Draft Smart Places Strategic Framework

Draft Smart Places Strategic Framework October 2023

The Hills Shire Council

OCTOBER 2023

The Draft Smart Places Strategic Framework was endorsed by Council for exhibition at the Council Meeting of 24 October 2023, Minute No. 464.

DISCLAIMER Every reasonable effort has been made to ensure that this document is correct at the time of printing. The Hills Shire Council disclaims all liability in respect of the consequences of anything done or omitted.

COPYRIGHT NOTICE This document represents the collaboration of information from a number of sources, including Government plans and policies, and plans and policies of The Hills Shire Council in addition to on-site investigations.

This document may be reproduced for personal, in-house or non-commercial use. Reproduction of this document for any other purpose shall only be permitted with the written permission of The Hills Shire Council.

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Draft Smart Places Strategic Framework

Contents 1. What is a Smart Place?

04

2. Purpose

08

3. The Hills Shire Profile

10

4. Strategic Context

12

5. Engagement

16

6. Stakeholders

20

7. Decision Making

22

8. Strategic Direction

24

9. Next Steps

44

10. Glossary and Acronyms

46

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The Hills Shire Council

1. What is a Smart Place?

“Smart Places” are areas (including the combination of publicly owned land, private areas and publicly accessible private land) where technology, data and innovation are relied on to increase the efficiency of everyday processes, overcome complex challenges and improve quality of life for residents, workers and visitors, both now and into the future.

The five (5) core components of a successful Smart Place are:

Governance Framework

Digital Infrastructure

Stakeholders

The combination of legislation and policies which regulate the approach and use of various technologies, systems and data as well as ‘road maps’ and strategies which articulate consistent overarching objectives for Smart Places.

The infrastructure within an area that allows for technology to operate and be connected, such as electrical conduits and wiring, optical fibre, access ducts, telecommunications towers, 5G and 6G radio antennae and mobile and Wi-Fi networks.

The range of different people, businesses and organisations who create, install, fund, manage, use and benefit from the infrastructure, technology and systems that make up a Smart Place (refer to Section 6 for further discussion on the roles and responsibilities of key stakeholders).

Systems and Platforms

Technology

The physical and cloudbased systems, platforms, dashboards and apps that collect, analyse, share and present data, and facilitate connection, relationships and interaction between technology, sensors and devices over a network (often referred to as the Internet of Things – “IoT”).

The technology, sensors and devices which gather and transmit data, complete an action or control an object in which they are embedded.

The range and availability of technology, devices and sensors is constantly evolving. However, some examples include: • Sensors which monitor motion, moisture, light, noise, temperature, air quality, water quality, water level, availability of parking spaces, traffic movement or waste levels within a bin • CCTV Cameras

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• Wi-Fi Hot Spots and Wireless Chargers

• Electric Vehicle Charging Points

• Microphones, Speakers, Screens and Signs

• Solar Panels

• Smart meters and controllers for water, electricity, lighting and irrigation systems

• Smart Light Poles • Smart Phone, Tablets and Wearable Devices

Draft Smart Places Strategic Framework

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The Hills Shire Council

Case Studies

... to identify the total number of pedestrian movements past that point (in real time and historically).

As a pedestrian is walking down the street ...

Stakeholder

...which can then be viewed by Council ...

Stakeholder

Pedestrian Counting System

... they trigger a motion sensor ...

Technology

The movement is also recorded as data in the system ...

Systems and platforms

... which sends a signal back to a system ... ... which commences a process that activates the nearby smart light.

Technology

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Systems and platforms

Draft Smart Places Strategic Framework

… to alert them of potential flooding risks.

During a heavy rainfall event as the water levels continue to rise …

... which pushes an alert to certain people and organisations …

Stakeholder

Flood Warning Systems

... the water level sensor on the bridge …

Technology

This is then used to create a notification on a website ...

Systems and platforms

… triggers an advanced warning system … … that creates a notification on an electronic sign down the road.

Systems and platforms

Technology

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The Hills Shire Council

2. Purpose The creation of Smart Places can have a tangible impact on the lives of people who live, work and play in an area, as well as economic productivity and environmental sustainability.

This can create significant opportunities to: • Improve liveability, amenity and safety.

• Attract and foster talent, creativity, innovation and economic growth and investment.

• Increase efficiencies to allow organisations to do more, better and with less.

• Improve social connectedness, inclusion, equity, accessibility and engagement.

• Facilitate evidence-based decision-making reliant on accurate and real-time data and analysis.

• Increase environmental, social and financial sustainability.

• Improve environmental monitoring, quality and resilience in response to events.

The pursuit of these opportunities aligns with the aspirations and expectations of the resident and business community of The Hills, and the long-term community strategic directions and outcomes established within The Hills Shire Plan and Council’s Local Strategic Planning Statement.

The evolution of The Hills into a Smart Place is already well underway, with high quality digital infrastructure present across much of the Shire and many examples of new and exciting initiatives being implemented throughout The Hills using evolving technologies and systems.

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However, the creation of a Smart Place will continue to be a long-term and complex process, which Council cannot accomplish alone. Rather, it will only be possible through collaborative effort and partnerships across a broad range of stakeholders, including government, industry and business.

This document aims to establish and communicate a strategic direction for the continued transformation of The Shire into a Smart Place and facilitate further discussion, collaboration, investigation, decision-making and action by stakeholders.

The purpose of this document is to: • Establish a long-term strategic direction for how technology, data and innovation can increase the efficiency of everyday processes, overcome complex challenges and improve quality of life for residents, workers and visitors, both now and into the future; • Define the roles and responsibilities of key stakeholders and transparently communicate the way in which Council will approach decision-making as it performs its various roles as a stakeholder, advocate, enabler, governing authority and implementer; • Document and reflect on the success of the range of projects and initiatives already underway within The Hills and identify some of the next steps and opportunities for stakeholders to consider for the continued transformation of The Hills into Smart Place.

This Framework is not an Action Plan, nor does it bind Council (or other stakeholders) to any specific decisions, outcomes or financial commitments. Rather, it is the next step in the Smart Places journey for The Hills and is intended to be a guiding document and framework that all stakeholders can refer to as they work towards a shared long-term strategic direction.

Draft Smart Places Strategic Framework

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The Hills Shire Council

3. The Hills Shire Profile The Hills Shire is a dynamic and well-resourced location in North West Sydney. It has a large quantity of rural land that provides a distinct landscaped backdrop to the expanding urban area in Sydney’s Northwest. We are part of the Metropolitan Area, approximately 30km from the CBD at our nearest point and connected to Sydney via a metro rail and the M2 and M7 corridor. Approximately 70% of the land area of The Hills is within the Metropolitan Rural Area, with the remaining 30% spanning urban areas of varying densities and character. For the foreseeable future, development within the Shire will be contained to this urban area.

While the Shire has capacity for new jobs in key employment precincts, we are focused on better matching the available jobs with the needs and skills of people who live here. We are striving to encourage industry clusters, particularly for the four priority industry clusters – ‘Professional, Scientific and Technical Services’, ‘Advanced Manufacturing’, ‘Education and Training’ and ‘Healthcare and Social Assistance’. While these clusters are emerging within the Norwest, Castle Hill and Rouse Hill Strategic Centres, growth in these clusters will indicate that our economy is resilient, thriving and conducive to innovation and investment across these industry groups.

