725 1,783,725 833,725 6,920,210 -

16

BRIDGES

Council maintains a total of 57 bridges – 20 Road Bridges, of which eight are timber construction, and 37 Pedestrian/Cycleway Bridges. Council currently has plans and funding to replace two timber road bridges with concrete structures.

Level of Service

Type Minimum suggested Level of Service

Road Bridges 2-3

Pedestrian Bridges 2-3

Asset Condition Assessment Components:• Deck• Wearing Surface• Girders• Trusses• Substructure• Foundation• Approaches• Bearings• Safety Barrier• Pedestrian Walkway

65%

35%

Bridge Infrastructure

Pedestrian Bridges

Road Bridges

BRIDGES

Council maintains a total of 57 bridges – 20 Road Bridges, of which eight are timber construction, and 37 Pedestrian/Cycleway Bridges. Council currently has plans and funding to replace three timber road bridges with concrete structures.

LEVEL OF SERVICE

Type Minimum suggested Level of Service

Road Bridges 2-3Pedestrian Bridges 2-3



• Deck

• Wearing Surface

• Girders

• Trusses

• Substructure

• Foundation

• Approaches

• Bearings

• Safety Barrier

• Pedestrian Walkway

PRIORITY RANKING:


New road bridge assets are proposed to be built in conjunction with development release areas at Kellyville (Balmoral Road) and at Box Hill. These facilities will be funded through the relevant contribution plans. New pedestrian/cycleway bridges will also be built in release areas in the same manner. However there are several cycleway bridges in existing residential areas that will require construction in accordance with the Council Bikeplan. Funding assistance for these bridges is available from the State Government under several recreation programs and the ranking criteria is based on cycleway strategies rather than individual bridge assessments. This criteria is discussed later the the Asset Management Strategy.


Criteria Score

Function (the ability of the facility to continue to provide its identified function) 20Condition (the gap between current condition and service level) 20Risk of Failure (the criticality of the component to the operation of the facility) 50Storm water capacity and environmental concerns 10

BRIDGES INFRASTRUCTURE BACKLOG AND NEW


Bridges 2012/2013 2013/2014 2014/2015 2015/2016 TOTAL UNFUNDEDRenewal 140,000 2,310,240 304,182 - 2,754,422 -Total Bridges 140,000 2,310,240 304,182 - 2,754,422 -

FOOTPATHS / CYCLEWAYS

There is currently a total length of 346km of concrete footpath constructed in the Shire and 226km of cycleways. The Cycleways include 82km of pathway shared with pedestrians and 79km of roads marked with a dedicated cycle lane. The assessment criteria for building new footpaths is shown below and it is important to note that all of this criteria incorporates risk analysis. However the assessment process for existing concrete footpath renewal relies entirely on the pedestrian risk of tripping where the hazard has more than a 10mm level difference.


• Footpaths

PRIORITY RANKING:

The priority ranking for footpath uses the same methodology as those shown for all other asset classes, however the mathematics is slightly different. Points are awarded from a check sheet up to a maximum as shown, with Location criteria having the greatest weighting. Risk analysis forms part of each criteria, but public safety is more directly assessed as part of the Location.



Criteria Score

Location – incorporating risk (Accumulative total – see below) 220Footway wear 50Terrain 50Traffic 75Connectivity 20Disabled Access 20Location Score

Within 500m or retirement village/hospital 30Within 500m of school (with more than 100 students) 30Between 500m and 1000m of retirement village, hospital, school 15Within 25m of child care centre 20Within 1000m of major shopping centre (12 shops or more) 30Within 500m of small shopping centre (less than 12 shops) 20Within 500m of major sporting complex 15Within 400m of playground 15Within 250m of major bus route bus stop 15Between 250m and 500m of major bus route bus stop 10Within 250m of minor bus route bus stop 10Within 250m of any other pedestrian generator 10Outside above limits 0Footway Wear Score

Well worn along 75% or more of length 20Well worn in sections (30% to 75% of length) 15Slightly worn along 75% or more of length 10Slightly worn in sections (30% to 75% of length) 5No significant wear evident 0Terrain Score

Difficult to walk along over more than 75% of length (driveways, obstructions, tree roots) 20Difficult to walk along over 30% to 75% of length 15Moderately difficult to walk along over 75% of length 10Moderately difficult to walk along over 30% of 75% of length 5Formation generally level and even 0Traffic Score

More than 10000 vehicles per day (vpd) – no footpath on either side 20More than 10000 vpd – existing footpath on one side 155000 to 10000 vpd – no footpath on either side 155000 to 10000 vpd – existing footpath on one side 102000 to 5000 vpd – no footpath on either side 102000 to 5000 vpd – existing footpath on one side 5Less than 2000 vpd 0Connectivity Score

Connects isolated sections of footpaving (10 pts for each end joined) 20Disabled Access Score

Footpath provides access for known disabled persons 20



Criteria Measure

Condition - pedestrian risk for trip hazard Exceeds 10mm

FOOTPATHS INFRASTRUCTURE BACKLOG AND NEW


Footpaths & Cycleways

2012/2013 2013/2014 2014/2015 2015/2016 TOTAL UNFUNDED

Renewal 118,500 101,000 120,000 99,500 439,000 -New 2,567,000 2,588,900 2,850,900 2,188,750 10,195,550 13,257,952Cycleways Potential Grant Funded New

350,000 - - - 350,000

Total Footpaths & Cycleways

3,035,500 2,689,900 2,970,900 2,288,250 10,984,550 13,257,952

STORMWATER

Council’s stormwater network services two primary catchments – namely the Upper Parramatta River and the Hawkesbury/Nepean River catchments. Stormwater networks are designed and constructed to collect, convey and discharge stormwater runoff. Natural waterways transport runoff through open space, urban and rural communities to the main river systems. Council’s stormwater network comprises approximately 613km of pipes and culverts, together with 27,000 structures. Council also manages 111km of natural waterways, together with 18 flood detention basins, 4 of which are prescribed by the NSW Dams Safety Committee as dams, which reduce the severity of flooding to downstream properties during storm events.

LEVEL OF SERVICE

Type Level of Service

Hydrologic level of service as defined by current best practice engineering design standards, as set out in Council’s Engineering Design Guidelines for Subdivision/Developments

3

ASSET CONDITION ASSESSMENT COMPONENTS:• Stormwater Conduits;

• Stormwater Pits;

• Stormwater Structures;

• Flood Detention Basins; and

• Water Quality Devices.

PRIORITY RANKING:

NEW AND RENEWAL ASSETS PRIORITY RANKING CRITERIA

Criteria Weighting

Risk to Life 3Risk to Property 2Risk to Infrastructure 2Risk to Environment 1Known priority flooding problem 2Pipe/structure/waterway condition 1Known priority erosion hazard 2Maintenance hotspot 1Customer requests 0


STORMWATER INFRASTRUCTURE BACKLOG AND NEW


Stormwater 2012/2013 2013/2014 2014/2015 2015/2016 TOTAL UNFUNDEDNew 818,902 636,165 767,988 725,238 2,948,293 -Renewal - - - - - 15,510,000Total Stormwater

818,902 636,165 767,988 725,238 2,948,293 15,510,000

WHERE ARE WE NOW?

Council has detailed survey data for the existing stormwater system, which through a process of ground truthing, is being constantly improved. Condition assessment and the value of renewal is primarily based on age, and remaining design life only. The hydrologic level of service is known for 35% of the existing system, and knowledge of associated urban flood risk is limited to few floodplains, defined through selective floodway mapping and experiential data.

WHERE WE WANT TO BE

The hydrologic level of service of Council’s stormwater network is to achieve or exceed the engineering standards that apply, and the network is to be at Condition 3 or better. All associated urban and rural floodplains are to be mapped, with any residual flood hazard to impose no risk to life, or public and private property.



Capital Works Summary2012 / 13 - 2015 / 16

2012 -13 2013 -14 2014 -15 2015 -16 TOTAL UNFUNDED

BuildingsRenewal 1,651,050 2,779,350 3,047,275 2,154,150 9,631,825 -

New 618,000 - - - 618,000 -

Total Buildings 2,269,050 2,779,350 3,047,275 2,154,150 10,249,825 -

RoadsRenewal 6,512,740 6,247,751 5,213,959 5,213,959 23,188,409 -

Proactive 2,290,000 2,290,000 2,290,000 2,290,000 9,160,000 -

Unsealed - - 2,448,000 1,212,000 3,660,000 1,950,000

Total - Roads 8,802,740 8,537,751 9,951,959 8,715,959 36,008,409 1,950,000

Footpaths & WalkwaysRenewal 118,500 101,000 120,000 99,500 439,000 -

New 2,567,000 2,588,900 2,850,900 2,188,750 10,195,550 13,257,952

Cycleways Potential Grant Funded New 350,000 - - - 350,000 -

Total - Foopaths & Walkways 3,035,500 2,689,900 2,970,900 2,288,250 10,984,550 13,257,952

BridgesRenewal 140,000 2,310,240 304,182 - 2,754,422 -

Total - Bridges 140,000 2,310,240 304,182 - 2,754,422 -

TrafficBus Shelters New 379,035 178,725 178,725 178,725 915,210 -

Minor Traffic Facilities New 40,000 55,000 55,000 55,000 205,000 -

Traffic Facility Intersection Works New 150,000 2,000,000 1,400,000 600,000 4,150,000 -Traffic Facilities Potential Grant Funded New 1,380,000 120,000 150,000 - 1,650,000 -New 1,380,000 120,000 150,000 - 1,650,000 -

Total - Traffic 1,949,035 2,353,725 1,783,725 833,725 6,920,210 -

ParksNew 734,410 749,000 771,000 796,000 3,050,410 -

Total - Parks 734,410 749,000 771,000 796,000 3,050,410 -

StormwaterNew 818,902 636,165 767,988 725,238 2,948,293 -

Renewal - - - - - 15,510,000

Total - Stormwater 818,902 636,165 767,988 725,238 2,948,293 15,510,000

GRAND SUMMARY

Renewal 8,422,290 11,438,341 8,685,416 7,467,609 36,013,656 15,510,000

Recontstruction/Rehabilitation 0 0 0 0 0 0

Proactive 2,290,000 2,290,000 2,290,000 2,290,000 9,160,000 0

New 7,037,347 6,327,790 8,621,613 5,755,713 27,742,463 15,207,952

Sub Total 17,749,637 20,056,131 19,597,029 15,513,322 72,916,119 30,717,952

Project Delivery, Design & Estimating 2,855,477 2,944,162 3,043,308 3,149,265 11,992,212 0

Grand Total 20,605,114 23,000,293 22,640,337 18,662,587 84,908,331 30,717,952

FUNDED BY

Revenue & Reserve Funds 17,772,664 21,657,218 22,402,337 18,499,587 80,331,806 29,917,952

Grants, Contributions 2,832,450 1,343,075 238,000 163,000 4,576,525 800,000

Total Source of Funds 20,605,114 23,000,293 22,640,337 18,662,587 84,908,331 30,717,952


Project Year Proposed Budget

Funded By:Grants &

ContributionsCouncil Funds

Cumulative Council Funds

Building - Renewal

Castle Grand Library - flooring, bathroom upgrade & repair works 2012 / 2013 $81,400 $0 $81,400 $81,400

Dural Memorial Hall - Community Hall - painting & repair works 2012 / 2013 $115,000 $0 $115,000 $196,400

Aberdoon House - painting, flooring, repair works 2012 / 2013 $93,700 $0 $93,700 $290,100

Baulkham Hills Swimming Pool - Olympic Pool - painting and repairs/store/urinal replacements 2012 / 2013 $200,500 $50,000 $150,500 $440,600

Vinegar Hill Memorial Community Centre - painting and repair works 2012 / 2013 $48,300 $0 $48,300 $488,900

Vinegar Hill Memorial Library - repair works 2012 / 2013 $21,800 $0 $21,800 $510,700

Baulkham Hills Swimming Pool - Kids Pool - tiling and painting 2012 / 2013 $21,000 $0 $21,000 $531,700

Kenthurst Girl Guides - roof restoration, painting and repairs 2012 / 2013 $41,500 $0 $41,500 $573,200

Dural Library - repair/upgrade works, air conditioning 2012 / 2013 $50,000 $0 $50,000 $623,200

Rouse Hill Community Centre - painting and repair/upgrade works 2012 / 2013 $60,950 $0 $60,950 $684,150

West Pennant Hills Community Centre - repair/upgrade works 2012 / 2013 $101,600 $0 $101,600 $785,750

Bella Vista Village Green Community Centre - painting, flooring and kitchen & bathroom refurbishment

2012 / 2013 $30,000 $0 $30,000 $815,750

Castle Grand Community Centre - painting, kitchen & repair works 2012 / 2013 $120,800 $0 $120,800 $936,550

South Maroota Community Reserve Hall - painting, kitchen and bathroom upgrades and repair works

2012 / 2013 $108,500 $0 $108,500 $1,045,050

Carlingford Library - painting and repair works 2012 / 2013 $9,200 $0 $9,200 $1,054,250

Tourist Information Centre (The Pines) - replace deck, retaining wall, upgrade kitchen and repair/upgrade works

2012 / 2013 $125,000 $0 $125,000 $1,179,250

Excelsior Avenue Child Care Centre - painting and repair/upgrade works 2012 / 2013 $74,000 $37,000 $37,000 $1,216,250

Roughly House - pathway construction and painting 2012 / 2013 $20,000 $0 $20,000 $1,236,250

Kingsdene Oval Amenities - upgrade amenities and replace guard rail 2012 / 2013 $30,000 $0 $30,000 $1,266,250

Baulkham Hills Swimming Pool Pump Room - painting and repair/upgrade works 2012 / 2013 $59,000 $0 $59,000 $1,325,250

Rental Property - Cropley House - roof restoration / gutter replacement and repair/upgrade works

2012 / 2013 $32,500 $0 $32,500 $1,357,750

Burnside Garden Community Centre - painting and repair/upgrade works 2012 / 2013 $44,500 $0 $44,500 $1,402,250

North Rocks Senior Citizens Centre - painting, replace downpipes and other repair/upgrade works

2012 / 2013 $15,800 $0 $15,800 $1,418,050

Rural Fire Service Control Ctr - Equip Shed - replace lights, gutters & downpipes 2012 / 2013 $10,000 $0 $10,000 $1,428,050

Rural Fire Service Station, North Rocks - roof restoration, replace gutters and down pipes and painting

2012 / 2013 $15,000 $0 $15,000 $1,443,050

Rural Fire Service Station, Kenthurst - replace gutters and down pipes, upgrade kitchen and toilets, replace floor covering, wall repairs, electrical works, repair driveway, repair awning

2012 / 2013 $12,000 $0 $12,000 $1,455,050

Rural Fire Service Station, Glenorie - painting, repair roller doors, roof restoration 2012 / 2013 $10,000 $0 $10,000 $1,465,050

Rural Fire Service Station, Box Hill - replace gutters and down pipes, fix cracks, painting, upgrade kitchen and toilet, wall repairs and door hardware

2012 / 2013 $10,000 $0 $10,000 $1,475,050

Rural Fire Service Station, Hillside - repaint the hand rails, paint internal and external , treat the mast, repaint the roller doors, and treat the roof

2012 / 2013 $10,000 $0 $10,000 $1,485,050

Rural Fire Service Station - Annangrove - painting, signage, repair cracked concrete, replace lights, structural crack repairs

2012 / 2013 $10,000 $0 $10,000 $1,495,050

Tory Burns Reserve - Amenities - replace roof sheeting/gutters and other repair works 2012 / 2013 $40,000 $0 $40,000 $1,535,050

South Maroota Community Reserve - Amenities - repair works 2012 / 2013 $9,000 $0 $9,000 $1,544,050

South Maroota Community Reserve Garage - painting and roof replacement 2012 / 2013 $20,000 $0 $20,000 $1,564,050

Total: 2012 / 2013 2012 / 2013 $1,651,050 $87,000 $1,564,050 $1,564,050

There are services and facilities to suit my needsVibrant Community- As Per Council's Adopted Schedule



Funded By:Grants &



Building - Renewal


Forgotten Valley Pre-School - painting and repair/upgrade works 2013 / 2014 $90,500 $90,500 $0 $1,564,050

Kenthurst Park Amenities - refurbish and repair works 2013 / 2014 $65,825 $0 $65,825 $1,629,875

North West Disability Service (Hadpac) - roof restoration and other repair/upgrade works 2013 / 2014 $113,775 $0 $113,775 $1,743,650

North Rocks Pre School - roof repairs and other repair/upgrade works 2013 / 2014 $90,000 $0 $90,000 $1,833,650

Ellerman Child Care Centre - replace kitchen, upgrade bathroom and other repair/upgrade works 2013 / 2014 $105,200 $60,000 $45,200 $1,878,850

Balcombe Heights Estate Child Care Centre - replace kitchen, flooring and other repair/upgrade works

2013 / 2014 $71,850 $0 $71,850 $1,950,700

North Rocks Child Care Centre - repair and upgrade works 2013 / 2014 $64,400 $0 $64,400 $2,015,100

Castle Glen Child Care Centre - painting, repair roof leaks, replace kitchens, replace bathrooms, repair gutters, replace ceiling in bathroom, replace cupboards

2013 / 2014 $53,250 $0 $53,250 $2,068,350

Wiseman's Ferry Park - Kiosk - replace roof, refurbish kitchen including equipment, replace rusted steel trusses, replace front counter

2013 / 2014 $75,000 $0 $75,000 $2,143,350

Winston Hills Child Care Centre - painting internal and external, repairs to the play area, refurbishment of the toilets and kitchen, replace shelves

2013 / 2014 $30,000 $0 $30,000 $2,173,350

George Thornton Reserve - Sun Valley Preschool - repair gutters, painting, polish vinyl floors, upgrade bathroom, repair ceilings, repair shade structure, upgrade kitchen, repair gates

2013 / 2014 $50,100 $0 $50,100 $2,223,450

Castle Hill Pre School - painting, replace lights, AC repairs, repair blinds, replace carpets, replace door frames, replace doors, upgrade kitchen, repair damaged ceiling, replace damaged gutters and down pipes, replace skirting, shelves in laundry, polish vinyl floors, repair cracks, upgrade bathrooms, repair shade structure, repair columns, repair soft fall, fix drainage

2013 / 2014 $100,000 $0 $100,000 $2,323,450

Balcombe Heights Estate - Thompson Hall - roof restoration, repair windows and doors, painting, upgrade bathroom, level pathways, upgrade kitchen, floor treatments, repair ceiling, electrical works, repair panic bars, replace broken tiles

2013 / 2014 $56,000 $0 $56,000 $2,379,450

Baulkham Hills Swimming Pool - Awning/Shelter - rust proof, paint columns 2013 / 2014 $20,000 $0 $20,000 $2,399,450

Castle Glen Community Centre - external painting, roof cleaning, internal painting, replace lights, polish floors, clean carpets, external paving, replace damaged doors, concrete cancer treatment

2013 / 2014 $58,100 $0 $58,100 $2,457,550

Annangrove Park - Environment Centre - painting, roof replacement, replace carpets, replace kitchen, replace doors, fix drainage issues

2013 / 2014 $39,000 $39,000 $0 $2,457,550

Beaumont Hills Community Centre - repair windows and doors, painting, repair toilets, polish vinyl, replace kitchen, repair timber work, repair heating and cooling system, external pathways, polish timber floors, electrical works, sewer upgrades, irrigation upgrades, door hardware, repair pergola, repair ceiling, replace signage, repair cracks, replace cupboards, replace water tank

2013 / 2014 $95,500 $0 $95,500 $2,553,050

Les Shore Reserve - Tennis Hut - roof treatment, replace gutters and down pipes, level pathways, painting

2013 / 2014 $6,000 $0 $6,000 $2,559,050

Balcombe Heights Estate - Building 25 - roof treatment, painting, upgrade bathrooms, new lights, floor treatments, replace kitchen, repair windows, fix down pipes, electrical works, repair cracks, replace doors, repair floors, replace ceiling, replace garden beds, replace vinyl, AC repairs, painting

2013 / 2014 $150,500 $0 $150,500 $2,709,550

Castlewood Reserve - Amenities - painting, replace lights, replace doors, repair ceiling and downpipes, floor treatments, upgrade bathrooms, repair switch board, repair roller doors, upgrade kitchens, repair shelves, fix drainage

2013 / 2014 $59,500 $0 $59,500 $2,769,050

Meals on Wheels - painting, replace lights, repair doors, floor treatments, repair vinyl floor and wall sheeting, patch walls, roof restoration, repair AC grills, repair down pipes and concrete cancer, upgrade kitchen, repair external pathways

2013 / 2014 $37,000 $37,000 $0 $2,769,050

Coolong Reserve - Amenities - painting, replace lights, repair ceiling, replace down pipes, replace doors, floor treatments, upgrade bathroom, repair shade structure, replace canteen roller door, kitchen upgrade, widen concrete paths, replace columns, fix drainage

2013 / 2014 $95,500 $0 $95,500 $2,864,550

Rental Property - House - Don Moore Centre - treat the roof, point and paint, replace down pipes and gutters, replace carpets, replace kitchen and bathroom, toilets, repairs to the rear veranda, repaint inside and outside, replace garage doors, and replace laundry cupboards

2013 / 2014 $90,000 $0 $90,000 $2,954,550

Ted Horwood Reserve - Netball Building - Repair roof gutters, replace back door, painting, replace bench tops, upgrade bathrooms, replace light fittings, external levelling

2013 / 2014 $23,400 $0 $23,400 $2,977,950

Greenup Park - Amenities - treat the roof and replace gutters and down pipes. Upgrade the toilet and showers , treat the floors, replace faulty light fittings with new

2013 / 2014 $50,000 $0 $50,000 $3,027,950

Box Hill - Nelson Community Centre - repair gaps, sand and polish floor, repair and paint walls and replace damaged ceiling

2013 / 2014 $9,900 $0 $9,900 $3,037,850

Balcombe Heights Estate - Building 30 - roof treatment, painting, upgrade bathrooms, new lights, floor treatments, underfloor ventilation, replace carpets, replace kitchens, fix drainage, repair veranda, repair cracks, fix timber floors, internal repair, ceiling replacement, window repairs, electrical works, stain floors, upgrade bathrooms

2013 / 2014 $81,800 $0 $81,800 $3,119,650

Balcombe Heights Estate - Building 31 - roof treatment and replace ceiling, painting, replace lights, treat floors, underfloor ventilation, replace kitchen, repair windows, fix drainage, repair cracks, upgrade bathrooms

2013 / 2014 $102,200 $0 $102,200 $3,221,850

Alfred Whaling Reserve - Amenities/Change Room - repair roof, painting, repair gutters and down pipes, repair/replace lights, repair windows

2013 / 2014 $33,800 $0 $33,800 $3,255,650

Ted Horwood Reserve - Amenities (F2&3) - waterproof roof, upgrade bathroom, painting, replace doors, remove shelves, signage, repair water damage, repair stairs

2013 / 2014 $93,800 $0 $93,800 $3,349,450

Balcombe Heights Estate - Building 20 - roof treatment, painting, replace lights, replace tiles, floor treatments, ventilation repairs, replace kitchen, repair windows and doors, replace downpipes, electrical works, drainage works, repair verandas, fix drainage, timber floors, internal repairs, replace ceiling, repair cracks, upgrade kitchen, replace vinyl, AC repairs, upgrade toilets

2013 / 2014 $151,200 $0 $151,200 $3,500,650

Fred Caterson Reserve - Amenities Bldg (F4) - replace broken tiles, rust proof columns 2013 / 2014 $6,600 $0 $6,600 $3,507,250



Funded By:Grants &



Building - Renewal


Fred Caterson Reserve - Amenities (F6) - replace damaged window grill, treat rusted columns, fix gaps in ceiling, painting, light fittings, kitchen upgrade, bathroom upgrades

2013 / 2014 $13,400 $0 $13,400 $3,520,650

Fred Caterson Reserve - Amenities (F1&2) - replace columns, painting, replace lights, fix cracks and level pathways, upgrade bathrooms, replace down pipes, replace steel doors, signage, roof treatment, replace gutters and downpipes

