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The deletion of the right of way and easement makes it possible to create the resulting lots without this unnecessary affection for their title. The release of the right of way and servitude for services 4 meters wide from the title of Lot 51 DP to 60 Hezlett Road, Kellyville) and the request document/trade is authorized for execution under Council Seal.

THE HILLS SHIRE PLAN QUARTER THREE REVIEW

THE HILLS SHIRE PLAN QUARTER 3 REVIEW

COMMUNITY VISION

COMMUNITY VALUES

INTEGRATED PLANNING FRAMEWORK

QUARTERLY REPORTS The quarterly report to Council

VIBRANT COMMUNITIES PROACTIVE LEADERSHIP

PROTECTED ENVIRONMENT MODERN LOCAL ECONOMYBALANCED URBAN GROWTH

KEEPING UP THE FIGHT FOR A UNITED HILLS

NEW OUTDOOR GYMS UNVEILED

BOUNDARY ROAD UPGRADE COMPLETED

PROPOSAL FOR FAIRWAY RESERVE

CLEAN UP AUSTRALIA DAY Hills residents rolled up their sleeves for

BAULKHAM HILLS TOWN CENTRE WORKS IN

TECH SAVVY SENIORS Mandarin-speaking Hills residents have

FOOTBALL CLUBS ISSUED WINTER GROUNDS

ALLOCATIONS

FOX BAITING

READING CHALLENGE The Hills Shire Library 2016 Reading

GLENHAVEN RURAL FIRE STATION UPGRADE

7 The Hills Shire Council HILLS SHIRE 3RD QUARTER PLAN REVIEW FROM MARCH 2016 including Glenhaven Christmas carols.

SYDNEY HILLS SMALL BUSINESS EXCHANGE

LUNAR NEW YEAR

HILLS COMMUNITY CARE CELEBRATED 25 YEARS

SUMMER SERIES SUCCESS

MERYLL AVENUE RESERVE SCORES A NEW PLAYGROUND

NEW PLANNING CONTROLS AND NOTIFICATIONS

AUSTRALIA DAY

CASTLEWOOD COMMUNITY RESERVE UPGRADED

9 Hills Shire Council QUARTER 3 PLAN REVIEW HILLS SHIRE WORKFORCE STRATEGY AND BUSINESS MARCH 2016 18 Hills Shire Council HILLS SHIRE QUARTER 3 PLAN REVIEW MARCH 2016 LISTENING TO OUR LIBRARY CUSTOMERS.

HOW WE PROGRESSED OUR FOUR YEAR ACTIONS

Completion of master plan and development controls pending final outcome of Windsor Rd/Seven Hills Rd/Old Northern Rd separation concept with State Government for potential land acquisition at key strategic investigation locations. However, the finalization of any agreement has been delayed until the new local government boundary is set in June 2016.

MEASURING OUR QUALITY OF LIFE PERFORMANCE

MEASURING OUR OPERATIONAL PERFORMANCE

Newspaper articles: two promoting Clean Up Australia Day and four promoting a mobile chemical collection event. Hills Home Show and Life Style Expo: Held March 12th and 13th at the Bernie Mullane Sports Complex.

9.14 RETAIL

The event was designed to facilitate and encourage greater connectivity between local services located in the Hills or funded to provide services in the Hills. The 100 Leaders event with 90 participants and the XVenture Corporate Challenge with 180 participants from 30 companies joined the event around Norwest Business Park to showcase what we have in the Hills.

THE HILLS SHIRE COUNCIL THE HILLS SHIRE PLAN 2015 - 2016

QUARTER THREE REVIEW

ORDINARY MEETING OF COUNCIL 26 APRIL, 2016

ITEM-11 BUDGET REVIEW AS AT 31 MARCH 2016

MEETING DATE: 26 APRIL 2016 COUNCIL MEETING

AUTHOR: MANAGER CORPORATE & STRATEGIC PLANNING ANEESH ZAHRA

RESPONSIBLE OFFICER: CHIEF FINANCIAL OFFICER CHANDI SABA

REPORT

As such, the concept of matching does not exist and the Statutory Accounts reflect an operating surplus of $95.7 million (Appendix 1 Page 9) which is somewhat misleading. The reconciliation between the initial operating surplus of $95.7 million and the initial budget surplus of $63,000 is detailed in Appendix 1 Page 9.