Population

Key Indicators

2016

162,975

2021

183,930

2041

284,292

101,770

Employed Residents

84,157

Local Jobs

Resident Education

(level of highest educational attainment)

40.5%

22,821

Local Businesses

Bachelor’s degree and Above

10.7%

Advanced Diploma and Diploma Level

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$12.68b

Gross Regional Product

Draft Smart Places Strategic Framework

Top 5 Occupation of Resident Workers 2021

The Hills %

Greater Sydney %

1

Professional

32.3%

29.0%

2

Managers

18.7%

15.0%

3

Clerical & Administrative Workers

14.8%

13.6%

4

Technicians & Trades Workers

9.4%

10.4%

5

Sales Workers

7.9%

7.7%

The Hills %

Greater Sydney %

Top 5 Employment by Industry Sector 2022/21 1

Retail Trade

15,009

17.8%

9.2%

2

Health Care & Social Assistance

12,953

15.4%

12.2%

3

Construction

10,318

12.3%

8.5%

4

Professional Scientific & Technical Services

8,353

9.9%

12.3%

5

Education & Training

6,767

8.0%

8.5%

The Hills %

Greater Sydney %

Top 5 Value Added by Industry Sector 2022/21 1

Construction

$1.62B

16.7%

8.0%

2

Retail Trade

$1.14B

11.7%

5.3%

3

Professional Scientific & Technical Services

$1.03B

10.6%

12.5%

4

Health Care & Social Assistance

$966M

9.9%

7.6%

5

Manufacturing

$700M

7.2%

6.4%

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The Hills Shire Council

4. Strategic Context This Smart Places Strategic Framework sits within Council’s decision-making framework and has been prepared in alignment with a number of other key local, State and Federal strategic policy documents and plans. Key strategies that have informed the preparation of this Smart Places Strategic Framework are identified on the following pages.

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Draft Smart Places Strategic Framework

NATIONAL

Level

Document

Overview

The Data and Digital Government Strategy (2023) sets out the Australian Government’s vision to deliver simple, secure, and connected public services through high quality data and digital capabilities. The Strategy calls for Australian Public Service (APS) data and digital capabilities to support public sector agencies to keep up with technology, invest well, proactively leverage technology and adopt leading-edge data practices.

DATA AND DIGITAL

GOVERNMENT STRATEGY The data and digital vision for a world-leading APS to 2030

Draft for consultation 1

The Smart Cities Plan (2016) provides a foundation for ongoing reform and new frameworks for cities policy at the federal level. The framework will guide action across various portfolios to deliver new and emerging technologies that support investment and reforms that benefit the economy.

STATE

Smart Cities Plan

The Greater Sydney Region Plan – A Metropolis of Three Cities was released in 2018 by the Greater Cities Commission (formerly, the Greater Sydney Commission). It provides a vision for the Greater Sydney Region that will encourage productivity, sustainability and liveability. It is supported by the Central City District Plan, which translates the objectives articulated within the Region Plan to a more localised context for each District.

GREATER SYDNEY REGION PLAN

A Metropolis of Three Cities – connecting people

March 2018 Updated

OUR GREATER SYDNEY 2056

Central City District Plan

– connecting communities

March 2018

Greater Cities Commission

September 2022

Discussion Paper

The Six Cities Region Delivering global competitiveness and local liveability

The Plans articulate that innovation and the digital economy are dramatically changing the way people and goods move around Greater Sydney, with technological advancements creating new mobility options (including automated vehicles, e-bikes, automated trains and buses and enhanced aerial mobility). They state that strategic planning must harness innovation and accommodate new technologies to create new opportunities for improved productivity and accessibility to jobs, goods and services.

The Discussion Paper on the Six Cities Region has a major focus on creating a highly connected region that prioritises universal digital access and the delivery of smart technology to make digital and physical mobility more efficient, productive and sustainable.

Document Set ID: 20332687 Version: 2, Version Date: 21/09/2022

In 2020, the NSW Government released a Smart Places Strategy, which seeks to establish a consistent, seamless, place-based approach to Smart Places implementation in NSW. It seeks to provide a clear direction and streamline policies and plans across all levels of Government by providing high level guidance on Smart Places.

SMART PLACES STRATEGY Using technology and data driven solutions to improve the quality of life for communities across NSW.

Smart Places Strategy

Transport for NSW

1

SmartNSW Roadmap 2022 to 2027

This Strategy positions the NSW Government to work collaboratively with local government and other stakeholders to harness the power of digital technologies.

The SmartNSW Roadmap 2022-2027 builds upon the Smart Places Strategy and seeks to deliver economic, social and environment benefits to communities using smart technologies. It reports on work undertaken and establishes a vision and actions to guide the delivery of Smart Places over a 5-year period.

Georges River Local Government Area

dpie.nsw.gov.au/smartplaces

Transport for NSW

Smart Central River City Blueprint for seizing the opportunity

December 2022

Image 1 Parramatta CBD seen from above, from the river

dpie.nsw.gov.au/smartplaces

The Smart Central River City Blueprint presents the opportunity for connected technologies and data solutions to celebrate the rich culture and history of the Central River City and support its growth and transformation into a thriving, economic powerhouse. Its vision is to use technology and data to create a future-focused, liveable and sustainable economic corridor with access to jobs and housing.

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The Hills Shire Council

Document

Overview

The Community Strategic Plan sets out a strategic vision for The Hills Shire over the next few years. It has strong emphasis on providing new infrastructure that promotes safety, sustainability, comfort, inclusivity and economic growth.

LOCAL

Level

Executive SUMMARY

A number of actions in the Delivery Program relate to evolving technologies such as implementing leading edge technologies to support the provision of a range of library and multi- media resources and services, providing integrated technologies to improve customer services across the organisation, investigating developing a model for the Shire and implementing proactive measures to minimise the impacts of a changing climate on Council infrastructure and services as well as the community. Underpinning the delivery program is sound governance and prudent financial management whilst also contributing to the quality of life of our residents.

2023-2024 The Hills Shire Council

T H E H I L LS S H I R E C O U N C I L | D E L I V E RY P RO G R A M | 2 0 23 -2 0 2 4

1

The Hills Future 2036 Local Strategic Planning Statement (LSPS) provides a vision for The Hills Shire to 2036 and provides key planning priorities and actions. It requires Council to prepare and endorse a policy to guide the delivery and use of evolving technologies in the urban environment, which will be guided by key principles – governance, living, economy, people and environment.

HILLS FUTURE 2036

LOCAL STRATEGIC PLANNING STATEMENT The Hills Shire Council

|

October 2019

It also states that Council will seek to integrate technology as part of master planning for new communities in a way that responsibly manages impacts on public land while providing better connected and informed communities.

This Smart Places Strategic Framework has been prepared in satisfaction of this LSPS Action, however the key principles have been expanded and refined as a result of further research, investigations and collaboration with stakeholders.