2013 / 2014 $40,400 $0 $40,400 $3,561,050

Annangrove Park - Meeting Hall - polish floors, replace lights, painting 2013 / 2014 $12,200 $0 $12,200 $3,573,250

Carlingford Kindergarten - painting, replace soft fall to play area, fix external drainage, replace doors and cupboards, replace external lights, polish floors, replace carpet, repair windows, upgrade bathrooms, upgrade kitchens, service and repair AC replace blinds

2013 / 2014 $84,700 $0 $84,700 $3,657,950

Balcombe Heights Estate - Building 32 - roof treatment and replace ceiling, painting, replace lights, treat floors, replace carpet, underfloor ventilation, replace kitchen, repair windows, fix drainage, repair cracks, upgrade bathrooms, electrical works, repair door hardware, upgrade bathrooms, repair plumbing

2013 / 2014 $82,700 $0 $82,700 $3,740,650

Eric Mobbs Reserve - Amen/Kiosk (F1&2) - painting, repair concrete ramp, repair gutters and down pipes, replace lights, internal roofing treatment, replace door and frames, upgrade toilets, replace signage

2013 / 2014 $34,700 $0 $34,700 $3,775,350

Les Shore Reserve - Tennis Shelter - roof restoration, painting, replace lights, replace doors, floor treatments, repair windows, fix drainage, replace hot water heater, repair door handles, repair downpipes and rotted timbers, external pathways

2013 / 2014 $32,500 $0 $32,500 $3,807,850

George Suttor Park - Amenities - paint internal and external, replace the sodium vapour lights , refurbish the toilets, improve the drainage at rear, repairs to the doors

2013 / 2014 $35,000 $0 $35,000 $3,842,850

Mackillop Drive Reserve - Amenities Bldg - paint internal and external, replace tiles, replace the guard rails , fix gutters and down pipes

2013 / 2014 $6,500 $0 $6,500 $3,849,350

Demolish Rental Property - House - 1 Hill Street, West Pennant Hills and make good 2013 / 2014 $20,000 $0 $20,000 $3,869,350

Rural Fire Service Station - Glenhaven - treat the roof and paint, paint internal and external, replace external doors, treatment to awning on the left side, replace lights

2013 / 2014 $30,000 $0 $30,000 $3,899,350

Rural Fire Service Control Ctr - Head qtrs - repair handrails, repair vinyl, replacement of ceiling tiles and painting

2013 / 2014 $20,000 $0 $20,000 $3,919,350

Alfred Whaling Reserve - Amenities Bldg - painting, fix drainage, repair tiles, replace doors, repair gaps in floor, replace signage

2013 / 2014 $49,050 $0 $49,050 $3,968,400

Wisemans Ferry Park - Amenities - replace tiles, paint internal and external, refurbishment of the toilets, repairs to the pathway

2013 / 2014 $25,000 $0 $25,000 $3,993,400

Baulkham Hills Swimming Pool - Gym Bldg - repair roof and gutters, treat rotted timber, pack foundations, replace carpet, replace ramp, repair footpath and lighting, replace soft fall, replace sky light, treat decking, replace wind shields, replace outside fittings, upgrade kitchen, replace carpets, repair roof leaks, repair loose fittings, electrical repairs

2013 / 2014 $123,500 $0 $123,500 $4,116,900

Total - 2013 / 2014 2013 / 2014 $2,779,350 $226,500 $2,552,850 $4,116,900

Ted Horwood Reserve - Community Nursery - painting, polish vinyl floors, replace doors 2014 / 2015 $22,700 $0 $22,700 $4,139,600

Kids Of The Castle Occasional Child Care - replace carpets , refurbish kitchen and toilets, repairs to external play area, paint internal and external, paint all the rails outside

2014 / 2015 $50,000 $0 $50,000 $4,189,600

Fred Caterson Reserve - Soccer Club (F1 & F2) Small Bld - repair, painting, roof treatment, replace gutters and downpipes

2014 / 2015 $11,400 $0 $11,400 $4,201,000

Rental Property - House - 90 Carmen Drive, Carlingford - roof restoration, repair gutters and down pipes, painting, upgrade toilets and kitchen, floor repairs, wall repairs, electrical works, door hardware, swimming pool repairs, AC repairs, roller door repairs

2014 / 2015 $37,800 $0 $37,800 $4,238,800

Rental Property - House - 74b Glenhaven Road, Glenhaven - repairs to gutter and down pipes, painting, upgrade toilet and kitchen, wall repairs, electrical repairs, roller door repair, repair floor covering, replace door hardware, sun room repairs

2014 / 2015 $37,800 $0 $37,800 $4,276,600

Rental Property - House - 94 Seven Hills Road, Baulkham Hills - treat the roof, point and paint, replace down pipes and gutters, replace carpets, replace kitchen and bathroom, toilets, repairs to the rear veranda, repaint inside and outside

2014 / 2015 $105,000 $0 $105,000 $4,381,600

Winston Hills Community Centre - painting, replace access control, replace cupboards, polish floors, repair to chain store, repair door closer, upgrade kitchen, upgrade bathrooms, replacement of electrical fittings, repair AC, repair blinds

2014 / 2015 $74,000 $0 $74,000 $4,455,600

Baulkham Hills Swimming Pool - Off, Shop - place floor strips, cracked floor, replace door lock, repair cracked tiles, repair ceiling, repair entrance to office door, painting, replace kitchen, replace door hardware, replace tiles in main kitchen

2014 / 2015 $36,300 $0 $36,300 $4,491,900

Crestwood Reserve - Amenities / Tennis - upgrades the toilets, floor treatment, treat the metal roof, internal and external painting, replace damaged doors, improve drainage

2014 / 2015 $80,000 $0 $80,000 $4,571,900

Balcombe Heights Estate - Building 5 - repair roof and gutters, replace doors, polish/ replace floors, level paths, fix drainage, repair windows, repair veranda, replace shelving, repair ceiling, replace lights, painting

2014 / 2015 $96,800 $0 $96,800 $4,668,700

Eurambie Child Care Centre - replace kitchenettes and laundry cupboards and treat external timber to play area

2014 / 2015 $19,650 $0 $19,650 $4,688,350

Balcombe Heights Estate - Building 10 - seal and replace gutters, fix drainage, repair external columns, polish floors, upgrade kitchens, repair veranda, roof treatment, replace broken tiles, replace windows and doors, painting

2014 / 2015 $52,500 $0 $52,500 $4,740,850

Don Moore Reserve - Amenities - roof treatment, replace gutters and down pipes, remove rotted timber, window and door repairs, painting, bathroom upgrades, replace kitchen, external levelling, floor treatment, repair ceiling, electrical works, replace light fittings, replace damaged doors and hardware

2014 / 2015 $68,000 $0 $68,000 $4,808,850

The Hills Centenary Park - Sports Storage Shed - roof replacement, gutter replacement, wall repairs, painting internal and external

2014 / 2015 $70,000 $0 $70,000 $4,878,850

Gooden Reserve - Club Rooms / Amenities - roof restoration, painting, replace lights, floor treatment, replace kitchen, repair windows and doors, replace downpipes, electrical works, door hardware, upgrade bathrooms, replace ceiling, fix cracks, fix roller doors, fix drainage, signage, repair upper level office

2014 / 2015 $173,750 $0 $173,750 $5,052,600

Cropley House - 84 Watkins Road - external painting, roof cleaning, repair cracked veranda, replace cracked concrete, replace lights, replace carpet, repair kitchen, internal painting, replace window furnishing, replace door hardware, replace air conditioners, replace gutters and down pipes, repair electrical

2014 / 2015 $185,000 $0 $185,000 $5,237,600



Funded By:Grants &



Building - Renewal


Balcombe Heights Estate - Building 4 - repair roof and gutters, replace doors, painting, polish floors, upgrade bathrooms, external levelling, fix drainage, repair light fittings, external timber column repairs, door and window replacement, electrical upgrade, repair damaged ceiling, replace cupboards, repair cracks, replace door frames, repair fencing

2014 / 2015 $95,025 $0 $95,025 $5,332,625

Bernie Mullane Recreation Centre - carpet replacement, toilet and kitchen refurbishment, painting internal and external

2014 / 2015 $65,000 $0 $65,000 $5,397,625

Ted Horwood Reserve - Tennis Building - repair roof and gutters, upgrade bathroom, painting, replace bench tops, replace doors, repair pathways, door hardware

2014 / 2015 $34,700 $0 $34,700 $5,432,325

Col Sutton Reserve - Amenities - painting, replace lights, replace doors, repair ceiling and downpipes, floor treatments, upgrade bathrooms, repair door hardware, replace signage, replace damaged door frames, external levelling

2014 / 2015 $77,500 $0 $77,500 $5,509,825

House 965 Wisemans Ferry Road, South Maroota - repair to windows, painting, toilet upgrade, replace kitchen, replace laundry, repair timber work, replace heating and cooling system, external pathways, polish timber floors, electrical works, sewer upgrades, replace hot water heater, repair door hardware, replace sinks, repair ceiling, replace garage, fix cracks, replace cupboards, repair bathroom, change water tank

2014 / 2015 $123,000 $0 $123,000 $5,632,825

Rental Property - House - 1A Brisbane Road, Castle Hill - rails painting , treat the tiles , point and paint, replace carpets, replace kitchen, refurbishment of the toilets, replace gutters and down pipes, improve external path way, replace lights, repairs to the window AC system

2014 / 2015 $28,000 $0 $28,000 $5,660,825

Balcombe Heights Estate - Building 33 NWDS - repair brickwork, repair roof, painting, upgrade bathrooms, electrical works, replace kitchen, replace tiles and carpet, repair windows, drainage works, repair door and window hardware, replace ceiling, replace external fencing

2014 / 2015 $105,700 $0 $105,700 $5,766,525

Yattenden Oval - Amenities Building - roof treatment, painting, replace lights, upgrade bathrooms, replace kitchen, internal wall repairs, repair down pipes and timber works, electrical works, fix drainage, door hardware, repair cracks, replace ceiling, plumbing

2014 / 2015 $104,000 $0 $104,000 $5,870,525

Northmead Oval - Amenities - roof treatment, replace gutters and down pipes, remove rotted timber, window and door repairs, painting, bathroom upgrades, replace kitchen, external levelling, floor treatment, repair ceiling, electrical works, replace light fittings, replace damaged doors and hardware

2014 / 2015 $68,000 $0 $68,000 $5,938,525

Charles McLaughlin Reserve - Amenities - painting, replace lighting, replace doors, floor treatments, patch damaged walls, roof restoration, repair roller doors, upgrade bathrooms, upgrade kitchen, repair shelving, level flooring, fix drainage, replace curtains

2014 / 2015 $78,000 $0 $78,000 $6,016,525

Rental Property - House - 341 Old Northern Road, Castle Hill - treat the tiles, point and paint, replace carpets, replace kitchen, refurbishment of the toilets, replace gutters and down pipes, improve external pathway, replace lights, repairs to the window AC system

2014 / 2015 $35,000 $0 $35,000 $6,051,525

Rental Property - House - 339 Old Northern Road, Castle Hill - clean the external surface and paint, treat the tiles, point and paint, replace carpets, replace kitchen, refurbishment of the toilets, replace gutters and down pipes, improve external pathway, replace lights, repairs to the window AC system

2014 / 2015 $35,000 $0 $35,000 $6,086,525

Rental Property - House - 337 Old Northern Road, Castle Hill - clean the external surface and paint, treat the tiles, point and paint, replace carpets, replace kitchen, refurbishment of the toilets, replace gutters and down pipes, improve external pathway, replace lights, repairs to the window AC system

2014 / 2015 $35,000 $0 $35,000 $6,121,525

Rental Property - House - 335 Old Northern Road, Castle Hill - clean the external surface and paint, treat the tiles, point and paint, replace carpets, replace kitchen, refurbishment of the toilets, replace gutters and down pipes, Improve external pathway, replace lights, repairs to the window AC system

2014 / 2015 $35,000 $0 $35,000 $6,156,525

George Thornton Reserve - Amenities Bldg - repair bathrooms, painting 2014 / 2015 $7,400 $0 $7,400 $6,163,925

Speers Road Reserve - Canteen - general painting and refurbishment of the toilets 2014 / 2015 $8,000 $0 $8,000 $6,171,925

Kellyville After School Care Demountable - replace roof, painting, new lights, replace tiles, floor treatments, external ramp repairs, window repairs, replace downpipes

2014 / 2015 $36,600 $0 $36,600 $6,208,525

Balcombe Heights Estate - Building 11 - replace broken gutters, fix drainage, polish floors, repair kitchen, repair veranda, change signage, roof treatment, upgrade bathrooms, replace windows and doors, shade structure, painting, repair soft fall

2014 / 2015 $81,000 $0 $81,000 $6,289,525

Balcombe Heights Estate - Stamford Hall Gym - roof treatment, painting, upgrade bathrooms, new lights, floor treatments, underfloor ventilation, replace carpets, replace kitchens, fix drainage, repair veranda, repair cracks, fix timber floors, internal repair, ceiling replacement

2014 / 2015 $81,800 $0 $81,800 $6,371,325

Ted Horwood Reserve - Amenities (F4) - roof treatments, painting, replace doors, replace kitchen, replace down pipes and gutters, replace metal door, replace signage

2014 / 2015 $42,400 $0 $42,400 $6,413,725

North Rocks Park - Tennis / Soccer Club - roof replacement, painting, new lights, floor treatments, replace kitchen, repair windows, painting, repair down pipes, electrical works, fix drainage, repair door hardware, repair cracks, replace ceiling, upgrade bathrooms, repair roller doors, repairs to stairs, repairs to AC

2014 / 2015 $169,200 $0 $169,200 $6,582,925

Bella Vista Oval - Amenities Building - refurbishment of the toilets and canteen area, paint internal and external, replace lights

2014 / 2015 $30,000 $0 $30,000 $6,612,925

Second Ponds Oval - Amenities - toilet and canteen refurbishment, painting general 2014 / 2015 $23,000 $0 $23,000 $6,635,925

Balcombe Heights Estate - Building 18 - roof treatment, painting, replace lights, replace tiles, floor treatments, ventilation repairs, replace kitchen, repair windows and doors, replace downpipes, electrical works, drainage works, repair verandas

2014 / 2015 $77,600 $0 $77,600 $6,713,525


2014 / 2015 $91,000 $0 $91,000 $6,804,525

Balcombe Heights Estate - Bldg 6 Toilets Green Building - replace weather board (internal and external), replace doors, repair floors, replace bathrooms, replace gutters, replace internal columns, change signage, replace roof

2014 / 2015 $35,000 $0 $35,000 $6,839,525

Alfred Whaling Reserve - Broadcast Bldg - painting, fix drainage, floor finishes 2014 / 2015 $11,800 $0 $11,800 $6,851,325

Balcombe Heights Estate - Building 14 - roof restoration, painting, replace lights, replace tiles, hand rails, external ramp repairs, window repairs, external painting, replace downpipes

2014 / 2015 $42,600 $0 $42,600 $6,893,925

Balcombe Heights Estate - SES Garage - painting, roof treatment, repair cracks, replace lights, replace gutters, repair ceiling panels, fix drainage

2014 / 2015 $21,250 $0 $21,250 $6,915,175


Project Year ProposedBudget

Funded By:Grants &



Building - Renewal


Balcombe Heights Estate - Building 13B - seal and replace broken gutters and downpipes, fix drainage, external levelling, replace windows, fix light fittings, painting 2014 / 2015 $14,000 $0 $14,000 $6,929,175

Dural District Pony Club Building - repair roof gutters, replace gutters and down pipes, replace rotted timber, repair windows and doors, painting, external levelling, upgrade bathrooms, upgrade kitchen, floor treatment, repair weatherboard, repair ceiling

2014 / 2015 $35,500 $0 $35,500 $6,964,675

Fred Caterson Reserve - Baseball Dug Out - repaint and make more secure to prevent vandal damaging the walls, treat the roof, paint the steel columns, repair the front pathway 2014 / 2015 $12,500 $0 $12,500 $6,977,175

Yattenden Oval - Kiosk - paint grills and canteen roller doors, upgrade kitchen 2014 / 2015 $7,000 $0 $7,000 $6,984,175

Tory Burns Reserve - Canteen - paint internal and external, refurbish the canteen 2014 / 2015 $7,000 $0 $7,000 $6,991,175

Kellyville Park - Kiosk - Repaint the grills and internal and external surface, treat roof, Upgrade kitchen and lighting 2014 / 2015 $15,000 $0 $15,000 $7,006,175

Castlewood Reserve - Store - painting, roller door repairs 2014 / 2015 $8,000 $0 $8,000 $7,014,175

Balcombe Heights Estate - Amenities (Field 1) - roof restoration, repair windows and doors, painting, replace kitchen, replace benches, repair ceiling, electrical works, replace damaged doors and locks, floor treatment, replace broken tiles

2014 / 2015 $69,000 $0 $69,000 $7,083,175

Kenthurst Park - Tennis Shed (Large) - roof restoration, repair windows and doors, painting, replace kitchen, floor treatment, replace benches, upgrade electrical, sewer upgrade, switch board upgrade

2014 / 2015 $40,500 $0 $40,500 $7,123,675

Rural Fire Service Station - Wisemans Ferry - repaint the roller doors, and treat the roof 2014 / 2015 $20,000 $0 $20,000 $7,143,675

Balcombe Heights Estate - Fuel Storage Shed - replace the metal roof sheet and gutters and down pipes, repairs to front door 2014 / 2015 $12,500 $0 $12,500 $7,156,175

Kellyville Park - Demountable Amenities (baseball) - repaint the building internal and external, repairs to the doors and treat the roof surface, and replace windows 2014 / 2015 $8,000 $0 $8,000 $7,164,175

Total: 2014 / 2015 2014 / 2015 $3,047,275 $0 $3,047,275 $7,164,175

Glenorie Pony Club - Horse Stalls - general painting and treat the floors, paint roller doors 2015 / 2016 $7,000 $0 $7,000 $7,171,175

Baulkham Hills Early Childhood Health Centre - painting, replace gutters and downpipes, repair fences, replace cupboards, replace external lights, internal wall fixing, polish vinyl floors, repair the ceiling and paint, replace carpet, repair windows and paint, replace bathrooms, upgrade kitchens, repair/replace electrical fittings, treat concrete cancer, AC service and repair, replace blinds, repair internal doors and hardware

2015 / 2016 $21,250 $0 $21,250 $7,192,425

Fred Caterson Reserve - Tennis Building Lower - replace roof sheeting, replace posts, repair ceiling, replace broken window frames, replace light fittings 2015 / 2016 $10,350 $0 $10,350 $7,202,775

Mt Wilberforce Reserve - Amenities - painting, replace lights, upgrade bathroom facilities, roof treatment, repair downpipes 2015 / 2016 $23,000 $0 $23,000 $7,225,775

Lloyds Avenue Reserve - Amenities - repair logs, replace ceiling, painting, replace lights, upgrade bathrooms, floor treatments, roof restoration, repair grills, repair down pipes 2015 / 2016 $53,000 $0 $53,000 $7,278,775

Kenthurst Park - Tennis Shed (Small) - treat the roof, repaint internal and external, replace the door and door furniture, replace lights 2015 / 2016 $7,000 $0 $7,000 $7,285,775

Rural Fire Service Station - Lower Portland - general painting and treat the floors, paint roller doors 2015 / 2016 $7,000 $0 $7,000 $7,292,775

North Rocks Park - Tennis Shelter - treat the roof and paint internal and external 2015 / 2016 $5,000 $0 $5,000 $7,297,775

Castle Hill Heritage Park - Amenities - general painting and refurbishment of the toilets 2015 / 2016 $7,500 $0 $7,500 $7,305,275

Col Sutton Reserve - Brick Storage Bldg - improve the drainage outside , treat the roof and paint , paint internal and external 2015 / 2016 $7,000 $0 $7,000 $7,312,275

Rural Fire Service Control Ctr - Green Shed - painting 2015 / 2016 $5,000 $0 $5,000 $7,317,275

Wellgate Ave Netball Complex - General Maintenance 2015 / 2016 $20,000 $0 $20,000 $7,337,275



Fred Caterson Reserve - Soccer Club Glenn Farnel Bldg - repair stairs, paint, repair floors, electrical repairs 2015 / 2016 $36,950 $0 $36,950 $7,409,225

Rural Fire Service Station, Rouse Hill - general painting of the building 2015 / 2016 $8,000 $0 $8,000 $7,417,225

Balcombe Heights Estate - Building 29 White Amenities - external and internal painting, upgrade the toilets, roof treatment and gutters and down pipe replacement, repairs to the grill gates and doors

2015 / 2016 $35,000 $0 $35,000 $7,452,225

Wrights Road - Amenities Building - general painting, toilets minor tile replacement 2015 / 2016 $7,000 $0 $7,000 $7,459,225

Glenorie Pony Club - Machinery Store - treat the roof and paint metal works 2015 / 2016 $7,000 $0 $7,000 $7,466,225

Rural Fire Service Station, South Maroota - painting 2015 / 2016 $5,000 $0 $5,000 $7,471,225

Carlingford After School Care Demountables - internal painting , replace the kitchen, roof treatment, replace down pipes and connect to the storm water line, carpet replacement, repairs to the external pathways and steps

2015 / 2016 $40,000 $0 $40,000 $7,511,225

Murray Farm Park - Amenities - replace canteen doors, upgrade the kitchen, paint internal, replace light fittings, treat the roof 2015 / 2016 $40,000 $0 $40,000 $7,551,225

Francesco Crescent Reserve - Amenities Building - roof restoration, repair doors, painting, upgrade toilets, rust proof, electrical fittings, floor treatments, upgrade kitchens, replace lights, door frame repairs, window repairs, fix cracks, skirting replacement

2015 / 2016 $36,500 $0 $36,500 $7,587,725



Funded By:Grants &



Building - Renewal


The Hills Centenary Park - Amenities - painting, replace lights, replace doors, floor treatments, repair shade structure, replace damaged gutters and down pipes, upgrade bathrooms

2015 / 2016 $49,000 $0 $49,000 $7,636,725

Bruce Purser Reserve Amenities Building - general painting and repairs to the toilets and canteen area

2015 / 2016 $20,000 $0 $20,000 $7,656,725

Fred Caterson Reserve - Tennis Club House/Pro Shop - replace carpet, painting, replace ceiling, concrete cancer, replace light fittings, roof treatment, repair gutters and down pipes, bathroom upgrade

2015 / 2016 $39,800 $0 $39,800 $7,696,525

Crestwood Reserve - Amenities Block B (near field 1) Soccer Club - roof treatment, replace gutters and down pipes, remove rotted timber, window and door repairs, painting, bathroom upgrades, replace kitchen, external levelling, floor treatment, repair ceiling, electrical works, replace light fittings

2015 / 2016 $68,000 $0 $68,000 $7,764,525

Glenorie Pony Club - Rooms - repaint the external and internal walls, replace weatherboard cladding, polish the timber floors, replace the kitchen and toilets, replace metal roof sheet , gutters and down pipes. Front deck to be replaced

2015 / 2016 $80,000 $0 $80,000 $7,844,525

Sackville North Reserve - Amenities - treat the roof, refurbish toilets, replace taps, replace gutters and down pipes, paint internal and external surfaces, replace the lift fittings, replace tiles

2015 / 2016 $40,000 $0 $40,000 $7,884,525

Box Hill - Nelson Amenities - fix drainage, painting, repair door hardware, tiling works 2015 / 2016 $6,100 $0 $6,100 $7,890,625

Northmead Oval - Storeroom - repaint the roller doors, and treat the roof, replace lights 2015 / 2016 $6,000 $0 $6,000 $7,896,625

Radio Transmitter Tower & Equipment - repaint the external wall , treat the roof and paint 2015 / 2016 $6,000 $0 $6,000 $7,902,625

North Rocks Park - Amenities - repaint the building internal and external, refurbishment to the toilet down stairs, improve the path, replace the light