Recurrent Operations

Income – Increase $44k

Insurance Recovery – Increase $31k

Phone Dividend Income – Increase $17k

Rezoning Income – Increase $117k

Columbia Court Lease Income – Decrease $27k

Drainage Easement Income – Increase $49k

Road Restorations Income – Increase $216k

Road Opening Income – Increase $8k

Waste Levies – Decrease $605k

Waste Carbon Refund – Increase $216k

Pensioner Subsidy Grant Income - Increase $22k

Expenditure – Increase $80k

Postage Costs - Increase $92k

Pensioner Subsidy – Increase $13k

Consultancy for Pioneer Theatre Room – Increase $20k

Major Plant and Motor Vehicle Fuel – Decrease $250k

Road Restorations Expenditure - Increase $124k

Temporary Sports Infrastructure at Kellyville Park - Increase $81k

MOVEMENT IN RESERVES

Transfer to Reserves – Increase $33k

Purchase of Hills Community Care Bus – $80k

Capital Works

As a result, a mayoral minute was passed on 22 March 2016 recommending that the NSW President and the relevant Minister be written to and council officers identify further projects that can be submitted while we await approvals for the current projects. Accordingly, Council officers have identified the following new projects to feature in this review:

Variations proposed in this review are as follows

New Jobs $1,359k

It was reported in the last Budget Review that works totaling $38.8 million will not be delivered in this financial year for reasons beyond Council's control and any funds unspent on 30 June will be carried over to the new financial year.

Other Variations proposed in this review are as follows

  • Increased funding for Existing Jobs $554k
  • Reduced funding for jobs $1k
  • Completed Jobs $303k
  • of the Environmental Planning Assessments Act enables Councils to prepare Developer Contribution Plans to provide public amenities such as Open Space, Roads,
  • funds invested as at 1 July 2015 amounted to $117.5m

If all the above expenditure and income materialize in this financial year, it is expected that Section 94 funds will amount to $113.3m at 30 June 2016.

Real Estate Assets

Real Estate Asset Purchase – $4.1m

Savings from Real Estate Asset Purchase – $53k

Reserve Funds (Internal Restrictions)

CONCLUSION

IMPACTS Financial

Hills Future

RECOMMENDATION

ATTACHMENTS

Financial Summaries Page 6–10 Budget Review Statements

Listing of Contracts & Other Expenses

If all planned expenditure and income materialize in this financial year, Section 94 funds are expected to total $113.3m at 30 June 2016.

The Hills Shire Council

The necessary expenses for the construction of the new path due to the projects brought by the program of future works according to the minutes of the Mayor of the Municipality 2/2016, financed by the Capital Works Reserve. Hills Shire Council Annex 1 PAGE 31 UNLIMITED CHECK REPORT (Fact Based) DEBT SERVICE COMPLETE ANNUAL FEES COVERAGE RATE (Based on Revised Budget) RATE, ANNUAL FEE, INTERNET TREATMENT AND BUILDING.

ITEM-12 DRAFT HILLS SHIRE PLAN 2016/17 - 2019/20

BACKGROUND

ORDIN

REPOR The Hil

FY 16/1 Operati

NARY MEET

TING OF C

COUNCIL

26 APRI

  • The Community Strategic Plan – Hills Future
  • The Delivery Program 2016/17
  • Resourcing Strategy

These priorities are summarized in actions and are included in the implementation program per theme. The Operational Plan outlines the operational aspects of the Plan. The Operational Plan sets out the annual Board activities that will be undertaken to contribute to the achievement of the Results under each Theme and how their effectiveness will be measured.