The Economic Growth Plan seeks to advance the Shire’s identity and reputation as a business destination and provides a clear direction for economic development. The transformational impact of digital technology is creating exciting opportunities, which have the potential to enhance all industry sectors. Ensuring that the Shire’s business environment is conducive to supporting digital technology that is fast and reliable is essential for the longevity and sustainability of all businesses and professions that rely on it.

Draft Economic Growth Plan

Draft Economic Growth Plan Building a vibrant community and prosperous economy through proactive leadership, shaping growth, delivering and maintaining infrastructure and valuing our surroundings.

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The Precinct Plans provide Council and the private sector with guidance on the type and amount of smart infrastructure needed to allow our Strategic Centres to grow, evolve and reach their full potential. They seek to ensure our Strategic Centres keep up with advancements in technology and strategies being implemented in other major employment areas.

Draft Precinct Plan Castle Hill Strategic Centre A Plan to reinforce Castle Hill as a regional entertainment, leisure and shopping destination, offering a range of educational, employment and residential opportunities.

The Hills Shire Council Draft Precinct Plan Castle Hill Strategic Centre

1

Draft Precinct Plan Norwest Strategic Centre A Plan for the evolution of Norwest as a thriving mixed use Strategic Centre and hightly competitive employment precinct.

Draft Precinct Plan Rouse Hill Strategic Centre A Plan to position Rouse Hill as a competitive mixed use centre that offers a range of residential, employment and lifestyle opportunities for the rapidly growing North West Region.

The Hills Shire Council Draft Precinct Plan Rouse Hillwww.thehills.nsw.gov.au Strategic Centre 1

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Draft Smart Places Strategic Framework

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The Hills Shire Council

5. Engagement This Framework will serve as a useful tool that facilitates further discussion with, and input from, relevant stakeholders with respect to the continued transformation of The Hills as a Smart Place. The preparation of this initial draft Framework for discussion has drawn on the collated feedback already received from key stakeholders over recent years which has come out of related consultation and strategic planning projects.

Local Strategies

Technical Studies

Other

Hills Corridor Strategy.

Strategic Centres Discussion Paper prepared

by Mecone.

The Hills Business Performance Sentiment Index (PSI) Survey.

Hills Future 2036 Local Strategic Planning Statement and Supporting Strategies.

Transit Centres – Parking Analysis prepared

by PeopleTrans.

Internal engagement processes with various Departments across Council.

Community Strategic Plan.

Shire Economic Health Check prepared by .id Consulting.

Ongoing working groups and consultation meetings with the Greater Cities Commission regarding the review of the Region Plan and City Plans.

Precinct Plans for the Castle Hill, Norwest and Rouse Hill Strategic Centres and Economic Growth Plan.

Shire Economic Profile prepared by id.

Consulting.

Public Domain Audit and Analysis prepared

by Aspect Studios.

Big Data Analytics prepared by Place Intelligence.

COVID-19 Business Implications prepared by McCrindle.

Investment Attraction Study prepared by McCrindle.

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Draft Smart Places Strategic Framework

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The Hills Shire Council

The key themes and feedback received to date, as they relate to Smart Places, are summarised below.

Key Challenges and Concerns

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Aspirations and Opportunities

Traffic congestion, road infrastructure and the availability of parking and public transportation.

Incorporate technology into commercial areas to create a more innovative and competitive business environment and provide high levels of employee amenity to entice people to establish their businesses, invest in or apply for jobs in The Hills.

Safety in public spaces, particularly at night.

Enhance and improve the way Council interacts with the public, delivers services, makes information available and facilitates community participation and engagement.

Financial implications including upfront costs, maintenance responsibility and replacement costs.

Incorporate technology into areas of the public domain to make spaces safer for people and enhance the way people navigate and use public spaces.

Data, privacy and cybersecurity.

Encourage the uptake of energy efficient technologies to make the environment more sustainable, so it can be maintained and enjoyed by future generations.

Internet access, speed and availability of the necessary “digital infrastructure”.

Investigate ways to use technology to increase resilience and safety during natural disasters (for example, advanced warning systems).

Impacts of climate change and the increased frequency of natural disasters.

Encourage access to digital technologies and increased education opportunities.

Draft Smart Places Strategic Framework

Note: Council will publicly exhibit this draft Framework and engage with the various stakeholders as part of a formal consultation period. Following this period of consultation, Council will consider the feedback received from stakeholders and consider the ways in which this feedback should result in changes to the draft Framework, before being adopted as Council policy.

At this time, this section of the Strategy will be updated to include a summary of the feedback received from stakeholders.

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The Hills Shire Council

6. Stakeholders The continued evolution of The Hills as a Smart Place will only occur through commitment, collaboration, partnership and action from a broad range of stakeholders working towards a shared direction and common goals. The roles and responsibilities of key stakeholders are explored below.

Federal and State Government

Utility Providers

Council

Maintain an appropriate overarching policy and regulatory framework for the use of evolving technologies and data.

Ensure adequate levels of provision of key digital infrastructure in terms of reliability, quality, speed and coverage.

Prepare and oversee a Smart Places Strategic Framework and communicate the strategic direction for The Hills.

Prepare guidelines, toolkits and resources bringing together local and international experience, expertise, best practice and case studies.

Advocate, support and implement the rollout of digital infrastructure and smart meters, monitors and sensors across utility networks.

Ensure appropriate digital infrastructure and smart technology is considered and incorporated in the roll-out of local infrastructure projects, subject to application of decision-making principles.

Contribute funding and grants towards the roll out of digital infrastructure and smart initiatives (pilot programs and upscaling) by stakeholders.

Collaborate on shared asset management, such as smart poles for multiple technologies.

Ensure Council’s policy framework and planning controls are future-proof and conducive to the roll out of digital infrastructure and smart technology by other stakeholders, as part of new development.

Ensure appropriate smart place digital infrastructure is incorporated in the rollout of all State and Federal Government infrastructure projects to future-proof and support the implementation of smart place initiatives by stakeholders in the future.

Gather and safely manage data and carefully consider opportunities to share information and data more openly with other stakeholders, where appropriate.

Gather and safely manage data and carefully consider opportunities to share information and data more openly with other stakeholders, where appropriate.

Gather and safely manage data and carefully consider opportunities to share information and data more openly with other stakeholders, where appropriate.

Continually explore opportunities to use technology and data as an organisation to drive efficiency, sustainability, improved decision-making, superior customer service experience and increase liveability for residents and workers.

Advocate for The Hills as a great place to live, work, play and invest, with clear marketing, branding and information tools.

Share knowledge and experience with implementation of initiatives and remain receptive to feedback and ideas from other stakeholders.

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Draft Smart Places Strategic Framework

Community and Local Businesses

Developers

Educators and Industry Associations

Input into the preparation of the Smart Places Strategic Framework and provide ongoing feedback on key initiatives, challenges and opportunities over time.

Input into the preparation of the Smart Places Strategic Framework and provide ongoing feedback on key initiatives, challenges and opportunities over time.