2015 / 2016 $50,000 $0 $50,000 $7,952,625

Ellerman Park - Amenities - roof restoration, replace gutters and down pipes, replace rotten timber, repair doors, painting, bathroom upgrades, replace electrical fittings, external levelling, rust proof, replace doors, replace broken tiles

2015 / 2016 $34,500 $0 $34,500 $7,987,125

Eric Mobbs Reserve - Men's Shed - Old Timber Scout Hall - painting, polish floors, repair threshold, replace kitchen, repair shutters, upgrade bathrooms, repair exhaust system

2015 / 2016 $23,700 $0 $23,700 $8,010,825

Les Shore Reserve - Kiosk Bldg (Green) - repair down pipes, polish floors, painting, fix drainage, replace lights, fix bench tops

2015 / 2016 $11,200 $0 $11,200 $8,022,025

Balcombe Heights Estate - Building 8 - seal and replace gutters, fix drainage, repair external columns, polish floors, upgrade kitchens, repair annexe, roof treatment, replace broken tiles, replace windows and doors, painting, replace bricks, fix drainage, repair cracks, repair veranda, upgrade electrical, painting

2015 / 2016 $100,500 $0 $100,500 $8,122,525

Balcombe Heights Estate - Building 7 - seal and replace broken gutters, fix drainage, repair external columns, polish floors, repair veranda, change signage, replace bathroom, replace windows and doors, replace bricks, painting, replace lighting, repair fence, upgrade annex

2015 / 2016 $117,500 $0 $117,500 $8,240,025


2015 / 2016 $88,500 $0 $88,500 $8,328,525

Rural Fire Service Station, North Rocks - upgrade kitchen and bathroom, wall repairs, replace floor coverings, electrical repairs, windows and furnishings, stabilise footings, replace signage, repair driveway, replace door hardware

2015 / 2016 $12,100 $0 $12,100 $8,340,625

Rural Fire Service Station, Kenthurst - replace floor covering, wall repairs, electrical works, repair driveway and awning

2015 / 2016 $20,100 $0 $20,100 $8,360,725

Rural Fire Service Station, Middle Dural - painting and general upgrade works 2015 / 2016 $20,000 $0 $20,000 $8,380,725

Turnbull Reserve - Amenities - refurbish the toilets, repaint the frills and treat the roof, replace gutters and down pipes

2015 / 2016 $19,500 $0 $19,500 $8,400,225

Rural Fire Service Station, Glenorie - bathroom upgrade, kitchen upgrade, repair windows, repair down pipes and damaged timber, electrical works, replace water heater, door hardware, fix drainage

2015 / 2016 $21,000 $0 $21,000 $8,421,225

Kellyville Park - Base Ball Amenities - painting, replace lighting, replace doors, floor treatments, patch damaged walls, roof restoration, replace tiles, replace signage, paint grills, upgrade kitchen

2015 / 2016 $24,000 $0 $24,000 $8,445,225

Eric Mobbs Reserve - Amenities (F3&4) - repair/rust proof roof and gutters, painting, replace doors, upgrade bathroom fittings, floor treatments, repair sewer lines, replace signs

2015 / 2016 $40,050 $0 $40,050 $8,485,275

Rural Fire Service Station, Box Hill - wall repairs, electrical works, signage, windows and furnishing, external levelling, driveway repairs, door hardware

2015 / 2016 $15,000 $0 $15,000 $8,500,275

Rural Fire Service Station, Wisemans Ferry - replace lights, gutters and down pipes, resurface driveway

2015 / 2016 $20,000 $0 $20,000 $8,520,275

Rural Fire Service Station, Hillside - replace lights, gutters and down pipes, resurface driveway 2015 / 2016 $20,000 $0 $20,000 $8,540,275

Rural Fire Service Station, Nelson - general painting internal and external 2015 / 2016 $7,000 $0 $7,000 $8,547,275

Webbs Creek Ferry - Amenities - repaint the amenities and repairs to the pans and cisterns 2015 / 2016 $8,000 $0 $8,000 $8,555,275

Speers Road Reserve - Amenities Building - general paintings and repairs to the toilets 2015 / 2016 $7,500 $0 $7,500 $8,562,775

Crestwood Reserve - Amenities Building - general paintings and repairs to the toilets 2015 / 2016 $15,000 $0 $15,000 $8,577,775

Balcombe Heights Estate - Building 9 - seal and replace broken gutters, fix drainage, external columns, polish floors, upgrade kitchen, repair veranda, change signage, upgrade bathroom, replace external doors and windows, painting

2015 / 2016 $76,500 $0 $76,500 $8,654,275

Bella Vista Village Green Childcare Centre - general painting and refurbishment of the toilets 2015 / 2016 $40,000 $0 $40,000 $8,694,275

Rural Fire Service Control Ctr - Head qtrs - upgrade bathrooms, replace gutters and down pipes 2015 / 2016 $31,500 $0 $31,500 $8,725,775


Project Year ProposedBudget

Funded By:Grants &



Building - Renewal


Rental Property - House - 1 Brisbane Road, Castle Hill - rails painting, treat the tiles, point and paint, replace carpets, replace kitchen, refurbishment of the toilets, replace gutters and down pipes, improve external pathway, replace lights, repairs to the window AC system

2015 / 2016 $36,500 $0 $36,500 $8,762,275

Balcombe Heights Estate - Building 27 Gardeners - replace roof, gutters and down pipes, fix drainage, floor treatment, replace kitchen, repairs to awning, external levelling, replace windows, hand rails, fix electrical, replace doors, painting

2015 / 2016 $72,000 $0 $72,000 $8,834,275

Harold West Reserve - Amenities - upgrades the toilets, floor treatment, treat the metal roof, internal and external painting, replace damaged doors, improve drainage on the front, apply anti graffiti coating at rear of the building

2015 / 2016 $50,000 $0 $50,000 $8,884,275

Coolong Reserve - Storage & Toilet 2015 / 2016 $77,650 $0 $77,650 $8,961,925

Greenup Park - Storage & Accessible Toilet 2015 / 2016 $77,650 $0 $77,650 $9,039,575

Kenthurst Scout Hall - 1 Lukas Ave Kenthurst - roof replacement, replace ceiling, replace damaged weather board, replace damaged windows and doors, painting, replace flooring, reinstate foundations, electrical works, repair toilet, improve drainage, signage

2015 / 2016 $138,500 $0 $138,500 $9,178,075

Les Shore Reserve Building - upgrade bathrooms, upgrade kitchen, painting, varnish timber furniture, remove old brackets and repair, signage, replace roller door and window sills, repair concrete floor and connect down pipe and seal, replace steel door, repair loose electrical wires and fittings

2015 / 2016 $57,700 $0 $57,700 $9,235,775

Dural Recreational Centre - replace light fittings, painting and repair eaves, replace gutters and downpipes, sky lights replacement, replace parquetry floor, resurface timber floors, repair broken window, replace lino floor covering, painting, upgrade bathroom, replace fans

2015 / 2016 $63,350 $0 $63,350 $9,299,125

Castle Hill Seniors Offices - replace gutters and down pipes, replace doors, upgrade lighting, replace mirror, painting 2015 / 2016 $19,200 $0 $19,200 $9,318,325

Total: 2015 / 2016 2015 / 2016 $2,154,150 $0 $2,154,150 $9,318,325

Grand Total - Buildings Renewal $9,631,825 $313,500 $9,318,325 $9,318,325

Building - Newg

Fred Caterson Reserve - Tennis Complex Lease Agreement 2012 / 2013 $80,000 $80,000 $0 $0

Harvey Lowe Pavilion - Roof Restoration 2012 / 2013 $45,000 $0 $45,000 $45,000

Wellgate Ave - Netball Complex Amenities Upgrade and Fencing 2012 / 2013 $70,000 $0 $70,000 $115,000

Kellyville Park - Amenities - demountable amentities building installation 2012 / 2013 $30,000 $0 $30,000 $145,000

Alfred Whaling Reserve Announcing Box Storage Upgrades 2012 / 2013 $15,000 $0 $15,000 $160,000

Hills Centenary Park Storage Upgrades 2012 / 2013 $15,000 $0 $15,000 $175,000

Balcombe Heights Building No: 7 Kitchen Upgrades 2012 / 2013 $10,000 $0 $10,000 $185,000

Charles Mc Laughlin Reserve Kitchen Upgrades and Floor Repairs 2012 / 2013 $10,000 $0 $10,000 $195,000

Eric Mobbs Reserve Field 1 & 2 Sewer Upgrades 2012 / 2013 $80,000 $0 $80,000 $275,000

Anchors - ongoing upgrades of building to be fitted with anchors - Les Shore New Extended Amenities, Castle Glen Comm Centre, North Rocks Soccer Building, West Pennant Hills Comm Centre

2012 / 2013 $20,000 $0 $20,000 $295,000

Administration Building - kitchen upgrades 2012 / 2013 $18,000 $0 $18,000 $313,000

Village Green Bella Vista Community Centre - shade, floor upgrade, seating, curtains 2012 / 2013 $35,000 $0 $35,000 $348,000

Thompson Hall - Air Conditioning 2012 / 2013 $50,000 $0 $50,000 $398,000

West Pennant Hills Community Centre - Air Conditioning 2012 / 2013 $60,000 $0 $60,000 $458,000

Baulkham Hills Community Centre - Air Conditioning 2012 / 2013 $60,000 $0 $60,000 $518,000

Village Green Community Centre - Air Conditioning 2012 / 2013 $10,000 $0 $10,000 $528,000

Castle Glen Community Centre - Stair upgrade to comply with standards 2012 / 2013 $10,000 $0 $10,000 $538,000

Total: 2012 / 2013 2012 / 2013 $618,000 $80,000 $538,000 $538,000

Grand Total - Building New Works $618,000 $80,000 $538,000 $538,000


Balanced Urban GrowthI can get where I need to go

PROJECT YearProposed Budget

Funded By:Grants &



Sealed Roads - Rehabilitation Program

Kings Rd, Castle Hill - Showground Rd to Eric Cooper Dr 2012 / 2013 $230,000 $230,000 $0 $0

Kings Rd, Castle Hill - Eric Cooper Dr to Wrights Rd 2012 / 2013 $60,200 $60,200 $0 $0

Tuckwell Rd, Castle Hill - House No. 116 to Yaringa Rd 2012 / 2013 $130,000 $130,000 $0 $0

Baker St, Baulkham Hills - Pennant Hills Rd to Moseley St 2012 / 2013 $223,375 $223,375 $0 $0

Oakes Rd, Carlingford - Aiken Rd to Carmen Dr 2012 / 2013 $250,000 $250,000 $0 $0

Salina Ave, West Pennant Hills - Dehlsen Ave to Aiken Rd 2012 / 2013 $118,000 $118,000 $0 $0

North Rocks Rd, North Rocks - Barclay Rd to House No. 352E 2012 / 2013 $350,000 $0 $350,000 $350,000

North Rocks Rd, North Rocks - Lanceley Ave to Pennant Hills Rd 2012 / 2013 $260,000 $0 $260,000 $610,000

Excelsior Ave, Castle Hill - Harriet Ave to House No. 32 2012 / 2013 $120,000 $0 $120,000 $730,000

Excelsior Ave, Castle Hill - Mornington Ave to Roxborough Park Rd 2012 / 2013 $120,000 $0 $120,000 $850,000

Mackillop Dr, Baulkham Hills - Chapel Ln to House No. 52 2012 / 2013 $250,000 $0 $250,000 $1,100,000

Mackillop Dr, Baulkham Hills - Barina Downs Rd to House No. 55 2012 / 2013 $92,665 $0 $92,665 $1,192,665

New North Rocks Rd, North Rocks - McDonald St to North Rocks Rd 2012 / 2013 $170,000 $0 $170,000 $1,362,665

Samantha Riley Dr, Kellyville - Old Windsor Rd to Sanctuary Dr 2012 / 2013 $100,000 $0 $100,000 $1,462,665

Samantha Riley Dr, Kellyville - Brampton Dr to Bus Stop 2012 / 2013 $30,000 $0 $30,000 $1,492,665

Jenkins Rd, Carlingford - House No. 61 to Post Office St 2012 / 2013 $270,000 $0 $270,000 $1,762,665

Delaney Dr, Baulkham Hills - Atkins Ct to Browne Pl 2012 / 2013 $200,000 $0 $200,000 $1,962,665

Delaney Dr, Baulkham Hills - Browne Pl to Coolock Cres 2012 / 2013 $140,000 $0 $140,000 $2,102,665

Delaney Dr, Baulkham Hills - Coolock Cres to Leone Ave 2012 / 2013 $40,000 $0 $40,000 $2,142,665

Watkins Rd, Baulkham Hills - M2 Bridge to House No. 31 2012 / 2013 $80,000 $0 $80,000 $2,222,665

Crestwood Dr, Baulkham Hills - Mackillop Dr to Saxonvale Rd 2012 / 2013 $100,000 $0 $100,000 $2,322,665

Crestwood Dr, Baulkham Hills - Chapel Lane to Saxonvale Rd 2012 / 2013 $200,000 $0 $200,000 $2,522,665

Eaton Rd, West Pennant Hills - Oakes Rd to Pennant Hills Rd 2012 / 2013 $250,000 $0 $250,000 $2,772,665

Annangrove Rd, Annangrove - Various Locations 2012 / 2013 $1,250,000 $0 $1,250,000 $4,022,665

Withers Rd, Rouse Hill - Annangrove Rd to Mile End Rd 2012 / 2013 $80,000 $0 $80,000 $4,102,665

Cropley Dr, Baulkham Hills - Watkins Rd to M2 Bridge 2012 / 2013 $90,000 $0 $90,000 $4,192,665

Jindabyne Rd, Baulkham Hills - Edward St to Cross St 2012 / 2013 $100,000 $0 $100,000 $4,292,665

Coonara Ave, West Pennant Hills - Castle Hill Rd to The Glade 2012 / 2013 $190,000 $0 $190,000 $4,482,665

Cecil Ave, Castle Hill - House No. 126 to House No. 97A 2012 / 2013 $120,000 $0 $120,000 $4,602,665

Chapel Lane, Baulkham Hills - Batavia Pl to Leumeah Ave 2012 / 2013 $120,000 $0 $120,000 $4,722,665

Chapel Lane, Baulkham Hills - House No. 47 to Mackillop Dr 2012 / 2013 $95,000 $0 $95,000 $4,817,665

Chapel Lane, Baulkham Hills - San Michelle Ave to Peel Rd 2012 / 2013 $95,000 $0 $95,000 $4,912,665

Boundary Rd, Maraylya - Martin Rd to Dunns Rd 2012 / 2013 $318,500 $238,875 $79,625 $4,992,290

Withers Rd, Rouse Hill - Mile End Rd to Foxall Rd 2012 / 2013 $20,000 $0 $20,000 $5,012,290

Aiken Rd, West Pennant Hills - Pennant Hills Rd to Oakes Rd 2012 / 2013 $250,000 $0 $250,000 $5,262,290

Total : 2012 / 2013 2012 / 2013 $6,512,740 $1,250,450 $5,262,290 $5,262,290




Funded By:Grants &




Mungerie Rd, Rouse Hill - Withers Rd to Brampton Dr 2013 / 2014 $118,000 $118,000 $0 $5,262,290

Renown Rd, Baulkham Hills - Rehabilitation 2013 / 2014 $250,000 $250,000 $0 $5,262,290

Highs Rd, West Pennant Hills - Daveney Way to Coonara Ave 2013 / 2014 $103,575 $103,575 $0 $5,262,290

Parsonage Rd, Castle Hill - Wilton Cl to House No. 134 2013 / 2014 $282,000 $282,000 $0 $5,262,290

Wrights Rd, Kellyville - Green Rd to End 2013 / 2014 $258,000 $258,000 $0 $5,262,290


Old Castle Hill Rd, Castle Hill - Old Northern Rd to Sherbrooke Cres 2013 / 2014 $100,000 $0 $100,000 $6,644,507

Oratava Ave, West Pennant Hills - Pennant Hills Rd to Aiken Rd 2013 / 2014 $200,000 $0 $200,000 $6,844,507

Victoria Ave, Castle Hill - Gladstone Rd to Packard Ave 2013 / 2014 $150,000 $0 $150,000 $6,994,507

Ellerslie Dr, West Pennant Hills - Full length 2013 / 2014 $300,000 $0 $300,000 $7,294,507

Kalimna Dr, Baulkham Hills - Nalya Ave to Peel Rd 2013 / 2014 $160,000 $0 $160,000 $7,454,507

Kanangra Ave, Baulkham Hills - Merindah Rd to Chapel Ln 2013 / 2014 $95,000 $0 $95,000 $7,549,507

Kanili Ave, Baulkham Hills- Tamboura Ave to Gooden Dr 2013 / 2014 $75,000 $0 $75,000 $7,624,507

McDonald St, North Rocks - New North Rocks Rd to Paragon Dr 2013 / 2014 $150,000 $0 $150,000 $7,774,507

Wrights Rd, Kellyville - St Pauls Ave to Harrington Ave 2013 / 2014 $120,000 $0 $120,000 $7,894,507

Bingara Cres, Bella Vista - Seven Hills Rd to Providence Dr 2013 / 2014 $250,000 $0 $250,000 $8,144,507

Emily Clarke Dr, Kellyville - Connaught Cct to Wrights Rd 2013 / 2014 $70,000 $0 $70,000 $8,214,507

Merindah Rd, Baulkham Hills - House No. 16 to Windsor Rd 2013 / 2014 $150,000 $0 $150,000 $8,364,507

Merindah Rd, Baulkham Hills - Glanmire Rd to Glanmire Rd 2013 / 2014 $350,000 $0 $350,000 $8,714,507

Kyle Ave, Glenhaven - Glenhaven Rd to End 2013 / 2014 $130,000 $0 $130,000 $8,844,507

Kerribee Pl, Carlingford - Coral Tree Dr to End 2013 / 2014 $30,000 $0 $30,000 $8,874,507

Coral Tree Dr, Carlingford - Oakes Rd to End 2013 / 2014 $200,000 $0 $200,000 $9,074,507

Pepperina Pl, Carlingford - Moorilla Ave to End 2013 / 2014 $30,000 $0 $30,000 $9,104,507

Kirriford Way, Carlingford - Coral Tree Dr to End 2013 / 2014 $30,000 $0 $30,000 $9,134,507

Runnymede Way, Carlingford - Coral Tree Dr to End 2013 / 2014 $30,000 $0 $30,000 $9,164,507

Timbertop Ave, Carlingford - Coral Tree Dr to Murray Farm Rd 2013 / 2014 $30,000 $0 $30,000 $9,194,507

Murray Farm Rd, Carlingford - Oakes Rd to Pennant Hills Rd 2013 / 2014 $180,000 $0 $180,000 $9,374,507

Carolyn Dr, Carlingford - Murray Farm Rd to Lynette Ave 2013 / 2014 $80,000 $0 $80,000 $9,454,507

Phillip Pl, Carlingford - Tracey Ave to End 2013 / 2014 $35,000 $0 $35,000 $9,489,507

Tracey Ave, Carlingford - Dryden Ave to Murray Farm Rd 2013 / 2014 $70,000 $0 $70,000 $9,559,507

Alexandria Pl, Carlingford - Dryden Ave to End 2013 / 2014 $48,959 $0 $48,959 $9,608,466

Alkira Ave, Carlingford - North Rocks Rd to Dryden Ave 2013 / 2014 $60,000 $0 $60,000 $9,668,466

Charles Court, North Rocks - Wentworth Ave to End 2013 / 2014 $40,000 $0 $40,000 $9,708,466

Wentworth Ave, North Rocks - North Rocks Rd to End 2013 / 2014 $70,000 $0 $70,000 $9,778,466

Sagars Rd, Dural - Spurwood Cl to Yarunga Rd 2013 / 2014 $150,000 $0 $150,000 $9,928,466

Coronation Rd, Baulkham Hills - Mulgray Ave to Windsor Rd 2013 / 2014 $150,000 $0 $150,000 $10,078,466

Oxley Ave, Castle Hill - Mileham Ave to Old Northern Rd 2013 / 2014 $80,000 $0 $80,000 $10,158,466

Talisman Ave, Castle Hill - Roxborough Park Rd to Rondelay Ave 2013 / 2014 $80,000 $0 $80,000 $10,238,466

Tamboura Ave, Baulkham Hills - Gooden Dr to Gooden Dr 2013 / 2014 $130,000 $0 $130,000 $10,368,466

Watton Rd, Carlingford - Carmen Dr to Sylvia Ave 2013 / 2014 $130,000 $0 $130,000 $10,498,466

Total : 2013 / 2014 2013 / 2014 $6,247,751 $1,011,575 $5,236,176 $10,498,466




Funded By:Grants &




Evans Rd, Glenhaven - Fingal Rd to Glenhaven Rd 2014 / 2015 $300,000 $0 $300,000 $10,798,466

Woodhill St, Castle Hill - Excelsior Ave to Serina Ave 2014 / 2015 $83,959 $0 $83,959 $10,882,425

Hill Rd, West Pennant Hills - Ellerslie St to View St 2014 / 2015 $95,000 $0 $95,000 $10,977,425

Mercer St, Castle Hill - Crane Rd to Brisbane Rd 2014 / 2015 $130,000 $0 $130,000 $11,107,425

Salisbury Downs Dr, West Pennant Hills - Daveney Way to Glenhope Rd 2014 / 2015 $180,000 $0 $180,000 $11,287,425

Barwell Ave, Castle Hill - Showground Rd to Cecil Ave 2014 / 2015 $50,000 $0 $50,000 $11,337,425

Canyon Rd, Baulkham Hills - Forest Rd to End 2014 / 2015 $150,000 $0 $150,000 $11,487,425

Annangrove Rd, Annangrove - Various Locations 2014 / 2015 $950,000 $0 $950,000 $12,437,425

Lawndale Ave, North Rocks - Full Length 2014 / 2015 $120,000 $0 $120,000 $12,557,425

Rondelay Dr, Castle Hill - Full Length 2014 / 2015 $250,000 $0 $250,000 $12,807,425

Somerset Dr, North Rocks - Mckiff Ave to Stratford Rd 2014 / 2015 $300,000 $0 $300,000 $13,107,425

Meckiff Ave, North Rocks - Statham Dr to Davidson Ave 2014 / 2015 $200,000 $0 $200,000 $13,307,425

Woodstock Rd, Carlingford - Jenkins Rd to Pennant Hills Rd 2014 / 2015 $150,000 $0 $150,000 $13,457,425

Ridgecrop Dr, Castle Hill - Full Length 2014 / 2015 $150,000 $0 $150,000 $13,607,425

Victoria Ave, Castle Hill - Showground Rd to Hoyle Ave 2014 / 2015 $300,000 $118,000 $182,000 $13,789,425

Darcey Rd, Castle Hill - Crane Rd to Sky Oak Pl 2014 / 2015 $170,000 $0 $170,000 $13,959,425

River Rd, Leets Vale - Various Locations 2014 / 2015 $300,000 $0 $300,000 $14,259,425

Brisbane Rd, Castle Hill - Old Northern Rd to Mercer St 2014 / 2015 $150,000 $0 $150,000 $14,409,425

Dan Cres, Castle Hill - Brisbane Rd to Telfer Rd 2014 / 2015 $60,000 $0 $60,000 $14,469,425

Haigh Pl, Castle Hill - Brisbane Rd to End 2014 / 2015 $40,000 $0 $40,000 $14,509,425

Redden Dr, Kellyville - Full Length 2014 / 2015 $350,000 $0 $350,000 $14,859,425

Davidson Ave, North Rocks - Meckiff Ave to Somerset Dr 2014 / 2015 $200,000 $0 $200,000 $15,059,425

Rosa Cres, Castle Hill - Mercer Rd to End 2014 / 2015 $15,000 $0 $15,000 $15,074,425

Jordana Pl, Kellyville - Darcey Rd to End 2014 / 2015 $45,000 $0 $45,000 $15,119,425

Henley Cl, Castle Hill - Darcey Rd to End 2014 / 2015 $40,000 $0 $40,000 $15,159,425