Growth responsibl

Budget

THEME - Vibrant Communities

This totals to $96.4m representing 35.9% of Council’s total budget

16.7m of this expenditure is funded by Developer Contributions and Grants

This Budget will facilitate a connected and supported community, with access to a range of services and facilities that contribute to health &

THEME - Protected Environment

31.2m of this expenditure is funded by Grants, Contributions and Waste Management Levies

THEME – Modern Local Economy

THEME - Proactive Leadership

Rates Revenue

Yield % Total Rates

000 Average Rate $

  • Stormwater Levy
  • Waste Management Charges
  • Fees and Charges
  • Items not included in the Budget
  • Developer Contribution funded Capital Works (Section 94)
  • Statutory Format-Income Statement
  • Community Grants Program

A draft program of works totaling US$448 million over the next four years is detailed in the funding strategy. Ten-year projections of business statements, balance sheets, cash flow projections and charts are described in more detail in the long-term financial plan.

Nos Amount

It is also expected, and in accordance with the projections detailed in Annex 1, Part 3, Page 117, to the Long-Term Financial Plan, that there will be sufficient funds in the General Fund to carry out the Section 94 jobs identified each year through internal borrowings . This plan is based on financing these shortfalls by receiving funds from the Housing Promotion Fund established by the State Government.

Allocated Requested 2 nd Round Funding

  • Public Exhibition
  • The Draft Hills Shire Plan containing the Community Strategic Direction – Hills Future, Delivery Program, Operational Plan, and Resourcing Strategy containing
  • Casual Venue Hire Bookings that have been made and confirmed before the 28 April 2016, that currently are of a duration less than the recommended minimum
  • Draft Hills Shire Plan 2016/17 (233 pages)

The Municipalities Act prescribes that the Draft Management Plan is publicly exhibited for a period of at least 28 days. In accordance with the timetable set by the Council, it is proposed to exhibit the draft operational plan from Thursday 28 April 2016 to Friday 27 May 2016.

EXECUTIVE

SUMMARY 2016-2017

More details of these priorities can be found in the Hills Shire Plan (Pages 16 to 41) and also in this Executive Summary. The draft budget and long term financial plan can be found in the Hills Shire Plan (Pages 100 to 118).

HILLS SHIRE PLAN SNAPSHOT

Detailed jobs planned for the coming year on buildings and parks, roads, foot and cycle paths, traffic and stormwater are listed in the Hills Shire Plan (pages 80 to 97). Other activities the Council plans to undertake in the next financial year are described in the Hills Shire Plan (pages 124 to 157).

MANAGING OUR MONEY

The Hills Shire Plan aligns the Council's resource capabilities with the needs of the community and shows how we strive to achieve a better quality of life for all who live, work and visit our Shire. An independent review and analysis of our financial sustainability by the NSW Treasury Corporation.

WHERE THE RECURRENT MONEY COMES FROM

The Council is particularly proud of its community events and delighted to see so many people enjoying high quality cultural events and celebrations close to home.

148 MILLION

RECURRENT EXPENDITURE

122 MILLION

CAPITAL EXPENDITURE

146 MILLION

WHERE THE MONEY IS SPENT

BUDGET SNAPSHOT

POPULATION

DELIVERING SERVICES &

INFRASTRUCTURE OF

268 MILLION $4.7 COMMUNITY ASSETS BILLION

AVERAGE RESIDENTIAL RATES

96% OF RESIDENTS

SATISFIED

DEBT FREE

SINCE 2002

35.5 MILLION

OPERATING SURPLUS

INFRASTRUCTURE BACKLOG

INFRASTRUCTURE

ABOVE SATISFACTORY

BALANCED URBAN

TRANSPORT

RESPONSIBLE PLANNING

BALANCED URBAN GROWTH

SAFE, CONVENIENT, ACCESSIBLE TRANSPORT, RESPONSIBLE PLANNING

COMPLETED ACTIONS

CURRENTLY IN PROGRESS AND ON TRACK FOR COMPLETION

NEW ACTIONS COMMENCING 2016/2017

VIBRANT COMMUNITIES

PUBLIC PLACES

COMMUNITY SERVICES

COMMUNITY BUILDINGS

Call for expressions of interest from commercial catering operators to use the Bella Vista Farm Park homestead, buildings adjacent to the homestead and the surrounding area. Identify suitable on-site parking locations for future commercial adaptive reuse services and establish criteria for an acceptable level of use for the Bella Vista Farm Park homestead.