Input into the preparation of the Smart Places Framework and provide ongoing feedback on key initiatives, challenges and opportunities over time.

Participate in and input into pilot programs and initiatives, in collaboration with other stakeholders.

Share local and international experience, expertise and case studies.

Share local and international experience, expertise and case studies.

Explore opportunities to increasingly use technology and data to identify and overcome complex problems and drive efficiency, sustainability, improved decisionmaking and superior customer service experiences.

Incorporate digital infrastructure and smart technologies and as part of new developments on both private land and within the public domain.

Participate in and input into pilot programs and initiatives, in collaboration with other stakeholders

Empower all diverse groups and ages in society to engage with smart technology and increase digital literacy more broadly.

Gather and safely manage data and carefully consider opportunities to share information and data more openly with other stakeholders, where appropriate.

Develop and administer programs and courses that create the next generation of innovative thinkers and increase digital literacy more broadly.

Gather and safely manage data and carefully consider opportunities to share information and data more openly with other stakeholders, where appropriate.

Participate in and input into pilot programs and initiatives, in collaboration with other stakeholders.

Explore opportunities to increasingly use technology and data to identify and overcome complex problems.

Advocate for the aspirations and expectations of members and students.

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The Hills Shire Council

7. Decision Making This Framework identifies six key principles that will underpin and guide Council’s approach to decision making as it performs its various roles as a regulator, advocate, enabler, data manager, governing authority, landowner, asset owner and implementer.

All stakeholders will be faced with a range of different decisions and questions over the coming years, many of which may not be apparent or foreseeable at this time.

The following principles will underpin and guide The Hills Shire Council’s approach to decision-making as it performs its various roles. These principles may also be useful for other stakeholders to refer and have regard to in their respective decision-making processes in the future.

Community and Customer Focused Council will encourage and pursue initiatives and outcomes that will materially improve the quality of life of our residents, workers and visitors, improve access to information and promote sustainable and resilient communities.

Responsible Council will be responsible in its approach to smart technologies, with evidence-based decisions that consider potential costs, benefits and risks, as well as the flexibility, longevity and autonomy of individual technologies and providers. Safety will remain at the forefront of all decisionmaking and actions relating to emerging technologies and smart initiatives.

Economy Council will encourage outcomes that strengthen the local economy, support the growth of local business and attract new investment, business and innovation to the area.

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Secure Council holds extensive amounts of data and information, some of which is “open” data made available to the public and some of which is not suitable for public release. Council will continue to uphold high privacy, confidentiality and security standards in its collection of information and management of data that protects the safety and security of its community and assets. Any transition towards increased data sharing and “open” data will not occur without a suitable data governance, security and privacy framework in place for this transition.

Collaborative Council will build trust and relationships with stakeholders and remain open to opportunities for collaboration and partnerships with stakeholders to maximise the community benefits of technology and data.

Financially Sustainable Council’s decisions will be supported by strong business case analysis and balanced consideration of both material public benefits and costs (upfront and life cycle). When considering investment in any new initiatives or technology, Council will explore opportunities to rely on Government grant programs, developer contributions and asset renewal programs in the first instance, as well as opportunities to generate new revenue streams from smart initiatives. All decisions will take into account the projected ongoing life-cycle costs of potential assets, benefits and risks, and the ability for this to be sustained by Council over the longer-term.

Draft Smart Places Strategic Framework

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The Hills Shire Council

8. Strategic Direction This Framework identifies six Smart Place themes which will guide the efforts of stakeholders and continued transformation of The Hills as a Smart Place.

This Section explores the objectives of each theme, the progress made by various stakeholders to date throughout The Hills and the next areas of potential opportunity.

While potential opportunities are identified, this Framework does not commit either Council or any other stakeholder to the delivery of any specific initiatives or outcomes. Rather, the intent is to provide common objectives, clear line-of-sight across the different initiatives currently underway within The Hills and consolidated discussion of potential opportunities for further consideration and investigation by the respective stakeholders in due course.

The integration of digital infrastructure and evolving technologies into the urban environment is increasingly a core component of creating Smart Places.

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In this context, it is expected that in the short-to-medium term, a high proportion of stakeholder investment into Smart Places will be focused on high growth locations currently undergoing large-scale redevelopment and transformation. These are also the areas where the highest density of residents, workers and visitors will be concentrated, being our three Strategic Centres – Norwest, Rouse Hill and Castle Hill.

This Smart Places Strategic Framework aligns with the objectives of Council’s Precinct Plans for Norwest, Castle Hill and Rouse Hill Strategic Centres as well as Council’s Economic Growth Plan and is intended to be one of a number of associated policy documents that assists in cementing our Strategic Centres as competitive employment destinations that attracts and retains highly skilled talent and encourages economic activity and investment.

Draft Smart Places Strategic Framework

Movement

Enhance the way people move throughout The Hills, focusing on increasing travel options, reliability, convenience and encouraging active and sustainable choices.

Placemaking and Liveability

Modernise, enhance and create high amenity public spaces that are convenient, comfortable, safe and exciting, where people want to visit and stay.

Economy

Capitalise on technology and innovation to establish The Hills as an economic powerhouse that grows local business, entices start-ups, innovators and new investment, and attracts and retains highly skilled talent.

Sustainability and Resilience

Create a more environmentally and financially sustainable future and build resilience and adaptability within the community.

Digital Inclusion

Encourage increased opportunities for digital access – particularly in terms of work, education, healthcare and social connection – so that we can continue to establish The Hills as a strong and connected community.

Governance

Increase the transparency and efficiency with which Council delivers services, facilitate meaningful engagement with stakeholders and create a great customer service experience.

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The Hills Shire Council

8.1 Movement Objective: Enhance the way people move throughout The Hills, focusing on increasing travel options, reliability, convenience and encouraging active and sustainable choices.

The Sydney Metro Northwest is a gamechanger for transport opportunities within The Hills and Council is committed to creating transit-oriented centres surrounding mass transit nodes, with a reduced reliance on private vehicles and increased take-up of active and public transport options.

However, it is also important to recognise that The Hills is a large and diverse area, much of which is not sufficiently serviced by high-frequency or reliable public transport.

Furthermore, The Hills has a predominance of family households which is expected to continue well into the future.

Many families still rely on private vehicles on weekends, to access sport and other activities that are not easily accessible via the Metro or other forms of public transport.

There is unlikely to be any “one-size-fits-all” approach given the unique demographics, geographical constraints and lifestyle requirements within different areas and segments of the community within The Hills, both now and in the

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future. Rather, our smart transformation will be contingent on multiple different strategies, which together, will provide residents and workers with more options to pick and choose what works for them and their unique personal circumstances at any given time.

In the first instance, smart initiatives should focus on promoting more sustainable and healthy choices, that encourage reliance on public and active transport, rather than private vehicle usage. However, it should also acknowledge the opportunities for technology to encourage more convenient, safe and efficient road networks and traffic movements and increase people’s ability to make more informed and convenient transport decisions more generally, regardless of the mode of transport.

Technology now also enables us to leverage off data sharing capabilities, in a safe and responsible way, to obtain better data and understand the way people move and operate.