Candlebush Cres, Castle Hill - Full Length 2014 / 2015 $150,000 $0 $150,000 $15,309,425

Walsh Ave, Castle Hill - Darcey Rd to End 2014 / 2015 $100,000 $0 $100,000 $15,409,425

Jarrah Pl, Castle Hill - Darcey Rd to End 2014 / 2015 $45,000 $0 $45,000 $15,454,425

Serina Ave, Castle Hill - Woodhill Ave to Narelle Ave 2014 / 2015 $60,000 $0 $60,000 $15,514,425

Marie St, Castle Hill - Excelsior Ave to Freeman Ave 2014 / 2015 $80,000 $0 $80,000 $15,594,425

Total : 2014 / 2015 2014 / 2015 $5,213,959 $118,000 $5,095,959 $15,594,425




Funded By:Grants &




Packard Ave, Castle Hill - Victoria Ave to Hoyle Ave 2015 / 2016 $150,000 $0 $150,000 $15,744,425

Hoyle Ave, Castle Hill - Packard Ave to Victoria Ave 2015 / 2016 $350,000 $0 $350,000 $16,094,425

Carrington Rd, Castle Hill - Showground Rd to Victoria Ave 2015 / 2016 $650,000 $0 $650,000 $16,744,425

Salisbury Rd, Castle Hill - Anella Ave to Windsor Rd 2015 / 2016 $450,000 $0 $450,000 $17,194,425

Anella Ave, Castle Hill - Salisbury Rd to Victoria Ave 2015 / 2016 $300,000 $0 $300,000 $17,494,425

Hudson Ave, Castle Hill - Gladstone Rd to Salisbury Rd 2015 / 2016 $420,000 $0 $420,000 $17,914,425

Glenhaven Rd, Glenhaven - Larapinta Pl to Samantha Riley Dr 2015 / 2016 $495,959 $0 $495,959 $18,410,384

Old Glenhaven Rd, Glenhaven - Full Length 2015 / 2016 $300,000 $0 $300,000 $18,710,384

Canyon Rd, Baulkham Hills - Forest Rd to Windsor Rd 2015 / 2016 $250,000 $0 $250,000 $18,960,384

Forest Rd, Baulkham Hills - Oakland Ave to Linton St 2015 / 2016 $180,000 $0 $180,000 $19,140,384

Linton St, Baulkham Hills - Petrina Cres to End 2015 / 2016 $150,000 $0 $150,000 $19,290,384

Oakland Ave, Baulkham Hills - Forest Rd to Windsor Rd 2015 / 2016 $200,000 $0 $200,000 $19,490,384


Victoria Ave, Castle Hill - Anella Ave to Showground Rd 2015 / 2016 $118,000 $118,000 $0 $20,690,384

Total : 2015 / 2016 2015 / 2016 $5,213,959 $118,000 $5,095,959 $20,690,384

Grand Total - Sealed Roads $23,188,409 $2,498,025 $20,690,384 $20,690,384




Funded By:Grants &



Sealed Roads - Proactive Program

Road Reseal Program 2012 / 2013 $615,000 $0 $615,000 $615,000

Road Rejuvenation Program 2012 / 2013 $150,000 $0 $150,000 $765,000

AC Resheeting Program 2012 / 2013 $1,400,000 $0 $1,400,000 $2,165,000

Line Marking 2012 / 2013 $120,000 $0 $120,000 $2,285,000

Crack Sealing Program 2012 / 2013 $5,000 $0 $5,000 $2,290,000

Total : 2012 / 2013 2012 / 2013 $2,290,000 $0 $2,290,000 $2,290,000

Road Reseal Program 2013 / 2014 $615,000 $0 $615,000 $2,905,000

Road Rejuvenation Program 2013 / 2014 $150,000 $0 $150,000 $3,055,000


Line Marking 2013 / 2014 $120,000 $0 $120,000 $4,575,000


Total : 2013 / 2014 2013 / 2014 $2,290,000 $0 $2,290,000 $4,580,000




Line Marking 2014 / 2015 $120,000 $0 $120,000 $6,865,000


Total : 2014 / 2015 2014 / 2015 $2,290,000 $0 $2,290,000 $6,870,000




Line Marking 2015 / 2016 $120,000 $0 $120,000 $9,155,000


Total : 2015 / 2016 2015 / 2016 $2,290,000 $0 $2,290,000 $9,160,000

Grand Total - Sealed Roads - Proactive Program $9,160,000 $0 $9,160,000 $9,160,000


I can get where I need to go


Funded By:Grants &



Unsealed Roads

Mount View Rd, Glenorie - Old Northern Rd to end 2014 / 2015 $300,000 $0 $300,000 $300,000

Mud Island Rd, Sackville North 2014 / 2015 $1,080,000 $0 $1,080,000 $1,380,000

O'Briens Rd, Cattai 2014 / 2015 $200,000 $0 $200,000 $1,580,000

Old Telegraph Rd, Maroota 2014 / 2015 $120,000 $0 $120,000 $1,700,000

Pages Wharf Rd, Sackville North 2014 / 2015 $250,000 $0 $250,000 $1,950,000

Cheesmans Rd, Cattai 2014 / 2015 $360,000 $0 $360,000 $2,310,000

Griffin Pl, Kenthurst 2014 / 2015 $138,000 $0 $138,000 $2,448,000

Total: 2014 / 2015 2014 / 2015 $2,448,000 $0 $2,448,000 $2,448,000

Chapel Hill Rd, Sackville North 2015 / 2016 $1,212,000 $0 $1,212,000 $3,660,000

Total: 2015 / 2016 2015 / 2016 $1,212,000 $0 $1,212,000 $3,660,000

Grand Total - Unsealed Roads $3,660,000 $0 $3,660,000 $3,660,000

Unsealed Roads - Unfunded

Days Rd, South Maroota $850,000 $0 $850,000 $850,000

River Rd, Leets Vale $1,100,000 $0 $1,100,000 $1,950,000

Total $1,950,000 $0 $1,950,000 $1,950,000

Grand Total - Unsealed Roads - Unfunded $1,950,000 $0 $1,950,000 $1,950,000

Balanced Urban Growth




Funded By:Grants &



Walkway Reconstruction

Walkway - From McDougall Ave to Rutland Ave - Baulkham Hills 2012 / 2013 $30,000 $0 $30,000 $30,000

Walkway - From Acres Rd to President Rd - Kellyville 2012 / 2013 $25,000 $0 $25,000 $55,000

Walkway - From North Rocks Rd to Jennie Pl - Carlingford 2012 / 2013 $31,500 $0 $31,500 $86,500

Walkway - From Suttor Pl to Windsor Rd - Baulkham Hills 2012 / 2013 $32,000 $0 $32,000 $118,500

Total: 2012 / 2013 2012 / 2013 $118,500 $0 $118,500 $118,500

Walkway - From Buckeridge Pl to President Rd - Kellyville 2013 / 2014 $29,000 $0 $29,000 $147,500

Walkway - From Delaney Dr to Marian Ct - Baulkham Hills 2013 / 2014 $10,000 $0 $10,000 $157,500

Walkway - From Jason Pl to Stirling Ave - North Rocks 2013 / 2014 $32,000 $0 $32,000 $189,500

Walkway - From Tallwood Dr to Sunset Pl - North Rocks 2013 / 2014 $30,000 $0 $30,000 $219,500

Total: 2013 / 2014 2013 / 2014 $101,000 $0 $101,000 $219,500

Walkway - From Antill Cres to Mileham Ave - Baulkham Hills 2014 / 2015 $30,000 $0 $30,000 $249,500

Walkway - From Colin Pl to Oakes Rd - Carlingford 2014 / 2015 $35,000 $0 $35,000 $284,500

Walkway - From North Rocks Rd to Lynette Ave - Carlingford 2014 / 2015 $24,000 $0 $24,000 $308,500

Walkway - From Fishburn Cres (# 64 & 66) to Showground Rd - Castle Hill 2014 / 2015 $31,000 $0 $31,000 $339,500

Total: 2014 / 2015 2014 / 2015 $120,000 $0 $120,000 $339,500

Walkway - From Statham Ave To Somerset Dr - North Rocks 2015 / 2016 $25,000 $0 $25,000 $364,500

Walkway - From Yvette St To Windsor Rd - Baulkham Hills 2015 / 2016 $31,000 $0 $31,000 $395,500

Walkway - From Jacaranda Ave To Reserve - Baulkham Hills 2015 / 2016 $18,500 $0 $18,500 $414,000

Walkway - From Pennant Hills Rd To Lochinvar Pde - Carlingford 2015 / 2016 $25,000 $0 $25,000 $439,000

Total: 2015 / 2016 2015 / 2016 $99,500 $0 $99,500 $439,000

Grand Total - Walkway Reconstruction $439,000 $0 $439,000 $439,000




Funded By:Grants &

Contributions Council Funds


Footpath Construction - New

Gollan Ave, Oatlands - Full Length 2012 / 2013 $138,000 $0 $138,000 $138,000

Glenhaven Rd, Glenhaven - Wombat Crossing to Old Glenhaven Rd 2012 / 2013 $55,000 $0 $55,000 $193,000

Merindah Rd, Baulkham Hills - Wandana Ave to Peel Rd 2012 / 2013 $255,000 $0 $255,000 $448,000

Cook St, Baulkham Hills - Cross St to Windsor Rd 2012 / 2013 $153,000 $0 $153,000 $601,000

Gooden Dr, Baulkham Hills - Baulkham Hills Rd to Kanili Ave 2012 / 2013 $140,000 $0 $140,000 $741,000

President Rd, Kellyville - Glenrowan Ave to No. 75-83 2012 / 2013 $75,000 $0 $75,000 $816,000

Old Castle Hill Rd, Castle Hill - Old Northern Rd to McMullen Ave 2012 / 2013 $255,000 $0 $255,000 $1,071,000

Cross St & Jindabyne Ave, Baulkham Hills - Various Sections 2012 / 2013 $170,000 $0 $170,000 $1,241,000

Larken Ave, Baulkham Hills - Full Length 2012 / 2013 $46,000 $0 $46,000 $1,287,000

Old Northern Rd - Old Castle Hill Rd to Glenhaven Rd 2012 / 2013 $422,000 $0 $422,000 $1,709,000

Moseley St, Carlingford - Jenkins Rd to Lynch Cl 2012 / 2013 $77,000 $0 $77,000 $1,786,000

Baker St, Carlingford - Opposite James Ruse High School to Jenkins Rd 2012 / 2013 $120,000 $0 $120,000 $1,906,000

Sun Valley Pl, Carlingford 2012 / 2013 $25,000 $0 $25,000 $1,931,000

Braemar Ave, Kellyville - Full Length (east side) 2012 / 2013 $60,000 $0 $60,000 $1,991,000

Roxborough Park Rd, Baulkham Hills - Mileham Ave to Windsor Rd 2012 / 2013 $145,000 $0 $145,000 $2,136,000

Glenrowan Ave, Kellyville - President Rd to Wrights Rd 2012 / 2013 $65,000 $0 $65,000 $2,201,000

Aiken Rd, West Pennant Hills - Hill Rd to Taylor St 2012 / 2013 $60,000 $0 $60,000 $2,261,000

Noble Way, Rouse Hill - Adelphi St to House No. 24 2012 / 2013 $20,000 $0 $20,000 $2,281,000

Showground Rd, Castle Hill - Windsor Rd to Carrington Rd (Gilbert Rd side) 2012 / 2013 $286,000 $0 $286,000 $2,567,000

Total : 2012 / 2013 2012 / 2013 $2,567,000 $0 $2,567,000 $2,567,000

Chapel Lane, Baulkham Hills - Opposite high school wombat crossing to Mackillop Dr roundabout 2013 / 2014 $20,000 $0 $20,000 $2,587,000

Bounty Ave, Castle Hill - Full Length 2013 / 2014 $100,000 $0 $100,000 $2,687,000

Ridgecrop Dr, Castle Hill - Excalibur Ave (Sth) to Excalibur Ave (Nth) 2013 / 2014 $286,000 $0 $286,000 $2,973,000

Palace Rd, Baulkham Hills - Full Length 2013 / 2014 $164,000 $0 $164,000 $3,137,000

Carramarr Rd, Castle Hill - Castle St to Tuckwell Rd 2013 / 2014 $136,000 $0 $136,000 $3,273,000

Kerrs Rd, Castle Hill - Old Northern Rd to Coolong St 2013 / 2014 $105,000 $0 $105,000 $3,378,000

Grange Rd, Glenhaven - Full Length 2013 / 2014 $240,000 $0 $240,000 $3,618,000

Don Moore Reserve, North Rocks - Tiernan Ave to Amenities 2013 / 2014 $30,000 $0 $30,000 $3,648,000

Orange Grove, Castle Hill - Crane Rd to Francis St (both sides) 2013 / 2014 $108,000 $0 $108,000 $3,756,000

St Michaels Pl, Baulkham Hills - Full Length (both sides) 2013 / 2014 $55,000 $0 $55,000 $3,811,000

Owen Ave, Baulkham Hills - Arthur St to Charles St 2013 / 2014 $75,000 $0 $75,000 $3,886,000

Gilbert Rd, Castle Hill - Applecross Ave to Old Northern Rd (south side) 2013 / 2014 $255,000 $0 $255,000 $4,141,000

Gilbert Rd, Castle Hill - Applecross Ave to Old Northern Rd (north side) 2013 / 2014 $255,000 $0 $255,000 $4,396,000

Cary St, Baulkham Hills - Candowie Cres 2013 / 2014 $59,500 $0 $59,500 $4,455,500

Bella Vista Dr, Bella Vista - Full Length (both sides) 2013 / 2014 $187,000 $0 $187,000 $4,642,500

Leone Ave, Baulkham Hills - Delaney Dr to Mackillop Dr 2013 / 2014 $13,600 $0 $13,600 $4,656,100

Evans Rd, Glenhaven - Full Length 2013 / 2014 $153,000 $0 $153,000 $4,809,100

Jacaranda Ave, Baulkham Hills - Full Length 2013 / 2014 $76,500 $0 $76,500 $4,885,600

Haines Ave, Carlingford - Full Length to Murray Farm Rd 2013 / 2014 $59,500 $0 $59,500 $4,945,100

Reston Grange - Skylark Cct to Bella Vista Dr 2013 / 2014 $43,350 $0 $43,350 $4,988,450

Arcadian Circuit, Carlingford - Felton Rd to Westminster Ave 2013 / 2014 $73,100 $0 $73,100 $5,061,550

Wrights Rd, Castle Hill - La Vista Gr to Kings Rd 2013 / 2014 $13,600 $0 $13,600 $5,075,150

John St, Baulkham Hills - Arthur St to Yattenden Cres 2013 / 2014 $80,750 $0 $80,750 $5,155,900

Total : 2013 / 2014 2013 / 2014 $2,588,900 $0 $2,588,900 $5,155,900

Farnell Ave, Carlingford - North Rocks Park to Lindisfarne Cres/ Hunts Creek Reserve 2014 / 2015 $127,500 $0 $127,500 $5,283,400

Robbie Cres, Carlingford - Jenkins Rd to Wattle Pl 2014 / 2015 $62,900 $0 $62,900 $5,346,300

Telfer Rd, Castle Hill - Old Northern Rd to Path at No. 17 2014 / 2015 $37,400 $0 $37,400 $5,383,700

Gindurra Ave, Castle Hill - No. 2 - 32 A and No. 25-49 2014 / 2015 $69,700 $0 $69,700 $5,453,400

Excelsior Ave, Castle Hill - Elberta Ave to Parsonage Rd 2014 / 2015 $86,700 $0 $86,700 $5,540,100

Glenhaven Rd, Glenhaven - Bridge to Samantha Riley Dr 2014 / 2015 $37,400 $0 $37,400 $5,577,500

Seven Hills Rd, Baulkham Hills - Solar Ave to M7 2014 / 2015 $13,600 $0 $13,600 $5,591,100

Georgian Ave, Carlingford - Robbie Cres to Walkway 2014 / 2015 $51,000 $0 $51,000 $5,642,100

Aminya Pl, Baulkham Hills - Cook St to End (south side) 2014 / 2015 $28,900 $0 $28,900 $5,671,000




Funded By:Grants &



Gladstone Rd, Castle Hill - No. 5 to Windsor Rd 2014 / 2015 $49,300 $0 $49,300 $5,720,300

Seven Hills Rd, Baulkham Hills - M7 to Bingara Cres 2014 / 2015 $90,100 $0 $90,100 $5,810,400

Coronation Rd, Baulkham Hills - Royal Ave to Jasper Rd 2014 / 2015 $175,100 $0 $175,100 $5,985,500

Lindisfarne Cres, Carlingford - Parkland Rd to Farnell Ave 2014 / 2015 $51,000 $0 $51,000 $6,036,500

Parsonage Rd, Castle Hill - Middleton Ave to Old Northern Rd 2014 / 2015 $153,000 $0 $153,000 $6,189,500

Windermere Ave, Northmead - Existing path at No.9 to path at No.25 and south side 2014 / 2015 $50,150 $0 $50,150 $6,239,650

Lawndale Ave, North Rocks - Existing path at No. 25 to Jason Pl 2014 / 2015 $53,550 $0 $53,550 $6,293,200

Katherin Rd, Baulkham Hills - Seven Hills Rd to Coronation Rd 2014 / 2015 $59,500 $0 $59,500 $6,352,700

Peel Rd, Baulkham Hills - From path opposite Crestwood Public School to Reserve 2014 / 2015 $11,050 $0 $11,050 $6,363,750

Edinburgh Ave, Carlingford - Full Length 2014 / 2015 $57,800 $0 $57,800 $6,421,550

Murray St, Northmead - Fletcher St to Caprera Rd 2014 / 2015 $11,900 $0 $11,900 $6,433,450

Goodhall Ave, Baulkham Hills - Gooden Dr to Doyle Pl 2014 / 2015 $42,500 $0 $42,500 $6,475,950

Excelsior Ave, Castle Hill - Ambleside Dr to Drayton Ave 2014 / 2015 $34,000 $0 $34,000 $6,509,950

North Rocks Rd, North Rocks - William Pl to Speers Rd (east side) 2014 / 2015 $199,750 $0 $199,750 $6,709,700

Marie St, Castle Hill from Excelsior Ave to Freeman Ave include fencing near roundabout (both sides) 2014 / 2015 $98,600 $0 $98,600 $6,808,300

Salisbury Rd & Anella Ave, Castle Hill - Full Length (both sides) 2014 / 2015 $320,450 $0 $320,450 $7,128,750

Acres Rd, Kellyville - Flint Pl, Geewan Ave & 40m from No. 3 Diana Ave to Acres Rd 2014 / 2015 $173,400 $0 $173,400 $7,302,150

Gladstone Rd, Castle Hill - Windsor Rd to Victoria Ave (southern side) 2014 / 2015 $88,400 $0 $88,400 $7,390,550

View St, West Pennant Hills - No 2 to path in reserve 2014 / 2015 $17,000 $0 $17,000 $7,407,550

Tuckwell Rd, Castle Hill - Missing Sections 2014 / 2015 $204,000 $0 $204,000 $7,611,550

Murray Farm Rd, Carlingford - Tracey Ave to Haines Ave 2014 / 2015 $88,400 $0 $88,400 $7,699,950

Delphinium Pl, Kellyville - Diana Ave to end 2014 / 2015 $27,200 $0 $27,200 $7,727,150

Munro St, Baulkham Hills - Edward St to Merinda Ave 2014 / 2015 $91,800 $0 $91,800 $7,818,950

Excelsior Ave, Castle Hill - Woodhill St to Eric Mobbs Res 2014 / 2015 $55,250 $0 $55,250 $7,874,200

Daveney Way, West Pennant Hills - 16-18 Daveney Way to Highs Rd 2014 / 2015 $11,050 $0 $11,050 $7,885,250

Brunette Dr, Castle Hill - Full Length 2014 / 2015 $121,550 $0 $121,550 $8,006,800

Total : 2014 / 2015 2014 / 2015 $2,850,900 $0 $2,850,900 $8,006,800

Gooraway Dr & Benbullen Way, Castle Hill 2015 / 2016 $207,400 $0 $207,400 $8,214,200

Highs Rd, West Pennant Hills - East side north of Daveney Way 2015 / 2016 $11,900 $0 $11,900 $8,226,100

Ambleside Dr, Castle Hill - Edward St to Excelsior Ave 2015 / 2016 $105,400 $0 $105,400 $8,331,500

Cropley Dr, Baulkham Hills - Full Length 2015 / 2016 $238,000 $0 $238,000 $8,569,500

Crane Rd, Castle Hill - Cecil Ave to Darcey Rd 2015 / 2016 $69,700 $0 $69,700 $8,639,200

Coonara Ave, West Pennant Hills - Full Length 2nd side & section between IBM driveways 2015 / 2016 $289,000 $0 $289,000 $8,928,200

Landscape St, Baulkham Hills 2015 / 2016 $57,800 $0 $57,800 $8,986,000

Catlett Ave / Stirling Ave, North Rocks 2015 / 2016 $204,000 $0 $204,000 $9,190,000

Yattenden Cres, Baulkham Hills from Arthur St to Charles St 2015 / 2016 $59,500 $0 $59,500 $9,249,500

Roxborough Park Rd, Baulkham Hills - Excelsior Ave to Mileham Ave 2015 / 2016 $39,100 $0 $39,100 $9,288,600

Oakdale Pl, Baulkham Hills - Crestwood Dr to No. 11 2015 / 2016 $28,900 $0 $28,900 $9,317,500

McDonald St, North Rocks - Full Length 2015 / 2016 $53,550 $0 $53,550 $9,371,050

Dobson Cres, Baulkham Hills from Chelsea Ave to Stockland Shopping Centre 2015 / 2016 $54,400 $0 $54,400 $9,425,450

Kenneth Ave, Baulkham Hills - Missing Sections 2015 / 2016 $23,800 $0 $23,800 $9,449,250

Flinders Ave, Baulkham Hills - Seven Hills Rd to Hilda Rd 2015 / 2016 $17,000 $0 $17,000 $9,466,250

First Farm Dr, Castle Hill - Full Length 2015 / 2016 $204,000 $0 $204,000 $9,670,250

Cameron Ave, Baulkham Hills - Roxborough Park Rd to Mileham Ave, Antill Cres & Reiby Dr 2015 / 2016 $68,000 $0 $68,000 $9,738,250

Arthur St, Baulkham Hills - Seven Hills Rd to Yattenden Cres 2015 / 2016 $22,100 $0 $22,100 $9,760,350

Kalimna Dr, Baulkham Hills - Full Length 2015 / 2016 $204,000 $0 $204,000 $9,964,350

Astoria Park Rd, Baulkham Hills - Amphitheatre Cct to Appian Cct (both sides) 2015 / 2016 $85,000 $0 $85,000 $10,049,350

Burradoo Cl, North Rocks 2015 / 2016 $37,400 $0 $37,400 $10,086,750

Tallwood Dr & Montana Ave, North Rocks 2015 / 2016 $108,800 $0 $108,800 $10,195,550

Total : 2015 / 2016 2015 / 2016 $2,188,750 $0 $2,188,750 $10,195,550

Grand Total - Footpath Construction $10,195,550 $0 $10,195,550 $10,195,550




Funded By:Grants &



Cycleway Construction (Potential Grant Funded Projects) - New

Gawain Ct - Citadel Cres Glenhaven 2012 / 2013 $180,000 $90,000 $90,000 $90,000

Vantage Cres, Kellyville 2012 / 2013 $120,000 $60,000 $60,000 $150,000

Hunts Creek Stage 2 2012 / 2013 $50,000 $25,000 $25,000 $175,000

Total - Cycleway Construction (Potential Grant Funded Projects) - New $350,000 $175,000 $175,000 $175,000

Cycleway Construction - New (Unfunded)

Windsor Rd - East Side from Acres to Showground (3.0km) $900,000 $450,000 $450,000 $450,000

Norwest Blvd - South Side from Windsor Rd to Old Windsor Rd (3.0km) $700,000 $350,000 $350,000 $800,000