ACTIVE LIFESTYLE, CONNECTED AND SUPPORTED COMMUNITY

VIBRANT COMMUNITIES

CURRENTLY IN PROGRESS AND ON TRACK FOR COMPLETION

PROTECTED ENVIRONMENT

PROTECTED ENVIRONMENT

OUR UNIQUE NATURAL ENVIRONMENT IS VALUED, MAINTAINED AND ENHANCED AND OUR NATURAL RESOURCES ARE USED WISELY

MODERN 1%

LOCAL ECONOMY

MODERN LOCAL ECONOMY

Tourism generated $350M

Consider dual use of Richmond Airport for a limited number of commercial and domestic flights in the interim period, while considering Sydney's future needs for a second airport - pending a response from the Federal Government. Implement Transurban and RMS management plan for their land and ensure regular maintenance - pending a response from the federal government.

PROACTIVE LEADERSHIP

Apply for RMS approval to build traffic lights on Glenhaven Road/Old Northern Road - funded by Sec 94 A funds.

PROACTIVE LEADERSHIP

MILLION

OPERATING SURPLUS

LOOKING AHEAD

FINANCIAL HIGHLIGHTS

WHAT WE HAVE WHAT WE OWE NET WORTH

THE HILLS SHIRE COUNCIL

STRATEGIC DIRECTION

DELIVERY PROGRAM

RESOURCING

DELIVERY PROGRAM 2016-2020

CONTENTS

LOCAL GOVERNMENT REFORM

OUR SHIRE

With direct access to Sydney's freeway system, The Hills Shire enjoys easy access to the CBD and airport. The Hills Shire is predominantly residential with rural areas in the northern areas of the Shire, agriculture, national parks, as well as semi-rural and rural-residential living.

THE BEGINNING

The first European visitors to the Hills area were members of an expedition led by Governor Phillip of Parramatta in April 1791. Located in Sydney's north, about 30 kilometers from the Sydney CBD, The Hills Shire occupies an area of ​​387 square kilometres.

THE HILLS SHIRE TODAY

The 2011 census shows that 32.6% of the residents of The Hills Shire were born overseas, and 29% speak a language other than English. The Hills Shire Council's strategic direction has been prepared to ensure that the organization has a clear direction that guides the allocation of resources over the long, medium and short term.

REPORTING ON OUR FUTURE

COMMUNITY

VALUES

STRATEGIC DIRECTION

PLANNING PROCESS

OUR THEMES - COMMUNITY OUTCOMES

MAYOR’S MESSAGE

OUR COUNCILLORS

FROM THE GM

The major challenges facing this plan are the funding shortfalls created as a result of the decisions by the former state government to limit developer contributions to $30K per lot. It also details all the planning assumptions, rating and pricing policies and the financial objectives for which this plan has been prepared.

FINANCIAL OVERVIEW

Independent analysis of our finances by the NSW Treasury Corp has upgraded our financial sustainability from 'healthy' to 'strong'. This financial sustainability assessment further underlines our status as one of the best managed local government areas in New South Wales.

UNRESTRICTED CURRENT RATIO

BUILDINGS & INFRASTRUCTURE ASSET RENEWALS RATIO

EARNINGS BEFORE INTEREST EXPENSE &

DEPRECIATION $M

WHERE THE RECURRENT MONEY COMES FROM

RESIDENTIAL AVERAGE

0.30 per week

CAPITAL EXPENDITURE

IN 2016-17WHERE THE MONEY IS SPENT

FINANCIAL SUSTAINABILITY RATIOS

As such, the corresponding concept is not in place and the Statutory Accounts are listed under the Long Term Financial Plan. Reconciliation between the operating surplus and the budget surplus is detailed in the Long Term Financial Plan.