This greater understanding will ultimately enable Council to plan more efficiently and effectively, making evidence-based decisions using real time data such as pedestrian movements and traffic counts, to ensure that our future plans align with how people move around and use spaces.

Draft Smart Places Strategic Framework

Initiatives Already Underway:

Opportunities for Discussion:

• The “Park & Ride” digital system, which allows people to see how many parking spaces are available at Transport Park & Ride car parks. This is designed by TfNSW to make public transport more convenient and enable commuters to better plan their trips when connecting to train, bus and Metro services.

• Increase the roll-out of pedestrian counters, especially in the more highly trafficked walkable catchment areas surrounding Metro Stations, to obtain and analyse realtime data and better understand pedestrian desire-lines and how people use the streets and road network. This will enable Council to target future upgrades in areas of high pedestrian and vehicular activity.

• Pedestrian counters are progressively being installed at some Metro Station and key road crossings, to gather data and allow Council to better understand pedestrian movements and assist in planning for a more efficient pedestrian network.

• Car share services (such as GoGet) have a presence in the area and are available in developments generally in Castle Hill, Norwest, Kellyville and Rouse Hill.

• Council has been undertaking assessment of its footpaths, shared accessways and 1,023-kilometre road network including kerb and gutter, street furniture and traffic management devices, using smart technology vehicles.

• Investigate opportunities for technology such as smart lighting, CCTV and night-time wayfinding systems to be installed and/or enhanced in targeted areas to facilitate safer pedestrian movement for all user groups.

• In collaboration with other stakeholders and with a focus on key destinations in The Hills (for example, Norwest, Castle Hill and Rouse Hill Strategic Centres), encourage the roll-out of sensors, technology and associated dashboards which provide visitors with real-time data on availability of parking private and publicly accessible parking areas.

• Encourage a more convenient and efficient parking experience in the context of paid parking areas by enabling people to book, pay, start, stop or extend their parking with their phone, potentially also unlocking some areas of private parking within Council’s Strategic Centres to visitors during period where they are otherwise unused (for example, Parking Apps like “Divvy” or “Easy Park”).

• Investigate ways to use technology to provide safer roads and improve the experience for road users, potentially using technology and artificial intelligence to move towards predictive road maintenance.

• Review planning controls to encourage the introduction of car share facilities as part of new developments in key centres such as the Norwest, Castle Hill and Rouse Hill Strategic Centres, as well as the Baulkham Hills Town Centre, where limited parking rates and proximity to the Metro Station may promote lower individual car ownership rates.

Park and Ride System

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The Hills Shire Council

8.2 Placemaking and Liveability Objective: Modernise, enhance and create high amenity public spaces that are convenient, comfortable, safe and exciting, where people want to visit and stay.

It is becoming increasingly important that smart technology be applied to reimagine how people use and connect with their surrounding environments. People value feeling connected, safe and included in the community and finding ways to respond to these needs will assist in creating great spaces for the enjoyment of residents, visitors and workers.

This Framework identifies opportunities to improve the public domain and create great places, by incorporating evolving technologies into the urban environment to assist as people navigate and use public spaces, as well as enhancing the overall enjoyment of public areas and level of convenience for users.

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The range of specific strategies and initiatives that could achieve this are quite varied – spanning from free Wi-Fi, wireless device charging and electronic wayfinding signage through to smart poles, interactive play features, sensor-based lighting and water features and digital outdoor working hubs.

There are a range of challenges to overcome to achieve the above objective, including the availability of the right digital infrastructure, sufficient internet and wireless speeds and the upfront and ongoing costs to either private landowners or Council of having higher specification technology forming part of the public domain fabric.

Draft Smart Places Strategic Framework

Initiatives Already Underway:

Opportunities for Discussion:

• Council has smart poles installed along Main Street in Castle Hill and is currently working in partnership with Mulpha for the installation off 20 smart light poles around Norwest Lake in Norwest Strategic Centre. There are also smart light poles identified for provision in the Norwest Innovation Precinct, along Lexington Drive and Elizabeth Macarthur Drive. These smart poles will have energy efficient LED lighting, as well as capacity for CCTV cameras, Wi-Fi signal points, general power outlets and capacity for additional modules (such as EV charging) to be attached in the future.

• Free public Wi-Fi connectivity in Town and Strategic Centres, which is seamless across the public domain irrespective of land ownership patterns.

• Incorporation of smart street furniture as part of public domain works (by either Council or other stakeholders), such as benches and seating equipped to allow visitors to charge their phones or other devices in the public domain.

• QR codes have been placed around Norwest Lake to create the Norwest Augmented Reality Walk. Scanning the QR codes with a mobile phone camera provides an augmented reality experience for entertainment.

Chill Out Hub in Kogarah (Source: Georges River Council)

• Wayfinding information pylons and/or digital touch screens in highly trafficked walkable catchment areas surrounding Metro Stations, to help people find their way around and keep updated with local events.

QR Code Norwest Lake

• Metro Stations have been fitted with CCTV to increase safety of the public domain, as well as public address systems to provide important information to people walking by.

• Expand the installation of smart light poles in key areas of public domain and highly trafficked walkable catchment areas surrounding Metro Stations, with energy efficient LED lighting, public address systems, general power outlets, Wi-Fi signal points, digital signage and/or duress alarms.

• Continue to ensure adequate digital infrastructure (such as underground fibre optic cabling) and connectivity to future-proof areas of public domain such that evolving technologies can be installed both now and into the future.

• Consider pilot opportunities for sensor-based interactive lighting or water play features in local parks or urban plazas, to create a more dynamic, interactive and exciting public domain.

• Investigate increased smart lighting, CCTV technology and night-time wayfinding systems in the public domain to improve safety after dark and encourage businesses, residents, workers and visitors to participate in the nighttime economy.

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The Hills Shire Council

8.3 Economy Objective: Capitalise on technology and innovation to establish The Hills as an economic powerhouse that grows local business, entices start-ups, innovators and new investment, and attracts and retains highly skilled talent.

If The Hills is to cement itself as an economically competitive and desirable destination for business, it important that we have the right digital infrastructure in place, as well as the flexibility to keep pace with ever changing technological advancements, consumer preferences and business practices. Council engages with local businesses through the Performance Sentiment Index and one of the key areas of concern is internet speeds and lack of information about when the NBN will connect businesses.

The transformational impact of technology is creating exciting economic opportunities, which have the potential to enhance all industry sectors and transform the way people do business within The Hills. Ensuring that our digital infrastructure and business environment is conducive to supporting technology that is fast and reliable is essential for the longevity and sustainability of all businesses and professions that rely on it.

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Providing desirable places with high amenity is a key ingredient in attracting and retaining talent within The Hills, with employee amenity being a critical selection factor for many officereliant businesses. Many knowledge intensive workers now expect access to high quality hospitality, recreational facilities, other key services and desirable public domain areas – with businesses in areas without these key amenities typically struggling to attract and retain workers. Investment in the public realm and lifestyle offerings would assist in attracting businesses to the area and improving the regional perception of The Hills as a competitive commercial destination.

