2025-26 Annual Report by thehillsshirecouncil

Annual Report | 2025-2026

THE HILLS SHIRE COUNCIL

2526 ANNUAL REPORT

Advocating for the future of our community

The Hills Shire Council

Accessing this report This report has been prepared with consideration of WCAG (Web Content Accessibility Guidelines) accessibility principles and is available in alternative formats on request. If you need help with reading and understanding this report, staff of The Hills Shire Council will be happy to arrange interpreter services for you. Anyone requiring a translation or an interpreter can either visit Council’s Administration Centre for assistance or contact the Telephone Interpreter Service (TIS) on 13 14 50 and ask an interpreter to call The Hills Shire Council on +61 2 9843 0555 and enquire on their behalf. Mandarin 简体中文（普通话）翻译：如果您在阅读和理解本报告时需要帮助，The Hills Shire Council（希尔斯郡议会）的工作人员将乐意为您安排口译服务。任何需要笔译或口译服务的人士，均可前往议会行政中心寻求协助，或致电电话口译服务（TIS）13 14 50，请口译员代为致电 The Hills Shire Council（希尔斯郡议会）+61 2 9843 0555，并代表您进行咨询。 Cantonese 廣東話（繁體中文）翻譯：如果您喺閱讀及理解本報告方面需要協助，The Hills Shire Council（希爾斯郡議會）職員樂意為您安排傳譯服務。任何需要翻譯文件或傳譯服務嘅人士，都可以親身前往議會行政中心尋求協助，或者致電電話傳譯服務（TIS）13 14 50，要求傳譯員致電 The Hills Shire Council（希爾斯郡議會）+61 2 9843 0555，並代表您查詢有關事宜。 Hindi

हिन्दी अनुवाद: यदि आपको इस रिपोर्ट को पढ़ने और समझने में सहायता की आवश्यकता है, तो The Hills Shire Council (द हिल्स शायर काउंसिल) के कर्मचारी आपके लिए दुभाषिया सेवा की व्यवस्था करने में खुशी महसूस करेंगे। जिस किसी को भी अनुवाद या दुभाषिया सेवा की आवश्यकता हो, वह सहायता के लिए काउंसिल के प्रशासनिक केंद्र (Administration Centre) पर जा सकता है, या टेलीफोन इंटरप्रेटर सेवा (TIS) से 13 14 50 पर संपर्क कर सकता है। आप दुभाषिये से अनुरोध कर सकते हैं कि वह आपकी ओर से The Hills Shire Council को +61 2 9843 0555 पर फोन करे और आवश्यक जानकारी प्राप्त करे। Korean 한국어 이 보고서를 읽고 이해하는 데 도움이 필요하신 경우, 더 힐스 샤이어 카운슬(The Hills Shire Council) 직원이 통역 서비스를 마련해 드릴 수 있습니다. 번역 또는 통역 서비스가 필요한 분은 카운슬 행정센터(Council Administration Centre)를 방문하여 도움을 받으시거나, 전화통역서비스(Telephone Interpreter Service, TIS) 13 14 50번으로 연락하신 후 통역사에게 더 힐스 샤이어 카운슬 (+61 2 9843 0555)로 전화해 본인을 대신하여 문의해 달라고 요청하실 수 있습니다. Arabic

FRONT COVER: This image captures cyclists using The Hills Shire Council's Norwest Boulevard shared path, delivered with funding from the NSW Government through the Get NSW Active program. The project demonstrates how advocacy and partnership can help secure infrastructure that supports active transport, connectivity and healthy lifestyles. 2

Annual Report | 2025-2026

Looking towards the Castle Hill CBD from Heritage Park.

Our Shire in a nutshell Located approximately 30 kilometres north-west of the Sydney CBD, The Hills Shire is one of Greater Sydney's largest local government areas, covering 380 square kilometres.

urbanised, while the remaining 70% comprises rural land, bushland, waterways and other natural areas, including the Hawkesbury River along the Shire's northern boundary.

The Hills Local Government Area is situated on Dharug Country. Council acknowledges the Dharug people as the Traditional Custodians of the land and pays respect to Elders past and present.

The Hawkesbury River supports important environmental, social and economic functions, including water supply, recreation and agriculture, benefiting communities across Greater Sydney.

Known as 'The Garden Shire', the area is valued for its natural landscapes, rural character and open spaces. Residents enjoy diverse lifestyle, employment, education, recreation, health and transport opportunities.

As one of Greater Sydney's fastest-growing regions, The Hills is experiencing significant residential and employment growth. The North West Growth Area, which spans The Hills, Blacktown and Hawkesbury local government areas, is planned to accommodate around 70,000 homes and 30,000 jobs.