Cattai Creek Dr to Rosebery Rd, Kellyville $150,000 $0 $150,000 $950,000

Col Sutton Reserve - Toongabbie Creek Connection $50,000 $0 $50,000 $1,000,000

Hunts Creek Stage 2 $50,000 $0 $50,000 $1,050,000

Richard Webb Reserve, West Pennant Hills $50,000 $0 $50,000 $1,100,000

Windsor Rd, Kellyville - Through Shopping Centre Acres Rd to Showground Rd $500,000 $0 $500,000 $1,600,000

Smalls Creek - Samantha Riley Dr to Carnival Way $50,000 $0 $50,000 $1,650,000

Elizabeth Macarthur Creek (Caddies Creek) south of Windsor Road $150,000 $0 $150,000 $1,800,000

Greenway Link 5 to Rouse Hill Regional Centre $180,000 $0 $180,000 $1,980,000

Norwest Hilltop Park to end $300,000 $0 $300,000 $2,280,000

Strangers Creek, Beaumont Hills - Adjacent Homeworld 4 $130,000 $0 $130,000 $2,410,000

Harrington Ave - Wrights Rd to St Angelas, Castle Hill $50,000 $0 $50,000 $2,460,000

St Pauls Ave - Wrights Rd to Victoria Rd, Castle Hill $110,000 $0 $110,000 $2,570,000

Rosebery Rd - Green Rd to Cattai Creek Conservation Area $140,000 $0 $140,000 $2,710,000

Caddies Creek Reserve to River Oak Cct, Kellyville $50,000 $0 $50,000 $2,760,000

Cycleways Northmead - Darling Mills Creek $29,149 $0 $29,149 $2,789,149

Cycleways West Pennant Hills - Richard Webb Reserve $16,560 $0 $16,560 $2,805,709

Elgin Way to Cattai Creek Conservation Area - Kellyville $140,000 $0 $140,000 $2,945,709

Wrights Rd - Windsor Rd to Cattai Creek Conservation Area $60,000 $0 $60,000 $3,005,709

Cycleways Baulkham Hills - Col Sutton Reserve $35,000 $0 $35,000 $3,040,709

Cycleways Baulkham Hills - Valerie Ave to Toongabbie Creek $20,000 $0 $20,000 $3,060,709

Cycleways Baulkham Hills - Goodhall Ave Reserve $145,000 $0 $145,000 $3,205,709

Cycleways West Pennant Hills $400,000 $0 $400,000 $3,605,709

Cycleways Norwest $600,000 $0 $600,000 $4,205,709

Cycleways North Rocks $400,000 $0 $400,000 $4,605,709

Cycleways Castle Hill $400,000 $0 $400,000 $5,005,709

Cycleways Castle Hill Creek $42,243 $0 $42,243 $5,047,952

Cycleways Carlingford $1,000,000 $0 $1,000,000 $6,047,952

Cycleways Northmead $700,000 $0 $700,000 $6,747,952

Cycleways Kellyville and Rouse Hill $4,150,000 $0 $4,150,000 $10,897,952

Cattai Ridge Rd, Glenorie (2.8km) along Post Office Rd to Village (low priority Regional Route) $560,000 $0 $560,000 $11,457,952

Cycleways Baulkham Hills $1,000,000 $0 $1,000,000 $12,457,952

Total - Cycleway Construction - New (Unfunded) $13,257,952 $800,000 $12,457,952 $12,457,952




Funded By:Grants &



Bridges

Pitt Town Rd - Survey and Design 2012 / 2013 $140,000 $0 $140,000 $140,000

Total : 2012 / 2013 2012 / 2013 $140,000 $0 $140,000 $140,000

Pitt Town Rd - 2.5 km East of Boundary Rd - Approaches, Deck, Foundation, Girders, Safety Barrier 2013 / 2014 $690,834 $0 $690,834 $830,834

Pitt Town Rd - 1.7 km East of Boundary Rd - Approaches, Foundation, Girders, Substructure 2013 / 2014 $1,300,000 $0 $1,300,000 $2,130,834

Aiken Rd - 150m from Hill Rd - Wearing Surface 2013 / 2014 $55,000 $0 $55,000 $2,185,834

Jasper Rd - Safety Barrier & Wearing Surface 2013 / 2014 $70,000 $0 $70,000 $2,255,834

Withers Rd - 315m from intersection of Milford Dr - Wearing Surface 2013 / 2014 $55,818 $0 $55,818 $2,311,652

Sophia Doyle Reserve - Deck 2013 / 2014 $3,850 $0 $3,850 $2,315,502

Candowie Cres - Safety Barrier 2013 / 2014 $3,000 $0 $3,000 $2,318,502

Sandhurst Cres Reserve - Safety Barrier 2013 / 2014 $3,000 $0 $3,000 $2,321,502

Crestwood Reserve - Deck 2013 / 2014 $5,700 $0 $5,700 $2,327,202

Hunts Creek Reserve - Substructure 2013 / 2014 $14,861 $0 $14,861 $2,342,062

Fred Caterson Reserve - Safety Barrier 2013 / 2014 $3,000 $0 $3,000 $2,345,062

Golden Grove Ave Reserve - Deck, Girders, Trusses, Wearing Surface 2013 / 2014 $35,000 $0 $35,000 $2,380,062

Elizabeth Chaffey Reserve - Deck and Safety Barrier 2013 / 2014 $5,962 $0 $5,962 $2,386,024

Renown Rd - Pedestrian Bridge - Deck, Foundation, Girders 2013 / 2014 $14,216 $0 $14,216 $2,400,240

Burnside Reserve - Girders and Substructure 2013 / 2014 $25,000 $0 $25,000 $2,425,240

George Thornton Reserve - Deck and Substructure 2013 / 2014 $25,000 $0 $25,000 $2,450,240

Total : 2013 / 2014 2013 / 2014 $2,310,240 $0 $2,310,240 $2,450,240

Mud Island Rd - Approaches, Deck, Foundations, Safety Barrier 2014 / 2015 $240,000 $0 $240,000 $2,690,240

Withers Rd - 310m from Annangrove Rd - Wearing Surface 2014 / 2015 $64,182 $0 $64,182 $2,754,422

Total : 2014 / 2015 2014 / 2015 $304,182 $0 $304,182 $2,754,422

Grand Total - Bridges $2,754,422 $0 $2,754,422 $2,754,422




Funded By:Grants &

Contributions & Sec 94

Council FundsCumulative

Council Funds

Traffic

Bus Shelter New

Bus Shelter Construction and DDA Compliance 2012 / 2013 $379,035 $0 $379,035 $379,035

Total : 2012 / 2013 2012 / 2013 $379,035 $0 $379,035 $379,035


Total : 2013 / 2014 2013 / 2014 $178,725 $0 $178,725 $557,760


Total : 2014 / 2015 2014 / 2015 $178,725 $0 $178,725 $736,485


Total : 2015 / 2016 2015 / 2016 $178,725 $0 $178,725 $915,210

Grand Total - New Bus Shelters $915,210 $0 $915,210 $915,210

Minor Traffic Facilities - New

Minor Traffic Facilities - Various Locations 2012 / 2013 $40,000 $30,000 $10,000 $10,000

Total : 2012 / 2013 2012 / 2013 $40,000 $30,000 $10,000 $10,000


Total : 2013 / 2014 2013 / 2014 $55,000 $45,000 $10,000 $20,000


Total : 2014 / 2015 2014 / 2015 $55,000 $45,000 $10,000 $30,000


Total : 2015 / 2016 2015 / 2016 $55,000 $45,000 $10,000 $40,000

Grand Total - New Minor Traffic Facilities $205,000 $165,000 $40,000 $40,000

Traffic Facilities - New Intersection Works

Seven Hills / Cropley Dr, Baulkham Hills - Roundabout 2012 / 2013 $100,000 $0 $100,000 $100,000

Green Rd / Wrights Rd, Kellyville - Traffic Signal Modification (arrows) 2012 / 2013 $50,000 $0 $50,000 $150,000

Solent Cct and Fairway Dr, Kellyville - Roundabout ($331,609 funded from Section 94 works) 2012 / 2013 $0 $0 $0 $150,000

Total : 2012 / 2013 2012 / 2013 $150,000 $0 $150,000 $150,000

Seven Hills Rd and Cropley Dr, Baulkham Hills - Roundabout 2013 / 2014 $1,900,000 $0 $1,900,000 $2,050,000

Arthur St, Baulkham Hills - Traffic Signals 2013 / 2014 $100,000 $0 $100,000 $2,150,000

Total : 2013 / 2014 2013 / 2014 $2,000,000 $0 $2,000,000 $2,150,000

Arthur St, Baulkham Hills - Traffic Signals 2014 / 2015 $1,400,000 $0 $1,400,000 $3,550,000

Total : 2014 / 2015 2014 / 2015 $1,400,000 $0 $1,400,000 $3,550,000

Murray Farm Rd and Oakes Rd, Carlingford - Traffic Signals 2015 / 2016 $600,000 $0 $600,000 $4,150,000

Total : 2015 / 2016 2015 / 2016 $600,000 $0 $600,000 $4,150,000

Grand Total - New Traffic Facilities - Intersection Works $4,150,000 $0 $4,150,000 $4,150,000




Funded By:Grants &

Contributions & Sec 94

Council FundsCumulative

Council Funds

Potential Grant Funded Projects - New

River Rd, Wisemans Ferry (Webbs Creek) - Ferry Intersection Modifications 2012 / 2013 $70,000 $35,000 $35,000 $35,000

Cook St and Orchard St, Baulkham Hills - Roundabout 2012 / 2013 $160,000 $80,000 $80,000 $115,000

Morris Gr, Kellyville - Wombat Crossing 2012 / 2013 $30,000 $15,000 $15,000 $130,000

Mungerie Rd, Rouse Hill - Wombat Crossing 2012 / 2013 $30,000 $15,000 $15,000 $145,000

New North Rocks Rd, North Rocks - Wombat Crossing 2012 / 2013 $50,000 $25,000 $25,000 $170,000

Renown Rd, Baulkham Hills - Jersey Kerb Lighting Improvements 2012 / 2013 $200,000 $200,000 $0 $170,000

Farnell Ave, Carlingford - Traffic Island 2012 / 2013 $75,000 $75,000 $0 $170,000

Merindah Rd and Lukes Lane, Baulkham Hills - Roundabout 2012 / 2013 $175,000 $175,000 $0 $170,000

Castle St, Castle Hill - Raised Thresholds, Pedestrian Fencing etc 2012 / 2013 $240,000 $240,000 $0 $170,000

Kenthurst Rd, Kenthurst - Guardrail, Hazards Removal and Improvements 2012 / 2013 $350,000 $350,000 $0 $170,000

Total : 2012 / 2013 2012 / 2013 $1,380,000 $1,210,000 $170,000 $170,000

Castle St & Carramarr Rd, Castle Hill - Roundabout 2013 / 2014 $120,000 $60,000 $60,000 $230,000

Total : 2013/ 2014 2013 / 2014 $120,000 $60,000 $60,000 $230,000

Cecil Ave and Cheriton Ave, Castle Hill - Roundabout 2014 / 2015 $120,000 $60,000 $60,000 $290,000

PAMP 2014 / 2015 $30,000 $15,000 $15,000 $305,000

Total : 2014 / 2015 2014 / 2015 $150,000 $75,000 $75,000 $305,000

Grand Total - Traffic Facilities (Potential Grant Funded Projects) $1,650,000 $1,345,000 $305,000 $305,000




Funded By:Grants &



Castle Hill CBD

Castle Hill Main Street Upgrade 2012 / 2013 $0 $0 $0 $0

Total : 2012 / 2013 2012 / 2013 $0 $0 $0 $0

Grand Total - Castle Hill CBD $0 $0 $0 $0


Vibrant CommunityThere are services and facilities to suit my needs


Funded By:Grants &



Parks - New

Bernie Mullane - Replace Tennis Court Surfaces 2012 / 2013 $160,000 $0 $160,000 $160,000

Lisa Cres Reserve - Replace Playground to meet Australian Standards 2012 / 2013 $35,000 $0 $35,000 $195,000

Mackillop Dr Reserve - Replace Playground to meet Australian Standards 2012 / 2013 $75,000 $0 $75,000 $270,000

Annie Prior Reserve - Replace Playground to meet Australian Standards 2012 / 2013 $35,000 $0 $35,000 $305,000

Ambleside Dr Reserve - Replace Playground and Seating to meet Australian Standards 2012 / 2013 $45,000 $0 $45,000 $350,000

Francesco Cres Reserve - Refurbish Playing Field 2012 / 2013 $80,000 $0 $80,000 $430,000

Kingsdene Oval (Peggy Wormesly) - Refurbish Playing Field 2012 / 2013 $43,000 $0 $43,000 $473,000

Les Shore Reserve Field 2 and 3 - Replace defective light poles & lights - Stage 1 2012 / 2013 $51,410 $0 $51,410 $524,410

Fred Caterson Reserve - Replace Cricket Pitch Field 4 2012 / 2013 $12,000 $0 $12,000 $536,410

Kingsdene Oval (Peggy Wormesly) - Install Reuse Water Tank System 2012 / 2013 $55,000 $0 $55,000 $591,410

Castle Hill Heritage Park - Embellish Works 2012 / 2013 $50,000 $0 $50,000 $641,410

Castle Hill Heritage Park - Install Power 2012 / 2013 $43,000 $0 $43,000 $684,410

Balcombe Heights Estate Embellishments 2012 / 2013 $50,000 $0 $50,000 $734,410

Total : 2012 / 2013 2012 / 2013 $734,410 $0 $734,410 $734,410

Sherwin Ave - Replace Playground to meet Australian Standards 2013 / 2014 $60,000 $0 $60,000 $794,410

Hammond Court - Replace Playground to meet Australian Standards 2013 / 2014 $60,000 $0 $60,000 $854,410

Roy Dudley - Replace Playground to meet Australian Standards 2013 / 2014 $70,000 $0 $70,000 $924,410

Col Sutton Reserve - Refurbish Playing Field 2013 / 2014 $78,000 $0 $78,000 $1,002,410

Gooden Dr Reserve - Refurbish Playing Field 2013 / 2014 $65,000 $0 $65,000 $1,067,410

John Wearn Reserve - Replace Shade Cloth 2013 / 2014 $20,000 $0 $20,000 $1,087,410

Various Sports Grounds - Remote Control Lighting 2013 / 2014 $15,000 $0 $15,000 $1,102,410

Beaumont Dr Reserve - Install shade over playground 2013 / 2014 $35,000 $0 $35,000 $1,137,410

Crestwood Reserve - Install shade over playground 2013 / 2014 $45,000 $0 $45,000 $1,182,410

Macquarie Ave Reserve - Replace Shade Cloth 2013 / 2014 $10,000 $0 $10,000 $1,192,410

Conie Ave Reserve - Park Embellishment & Playground 2013 / 2014 $161,000 $0 $161,000 $1,353,410

Northmead Reserve - Irrigation & water supply 2013 / 2014 $75,000 $0 $75,000 $1,428,410

Col Sutton Reserve - Reuse Water Tank 2013 / 2014 $55,000 $0 $55,000 $1,483,410

Total : 2013 / 2014 2013 / 2014 $749,000 $0 $749,000 $1,483,410

Kenthurst Park - Refurbish Playing Field 2014 / 2015 $80,000 $0 $80,000 $1,563,410

Bella Vista Oval - Refurbish Playing Field 2014 / 2015 $60,000 $0 $60,000 $1,623,410

Rosebank Ave Reserve - Replace Playground to meet Australian Standards 2014 / 2015 $20,000 $0 $20,000 $1,643,410

Northmead Reserve - Replace Playground to meet Australian Standards 2014 / 2015 $45,000 $0 $45,000 $1,688,410

Mercer St Reserve - Replace Playground to meet Australian Standards 2014 / 2015 $25,000 $0 $25,000 $1,713,410

McBurney Reserve - Replace Playground to meet Australian Standards 2014 / 2015 $25,000 $0 $25,000 $1,738,410

George Thornton Reserve - Replace Playground to meet Australian Standards 2014 / 2015 $70,000 $0 $70,000 $1,808,410

Various Sportsgrounds - Reuse Water 2014 / 2015 $55,000 $0 $55,000 $1,863,410

Various Sportsgrounds - Minor Sportsground Improvements 2014 / 2015 $15,000 $0 $15,000 $1,878,410

Ted Horwood Reserve - Power Upgrade 2014 / 2015 $200,000 $0 $200,000 $2,078,410

Crestwood Reserve - Pathway Opposite Public School 2014 / 2015 $20,000 $0 $20,000 $2,098,410

Gooden Dr Reserve - BBQ w/- shelter near Playground 2014 / 2015 $20,000 $0 $20,000 $2,118,410

Hunts Creek Reserve - Stairs beside 6 Ferndale Ave for access to Fire Fighting Facility 2014 / 2015 $13,000 $0 $13,000 $2,131,410


Vibrant CommunityThere are services and facilities to suit my needs


Funded By:Grants &



Crestwood Reserve - Concrete beam to prevent erosion & spill onto skate park 2014 / 2015 $7,000 $0 $7,000 $2,138,410

Heritage Park - Concrete under main shelter and lead in path 2014 / 2015 $10,000 $0 $10,000 $2,148,410

Crestwood Reserve - Water supply to dog area 2014 / 2015 $4,500 $0 $4,500 $2,152,910

Fred Caterson (BMX) - Replace water system 2014 / 2015 $20,000 $0 $20,000 $2,172,910

Les Shore Reserve - Tennis Lighting & Facility Improvements 2014 / 2015 $81,500 $0 $81,500 $2,254,410

Total : 2014 / 2015 2014 / 2015 $771,000 $0 $771,000 $2,254,410

Bernie Mullane - Dam Aeration 2015 / 2016 $15,000 $0 $15,000 $2,269,410

Elizabeth Chaffey - Install swing 2015 / 2016 $10,000 $0 $10,000 $2,279,410

Excelsior Reserve - Cross St & Cary St - post & wire fence 2015 / 2016 $8,000 $0 $8,000 $2,287,410

Pioneer Pl - Install swing 2015 / 2016 $10,000 $0 $10,000 $2,297,410

Ted Horwood Reserve - Upgrade Lighting Field 2/3 to 100 Lux 2015 / 2016 $110,000 $0 $110,000 $2,407,410

Torry Burn Reserve - Upgrade Lighting to 100 Lux 2015 / 2016 $45,000 $0 $45,000 $2,452,410

Caddies Creek Conservation Area - Local Park Embellishment & Playground (Phoenix Ave Opp Cressy Ave) 2015 / 2016 $90,000 $0 $90,000 $2,542,410

Harry Carr Reserve - Upgrade Playground to meet Australian Standards 2015 / 2016 $75,000 $0 $75,000 $2,617,410

Heritage Park - BBQ's 2015 / 2016 $40,000 $0 $40,000 $2,657,410

Holland Rd - Refurbish Playing Fields 2015 / 2016 $58,000 $0 $58,000 $2,715,410

Charles McLaughlin - Refurbish Playing Fields 2015 / 2016 $55,000 $0 $55,000 $2,770,410

Richard Webb Reserve - Upgrade Playground to meet Australian Standards 2015 / 2016 $45,000 $0 $45,000 $2,815,410

Arthur Whitling Park - Refurbish Fountain - New Pump saltwater conversion 2015 / 2016 $60,000 $0 $60,000 $2,875,410

Wisemans Ferry Park - Upgrade Playground to meet Australian Standards 2015 / 2016 $175,000 $0 $175,000 $3,050,410

Total : 2015 / 2016 2015 / 2016 $796,000 $0 $796,000 $3,050,410

Grand Total - Parks New $3,050,410 $0 $3,050,410 $3,050,410


Protected EnvironmentOur Shire is green and pollution free


Funded By:Grants &

Contributions

Funded By:Stormwater

Reserve


Waterways

Darling Mills Creek Erosion Protection - Construction Stage 2 (Council Asset Protection) 2012 / 2013 $467,500 $0 $467,500 $467,500

Timothy Ave (from Walsh Ave) Tailout Channel Erosion - pipe extension and overflow stabilisation - Construction

2012 / 2013 $140,000 $0 $140,000 $607,500

Jenkins Rd, Carlingford - drainage upgrade/possible pavement failure - Construction Phase 2012 / 2013 $125,000 $0 $125,000 $732,500

Eric Mobbs Reserve [87] off Excelsior Ave - Pipe extension and tailout stabilisation - Construction 2012 / 2013 $60,000 $0 $60,000 $792,500

Bank Stability and Instream Maintenance Program 2012 / 2013 $22,902 $0 $22,902 $815,402

Lower Portland Channel (Michael Duggin Drain) 2012 / 2013 $3,500 $0 $3,500 $818,902

Total: 2012 / 2013 $818,902 $0 $818,902 $818,902

Carmen Dr to Oakes Rd, Carlingford - Stormwater Network Asset Upgrade - Stage 1 - Construction 2013 / 2014 $200,000 $0 $200,000 $1,018,902

38 Ashford Ave, Pipeline extension 1050mm pipe x 15m and energy dissipater - Construction 2013 / 2014 $120,000 $0 $120,000 $1,138,902

Design and Construction of 63m x 600mm pipe under road adjacent to 18 Valencia St, Dural 2013 / 2014 $100,000 $0 $100,000 $1,238,902

Castle Hill Heritage Park [156] Stream Restoration Implementation - Design and Environmental/Archaeological Assessment

2013 / 2014 $50,000 $0 $50,000 $1,288,902

Craigmore Dr Reserve, Kellyville - Open Space Waterway Rehabilitation - Investigation & Design 2013 / 2014 $42,360 $0 $42,360 $1,331,262

George Pde, Baulkham Hills - Pipe upgrade - Design and Construction 2013 / 2014 $42,305 $0 $42,305 $1,373,567

Bank Stability and Instream Maintenance Program 2013 / 2014 $41,500 $0 $41,500 $1,415,067

Gilbert Rd Steel Arch Culvert - Stiffening Ring Beam - Construction 2013 / 2014 $40,000 $0 $40,000 $1,455,067

Total: 2013 / 2014 $636,165 $0 $636,165 $1,455,067

Burnside Reserve, North Parramatta - Waterways improvements and amenity landscaping - Construction - Stages 3 and 4 - upstream inlet and midstream chute

2014 / 2015 $260,000 $0 $260,000 $1,715,067

43 Sandringham Dr, Carlingford - 40m x 1200mm pipe replacement and additional pit - Design and Construction

2014 / 2015 $150,000 $0 $150,000 $1,865,067

Craigmore Dr Reserve, Kellyville - Open Space Waterway Rehabilitation - Construction 2014 / 2015 $104,908 $0 $104,908 $1,969,975

Windsor Ave, Carlingford - minor stormwater pipe upgrade construction 2014 / 2015 $75,000 $0 $75,000 $2,044,975


Tailout Channel Maintenance and Remediation Program 2014 / 2015 $57,580 $0 $57,580 $2,168,555

2 Jones Rd, Kenthurst - Trash Rack Construction 2014 / 2015 $41,000 $0 $41,000 $2,209,555

Eaton Rd, down Oakes Rd to M2 - New stormwater drainage line with pits - Design 2014 / 2015 $10,000 $0 $10,000 $2,219,555

Lower Portland Channel (Michael Duggin Drain) 2014 / 2015 $3,500 $0 $3,500 $2,223,055

Total: 2014 / 2015 $767,988 $0 $767,988 $2,223,055

Carmen Dr to Oakes Rd, Carlingford Stormwater Network Asset Upgrade - Stage 2 - Construction 2015 / 2016 $201,000 $0 $201,000 $2,424,055

Farm Rd, Kenthurst - Cul-de-sac Upgrade - Construction 2015 / 2016 $97,750 $0 $97,750 $2,521,805

Wiseman Rd, Castle Hill - 375mm pipeline x 95m extension - Design and Construction 2015 / 2016 $95,000 $0 $95,000 $2,616,805

Castle Hill Heritage Park [156] Stream Restoration Implementation - Construction 2015 / 2016 $75,988 $0 $75,988 $2,692,793

Tailout Channel Maintenance and Remediation Program 2015 / 2016 $66,000 $0 $66,000 $2,758,793

2-36 Alana Dr, West Pennant Hills - Channel Stabilisation - Finalise Design and Construction 2015 / 2016 $60,000 $0 $60,000 $2,818,793


Northmead Reserve Channel Rehabilitation - Design 2015 / 2016 $50,000 $0 $50,000 $2,924,793

Dural Shopping Centre - Pit Inserts 2015 / 2016 $20,000 $0 $20,000 $2,944,793

Lower Portland Channel (Michael Duggin Drain) 2015 / 2016 $3,500 $0 $3,500 $2,948,293

Total: 2015 / 2016 $725,238 $0 $725,238 $2,948,293

Grand Total - Waterways $2,948,293 $0 $2,948,293 $2,948,293


2012 - 2013


RESOURCINGSTRATEGY

LONG TERM FINANCIAL pLAN 2012/2013


1.0 INTRODUCTION

Local councils in NSW are required to undertake their planning and reporting activities in accordance with the Local Government Act 1993 and the Local Government (General) Regulation 2005. Within this framework, Councils are required to prepare a Community Strategic Plan and a Resourcing Strategy.