BUDGET SUMMARY

Proceeds from the sale of real estate assets are transferred to reserves according to the real estate investment strategy and can be used for major projects and not for financing recurring operations. Recurring operations are income and expenses for continuously supplying the municipality's core businesses.

WHERE WE ARE NOW

CHALLENGES FOR TOMORROW

  • Make it easier for people to be involved in their communities
  • Restore trust in State and Local government as a service provider
  • Improved government transparency
  • Grow patronage on public transport
  • Rebuild State finances
  • Invest in critical infrastructure

Our result of proactive leadership is focused on valuing our clients and achieving prudent financial management and good governance.

STRATEGY LINKS TO NSW 2021 PLAN

KEY PARTNERS

CONTINUED

Council has a clear strategic direction that guides its

  • Apply IP&R Guidelines and monitor progress of The Hills Strategic Plan and provide quality services and
  • Develop and implement people management strategies to support all groups to deliver community outcomes
  • Identify potential development opportunities to generate additional income to support the funding of

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

CHALLENGES FOR TOMORROW

  • Enhance cultural, creative sporting and recreation facilities
  • Ensure NSW is ready to deal with major emergencies and natural disasters
  • Increase opportunities for seniors to fully participate in community life
  • Increase opportunities for people with a disability
  • prevent and reduce the level of crime
  • Enhance cultural, creative sporting and recreation facilities
  • Making it easier for people to be involved in their community
  • Reduce travel times
  • Improve road safety
  • Build Liveable cities

We provide quality, cost-effective long day care services and frail elderly services through Hills Community Care. Maintain/Trend Up Maintain/Trend Up Maintain/Trend Up Maintain/Trend Up Maintain/Trend Up Maintain/Trend Up.

KEY PARTNERSSTRATEGY LINKS TO

Improve the efficiency of the road network Objective 8: Increase patronage of public transport by making it a more attractive choice.

NSW 2021 PLAN

The Shire’s natural and built

Manage new and existing

  • Development proposals are assessed and respond to Council’s strategic policy as contained with LEP and DCP
  • Implement Public Domain Plan re Baulkham Hills Town Centre (indicative costs only, costs dependant on final plan)
  • Revisit Master Plan and then the town planning controls re Baulkham Hills Town Centre
  • Develop strategy to change former HCC site into development site re Baulkham Hills Town Centre
  • Rezone Bella Vista Farm Park to be consistent with CMP
  • Master Plan DA re Leisure Precinct around Showground
  • Ensure the subdivision of new land meets all regulatory and policy requirements and enhances the Garden Shire image
  • Determine development applications and land use applications in an efficient and effective manner
  • Develop and implement electronically integrated customer interface that will enable home owners to enquire as to what

The Council installed photovoltaic (solar) energy systems in four separate community buildings to reduce the Municipality's electricity use and greenhouse gas emissions. COUNCIL'S TOTAL ENERGY CONSUMPTION HAS FALLEN OUR RECYCLED ELECTRONIC WASTE 8.1 Strengthening our local environment.

Increase opportunities for people to look after their own neighbourhoods and environments

STRATEGY LINKS TO NSW 2021 PLAN

Place downward pressure on cost of living

The Norwest Rail Corridor Strategy with increased targets for jobs within 800m of railway stations has seen a sharp increase in interest for industrial, commercial and retail space in The Sydney Hills. Building awareness of the visitor economy and the range of great opportunities available in The Sydney Hills.

Improve the performance of the NSW economy

Increase the competitiveness of doing business in NSW

Number of leads generated for conferences and events to be held in The Sydney Hills.

RESOURCING

STRATEGY 2016-2020

This report provides information about the Council's workforce strategy, asset management strategy and long-term financial plan. These strategies focus on how Council resources will be used to meet the community aspirations identified in the Community Strategic Plan.