Council has recently prepared an Economic Growth Plan that sets out direction for economic development, jobs and investment within the Shire. The Plan articulates the benefits of locating and doing business in The Hills Shire and sets out how Council will support business and employment growth in the region. It focuses on value adding industries of health, education, professional and technical services and advanced manufacturing that will help create jobs suited to our skilled population and provide the foundations for expected growth over the next decade. The Plan sets out actions for Council to pursue to progress the vision, many of which align with the objectives of this Framework.

Draft Smart Places Strategic Framework

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The Hills Shire Council

Initiatives Already Underway:

Opportunities for Discussion:

• Council hosts interactive webinars such as “Make Sense of the Census” to assist business owners to gain a better understanding of the demographic, social, and economic characteristics specific to their local community, utilising the latest Census information.

• Continue to engage with local business and start-ups to understand their needs, challenges and opportunities.

• Council is an active partner in CSIRO’s Generation STEM program, which aims to attract, support, retain and train our local students in science, technology, engineering and mathematics fields for further education and employment. This includes connecting local industries with CSIRO, resulting in valuable internship opportunities for aspiring students.

• Development of an Economic Growth Plan that includes actions such as showcasing best practice, innovation and technology in local business and advocating for public and private investment in technology solutions for business and employment areas.

• Undertake an audit of co-working spaces within The Hills, with a view to providing a consolidated database and potential platform to search, book and pay for co-working spaces within The Shire.

• Advocate for improved digital infrastructure, wireless connectivity and increased internet speeds across the Shire and for public and private investment in technology solutions for business and employment areas.

• In combination with Placemaking and Liveability opportunities (refer to Section 8.2), explore potential for digital infrastructure and technology in the public domain within Strategic Centres to better support local workers and boost productivity, such as outdoor ‘work hubs’ that allow office workers or students to work outdoors, charge their laptops and connect to free high-speed Wi-Fi. • Host a Smart Economy Summit for The Hills with local businesses and industry to promote growth and equip businesses with the tools to leverage off smart initiatives.

• Explore the potential for sharing of relevant Council data through an open data portal that empowers the community, business and industry to make informed evidence-based decisions and stimulate ideas and innovative solutions to overcome complex problems.

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Draft Smart Places Strategic Framework

Registered Businesses Of the Shire’s registered businesses, 17.9% fall in the industry category of ‘professional, scientific and technical services’, second only to the construction industry at 18.3%. There has been a steady increase in the number of businesses in the ‘Professional, Scientific and Technical Services’ industry over time, with a 6% increase from 4,076 businesses in 2021 to 4,318 businesses in 2022.

0%

5%

10%

15%

20%

Mining Industry not classified Electricity, Gas, Water and Waste Services Public Administration and Safety Information Media and Telecommunications Agriculture, Forestry and Fishing Arts and Recreation Services Education and Training Manufacturing Accommodation and Support Services Other Services Administrative and Support Services Wholesale Trade Transport, Postal and Warehousing Retail Trade Financial and Insurance Services Health Care and Social Assistance Rental, Hiring and Real Estate Services Professional, Scientific and Technical Services Construction

Source: Economy ID

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The Hills Shire Council

8.4 Sustainability and Resilience Objective: Create a more environmentally and financially sustainable future and build resilience and adaptability within the community.

The Hills is known for its ‘Garden Shire’ image – offering a unique blend of urban and natural environments. Protecting and better managing our natural environments will ensure current and future generations can enjoy these natural assets for years to come. The dynamic balance between urban areas, suburban communities and extensive rural lands in The Hills presents unique environmental attributes that makes the area such a desirable place to call home. Technological advancements allow for stakeholders to better manage and enjoy natural resources and showcase our natural assets – ultimately making The Hills a more sustainable place to live, work and visit.

As more dense housing and employment growth continues, especially within release areas and along the corridor of the Sydney Metro North West, it is important that existing environmental features such as green links, parks and creeks are valued, protected and enhanced.

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Green spaces and links will be expanded where possible to provide quality pedestrian and cycle connectivity within and around centres. Increasing the urban tree canopy along streets, in parks and other public spaces as well as in private developments will be key to managing and mitigating urban heat. Technological advancements offer the opportunity to deliver more energy efficient outcomes in new development and the public domain and also monitor and regulate the use of natural resources such as water quality and use.

Over the past few years, we have faced several natural disasters within The Hills, including floods, bushfires and storms. These catastrophic events will likely continue in the future. It is prudent that we continue to prepare our community for such events to the maximum extent possible and increase our capacity to act quickly and provide advanced warning in the lead up to and early stages of an event. Technology can assist in this regard, with sensors and high speed and emergency broadband now enabling more timely responses to crisis situations and resilience and adaptability within the community.

Draft Smart Places Strategic Framework

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The Hills Shire Council

Initiatives Already Underway: • Encouraging more sustainable energy consumption through the installation of solar panels on existing buildings, such as Council’s Administration Building. New developments are increasingly incorporating sustainable elements (such as rooftop solar panels) and seeking to achieve high Green Star Rating and certification.

• Electric vehicle charging stations are available at Council’s Administration Building and the newly constructed WAVES Fitness and Aquatic Centre.

• Council has installed sensors on the underside of some low-level bridges which monitor water levels and broadcast advanced warning to Council and emergency services so that appropriate flood evacuation measures can be activated such as the closure of flood gates. These sensors have the ability to trigger warning signs further along approach roads to alert drivers well before they reach the bridge. Council is in the process of installing more flood warning signs.

• Council has commenced installing sensors in basins in Council reserves (Sierra Place and Gooden Drive), which trigger notifications when water levels rise beyond a point and will provide data in real time to assist emergency responses to flooding.

• Water quality monitors have been placed in Cattai Creek that provide real-time data on water quality, pollution, temperature and flow.

• Council is transitioning to a new online system - ‘OneRoad’ to register and publish all road updates. This will essentially mean that the public can access updates in real-time on when roads are closed or impacted, due to flooding, disaster, subdivision works or general road maintenance etc.

• Endeavour Energy partnered with a number of Western Sydney councils to upgrade residential streetlights with energy saving LED lights.

Electric Vehicle Charging Station at Waves Fitness and Aquatic Centre

• Controls relating to electric vehicle charging infrastructure provisions have recently been incorporated within The Hills Development Control Plan for newer developments such as Norwest Station Site.

• Several sports fields have been fitted with energy efficient smart lights that can be dimmed remotely to run at a lower Lux when necessary.

• Smart controllers have been applied to irrigation systems for several sports fields to remotely and autonomously delay scheduled watering when it rains to prevent increased runoff and the unnecessary wastage of water.

• State Government, through the NSW Electric Vehicle Strategy, has an objective to increase EV sales to more than 50% of new cars sold in NSW by 2023. There are a variety of initiatives and funding opportunities to assist this transition including fleets incentives and grants for charging and EV ready buildings.

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Draft Smart Places Strategic Framework

Opportunities for Discussion: • Explore potential opportunities to expand the network of solar panels on Council-owned venues and facilities.

• Continue the roll-out of water level sensors in dams across The Shire more broadly in order to provide for improved network of sensors and advanced flood warning capabilities.