The Community Strategic Plan provides a vehicle for expressing long-term community aspirations. However, these will not be achieved without sufficient resources – time, money, assets and people to actually carry them out.

The Resourcing Strategy consists of three components - Long Term Financial Plan (LTFP), Workforce Strategy and an Asset Management Strategy.

Council’s financial position is strong and is projected to remain so over the life of this Plan. This is the result of strict adherence to Council’s Financial Charter, prudent management and fiscal responsibility.

The Hills Shire Council has prepared the LTFP under these guidelines and was considered by Council and is now placed on public exhibition for comments.

It consists of the following:

• Recurrent Operations, Capital Purchases, Capital Works, Section 94 and Property Development Summary.

• Capital Works by Asset Category.

• Developer Funded Infrastructure - Projected End of Plan Balances.

• All combined activities reflecting the Statutory Reporting requirements

• Income Statement

• Balance Sheet

• Cash Flow Statement & Charts

The Long Term Financial Plan draws information from Council’s Financial System, Community Strategic Plan and the Delivery Program.

The LTFP is developed in conjunction with the Workforce Strategy and Asset Management Strategy & Plans.

Forecasts regarding the $48.8 million budgeted employee costs and $13.8 million employee leave entitlement liability reflect the assumptions and strategies contained within the Workforce Strategy.

The financial impacts of issues such as an aging workforce that have been identified in the Workforce Strategy have been addressed in the LTFP through areas such as the management of the Employee Leave Entitlements reserve.

The service levels, asset maintenance and renewal requirements outlined in the Asset Management Plan have determined the capital expenditure and maintenance expenditure components of the LTFP. The objectives of the Asset Management Plans correlate with the LTFP objectives and measures regarding capital expenditure.

This plan mainly focuses on clearing Council’s Infrastructure backlog as outlined in the Asset Management Strategy.The Council is projected to spend up to $20.6 million on capital expenditure in 2012/2013 and $188m over the life of the Plan.

$28.1m on Developer Contributions Funded Expenditure in 2012/2013 is mainly based on providing the necessary infrastructure in the Balmoral and North Kellyville Release areas.


2.0 LONG TERM FINANCIAL PLAN FINANCIAL CHARTER

Long Term Financial Plan has been prepared based on the following Financial Charter adopted by Council.

OPERATIONAL SURPLUS

Continue to Budget for Operational Surplus as a High Priority by ensuring that the total operating revenue for each year is sufficient to meet

• Total operating expenses (net of depreciation);

• The provision in that year for repayment of principal on loans;

• The proposed provisions in that year for transfers to reserves for future expenditure.

Maintain a level of available equity sufficient to meet unexpected contingencies such as Natural Disasters and Unanticipated Legal Challenges.

CAPITAL IMPROVEMENTS

• Capital Expenditure on Asset Renewal be given priority over new capital, so that existing infrastructure can be maintained at expected service levels.

• Capital Expenditure project proposals to identify lifecycle cost evaluations which include Construction, Maintenance, Operations and Transfer to Reserves for Replacement.

• Any new Capital Expenditure Projects to identify the source of funding and the delivery of the project to reflect the timing of the receipt of funds.

• Consider borrowing for new capital only if a continuous income source can be identified to service the debt.

NEW SERVICES

When increased service levels are required, seek new and additional revenue sources in addition to the current revenue structure.

COST RECOVERY

Pursue cost recovery for those Council services where there is a discernible private benefit gained from accessing that service.

The level of cost recovery to reflect the extent to which the benefit gained from that service is essentially private.

In certain circumstances, where the nature of the service is commercial, greater than full cost recovery may be sought in order to subsidise public benefit services elsewhere in Council’s operations.

PROPERTY DEVELOPMENT

When income is generated from property development activities, set aside a percentage to invest in future development activities.


3.0 PLANNING ASSUMPTIONS USED TO DEVELOP THE PLAN

POPULATION

The Hills Shire Council’s population growth is detailed below. Should the population grow faster than this rate, both service levels and rating income will be impacted.

These increases have been taken into consideration when forecasting developer contributions income and expenditure, and any change in population growth will affect the planned capital expenditure provisions.

BRIEF STATISTICS THE HILLS SHIRE

Forecast population 2012: 177,245

Change between 2012 and 2031: 78,025

Average annual percentage change between 2012 and 2031 (19 years):

1.94% per annum

Total percentage change

between 2012 and 2031 (19 years):

44.02%


LEVEL OF LOCAL ECONOMIC GROWTH

Our economy has grown over by 5.9% in the last year and for the first time has past $8 billion in Gross Regional Product (GRP) and based on our modelling will be double by 2021.

Our total number of jobs as of June 2011 reach 83,000 growing from 61,000 in 2001 with a target of 108,000 jobs by 2031.

Our major business precincts are well suited to a variety of office, light industrial, research and commercial uses. They house a diverse array of specialist and advanced industrial companies gaining the region an excellent reputation as a centre for the finance, information technology and pharmaceutical industries.

JOBS SECTOR OUTPUT $M

WAGES & SALARIE $M

VALUEADDED $M

Retail trade 1,003.46 395.44 572.24

Property & business services

1,516.91 570.88 758.41

Manufacturing 3,774.22 368.96 722.25

Wholesale trade 1,692.52 493.04 771.36

Education 527.43 337.14 380.66

Construction 1,937.97 2,257.16 555.19

Health & community services

447.12 295.91 355.28

Accomm, cafes & restaurants

372.34 94.26 146.91

Finance & insurance 1,246.49 458.66 871.96

Govt administration 219.55 106.95 129.63

MAjOR PLANNED ExPENDITURE

It is planned to carry out the following Major Expenditure in the life of this plan. These costs are shown under Developer Contribution Funded Expenditure and in Property Development Activities.

Various Options were modelled at the Strategic Planning Workshops held to highlight the financial implications of such activities.

• Withers Road Property Development

• Terminus Street Development

• Balmoral Road Release area

• North Kellyville Release Area

• Box Hill Release Area

• Infrastructure Backlog

Although the impact of Box Hill Release area was considered it has not been reflected in the LTFP as that Plan is still in the making and has not been adopted by Council.


INFLATION & INTEREST RATES

Following Indexes forecast by RBA and Access Economics have been used in the preparation of the LTFP and they are as follows.

TyPE 2012/13 2013/14 2014/15 2015/16 ThereafterHeadline CPI 3.5% 3.0% 3.0% 3.0% 3.0%Salaries & Wages 3.25% 3.25% 3.25% 3.25% 3.25%Interest Rates 4.7% 4.8% 5.0% 5.3% 6.0%

CPI is a measure of price movements of a standard basket of goods. However, CPI alone is not a sufficient measure of the rise in costs for a local government authority. A number of other assumptions and forecasts have been included in the LTFP models to provide a more accurate reflection of the movements in costs.

Salaries & wages have been based on increases as per the Local Government Award.

Interest on investments is dependent on the amount of Cash available to invest and Interest Rates.

3.1 REVENUE ASSUMPTIONS

CAPACITY FOR RATING

In 2011 the total unemployment rate was 4% (Published in the Sydney Hills Prospectus) ABS statistics as at 2006 shown below states that 78% was earning greater than $ 1000 per week. All these factors have been taken into consideration when developing Council’s Rating Structure.

HOUSEHOLD INCOME (GROSS WEEKLY) THE HILLS SHIRE 2006

ENUMERATED DATA NUMBER % SyDNEy STATISTICAL DIVISION %

Less than $350 2,976 6 12.9$350 to $999 8,104 16.3 24.1$1,000 and over 38,949 77.9 63Total households 49,815 100.0 100.0

THE SOCIO-ECONOMIC INDExES FOR AREAS

The Index of Relative Socio-Economic Disadvantage produced by ABS has “…been constructed so that relatively disadvantaged areas (e.g. areas with many low income earners) have low index values.

The Index of Relative Socio-Economic Disadvantage is derived from attributes such as low income, low educational attainment, high unemployment, jobs in relatively unskilled occupations and variables that reflect disadvantage rather than measure specific aspects of disadvantage (e.g., Indigenous and Separated/Divorced).

The higher an area’s index value for the Index of Relative Socio-Economic Disadvantage, the less disadvantaged that area is compared with other areas. For example, an area that has a Relative Socio-Economic Disadvantage Index value of 1200 is less disadvantaged than an area with an index value of 900.” (Australian Bureau of Statistics, 2006, Socio-Economic Indexes for Areas (SEIFA 2006) cat. no. 2033.0.55.001) Following chart details the how the SEIFA is distributed in The Hills Shire Council areas. The average all areas in Hills is a index of 1116.5.


SEIFA INDEx OF DISADVANTAGE

THE HILLS SHIRE’S SMALL AREAS

(ranked from greatest to least disadvantaged)

2006 SEIFA INDEx OF DISADVANTAGE

Oatlands - North Parramatta 1061.6Rural North 1073.5Dural - Middle Dural 1085.4Northmead 1086.2Annangrove - Box Hill - Nelson - Maraylya 1087.0Carlingford 1093.0Baulkham Hills 1105.9North Rocks 1113.4The Hills Shire 1116.5Castle Hill 1122.2Kenthurst 1122.3Kellyville 1124.3Rouse Hill 1129.8Beaumont Hills 1137.6Bella Vista 1138.2Glenhaven 1141.8West Pennant Hills 1145.7

Source: Australian Bureau of Statistics, Socio-Economic Indexes for Areas (SEIFA), 2006.

RATING STRUCTURE

GENERAL RATES

The Council’s rating policy is structured on a base amount and an ‘ad valorem’ basis with three categories – residential, farmland and business.

The rating structure is reviewed annually to ensure equitable distribution Among ratepayers.

The two principles, namely the benefit principle and ability to pay principle are embodied in the rating structure in the form of the Ad Valorem rate, where the land value can be said at best, to approximate ability to pay. The Base amount recognises the cost of common services and facilities from which all properties benefit regardless of their rateable value.

Based on the above structure, Rating income is split as follows between the categories:

CATEGORy % TOTAL RATES INCOMEResidential 88.25%Farmland 1.06%Business 10.69%TOTAL 100.00%


Under the State Government Rate pegging legislation, rates income has been based on a 3.6% increase in 2012/2013 as announced by IPART regarding the permissible General Rate variation.

In addition to the increase, we have also received new valuations from the Valuer General and these will be applied when rates are levied for 2012/2013. Any change to the land values does not equate to additional income to the Council, but redistributes the total rates income differently across all properties.

Opportunities for growth are limited in well established areas. Future income is based on the nominal growth factors in established areas, and new release area growth factors along with 2.5% increase. Based on past experience and this practice of indexing below CPI is consistent with the assumptions made in previous years’ Forward Estimates.

The Council also has a Pensioner Concession Policy and it subsidises 45% of the maximum rebate of $250 per assessment. Council also gives a voluntery rebate to war widows.

STORMWATER MANAGEMENT SERVICE CHARGE

This charge was introduced in the 2006/07 financial year to establish a sustainable funding source for providing improved stormwater management across the Hills Shire.

The amount chargeable has been prescribed under the Local Government Act with no scope for adjustments in line with inflation or any other costs. It is forecasted the funds raised will only increase in line with the growth in the number of new assessments.

It is proposed to levy the full stormwater charge in 2012/2013 and over the life of this Plan.

WASTE MANAGEMENT CHARGE

Waste management charge has been arrived at using the “User Pays Principles” detailed in the Financial Charter. It is proposed that in 2012/2013 the Waste management Charge be $355.

It should be noted that the Waste Management Charge for 2012/2013 does not include the impact of Carbon Pricing as it is difficult to estimate the disposal cost. The increase for 2012/2013 will be funded from Waste Management Reserves, however from 2013/2014, we will include this cost in the Waste Management Charge.

The LTFP has built in increasing costs in tipping fees in future years.The tipping charge is compulsory under Section 88 of the Protection of the Environment Operations (POEO) Act 1997 and requires licensed waste facilities to pay to the government a levy on all waste received at the facility. The levy aims to reduce the amount of waste being disposed of, and to promote recycling and resource recovery. The cost of the levy is transferred from the landfill operator to Councils and other landfill users, and is reviewed each year.

WASTE & SUSTAINABILITY IMPROVEMENT REFUNDS

In order to encourage Councils to promote waste minimisation, waste & sustainability improvement refunds are granted to Councils from the tipping fees paid. These refunds are provided to assist Councils improve waste avoidance and resource recovery programs and make improvements in environmental sustainability practices.

In order to receive the refund, a set of standards need to be met and an action table completed and a financial report provided each year on projects undertaken from the funding. It is estimated that Council will receive approximately $1.1m each year for carrying out these projects. These refunds and the projects that will be delivered using these refunds have been built into the LTFP.


FEES & CHARGES

Councils Fees & Charges have been based on applying the Council’s adopted Pricing Policy which reflects the Objectives in Financial Charter No 5 which is based on applying user pays principles have been applied in arriving at the fees and charges.

TyPE OF SERVICE PRICING APPROACH

PRICING POLICY

The Pricing Policy (PPS) has categorised all Council services into the following groups, namely Public Goods, Private Goods and Shared Goods. The pricing approach of zero, partial and full costs recovery has been chosen depending on the type of service provided.

The above principles have been the basis for calculation of fees and charges contained in the Schedule of Fees & Charges. Where fees are set by legislation, Council has no discretionary power to alter the amount and therefore is obliged to adopt the fee.

A detailed Schedule of Fees & Charges is included in the annexure to this Plan and is available on request.

STATUTORY CHARGES

The Council has no discretion to determine the amount of the fee for a service when the amount is fixed by regulation or by another authority. The majority of statutory charges do not provide for annual increases in line with CPI or the cost of providing the service.

GRANTS AND SUBSIDIES

This plan has also included recurrent and capital grants that have already been awarded. The Council does not have a strong reliance on grants revenue in comparison with other sources of revenue.

A number of the grants that are received fund specific programs that may not be offered by the Council if the grants were eliminated.

It is assumed all recurrent grant funds will be maintained at current levels with CPI adjustments.

FINANCIAL ASSISTANCE GRANT

Financial Assistance Grant is currently estimated at $5.6m in 2012/2013 and is expected over the life of the plan. If this grant was eliminated the Council will need to consider reducing capital expenditure and service levels.

3.2 ExPENDITURE ASSUMPTIONS

EMPLOYEE COSTS

Employee costs have been based on award increases as outlined by the Local Government Award and Movements within the grading system as part of the annual performance review process.

Council operates under two major superannuation schemes namely the Accumulation Scheme and the an Industry Defined Benefit Superannuation retirement Scheme. In 2009 the Scheme advised member councils that, as a result of the global financial crisis, it has a significant deficiency of assets over liabilities amounting to around $290 million at 30 June 2009. As a result, the Scheme asked for significant increases in contributions from 2009-10 and these have been built into the LTFP.

Public Goods These goods provide a broad community benefit. Impractical to charge for service on user basis

Zero Cost RecoveryPartial Cost RecoveryFull Cost Recovery

Private Goods Goods that benefit discrete consumers who can be charged a fee.

These fall into two categories, Regulated & Non Regulated

Private Good – Regulated

Fee fixed by legislation, irrespective of cost of service.

Private Good – Non Regulated

Fee charged to cover cost of service where no community service obligation exists

shared Goods These goods provide a Private Benefit as well as a broad Community Benefit. Community Service obligation determines the percentage of cost recovery

Partial Cost Recovery


MATERIALS, CONTRACTS AND OTHER OPERATING COSTS

Expenditure on materials, contracts and other operating costs have been generally based on CPI and giving consideration to existing levels of expenditure, with the exception of expenditure on Waste management, Utilities, Legal expenses, Service Contracts, Levies to other levels of Governments and other grant funded activities.

CASH RESERVES (TRANSFER TO AND TRANSFER FROM)

Transfers to and from reserves have been made in accordance with the

Financial Charter Reserves Strategy and the Replacement Programs supporting the various reserves.

3.3 OVERHEAD ALLOCATION POLICY

It is fundamental to accounting & reporting integrity that costs and charges are fairly & appropriately allocated to where they belong, so that managers have a better understanding of the total cost of providing the services that they are responsible for, and to set proper fees and charges.

Where possible all direct costs will be charged directly to each program where the expense is incurred.

Support services that need to be attributed to other support areas as far as possible will be a “one-step” basis in order to avoid costs being allocated in a loop or circular process.

Our Council’s overheads largely consist of expense based overheads, support services provided and corporate support costs.

This policy details the methodology applied to allocate support services & corporate support costs to the core programs & services.

ExPENSE BASED OVERHEADS

The following expense based overheads will be calculated at the beginning of the year and will be charged to the core programs each month by way of a standing journal. If there is a variation to the level of expenditure during the year, the standing journals will be adjusted accordingly.

Employee leave entitlements, workers compensation, interest on loans, insurance premium costs, and fringe benefits tax.

SUPPORT SERVICES PROVIDED

The following support services provided will be pooled into cost pools and will be allocated to each core program as per the identified cost drivers.


COST POOL COST DRIVERPayroll No. of staffCouncil Chamber Costs Occupied floor spaceInformation Management % documents movedSupply Process No of ordersInformation Systems No of unitsDepot Expenses Outdoor staffFinancial & Corporate Strategy TimeFinancial Services TimeWorkforce Strategy No of staffExecutive Services TimeLegal Services TimeCustomer Services InquiriesProgram Management TimeCorporate Management Expenditure %

INTERNAL CHARGING

The following support services will be charged out by applying user pays principles. An internal charge will be set at the beginning of the financial period

INTERNAL CHARGE BASIS FOR CHARGEPlant Running Expenses Rate per plantMotor Vehicle Running Costs Actual cost on vehiclePrinting Costs Actual cost of jobProject Delivery Rate per hourProject Management Rate per hourTraining Actual attendance on

rate/course

CORPORATE MANAGEMENT COSTS

These are activities undertaken in the normal running of an organisation and activities performed to satisfy Federal or State Governments.

These costs will be allocated on a % basis (expenditure) to all core programs, as it will not be cost effective to develop any other method of allocation. Costs that fall into this category are general management costs, 50% group support costs and councillor costs.

4.0 SENSITIVITY ANALYSIS

The LTFP contains a number of assumptions based on various sources such as legislation, inflation, current service provisions and wage markets.

Variations in these assumptions during the life of the plan may have a significant impact on the Council’s future financial plans.

INTEREST ON INVESTMENTS

Investments are placed and managed in accordance with the Council’s adopted investment policy and in compliance with the Local Government Act. Interest on Investments is subject to movements in interest rates and the amount available to be invested. Service levels and capital expenditure are impacted by fluctuations in interest rates.

RATE PEGGING

Changes in rate pegging will impact revenue forecasts and the levels of service provided.

INFLATION

Changes in inflation will impact both revenue and expenditure.

EMPLOYEE COSTS

Changes in employee costs will impact both revenue and expenditure.

Termination patterns will impact both the employee leave entitlements’ reserve and liability, superannuation costs, workers compensation costs as well as recruitment and training costs.

DEVELOPER CONTRIBUTIONS FUNDED INCOME AND ExPENDITURE

Section 94 of the Environment Planning Assessments Act enables Councils to prepare developer contribution plans to provide public amenities such as Open Space, Roads and Community Buildings etc. The contributions are levied via development consents. There are currently 14 contribution plans. Contributions must be treated as revenue when received, but requires to be held as a restricted asset until expended. Estimated future expenditure amounts to $570m.

DEVELOPER CONTRIBUTIONS INTERNAL BORROWINGS FROM GENERAL FUND

Under the Land Acquisitions (Just Terms Compensation) Act 1991 Council is required to purchase land classified as open space even though contributions are not received. As at 30 June 2011, Section 94 had borrowed internally $10.8m and it is estimated that borrowings will increase to $ 16.36m as at 30 June 2012. The Section on Developer Contribution in the LTFP details the amount of borrowing required in each of the life of the plan.


CAPPING OF DEVELOPER CONTRIBUTIONS

Recent NSW Government reforms have introduced a cap on the monetary amount that Councils may impose on conditions of consent requiring developer contributions for housing lots. The Minister for Planning has issued a Direction under section 94E of the EP&A Act that limits local development contributions to a cap of $30,000 per residential lot or dwelling for Greenfield development areas. Supporting these reforms, the NSW Government has given the Independent Pricing and Regulatory Tribunal (IPART) a role in:

• Setting the annual rates cap Council’s may charge;

• Assessing applications for rate rises above the rates cap;

• Assessing applications for special levies; and

• Assessing S94 Contributions Plans.

In terms of assessing Contributions Plans, IPART have a role to review:

• Plans that have a contribution rate above the relevant $30K cap for those Councils seeking PIF Funding and or special rate variation;

• New plans that propose a contribution plan above the relevant cap; and

• Other plans that the Minister might otherwise determine.

IPART GUIDELINES

IPART has provided the criteria by which it will review Contributions Plans, and that includes:

• Making an assessment of the “essential works” list included in the Contributions Plan. The essential works list is land for open space, base level of embellishment of open space to secure the site for passive recreation, land for community services, land and facilities for transport (except carparking) and land and facilities for stormwater management.

• Nexus – the relationship of the essential works list to the development being levied.

• Reasonable estimate of costs.

• The amenities and services that can be provided within a reasonable timeframe.

• Reasonable apportionment between existing demand and new demand.

• Appropriate community liaison and publicity.

• Any other matter IPART considers relevant.

PIF FUNDING

The NSW Government has established a $50 million Priority Infrastructure Fund (PIF) to serve as a transition for the reforms. This fund is intended to be a transitional arrangement for the 2010-11 and 2011-12 financial year and will enable Council’s to recover the difference between the contributions rate contained in the contribution plan (that is assessed as being reasonable by IPART) and the $30K cap. It is not absolutely certain but this fund covers the difference between the “essential works” list in the Contributions Plan and the $30K cap.

COUNCIL CONTRIBUTION PLANS

Council has two adopted Contributions Plans that are affected by the decision to cap developer contributions. Once prepared, a further draft Contribution Plan for Box Hill will also be affected by the decision to cap developer contributions.

Facility Category CP12 CP13 Essential WorksOpen Space - Land -$103,823,878 -$72,006,194 YesOpen Space - Capital -$33,300,770 -$13,203,266 May BeTransport - Land $0 -$5,497,665 YesTransport - Capital -$23,486,847 -$49,230,077 YesCommunity Facility - Land -$2,127,113 -$2,260,913 YesCommunity Facility - Capital -$10,288,808 -$6,843,905 NoAdministration -$1,833,220 -$707,785 NoWater Management - Land $0 -$10,343,231 YesWater Management - Capital -$2,133,557 -$5,464,940 Yes

Total Costs -$176,994,193 -$165,557,975

Total Essential Works* -$131,571,395 -$152,354,709

*the total essential works value has yet to be determined by IPART


DEVELOPER CONTRIBUTION PLAN DEFICITS DUE TO CAPPING OF RATES

The decisions to cap developer contributions to $30K will lead to a significant funding shortfall in the Balmoral Road Release Area (BRRA) and the North Kellyville Release. Expressed in today’s value, the projected shortfalls are $79M for the BRRA (CP12) and $104M for North Kellyville(CP13). The shortfall is yet to be determined for Box Hill as that Plan has not been developed. For a single dwelling in the BRRA and North Kellyville release areas, the current contribution rate in BRRA adopted CP 12 is $53,064.21 and for North Kellyville is $45,086.39. That means for every single house lot created in BRRA, the shortfall is approximately $23,064.21 and for North Kellyville it is $15,086.39 on current rates.