RESOURCING STRATEGY

44 HILLS SHIRE PLAN - RESOURCING STRATEGY PLAN YEAR 1 Hills Shire Council is pleased to present its resource strategy.

RESOURCING STRATEGY YEAR ONE

INDEX

Resourcing Strategy

WORKFORCE

INTRODUCTION

THE PEOPLE

THE CULTURE

AGE (FTE)

GENDER

TYPE OF EMPLOYMENT

LENGTH OF EMPLOYMENT

TURNOVER

INDUSTRIAL

LENGTH OF EMPLOYMENT

ORGANISATIONAL STRUCTURE

WORKFORCE PLANNING CHALLENGES

AGEING WORKFORCE AND SUCCESSION PLANNING

CHANGES TO LEGISLATION

STAFFING GAPS

MEETING THE NEEDS AND EXPECTATIONS OF A RAPIDLY

FINANCIAL CONSTRAINTS

WORKFORCE MANAGEMENT PLAN CURRENT STRENGTHS

54 THE HILLS SHIRE PLAN - RESOURCE STRATEGY YEAR 1 OF PLAN The Hills Shire Community Strategic Plan reflects. the community's vision and long-term goals for the health and well-being of its people, its economy and the natural and built environment is an overarching document underpinned by a series of medium-term plans. The Workforce Management Plan summarizes what the Council will do to build the organizational capacity needed to achieve the outcomes in the long and medium term plans.

INTEGRATED PLANNING FRAMEWORK

The Resource Strategy consisting of a Long Term Financial Plan, Asset Management Strategy and a Workforce Management Plan enables the Council to deliver its services to the community in a coherent and sustainable manner. The Hills Shire Council aims to attract, recruit and retain employees with the skills, experience and motivation required to deliver quality services to residents and achieve the outcomes in the strategic plan.

RECRUITMENT AND RETENTION

The Resource Strategy supports these plans by describing how the Council will meet its obligations now and in the future, taking into account its workforce, finances and assets. As the Hills Shire Council strives to maintain a skilled and diverse workforce within some competitive labor markets, retention of critical skills is important and consequently the development and implementation of effective retention strategies is important.

CAPABILITY AND PERFORMANCE DEVELOPMENT

Technology has contributed to substantial changes in recruitment processes and the Council will review and develop a recruitment strategy that reflects current practice and technology and will promote Council as an employer of choice within the industry. The Council will also need to focus on improving its employment policies and conditions to cope with the challenging and ever-changing issues that the workforce of the future will face, to ensure that it can continue to attract a workforce and maintain the range of services expected by its stakeholders.

WORKPLACE DEVELOPMENT

We must ensure that our processes add value and offer our customers the best value for money. This includes using techniques such as systems thinking and business process assessment and improvement to ensure we are getting value for money from our systems and processes.

EQUAL EMPLOYMENT OPPORTUNITY

56 THE HILLS SHIRE PLAN - RESOURCE STRATEGY YEAR 1 OF PLAN The Hills Shire Council provides a safe operation. While we are proud of our safety record, we must all continue to work hard to ensure the safety of all our staff and customers at all times.

SAFETY AND WELLBEING OF STAFF

The Board is focused on improving our safety record and our safety management system has identified our priority areas.

SUMMARY

ASSET MANAGEMENT

Asset management is critical to achieving local government's strategic objectives using an integrated planning approach. The Hills Shire Council has prepared this Asset Management Strategy under these guidelines and it is now on public exhibition for comment as part of our integrated planning and reporting documents.

ASSET MANAGEMENT POLICY

Local Councils in NSW are required to carry out their planning and reporting activities in accordance with the Local Government Act 1993 and the Local Government (General) Regulation 2005. At present our Asset Management Strategy and Policy only deals with Council's physical assets, but it is recognized that Council is the custodian of many "soft assets" such as intellectual property that also require effective management.

POLICY STATEMENT

The Community Strategic Plan provides a means of expressing the long-term aspirations of the community, however, these will not be achieved without sufficient resources – time, money, tools and people to realize them. The Council is the custodian of approximately $4.7 billion of community assets that enable the delivery of services and amenities for The Hills Shire.