• Expand the roll-out advanced flood warning systems in critical locations through sensors on the underside of bridges which trigger automatic alerts to emergency service authorities and Council and electronic warning signs on approach roads.

• Explore opportunities to introduce online monitoring systems and publicly accessible dashboards to prepare our residents for natural disasters such as floods.

• Installation of air quality, temperature and other environmental sensors in selected public spaces (for example within Council’s Strategic Centres) that link to a public dashboard to alert people of environmental and atmospheric conditions. Captured data will allow for a better understanding and communication of environment trends as well as real-time information for potential visitors.

• Encourage more sustainable energy sources such as solar power or wind generators as a part of new development through the existing planning framework (e.g., development control plans).

• Council has previously trialled the introduction of Smart Bins in Castle Hill Main Street however the technology at the time was not reliable and complaints were received regarding odour. Continue to monitor and revisit the available technology over time and consider the feasibility of opportunities to make waste management more efficient, potentially through the introduction of smart bins to identify when waste needs to be collected and areas requiring more bins based on higher demands, as a longer-term initiative.

• Explore opportunities for community batteries to be trialled, providing a shared battery that a group of neighbours can use to store and share solar power.

• Encourage the delivery and installation of additional Electric Vehicle (EV) charging stations in publicly accessible areas (potentially through partnerships with providers of EV charging infrastructure and utility providers), to increase the network of facilities across The Hills that are widely accessible.

• Continue to review the planning framework to ensure sufficient off-street EV charging infrastructure and future capacity for upscaling is incorporated within new commercial and residential developments.

• Monitor upfront and lifecycle costs and consider the business case for, and feasibility of, transitioning Council’s vehicle fleet to Electric Vehicles (supported by appropriate charging facilities) over time.

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The Hills Shire Council

Vehicle Registrations • The Hills Shire has the highest registration of electric vehicles (EVs) in the Endeavour Energy network. The network covers LGAs in Sydney’s Greater West, the Blue Mountains, the Southern Highlands, Illawarra and South Coast of NSW. Of the 9,505 EVs registered in the network there are 1,715 in the Hills Shire (May 2023), which was the highest across the network.

• In the 2022-2023 financial year, there were 2,085 electric vehicles registrations in The Hills Shire, which is 6% of the total vehicle transactions (34,321) over the same period (TfNSW data for the 2022/23 Financial Year).

51

Plug-in Hybrid Electric

983

1,051

Battery Electric

Hybrid

Solar PV Installations • As of June 2023, The Hills Shire had an estimated 22,930 Solar PV installations, representing approximately 35.1% of dwellings across our LGA. • As of June 2023, The Hills Shire has an estimated Solar PV installation capacity of 158,232kW, an increase of more than 200% on the capacity 5 years ago.

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Draft Smart Places Strategic Framework

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The Hills Shire Council

8.5 Digital Inclusion Objective: Encourage increased opportunities for digital access – particularly in terms of work, education, healthcare and social connection – so that we can continue to establish The Hills as a strong and connected community.

Technological advancements pose an opportunity to promote equitable outcomes, by enabling more people to have access to publicly available technology, such as free Wi-Fi in public spaces.

This Framework seeks to ensure improved digital opportunities to increase resilience and adaptability within the community.

As we embark on our Smart Places transformation, we need to ensure that all people have opportunity to access technology – regardless of where they live, their age, their abilities or their prior experience (or lack thereof) with digital platforms. While we now live in an increasingly digitised age, those without access to technological services risk lost opportunities and restricted opportunities for work, education, healthcare and social connection.

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The Hills covers an expansive geographical area – stretching some 380 square kilometres with approximately 70 per cent of land falling within the Metropolitan Rural Area. While this offers a diverse mix of environmental characteristics, the sheer quantum of land does pose a challenge in terms of ensuring that all residents and workers have equal technological opportunities, particularly those in rural areas whereby network connectivity may not be overly prevalent. This Framework identifies potential opportunities to overcome this challenge to encourage more equitable outcomes.

The Australian Digital Inclusion Index (ADII) uses survey data to tracks and reports on digital inclusion in Australia. The ADII a collaboration between the ARC Centre of Excellence for Automated Decision-Making & Society at RMIT, the Centre for Social Impact Swinburne University of Technology and Telstra.

It was first developed in 2015 in response to the increasing need for data to inform the development of more effective policies, products, and programs to improve digital inclusion. Using a score of 0-100, it compares the degree to which individuals in an area can be considered more digitally included than others based on dimensions of access, affordability and digital ability.

According to this index, The Hills Shire has a score of 77.1, which is 4.1 points higher than the national average and places The Hills Shire as the 7th most digitally inclusive LGA in NSW.

Draft Smart Places Strategic Framework

Initiatives Already Underway:

Opportunities for Discussion:

• Online library app – Libby – that enables people to enjoy eBooks and audiobooks. This is designed to make borrowing books easier, more convenient and more accessible.

• Provide additional education opportunities and information around cyber security, e-commerce, privacy and big data to increase digital literacy amongst all residents and cater for the needs of our knowledge intensive and highly skilled workforce.

• Encourage the introduction of free, publicly accessible and reliable Wi-Fi in public spaces to provide equitable access to the internet and enable people to work while enjoying public spaces.

• Explore ways to use inclusive smart assistive technology in the public domain to improve equitable access to all areas within The Hills Shire, with a specific focus on making the public domain more accessible for those with a disability.

• Explore ways to make Council’s platforms more userfriendly and build the community’s digital capacity so that everyone has equal opportunity to participate and enjoy the benefits of smart technology.

Online Library App – Libby

• The Hill Shire Council has become increasingly digital in response to the challenges posed by the pandemic with more work able to be carried out remotely and meetings with clients, stakeholders or colleagues able to occur virtually. While This has allowed individuals who are unable to visit Council’s administrative building to still meet with Council staff despite certain impediments, such as disabilities, looking after children or balancing work commitments during business hours. This is achieved through online platforms such as Microsoft Teams.

• Free public Wi-Fi is provided in major retail centres, such as Rouse Hill Town Centre and Castle Towers Shopping Centre.

City of Newcastle City App (Source: City of Newcastle)

• Investigate potential ways to encourage more equitable outcomes, particularly within our rural areas, to ensure that all people have equal opportunities in terms of work, education, healthcare and social connection.

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The Hills Shire Council

8.6 Governance Objective: Increase the transparency and efficiency with which Council delivers services, facilitate meaningful engagement with stakeholders and create a great customer service experience.

Technological advancements pose increasing opportunities for Council to be more efficient and streamlined in how it functions as an organisation and how it delivers services to residents and businesses. Technology is also making it easier to communicate and interact with stakeholders and make better information more readily available to a wider audience via online platforms.

It is important that we continue to harness technology, systems and platforms in our day-to-day operations to increase our efficiency as an organisation and ability to do more, better, and with less, to facilitate faster evidence-based decision making and to improve levels of engagement and involvement with stakeholders.