While opportunities for grants to fund embellishment might occur over time, the realistic options for funding this deficit include;

• PIF funding for lots approved and created since the introduction of the cap.

• Funding arrangements Dec 2010 Press Release – On going assistance to fund essential infrastructure in “Greenfield sites”.

• Funding the deficit through increased rates or a special levy.

SPECIAL RATES VARIATIONS TO FUND THE DEVELOPER CONTRIBUTION PLAN DEFICITS

Councils can apply for a special variation for a range of purposes. These include:

• community service requirements (e.g. unmet demand for services, new demand for services or community support for enhanced service standards);

• infrastructure requirements (including essential infrastructure associated with new developments or to address infrastructure backlogs);

• projects of regional significance; and

• other special or unique cost pressures.

The purpose for which the special variation is being made will usually dictate the type of special variation that is appropriate. There are two distinct special variation options under the Local Government Act. When seeking a special variation, councils may apply for:

• a one-off percentage increase under section 508(2); or

• Multi-year percentage increases (of between two and seven years) under section 508A.

RATES MODELLING USING BRRA TO FUND THE DEFICITS

Increase over the Release Area only, to recover $80m

Currently the Balmoral Road Release Area Rates Income is based on a Land Value of $ 415m ,with 402 assessments (Compared to $20b Land Value of the whole of the Shire) and it generates $ 872k.

If we are to recover $80m over the next 30 years, with a one off Rate increase, Rates in that area will have to increase by 290%.

Ie. Average Rates of $922 will have to increase by $2,252. It is very doubtful whether this type of increase will be allowed under the current guidelines. Impact on other type of rates in that release area is listed below.

Type Current Increase $ % IncreaseLow 481 947 97%Average 992 3,244 227%High 5,346 22,804 327%Farmland 3,831 21,899 472%Business 1,563 4,260 173%

Increase over the whole of the Shire to recover $80m

Total Land Value of the whole of the Shire is $20,235,910,434 (60,225 Assessments) and it generates $51.7m.

If we are to recover this Deficit of $ 80m over the next 30 years from the whole of the Shire, the increase will have to be an of 4.3%.

Ie. Average Rates of $902 will have to increase by $39 over and above the Rate Peg 2.8% increase. It is very doubtful whether this type of increase will be allowed under the current guidelines. Impact on other type of rates in that release area is listed below.

Impact on average rates will be as follows;

Type Current Increase $ % IncreaseLow 505 530 4.94%Average 902 966 7.09%High 6,302 6,895 9.42%Farmland 1,020 1,118 9.65%Business 515 539 4.71%

It should be noted that these calculations are based on the current assumptions and indexes, and may vary at a future date if these assumptions and indexes are changed. Just using the deficit in BRRA, funding the s94 deficits is not practical using rate increases. Once adding in the deficit for North Kellyville and the Box Hill release, the extent of rate rise required would be


unlikely to receive approval. Spreading the rate rise over the entire Shire appears a more acceptable outcome but this approach would raise equity issues with the existing rate base. In essence, new release areas should be financially sustainable in their own right without having to rely on the wider rate base.

Council has made an application to IPART expressing its intention to seek a rate variation to address the s94 funding shortfalls arising out of the State Governments decision to cap developer contributions. It is clear from the modelling done so far that recovering the shortfall through a special rate in the release areas will result in significant rate rises that would be difficult to sustain. Further, it will not be clear as to the actual deficit that needs to be recovered until IPART complete its review of the Contribution Plans. IPART has not completed its assessments of the Plans at the time of printing the LTFP, as such it is not clear what direction Council will have to take to deliver this infrastructure.

5.0 FINANCIAL MODELLING

The Council will remain financially sustainable over the life of the plan provided funding is available to bridge any funding deficits that may arise after IPART concludes its assessments.

Strategy to utilise Reserve funds to fund the Infrastructure backlog introduced last year will be continued. In this plan for the next 4 years, even though no borrowings from Developer Contributions have been paid back. The model still displays maintaining a balanced budget, sufficient unrestricted cash and available working capital, strong liquidity, sufficient cash reserves and a good debt collection ratio.

This is based on the assumption that $ 30.9m Developer Contributions Borrowings from General fund will be available to repay General Fund in the next few years and the Property Development Activities will take place as planned in the next 4 years.

However, if the General Fund cannot be reimbursed by Developer Contributions that has been borrowed already and if Council is to find any shortfalls for the Balmoral Road Release Area and the NorthKellyville release areas without increasing General Rates, this Infrastructure back log will not be cleared in four years.

6.0 SWOT ANALYSIS

A SWOT analysis has been undertaken to ensure that fluctuations between the LTFP assumptions and both internal and external influencing factors are detected early and managed.

Strengths Weakness1. Councils financial Position is strong with substantial

Cash Reserves, and is forecast to remain debt free. 1 . No sophisticated software to predict or display Assets

below Acceptable service Levels

2. This plan attempts to address funding Infrastructure backlog without borrowing or increase in Rates over and above rates pegging.

2. Ability to find solutions that will be acceptable to the Community at short notice to address large funding deficits that has risen due to Capping of Developer Contributions by the State Government.

3. LTFP is measurable with clear performance measures with Targets

4. Budget meetings with Managers are undertaken every month to monitor Budgets and vary Budgets if necessary and they are reported to Council and the Community each month.

5. Balance Sheet Reconciliations are done monthly and monitored and Annual Financial Reports are produced within 2 months of the end of the financial year

6. Presence of a Internal Audit Function.

7. Risk Management is undertaken to monitor and all high risk items actions taken to minimise them.

8. Introduction of Contracts Module to monitor Supply Chain.


Opportunities Threats1. Pursue additional grant funds 1. Further request for increased contributions to Defined Benefit

Scheme Superannuation if investment markets decline.2. Commitments to Northwest Rail by

the State Government.2. Political decisions regarding issues such as cost shifting and rate

pegging3. Redevelopment of Town Centres 3. Legislation changes4. Generate other sources of income

and less reliance on Rates Revenue4. Costs outside of the control of the Council such as the Fire Service

Levy, SES Levy and street lighting charges5. Fluctuations in interest rates Inflation, fuel prices, exchange rates6. Funding Deficits that are caused by State Government capping

Developer Contributions.7. Ability to provide appropriate Infrastructure in new release areas due

to capping of rates8. Land acquisition costs outside of Council control9. Labour shortages that may be caused by the mining sector10. Implicatons of a Carbon Tax11. Natural Disasters12. World Political unrest

7.0 METHODS OF MONITORING FINANCIAL PERFORMANCE.

Following indicators will assist in measuring the financial performance of The Hills Shire Council and they are listed in the last section on the LTFP.

Financial Health MeasureOperating Result Budget format, where matching income and expenditure principals are applied.

$0 or greater

Unrestricted Current Ratio Cash less external restrictions sufficient to provide liquidity for day to day operations.

2 or greater (Industry Average)

Employee Leave Entitlements Reserve Cash reserves on hand available for payment of staff leave entitlements on termination as a percentage of employee leave entitlements liability.

More than 35%

Rates, Annual Charges Coverage Ratio Rates and annual charges divided by revenue from continuing operations. Measures reliance on rating revenue.

Less than 70%

Rates, Annual Charges, Interest and extra Charges Outstanding Measures efficiency of debt collection.

Less than 4% (Industry Average)

Debt Servicing Ratio Debt servicing costs as a percentage of total revenue, the amount of total revenue required to service the debt.

0%

Less than 5%

( Industry Average) If borrowings are for a revenue producing asset

Asset Renewal Ratio Expenditure on roads, buildings, drainage and footpaths divided by depreciation for the year.

Greater than 75%


The

Hill

s Sh

ire

Coun

cil

10 Y

ear

Fina

ncia

l Pla

n

BUD

GET

SU

MM

ARY

2012

/13

2013

/14

2014

/15

2015

/16

2016

/17

2017

/18

2018

/19

2019

/20

2020

/21

2021

/22

Rec

urre

nt O

pera

tion

Inco

me

124,

897,

563

128,

908,

577

133,

700,

795

138,

524,

721

143,

464,

603

148,

369,

960

153,

335,

189

158,

495,

533

164,

308,

287

169,

611,

711

Expe

nditu

re(1

06,7

78,6

22)

(107

,994

,861

)(1

12,0

03,7

59)

(116

,169

,568

)(1

19,7

65,7

53)

(123

,991

,750

)(1

28,1

99,0

21)

(132

,637

,946

)(1

37,6

82,7

49)

(142

,178

,782

)O

pera

ting

Resu

lt18

,118

,941

20,9

13,7

1621

,697

,036

22,3

55,1

5323

,698

,850

24,3

78,2

1025

,136

,168

25,8

57,5

8726

,625

,538

27,4

32,9

29

Tran

sfer

(to

)/fr

om R

eser

ves

(18,

231,

012)

(20,

841,

248)

(21,

616,

129)

(22,

241,

537)

(23,

605,

680)

(24,

302,

621)

(25,

032,

987)

(25,

769,

043)

(26,

549,

366)

(27,

330,

949)

Tran

sfer

(to

)/fr

om P

rior

Year

s G

rant

s24

5,00

00

00

00

00

00

Net

Res

ult

Surp

lus

/ [D

efic

it]

132,

929

72,4

6880

,908

113,

616

93,1

7075

,589

103,

180

88,5

4476

,173

101,

979

Capi

tal P

urch

ases

Sale

of A

sset

s1,

197,

943

782,

005

1,06

4,87

41,

446,

030

743,

660

1,12

6,47

01,

232,

560

836,

595

1,10

8,61

01,

026,

730

Capi

tal P

urch

ases

(3,5

40,6

95)

(2,4

00,5

38)

(2,9

77,6

80)

(3,7

92,8

90)

(2,5

12,0

80)

(2,8

59,6

70)

(3,6

08,4

10)

(2,7

95,4

40)

(2,7

17,7

90)

(2,1

15,0

20)

Tran

sfer

(to

)/fr

om P

lant

Res

erve

s2,

342,

752

1,61

8,53

31,

912,

806

2,34

6,86

01,

768,

420

1,73

3,20

02,

375,

850

1,95

8,84

51,

609,

180

1,08

8,29

0

Net

Cap

ital

Pur

chas

es0

00

00

00

00

0

Sect

ion

94In

com

e14

,809

,162

21,8

80,7

3329

,778

,160

39,5

34,7

1144

,470

,783

50,3

38,0

0369

,909

,526

54,0

02,7

9149

,108

,966

89,6

94,1

08In

tere

st R

ecei

ved/

(Exp

ense

)(1

,263

,803

)(1

,900

,065

)(2

,354

,331

)(2

,473

,183

)(2

,634

,473

)(2

,327

,267

)(1

,152

,945

)18

9,45

81,

354,

468

3,03

6,72

2O

pera

ting

Resu

lt13

,545

,359

19,9

80,6

6827

,423

,829

37,0

61,5

2941

,836

,309

48,0

10,7

3668

,756

,581

54,1

92,2

4850

,463

,434

92,7

30,8

30

Tran

sfer

(to

)/fr

om R

eser

ves

14,5

06,7

2216

,175

,669

2,44

9,24

42,

423,

670

4,18

9,23

5(1

6,78

4,67

8)(3

1,36

2,54

8)(2

3,67

5,94

9)(2

4,08

9,48

8)(4

4,88

2,90

8)Ca

pita

l Exp

endi

ture

(28,

052,

081)

(36,

156,

337)

(29,

873,

072)

(39,

485,

198)

(46,

025,

545)

(31,

226,

057)

(37,

394,

033)

(30,

516,

299)

(26,

373,

946)

(47,

847,

922)

Net

Res

ult

Surp

lus

/ [D

efic

it]

00

00

00

00

00

Capi

tal W

orks

Gra

nts

& Co

nrib

utio

ns2,

832,

450

1,34

3,07

523

8,00

016

3,00

011

8,00

011

8,00

011

8,00

011

8,00

011

8,00

011

8,00

0O

pera

ting

Resu

lt2,

832,

450

1,34

3,07

523

8,00

016

3,00

011

8,00

011

8,00

011

8,00

011

8,00

011

8,00

011

8,00

0

Tran

sfer

(to

)/fr

om R

eser

ves

17,7

72,6

6421

,657

,218

22,4

02,3

3718

,499

,587

15,8

76,7

1916

,325

,410

16,8

00,2

2117

,273

,322

17,7

83,1

9418

,286

,734

Capi

tal E

xpen

ditu

re(2

0,60

5,11

4)(2

3,00

0,29

3)(2

2,64

0,33

7)(1

8,66

2,58

7)(1

5,99

4,71

9)(1

6,44

3,41

0)(1

6,91

8,22

1)(1

7,39

1,32

2)(1

7,90

1,19

4)(1

8,40

4,73

4)

Net

Res

ult

Surp

lus

/ [D

efic

it]

00

00

00

00

00

Prop

erty

Dev

elop

men

tEx

pend

iture

00

00

00

00

00

Ope

ratin

g Re

sult

00

00

00

00

00

Capi

tal I

ncom

e (S

ales

Pro

ceed

s)55

,000

,000

00

00

00

00

0Tr

ansf

er (

to)/

from

Res

erve

s(3

5,82

5,00

0)0

00

00

00

00

Capi

tal E

xpen

ditu

re(1

9,17

5,00

0)0

00

00

00

00

Net

Res

ult

Surp

lus

/ [D

efic

it]

00

00

00

00

00

Tota

l Bud

get

Res

ult

132,

929

72,4

6880

,908

113,

616

93,1

7075

,589

103,

180

88,5

4476

,173

101,

979

BU

DG

ET S

UM

MA

RY


CA

PITA

L W

OR

KS

The

Hill

s S

hir

e C

oun

cil

10

Yea

r Fi

nan

cial

Pla

n

CA

PIT

AL

WO

RK

S2

01

2/

13

20

13

/1

42

01

4/

15

20

15

/1

62

01

6/

17

20

17

/1

82

01

8/

19

20

19

/2

02

02

0/

21

20

21

/2

2

Inco

me

Gra

nts

& C

ontr

ibut

ions

pro

vide

d fo

r Cap

ital P

urpo

ses

2,

832,

450

1,

343,

075

23

8,00

0

1

63,0

00

118

,000

1

18,0

00

118

,000

1

18,0

00

11

8,00

0

1

18,0

00

Tota

l In

com

e

2

,83

2,4

50

1

,34

3,0

75

23

8,0

00

16

3,0

00

11

8,0

00

11

8,0

00

11

8,0

00

11

8,0

00

11

8,0

00

11

8,0

00

Cap

ital

Exp

ense

sBui

ldin

gs

2,26

9,05

0

2,77

9,35

0

3,0

47,2

75

2

,154

,150

5

00,0

00

500

,000

50

0,00

0

5

00,0

00

50

0,00

0

500,

000

Roa

ds

10

,751

,775

10

,891

,476

1

1,73

5,68

4

9,5

49,6

84

11,1

84,8

86

11,5

35,4

93

11,8

96,6

19

12,2

68,5

77

12

,651

,694

13,0

46,3

05

Bridg

es

1

40,0

00

2,

310,

240

30

4,18

2

-

-

-

-

-

-

-

Foot

path

s

3,03

5,50

0

2,68

9,90

0

2,9

70,9

00

2

,288

,250

-

-

-

-

-

-

Sto

rmw

ater

Dra

inag

e

8

18,9

02

636

,165

767,

988

72

5,23

8

1,04

0,99

2

1,02

6,62

2

1

,011

,821

9

96,5

76

98

0,87

3

964,

699

Oth

er A

sset

s

7

34,4

10

749

,000

771,

000

79

6,00

0

-

-

-

-

-

-

Proj

ect

Del

iver

y, D

esig

n &

Est

imat

ing

2,

855,

477

2,

944,

162

3

,043

,308

3,1

49,2

65

3,2

68,8

41

3,

381,

295

3,

509,

781

3,

626,

169

3

,768

,627

3,8

93,7

30

Su

b T

otal

- C

apit

al E

xpen

dit

ure

2

0,6

05

,11

4

2

3,0

00

,29

3

2

2,6

40

,33

7

1

8,6

62

,58

7

1

5,9

94

,71

9

1

6,4

43

,41

0

1

6,9

18

,22

1

1

7,3

91

,32

2

1

7,9

01

,19

4

1

8,4

04

,73

4

2.

Rec

urr

ing

Mai

nte

nan

ce A

ssoc

iate

d f

rom

CA

PEX

Pro

gra

m o

n n

ew a

sset

s (f

unde

d fr

om G

ener

al F

und)

70

,37

3

13

3,6

51

2

19

,86

8

2

78

,42

0

2

88

,83

0

2

99

,09

6

3

09

,21

4

31

9,1

80

3

28

,98

8

3.

Dep

reci

atio

ns

Ass

ocia

ted

fro

m C

AP

EX P

rog

ram

on

new

ass

ets

(fun

ded

from

G

ener

al F

und)

- b

efor

e Rev

alua

tions

75

,78

7

14

4,5

76

2

36

,76

9

3

01

,03

9

3

11

,45

1

3

21

,71

9

3

31

,83

9

34

1,8

07

3

51

,61

7

Cap

ital

Wor

ks R

eser

ve (

Tran

sfer

(to

) /

fro

m)

Cap

ital W

orks

Res

erve

16,9

53,7

62

21,0

21,0

53

21,

634,

349

17,

774,

349

14,8

35,7

27

15,2

98,7

88

15,7

88,4

00

16,2

76,7

46

16,8

02,3

21

17,3

22,0

35

1

6,9

53

,76

2

2

1,0

21

,05

3

2

1,6

34

,34

9

1

7,7

74

,34

9

1

4,8

35

,72

7

1

5,2

98

,78

8

1

5,7

88

,40

0

1

6,2

76

,74

6

1

6,8

02

,32

1

1

7,3

22

,03

5

Oth

er R

eser

ve (

Tran

sfer

(to

) /

fro

m)

Sto

rmw

ater

Cha

rge

818

,902

6

36,1

65

76

7,98

8

725,

238

1,

040,

992

1,

026,

622

1,0

11,8

21

996

,576

980,

873

96

4,69

9

8

18

,90

2

6

36

,16

5

7

67

,98

8

7

25

,23

8

1,0

40

,99

2

1,0

26

,62

2

1,0

11

,82

1

9

96

,57

6

9

80

,87

3

9

64

,69

9

Net

Fu

nd

ing

-

-

-

-

-

-

-

-

-

-


SUM

MA

RY P

OSI

TIO

N -

S94

The

Hill

s S

hir

e C

oun

cil

10

Yea

r Fi

nan

cial

Pla

n2

02

2/

23

&S

UM

MA

RY

PO

SIT

ION

- S

94

20

12

/1

32

01

3/

14

20

14

/1

52

01

5/

16

20

16

/1

72

01

7/

18

20

18

/1

92

01

9/

20

20

20

/2

12

02

1/

22

Bey

ond

Pla

n

Inco

me

Gra

nts

& C

ontr

ibu

tion

s p

rovi

ded

for

Cap

ital

Pu

rpos

es1

4,8

09

,16

2

21

,88

0,7

33

2

9,7

78

,16

0

39

,53

4,7

11

4

4,4

70

,78

3

50

,33

8,0

03

6

9,9

09

,52

6

54

,00

2,7

91

4

9,1

08

,96

6

89

,69

4,1

08

1

39

,57

9,6

64

Exp

ense

s1

. C

apit

al E

xpen

dit

ure

/ A

sset

s (f

un

ded

fro

m S

94

)Com

mun

ity L

and

-

-

-

-

-

-

-

-

-

-

-

Bui

ldin

gs-

-

-

-

-

-

-

-

-

4,78

4,51

7

19

,220

,042

Infr

astr

uctu

re:

28,0

52,0

81

36

,156

,337

29

,873

,072

33

,940

,465

31

,025

,545

21

,226

,057

32

,394

,033

25

,516

,299

21

,373

,946

23

,267

,389

10

2,83

2,33

6

Roa

ds-

-

-

5,54

4,73

3

15

,000

,000

10

,000

,000

5,

000,

000

5,

000,

000

5,

000,

000

10

,825

,466

93

,692

,884

Sto

rmw

ater

Dra

inag

e-

-

-

-

-

-

-

-

-

8,97

0,55

0

1,

450,

115

Su

b T

otal

- C

apit

al E

xpen

dit

ure

28

,05

2,0

81

3

6,1

56

,33

7

29

,87

3,0

72

3

9,4

85

,19

8

46

,02

5,5

45

3

1,2

26

,05

7

37

,39

4,0

33

3

0,5

16

,29

9

26

,37

3,9

46

4

7,8

47

,92

2

21

7,1

95

,37

7

2.

Rec

urr

ing

Mai

nte

nan

ce A

ssoc

iate

d f

rom

S9

4 C

apex

(fun

ded

from

Gen

eral

Fu

nd)

00

05

5,4

47

20

5,4

47

30

5,4

47

35

5,4

47

40

5,4

47

45

5,4

47

70

1,2

53

3.