GOALS

This document accounts for all the Council's assets and describes how we will responsibly manage the assets over time and how those assets contribute to meeting the needs of the community. It also determines compliance with regulatory requirements and to communicate funding provided for the operation, maintenance and renewal of assets.

PRINCIPLES

ASSIGNING RESPONSIBILITIES

ASSET MANAGEMENT STRATEGY

INFRASTRUCTURE CATEGORIES

ASSET MANAGEMENT FUNDING OBJECTIVES

ASSET MANAGEMENT OBJECTIVES

This makes it possible to determine the relationship between the level of service and cost of the service. Technical levels of service relate to keeping the asset in a satisfactory condition so that it can function without failure.

CONDITION RATING

This service level and cost can be evaluated in consultation with the community and stakeholders to determine the optimal level of service they are willing to spend.

LEVELS OF SERVICE

CONDITION RATING MEASURES Rating Description of Condition

INFRASTRUCTURE BACKLOG

Boards of Trustees were encouraged to help by establishing sinking funds to cover the cost of building renovations. An ongoing program of building upgrades and renovations is underway to ensure that the buildings meet their current and anticipated future needs and service requirements.

ASSET MANAGEMENT PLANS

Resource Strategy has a progressive program to undertake remedial works to bring this category to a satisfactory state. A program of scheduled maintenance and service level agreements are being prepared in consultation with building operations.

ASSETS CRITICAL TO OPERATIONS

A rolling program of building renewal is underway to ensure this category continues to meet service standards. A rolling program of renewal works will be included in programs of work for consideration by Council to ensure this major recreational facility remains accessible to the community.

IMPROVING ASSET MANAGEMENT

INFRASTRUCTURE PERFORMANCE MEASUREMENT

BUILDINGS

A number of Council leisure centers were built before 1980 and are struggling to provide an adequate service to the community. These buildings are slated to be demolished after the recreational facilities designed for the land are built.

BUILDING ASSET COMPONENTS

High levels of visits to these buildings emphasize access standards and accessibility. In some cases, the buildings are very dilapidated at the time of purchase and are not rented out.

PRIORITY RANKING

The Council's main off-site operations center is split into four satellite depots at 5 Columbia Court, Connie Lowe Reserve, Gibbon Road and Ted Horwood Reserve. The Baulkham Hills Memorial Swimming Center (Waves Aquatic Centre) is a complex consisting of a 50m outdoor swimming pool, paddling pool and a learn-swimming pool with a temporary structure.

NEW ASSETS PRIORITY RANKING CRITERIA

RENEWAL ASSETS PRIORITY RANKING

Due to the size of the county, this project will be implemented by dividing the county into four ward areas. Following the completion of the Council's pavement marking project, a signage review will be undertaken with a view to replacing or removing redundant signage.

ASSET CONDITION ASSESSMENT COMPONENTS

ROAD INFRASTRUCTURE PRIORITY RANKING

BRIDGE INFRASTRUCTURE

Difficult to access over more than 75% of the length (ramps, obstacles, tree roots) Difficult to access over more than 30% to 75% of the length. Moderately difficult to walk more than 75% of length Moderately difficult to walk more than 30% of 75% of length Formation generally flat and flat.

WATERWAYS - STORMWATER SYSTEMS

Enhancing the performance of the Council's property portfolio to ensure compliance, community satisfaction and commercial viability. The upgrading of the Council's six childcare centers to ensure they remain a viable competitor to other private centres.

WORKS PROGRAM

The 2016/17 Works Program for Roads and Bridges has been generated from a range of sources including Council's Asset Management System, in-field Strategic Asset Management inspections and data from Council's maintenance teams. This change is due to the Council's increased investment in road projects over the past two years.

References

Related documents

52 PLANS Plan 1: Bennett Springs East Structure Plan FIGURES Figure 1: Location Plan Figure 2: Metropolitan Region Scheme Plan Figure 3: City of Swan LPS17 Zoning Plan Figure