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Council also holds extensive amounts of data and information, some of which is “open” data made available to the public and some of which is not suitable for public release. While there are exciting opportunities to increase Council’s levels of data-sharing with stakeholders over time, this cannot occur without a suitable data governance, security and privacy framework to support such a transition – ensuring that the right checks and balances are in place. This is essential to ensure that as a Council we continue to uphold the high privacy, confidentiality and security standards that we have built up overtime. We must strike a balance – noting that privacy and security will always take precedence.

Draft Smart Places Strategic Framework

Initiatives Already Underway:

Opportunities for Discussion:

• Facilitating the submission of forms, payments and applications online, rather than in person.

• Continue the roll out of online forms and increase usage of online tools and digital media (for example, infographics, animations, video, audio and interactive webpages for exploring information on Council’s website and social media posts) to encourage more engagement with important content.

• Online booking systems for Council facilities, such as some tennis courts and community facilities, which allows users to book Council facilities online and then access them (and control lighting) remotely without the need for keys or assistance, creating an efficient and seamless experience for customers.

• Increased utilisation of QR Codes, for example on planning application notices, reporting issues to Council, finding out information about Council events and other uses.

• Use of camera and AI technology to significantly increase the efficiency of Council’s compliance operations with respect to the monitoring of parking areas and the use of load limited rural roads by heavy vehicles.

• Provision of documents and mapping information online through Council’s website and online Interactive Map. • Equipping of Council’s Chambers with the technological capabilities to live stream Council Meetings online.

• Explore opportunities to provide additional information on Council’s online and publicly available interactive mapping system to equip the community with additional information more broadly and in relation to planning activities in their local area. Over the longer term, review the classification of Council documentation with a view to increasing public access to Council documents where appropriate.

• Consider opportunities for increased sharing of data held by Council, subject to careful consideration of privacy, security and confidentiality matters and the development of a suitable data governance, security and privacy framework to support any transition towards increased data sharing or “open” data.

• Continually explore opportunities to digitise information and automate processes to increase the day-to-day efficiency with which Council operates.

• Investigate the potential for a 3D model for The Hills Shire – with an initial focus on our key centres where future growth will be concentrated. This would enable a more robust assessment processes and better communication of potential outcomes with the community.

• Explore opportunities to implement new initiatives and technology through Government grant programs, developer contributions and asset renewal programs, as well as opportunities to generate new revenue streams from smart initiatives.

Council’s Online Hiring Facilities – Bernie Mullane Tennis Courts

• Explore opportunities to better prepare our residents for natural disasters and build resilience within the community, potentially through the introduction of online monitoring systems and publicly accessible dashboards.

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The Hills Shire Council

9. Next Steps The continued evolution of The Hills as a Smart Place will take many years to achieve.

It hinges on the commitment and participation from a wide range of stakeholders to see this longer-term direction come to fruition.

While some smart technologies have already started to be rolled out within The Hills, we still have a long way to go on our Smart Places journey. This Framework seeks to kick start this process and discussion – establishing an overarching strategic direction to guide this transformation over the coming years.

Collaboration and engagement with the community and key stakeholders is crucial in refining the Framework to ensure that its direction reflects the technological and lifestyle needs and aspirations of residents, workers and visitors in The Hills Shire.

The ‘Opportunities for Discussion’ identified across the six (6) themes provide a springboard for meaningful and detailed engagement with internal and external stakeholders, including Government, utility providers, developers, business, industry and the community.

This Framework is not intended to be a one-stop solution or static document. Rather, it will be a policy document of Council’s that evolves over time and will be regularly reviewed, scaled and adapted to keep pace with technological advancements, new developments, community expectations and stakeholder aspirations. This review and monitoring process will also involve measuring the success of existing and future initiatives and ensuring that the Framework remains dynamic and flexible to accommodate inevitable changes that will occur over time.

Not all initiatives will be pursued in the short term or at the same time, noting that in many instances they will likely be delivered in conjunction with future developments with the timing of these dictated by market forces. We must therefore consider how we futureproof our environments so that we can continue to facilitate digital infrastructure that supports smart and innovative outcomes in the future.

As one of a number of stakeholders involved in the creation of Smart Places, Council will: • Engage with the community and stakeholders through the development of this Smart Place Strategic Framework and as part of subsequent monitoring and review.

• Continue to review and implement planning controls and public domain measures that secure the delivery of the right digital infrastructure within The Hills, particularly in Strategic Centres of Norwest, Castle Hill and Rouse Hill, where a substantial amount of large-scale redevelopment is underway and/or about to occur.

• Continue to trial and pilot smart initiatives to see if they are a suitable fit for The Hills before committing to them on a longer-term basis. Opportunities for Government grant funding programs will be explored, as well as opportunities to generate new revenue streams from smart initiatives.

In considering any trials, pilots or initiatives, Council will be guided by the decision-making principles contained in Section 7 of this Framework.

• Periodically review and update this Smart Place Strategic Framework including details on the progress and success of smart initiatives by different Stakeholders.

• Investigate the preparation of a Data, Governance and Privacy Management Policy.

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Draft Smart Places Strategic Framework

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The Hills Shire Council

10. Glossary and Acronyms 5G and 6G networks

Advanced global wireless networks that allow people to be connected to the internet in a faster and more secure way.

Big Data

Complex data sets whereby the size or type is too large for standard databases to capture, manage and process.

Cybersecurity

The protection of computer systems and networks against criminal or unauthorised use of electronic data.

Digital Infrastructure

The infrastructure that allows for technology to operate and be connected, such as: electrical conduits and wiring, optical fibre, access ducts, telecommunications towers, 5G and 6G radio antennae and mobile and Wi-Fi networks.

Digital Literacy

Equipping people with the skills and capabilities to effectively use and benefit from digital technology.

Fibre Optic Cabling

Cabling that transmits information from one place to another by sending pulses of light through an optical fibre.

Internet of Things (IoT)

A network of things, objects or assets connected to the internet with sensors and software.

QR Code

A barcode that can digitally direct users to a particular website or application, commonly read by the camera on a smartphone.

Sensors

Technology that monitors and measures inputs from the environment (motion, moisture, light, noise, temperature, location and pressure) and reports for analysis and decision making.

Smart Place

An area where technology, data and innovation are relied on to increase the efficiency of everyday processes, overcome complex challenges and improve quality of life for residents, workers and visitors, both now and into the future.

Technology

The digital infrastructure, sensors and devices which gather and transmit data, complete an action, or control an object in which they are embedded. Examples include sensors (which monitor motion, moisture, light, noise, temperature, air quality, water quality, water level, availability of parking spaces, traffic movement or waste levels within a bin), CCTV Cameras, Wi-Fi Hot Spots and Wireless Chargers.

Transit Oriented Centre

The concept of maximising the density of development within walking distance of public transport to create walkable and high-amenity mixed-use precincts.

CBD

Central Business District

IoT

Internet of Things

CCTV

Close-Circuit Television

LED

Light-Emitting Diode

EV

Electric Vehicle

LSPS

Local Strategic Planning Statement

GCC

Greater Cities Commission

QR (Code)

Quick Response (Code)

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Draft Smart Places Strategic Framework

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