Dep

reci

atio

ns

Ass

ocia

ted

fro

m S

94

Cap

ex (f

unde

d fr

om G

ener

al F

und)

- b

efor

e Rev

alua

tion

00

05

6,2

89

20

8,5

65

31

0,0

82

36

0,8

41

41

1,6

00

46

2,3

58

70

9,8

66

20

22

/2

3 &

Res

erve

s R

econ

cilia

tion

20

12

/1

32

01

3/

14

20

14

/1

52

01

5/

16

20

16

/1

72

01

7/

18

20

18

/1

92

01

9/

20

20

20

/2

12

02

1/

22

Bey

ond

Pla

nO

peni

ng B

alan

ce(1

6,35

6,77

8)(3

0,86

3,50

0)(4

7,03

9,16

9)(4

9,48

8,41

3)(5

1,91

2,08

3)(5

6,10

1,31

8)(3

9,31

6,64

0)(7

,954

,092

)15

,721

,857

39,8

11,3

4584

,694

,253

plus

Con

trib

utio

ns14

,809

,162

21,8

80,7

3329

,778

,160

39,5

34,7

1144

,470

,783

50,3

38,0

0369

,909

,526

54,0

02,7

9149

,108

,966

89,6

94,1

0813

9,57

9,66

4pl

us I

nter

est

(1,2

63,8

03)

(1,9

00,0

65)

(2,3

54,3

31)

(2,4

73,1

83)

(2,6

34,4

73)

(2,3

27,2

67)

(1,1

52,9

45)

189,

458

1,35

4,46

83,

036,

722

2,29

4,32

0le

ss C

apex

(28,

052,

081)

(36,

156,

337)

(29,

873,

072)

(39,

485,

198)

(46,

025,

545)

(31,

226,

057)

(37,

394,

033)

(30,

516,

299)

(26,

373,

946)

(47,

847,

922)

(217

,195

,377

)

Clo

sin

g B

alan

ce(3

0,8

63

,50

0)

(47

,03

9,1

69

)(4

9,4

88

,41

3)

(51

,91

2,0

83

)(5

6,1

01

,31

8)

(39

,31

6,6

40

)(7

,95

4,0

92

)1

5,7

21

,85

73

9,8

11

,34

58

4,6

94

,25

39

,37

2,8

59

Fun

ds

Act

ual

ly A

vaila

ble

- O

pen

ing

Bal

ance

(1)

01

10

(1)

0(0

)1

5,7

21

,85

73

9,8

11

,34

58

4,6

94

,25

3pl

us B

orro

wed

fro

m C

ounc

il's

Gen

eral

Fun

ds14

,506

,723

16,1

75,6

702,

449,

244

2,42

3,66

94,

189,

234

2,20

02,

309

2,42

42,

546

2,67

42,

807

less

Rep

aid

to C

ounc

il's

Gen

eral

Fun

ds0

00

00

(16,

786,

877)

(31,

364,

857)

(7,9

56,5

16)

(2,5

46)

(2,6

74)

(2,8

07)

plus

Con

trib

utio

ns &

Int

eres

t13

,545

,359

19,9

80,6

6827

,423

,829

37,0

61,5

2941

,836

,309

48,0

10,7

3668

,756

,581

54,1

92,2

4850

,463

,434

92,7

30,8

3014

1,87

3,98

4le

ss C

apex

(28,

052,

081)

(36,

156,

337)

(29,

873,

072)

(39,

485,

198)

(46,

025,

545)

(31,

226,

057)

(37,

394,

033)

(30,

516,

299)

(26,

373,

946)

(47,

847,

922)

(217

,195

,377

)

Fun

ds

Act

ual

ly A

vaila

ble

- C

losi

ng

Bal

ance

01

10

(1)

0(0

)1

5,7

21

,85

73

9,8

11

,34

58

4,6

94

,25

39

,37

2,8

59

Net

Bal

ance

du

e fr

om /

(p

ayab

le t

o):

- O

ther

S94

Pla

ns-

-

-

-

-

-

-

-

-

-

-

- Cou

ncils

Gen

eral

Fun

ds(3

0,86

3,50

0)(4

7,03

9,17

0)(4

9,48

8,41

4)(5

1,91

2,08

3)(5

6,10

1,31

7)(3

9,31

6,64

0)(7

,954

,092

)0

00

0

Tota

l S9

4 B

alan

ce d

ue

from

/ p

ayab

le t

o ot

her

fu

nd

ing

so

urc

es(3

0,8

63

,50

0)

(47

,03

9,1

70

)(4

9,4

88

,41

4)

(51

,91

2,0

83

)(5

6,1

01

,31

7)

(39

,31

6,6

40

)(7

,95

4,0

92

)0

00

0


INCO

ME

STAT

EMEN

T20

12/1

320

13/1

420

14/1

520

15/1

620

16/1

720

17/1

820

18/1

920

19/2

020

20/2

120

21/2

2

Inco

me

from

Con

tinui

ng O

pera

tions

Reve

nue:

Rate

s &

Annu

al C

harg

es85

,314

,592

89

,547

,219

93

,095

,047

96

,617

,996

10

0,14

3,51

4

10

3,62

6,53

7

10

7,08

9,07

2

11

0,69

5,43

3

11

4,89

8,14

3

11

8,52

5,30

7

Us

er C

harg

es &

Fee

s14

,462

,684

14

,884

,796

15

,345

,250

15

,809

,193

16

,314

,736

16

,822

,714

17

,360

,882

17

,896

,515

18

,465

,306

19

,032

,604

In

tere

st &

Inve

stm

ent R

even

ue4,

377,

075

4,58

6,10

4

4,

816,

036

5,07

1,05

2

5,

376,

235

5,69

8,14

0

6,

040,

948

11,8

92,6

67

11,1

22,8

85

9,82

9,79

8

Ot

her R

even

ues

5,00

3,88

9

4,

038,

857

4,15

7,51

4

4,

282,

069

4,41

0,39

7

4,

542,

501

4,67

8,38

1

4,

818,

037

4,96

1,47

1

5,

108,

684

Gran

ts &

Con

trib

utio

ns p

rovi

ded

for O

pera

ting

Purp

oses

15,7

39,3

23

15,8

51,6

01

16,2

86,9

48

16,7

44,4

11

17,2

19,7

21

17,6

80,0

68

18,1

65,9

05

18,6

80,8

89

19,1

94,0

94

19,7

50,3

26

Gran

ts &

Con

trib

utio

ns p

rovi

ded

for C

apita

l Pur

pose

s17

,641

,612

23

,223

,808

30

,016

,160

39

,697

,711

44

,588

,783

50

,456

,003

70

,027

,526

54

,120

,791

49

,226

,966

89

,812

,108

O

ther

Inc

ome:

Net g

ains

from

the

disp

osal

of a

sset

s43

,414

,229

15

7,00

0

440,

000

82

1,00

0

119,

000

50

1,00

0

608,

000

21

2,00

0

484,

000

40

2,00

0

Tota

l Inc

ome

from

Con

tinui

ng O

pera

tions

185,

953,

404

152,

289,

386

164,

156,

955

179,

043,

432

188,

172,

386

199,

326,

963

223,

970,

714

218,

316,

332

218,

352,

864

262,

460,

826

Expe

nses

from

Con

tinui

ng O

pera

tions

Empl

oyee

Ben

efits

& O

n-Co

sts

48,8

04,1

47

50,2

31,5

84

51,8

32,5

49

53,5

59,5

58

55,6

24,0

00

57,6

05,0

92

59,8

31,9

54

61,8

84,8

49

64,3

67,3

09

66,5

60,3

66

Mat

eria

ls &

Cont

ract

s24

,283

,325

25

,040

,465

25

,805

,841

26

,614

,544

27

,471

,484

28

,395

,517

29

,290

,206

30

,155

,697

31

,042

,126

31

,949

,640

De

prec

iatio

n &

Amor

tisat

ion

18,8

92,1

46

20,2

90,3

85

21,7

74,1

97

23,3

80,4

62

25,1

21,0

79

27,0

17,2

30

28,9

83,8

21

31,0

29,3

41

33,2

13,6

34

35,5

46,4

18

Othe

r Exp

ense

s33

,691

,150

32

,793

,185

34

,499

,020

36

,215

,334

37

,004

,136

38

,485

,417

39

,681

,404

41

,262

,061

42

,997

,941

44

,453

,212

Tota

l Exp

ense

s fr

om C

ontin

uing

Ope

ratio

ns12

5,67

0,76

8

12

8,35

5,61

9

13

3,91

1,60

8

13

9,76

9,89

7

14

5,22

0,69

9

15

1,50

3,25

6

15

7,78

7,38

5

16

4,33

1,94

8

17

1,62

1,01

1

17

8,50

9,63

6

Net

Ope

ratin

g Re

sult

for

the

Year

60,2

82,6

36

23,9

33,7

67

30,2

45,3

48

39,2

73,5

35

42,9

51,6

87

47,8

23,7

07

66,1

83,3

29

53,9

84,3

84

46,7

31,8

54

83,9

51,1

90

Net

Ope

ratin

g Re

sult

befo

re G

rant

s an

d Co

ntri

butio

ns p

rovi

ded

for

Capi

tal

Purp

oses

42,6

41,0

24

70

9,95

8

229,

188

(4

24,1

76)

(1

,637

,096

)

(2

,632

,296

)

(3

,844

,196

)

(1

36,4

07)

(2

,495

,112

)

(5

,860

,918

)

Reco

ncili

atio

n to

Bud

get R

esul

t

Net

Ope

ratin

g Re

sult

for

the

Year

60,2

82,6

36

23,9

33,7

67

30,2

45,3

48

39,2

73,5

35

42,9

51,6

87

47,8

23,7

07

66,1

83,3

29

53,9

84,3

84

46,7

31,8

54

83,9

51,1

90

Less

: Gr

ants

& C

ontr

ibut

ions

pro

vide

d fo

r Cap

ital P

urpo

ses

(17,

641,

612)

(23,

223,

808)

(30,

016,

160)

(39,

697,

711)

(44,

588,

783)

(50,

456,

003)

(70,

027,

526)

(54,

120,

791)

(49,

226,

966)

(89,

812,

108)

Plus

: De

prec

iatio

n &

Amor

tisat

ion

18,8

92,1

4620

,290

,385

21,7

74,1

9723

,380

,462

25,1

21,0

7927

,017

,230

28,9

83,8

2131

,029

,341

33,2

13,6

3435

,546

,418

Plus

/(Le

ss)

Net R

eser

ve T

rans

fer

(17,

986,

012)

(20,

841,

248)

(21,

616,

129)

(22,

241,

537)

(23,

605,

680)

(24,

302,

621)

(25,

032,

987)

(25,

769,

043)

(26,

549,

366)

(27,

330,

949)

Plus

/(Le

ss)

Inve

stm

ent R

even

ue v

aria

nce

(Dra

ft vs

BU'

s)0

00

00

00

(5,2

98,5

51)

(2,9

79,1

43)

401,

714

Plus

/(Le

ss):

Inve

stm

ent (

Reve

nues

)/De

ficit

appl

icabl

e to

Sec

tion

940

00

00

00

(189

,458

)(1

,354

,468

)(3

,036

,722

)

Plus

/(Le

ss)

Othe

r Rev

enue

var

ianc

e (P

rope

rty

Deve

lopm

ent)

00

00

00

00

00

Less

: Ne

t gai

ns fr

om th

e di

spos

al o

f ass

ets

(43,

414,

229)

(157

,000

)(4

40,0

00)

(821

,000

)(1

19,0

00)

(501

,000

)(6

08,0

00)

(212

,000

)(4

84,0

00)

(402

,000

)

Plus

/(Le

ss)

Mat

eria

ls &

Cont

ract

s Ex

pens

e va

rianc

e (D

raft

vs B

U's)

070

,373

133,

651

219,

868

333,

867

494,

277

604,

543

664,

661

724,

627

784,

436

DRA

FT B

UDGE

T RE

SULT

- S

URPL

US /

[D

EFIC

IT]

Befo

re P

rovi

ding

for

NEW

ASS

ETS

132,

929

72,4

6880

,908

113,

616

93,1

7075

,589

103,

180

88,5

4476

,173

101,

979

The

Hill

s Sh

ire

Coun

cil

10 Y

ear

Fina

ncia

l Pla

n

INC

OM

E ST

ATEM

ENT


BALA

NCE

SH

EET

$'00

020

12/1

320

13/1

420

14/1

520

15/1

620

16/1

720

17/1

820

18/1

920

19/2

020

20/2

120

21/2

2

ASSE

TSCu

rren

t Ass

ets

Cash

& C

ash

Equi

vale

nts

21,5

33

5,17

6

3,

090

5,25

7

10

,282

36

,148

75

,018

11

0,90

9

145,

616

19

8,37

5

Inve

stm

ents

77,0

07

77,0

07

77,0

07

77,0

07

77,0

07

77,0

07

77,0

07

77,0

07

77,0

07

77,0

07

Rece

ivab

les

7,61

2

7,

880

8,18

0

8,

478

8,78

0

9,

080

9,38

0

9,

691

10,0

48

10,3

64

Inve

ntor

ies

14,4

13

14,4

13

14,4

13

14,4

13

14,4

13

14,4

13

14,4

13

14,4

13

14,4

13

14,4

13

Othe

r27

6

276

27

6

276

27

6

276

27

6

276

27

6

276

To

tal C

urre

nt A

sset

s12

0,84

0

104,

751

102,

965

105,

431

110,

758

13

6,92

417

6,09

421

2,29

624

7,36

130

0,43

5

Non

-Cur

rent

Ass

ets

Rece

ivab

les

702

72

6

754

78

2

809

83

7

865

89

3

926

95

5

Infra

stru

ctur

e, P

rope

rty,

Pla

nt &

Equ

ipm

ent

3,08

2,96

1

3,

123,

603

3,15

6,69

5

3,

194,

631

3,23

3,41

7

3,

256,

304

3,28

4,61

6

3,

303,

665

3,31

6,81

9

3,

349,

015

Inve

stm

ent P

rope

rty

6,99

6

6,

996

6,99

6

6,

996

6,99

6

6,

996

6,99

6

6,

996

6,99

6

6,

996

Tota

l Non

-Cur

rent

Ass

ets

3,09

0,65

8

3,13

1,32

53,

164,

445

3,20

2,40

83,

241,

222

3,

264,

137

3,29

2,47

63,

311,

554

3,32

4,74

13,

356,

967

TOTA

L AS

SETS

3,21

1,49

9

3,23

6,07

73,

267,

410

3,30

7,83

93,

351,

981

3,

401,

061

3,46

8,57

13,

523,

850

3,57

2,10

23,

657,

402

LIAB

ILIT

IES

Curr

ent L

iabi

litie

sPa

yabl

es14

,885

15

,064

15

,632

16

,225

16

,742

17

,354

17

,956

18

,583

19

,294

19

,929

Pr

ovisi

ons

15,0

42

15,4

82

15,9

76

16,5

08

17,1

44

17,7

55

18,4

41

19,0

74

19,8

39

20,5

15

Tota

l Cur

rent

Lia

bilit

ies

29,9

27

30,5

4731

,608

32,7

3333

,886

35

,108

36,3

9737

,657

39,1

3340

,444

Non

-Cur

rent

Lia

bilit

ies

Prov

ision

s84

4

869

89

7

926

96

2

996

1,

035

1,07

0

1,

113

1,15

1

To

tal N

on-C

urre

nt L

iabi

litie

s84

486

989

792

696

2

996

1,03

51,

070

1,11

31,

151

TOTA

L LI

ABIL

ITIE

S30

,772

31

,416

32,5

0433

,659

34,8

49

36,1

0537

,432

38,7

2740

,247

41,5

96

Net

Ass

ets

3,18

0,72

7

3,

204,

661

3,23

4,90

6

3,

274,

180

3,31

7,13

2

3,

364,

956

3,43

1,13

9

3,

485,

123

3,53

1,85

5

3,

615,

806

EQUI

TYRe

tain

ed E

arni

ngs

2,93

1,72

5

2,

955,

659

2,98

5,90

4

3,

025,

178

3,06

8,13

0

3,

115,

954

3,18

2,13

7

3,

236,

121

3,28

2,85

3

3,

366,

804

Reva

luat

ion

Rese

rves

249,

002

24

9,00

2

249,

002

24

9,00

2

249,

002

24

9,00

2

249,

002

24

9,00

2

249,

002

24

9,00

2

Coun

cil E

quity

Inte

rest

3,18

0,72

7

3,

204,

661

3,23

4,90

6

3,

274,

180

3,31

7,13

2

3,

364,

956

3,43

1,13

9

3,

485,

123

3,53

1,85

5

3,

615,

806

Tota

l Equ

ity3,

180,

727

3,20

4,66

1

3,

234,

906

3,27

4,18

0

3,

317,

132

3,36

4,95

6

3,

431,

139

3,48

5,12

3

3,

531,

855

3,61

5,80

6

The

Hill

s Sh

ire

Coun

cil

10 Y

ear

Fina

ncia

l Pla

nB

ALA

NC

E SH

EET

$’00

0


CASH

FLO

W S

TATE

MEN

T20

12/1

320

13/1

420

14/1

520

15/1

620

16/1

720

17/1

820

18/1

920

19/2

020

20/2

120

21/2

2

Cash

Flo

ws

from

Ope

rati

ng A

ctiv

itie

sR

ecei

pts:

Rate

s &

Annu

al C

harg

es85

,049

89,3

0692

,824

96,3

4899

,870

103,

355

106,

817

110,

414

114,

574

118,

239

User

Cha

rges

& F

ees

14,4

1814

,845

15,3

0115

,765

16,2

7016

,779

17,3

1717

,851

18,4

1318

,987

Inte

rest

& I

nves

tmen

t Rev

enue

Rec

eive

d4,

377

4,58

64,

816

5,07

15,

376

5,69

86,

041

11,8

9311

,123

9,83

0G

rant

s &

Cont

ribut

ions

33,3

8139

,075

46,3

0356

,442

61,8

0968

,136

88,1

9372

,802

68,4

2110

9,56

2O

ther

4,98

84,

028

4,14

54,

270

4,39

84,

531

4,66

64,

806

4,94

75,

096

Paym

ents

:Em

ploy

ee B

enef

its &

On-

Cost

s(4

7,79

0)(4

9,68

4)(5

1,04

9)(5

2,72

5)(5

4,71

2)(5

6,67

7)(5

8,82

7)(6

0,92

5)(6

3,22

8)(6

5,55

1)M

ater

ials

& C

ontr

acts

(24,

175)

(24,

999)

(25,

675)

(26,

479)

(27,

353)

(28,

256)

(29,

153)

(30,

014)

(30,

883)

(31,

808)

Oth

er(3

3,54

1)(3

2,73

9)(3

4,32

4)(3

6,03

1)(3

6,84

5)(3

8,29

6)(3

9,49

6)(4

1,06

8)(4

2,77

7)(4

4,25

6)

Net

Cas

h pr

ovid

ed (

or u

sed

in)

Ope

rati

ng A

ctiv

itie

s36

,707

44,4

1852

,341

62,6

6268

,813

75,2

6995

,558

85,7

5780

,591

120,

100

Cash

Flo

ws

from

Inv

esti

ng A

ctiv

itie

sR

ecei

pts:

Sale

of I

nves

tmen

t Pro

pert

y0

00

00

00

00

0Sa

le o

f Rea

l Est

ate

Asse

ts55

,000

00

00

00

00

0Sa

le o

f Inf

rast

ruct

ure,

Pro

pert

y, P

lant

& E

quip

men

t1,

198

782

1,06

51,

446

744

1,12

61,

233

837

1,10

91,

027

Paym

ents

:Pu

rcha

se o

f Inv

estm

ent P

rope

rty

00

00

00

00

00

Purc

hase

of I

nfra

stru

ctur

e, P

rope

rty,

Pla

nt &

Equ

ipm

ent

(52,

198)

(61,

557)

(55,

491)

(61,

941)

(64,

532)

(50,

529)

(57,

921)

(50,

703)

(46,

993)

(68,

368)

Purc

hase

of R

eal E

stat

e As

sets

(19,

175)

00

00

00

00

0

Net

Cas

h pr

ovid

ed (

or u

sed

in)

Inve

stin

g Ac

tivi

ties

(15,

175)

(60,

775)

(54,

426)

(60,

495)

(63,

789)

(49,

403)

(56,

688)

(49,

866)

(45,

884)

(67,

341)

Net

Inc

reas

e/(D

ecre

ase)

in C

ash

& C

ash

Equi

vale

nts

21,5

32(1

6,35

7)(2

,085

)2,

167

5,02

425

,866

38,8

7035

,891

34,7

0752

,759

plus

: Cas

h, C

ash

Equi

vale

nts

& I

nves

tmen

ts -

beg

inni

ng o

f yea

r77

,007

98,5

4082

,183

80,0

9782

,265

87,2

8911

3,15

515

2,02

518

7,91

622

2,62

3

Cash

, Cas

h Eq

uiva

lent

s &

Inv

estm

ents

- e

nd o

f the

yea

r98

,540

82,1

8380

,097

82,2

6587

,289

113,

155

152,

025

187,

916

222,

623

275,

382

Rep

rese

ntin

g:-

Exte

rnal

Res

tric

tions

(S9

4)(3

0,86

3)(4

7,03

9)(4

9,48

8)(5

1,91

2)(5

6,10

1)(3

9,31

6)(7

,953

)15

,723

39,8

1284

,695

- Ex

tern

al R

estr

ictio

ns (

Unex

pend

ed G

rant

s)4,

580

4,58

04,

580

4,58

04,

580

4,58

04,

580

4,58

04,

580

4,58

0-

Inte

rnal

Res

tric

tions

(Re

serv

es)

101,

413

98,9

7996

,280

97,6

7510

3,63

510

9,87

911

5,73

612

2,27

312

9,43

013

7,38

6-

Unre

stric

ted

23,4

0925

,663

28,7

2531

,921

35,1

7538

,012

39,6

6245

,340

48,8

0148

,721

Tota

l Cas

h &

Inv

estm

ents

98,5

4082

,183

80,0

9782

,265

87,2

8911

3,15

515

2,02

518

7,91

622

2,62

327

5,38

2

- In

tern

al R

estr

ictio

ns (

Rese

rves

) les

sS9

4 Bo

rrow

ings

70,5

5051

,940

46,7

9245

,763

47,5

3470

,563

107,

783

137,

996

169,

242

222,

081

The

Hill

s Sh

ire

Coun

cil

10 Y

ear

Fina

ncia

l Pla

nC

ASH

FLO

WS

STAT

EMEN

T


The Hills Shire Council10 Year Financial Plan

250,000,000

300,000,000 Operating Income (Statutory Format)

160,000,000

180,000,000

200,000,000 Operating Expenses (Statutory Format)

0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Operating Income (Statutory Format)

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Operating Expenses (Statutory Format)

0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


50,000,000

60,000,000

70,000,000

80,000,000

90,000,000 Operating Result (Statutory Format)

20 000 000

30,000,000

40,000,000

50,000,000

Operating Result before Capital Grants & Contributions (Statutory Format)

0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Operating Result (Statutory Format)

(10,000,000)

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


(10,000,000)

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


40 000 000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000 Operational Income (Budget Format)

40 000 000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000 Operational Expenses (Budget Format)

0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


(10,000,000)

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Operational Income (Budget Format)

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Operational Expenses (Budget Format)

140,000 Operational Result (Budget Format)

300,000 Cash, Cash Equivalents & Investment Balance (total)

0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


(10,000,000)

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


20,000

40,000

60,000

80,000

100,000

120,000

140,000 Operational Result (Budget Format)

0

50,000

100,000

150,000

200,000

250,000

300,000 Cash, Cash Equivalents & Investment Balance (total)

0

50,000,000

100,000,000

150,000,000

200,000,000

250,000,000

300,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

200,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


(10,000,000)

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

160,000,000

180,000,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022


0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Operational Result (Budget Format)

0

50,000

100,000

150,000

200,000

250,000

300,000

2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

Cash, Cash Equivalents & Investment Balance (total)


The

Hill

s Sh

ire

Coun

cil

10 Y

ear

Fina

ncia

l Pla

n

Unre

stric

ted

Curre

nt R

atio

Debt

Ser

vice

Rat

io70

00%

Rate

s &

Annu

al C

harg

es C

over

age

Ratio

6.00

8.00

10.0

0

12.0

0Un

rest

ricte

d Cu

rrent

Rat

io

4000

%

50.0

0%

60.0

0%

70.0

0%

80.0

0%

90.0

0%

100.

00%

Debt

Ser

vice

Rat

io

30.0

0%

40.0

0%

50.0

0%

60.0

0%

70.0

0%Ra

tes

& An

nual

Cha

rges

Cov

erag

e Ra

tio

0.00

2.00

4.00

2013

20

14

2015

20

16

2017

20

18

2019

20

20

2021

20

22

0.00

%

10.0

0%

20.0

0%

30.0

0%

40.0

0%

2013

20

14

2015

20

16

2017

20

18

2019

20

20

2021

20

22

0.00

%

10.0

0%

20.0

0%

3000

%

2013

20

14

2015

20

16

2017

20

18

2019

20

20

2021

20

22

100.

00%

120.

00%

140.

00%

Build

ing

& In

frast

ruct

ure

Rene

wal

Rat

io

250

3.00

3.50

4.00

FT E

mpl

oyee

s pe

r 100

0 Ca

pita

Rat

io

330

6%3.

356%

3.40

6%3.

456%

Rate

s, A

nnua

l Cha

rges

, Int

eres

t & E

xtra

Cha

rges

Ou

tsta

ndin

g Pe

rcen

tage

0.00

%

20.0

0%

40.0

0%

60.0

0%

80.0

0%

100.

00%

0.00

0.50

1.00

1.50

2.00

2.50

3.00

6%

3.05

6%3.

106%

3.15

6%3.

206%

3.25

6%3.

306%

3.35

6%

0.00

%20

13

2014

20

15

2016

20

17

2018

20

19

2020

20

21

2022

0.00

2013

20

14

2015

20

16

2017

20

18

2019

20

20

2021

20

22

3.00

6%20

13

2014

20

15

2016

20

17

2018

20

19

2020

20

21

2022

THE HILLS SHIRE COUNCILEmail: [email protected]

Phone: (02) 9843 0555The Hills Shire Council

PO Box 75 Castle Hill NSW 1765


Documents

RESOURCING STRATEGY - The Hills Shire€¦ · THE HILLS SHIRE COUNCIL RESOURCING STRATEGY 2012 - 2013 69 PROACTIVE LEADERSHIP The most significant challenge for Council in delivering