History For generations, the Dharug people cared for and lived from the land and waterways, including the Hawkesbury River and its tributaries. European settlement began in the late 18th century, with fertile soils supporting agriculture and orchards. The arrival of the rail line helped establish the area as an important producer of citrus and stone fruits. Following World War II, significant suburban growth transformed the area from a predominantly rural district into the residential, commercial and employment centre it is today (p 25).

The Hills today The Hills Shire continues to balance growth with the protection of its valued natural and rural landscapes. Around 30 per cent of the local government area is

Growth is also occurring through increased residential density in centres such as Castle Hill, Norwest and Rouse Hill, particularly around Sydney Metro Northwest stations. As the population grows, continued investment in transport, infrastructure, community facilities and services remains important. Council works with government, industry and the community to plan for future housing, employment, infrastructure and environmental outcomes while maintaining the liveability that residents value.

Acknowledgment of Country We acknowledge the Tradtional Custodians of the land on which we meet. We pay our respects to Elders past and present. We also acknowledge our veterans and all those who have and are currently serving our great nation. 3

The Hills Shire Council

Table of contents Introduction

Our organisation

About this Annual Report

Organisational structure

Community Vision, Values

Executive profiles

Message from the Mayor

Our organisation, how we work

Message from the General Manager

Our people and culture

Our people development

Workplace health and safety performance

Volunteering in The Hills

Year in review 2025-26 at a glance

Performance summary by theme

Key projects/ achievements

Performance against delivery program

Community financial report

How Council invests your rates

Integrated Planning and Reporting Framework

The Hills at a glance

Enriched Lifestyles

Sustainability, what Council does

Connected People and Places

ESG performance highlights

Proactive Leadership and Governance

115

Our key stakeholders

Local government requirements

Community engagement

Communications and media

Information required by legislation

130

Government policy impacts and advocacy

State funded capital works

152

Awards and recognition

Community events calendar

Community leadership

Navigational information Global Reporting Initiative index

167

Current strategies and plans

170

Glossary of terms

171

Index

172

Our facilities

173

How governments work together

How Council is governed

The Hills Shire Council Mayor and Councillors

Council governance, Council meetings

Legislative reporting, elected body

Appendix

Corporate governance framework

•

Financial Statements 2025-26

•

Disability Inclusion Action Plan Report 2025-26

How to navigate this report

This Annual Report is structured to provide a clear overview of Council’s performance across the reporting period. Content is aligned to our Delivery Program and operational priorities, to easily track progress, key achievements and outcomes. Sections are clearly labelled for quick reference, with financial statements and statutory information included at the end. Readers can explore specific areas of interest or read the report in full for a complete picture of Council’s performance. You can find more information about the reporting framework for councils at https://www.olg.nsw.gov.au/councils/ integrated-planning-and-reporting/

Annual Report | 2025-2026

The Hills Shire Council

Introduction

The Hills Lunar New Year celebrations on Castle Hill Main Street.

3 Columbia Court, Norwest NSW 2153 PO Box 7064, Norwest 2153 P +61 2 9843 0555 | E council@thehills.nsw.gov.au

www.thehills.nsw.gov.au

The Hills Shire Council is a public statutory body governed by Councillors under the Local Government Act 1993 (NSW). 5

The Hills Shire Council

About this annual report This Annual Report outlines The Hills Shire Council’s performance over the past year. It explains who we are, the services we provide, and our progress toward the goals in Towards Hills 2050, our Community Strategic Plan. Prepared in accordance with section 428 of the Local Government Act 1993, the Local Government (General) Regulation 2021 and other relevant legislation, this report outlines Council's performance during the 2025–26 financial year. It reports on our progress against key strategies and actions, highlights our achievements, and explains the value delivered to the community. It also identifies future challenges and opportunities, helping residents understand how Council plans, invests and delivers services for a growing Hills Shire.

Who should read this report?

This report is for everyone with an interest in The Hills Shire. It provides residents, ratepayers, businesses, community groups and visitors with information about Council's services, projects and performance. It also supports accountability to government agencies, the Minister for Local Government and Parliament, and gives Council staff insight into organisational performance and priorities. Whether you live, work, visit or invest in The Hills, this report shows how Council is working to manage our growth and remain true to our values and priorities.

Accessing the report

You can download the Annual Report, together with supplementary information, from Council's website. Previous Annual Reports are also available online. As part of our commitment to sustainability, we produce a limited number of printed copies. These are available for public viewing at the Administration Centre and all Hills Shire Libraries. If you would like a printed copy, contact Council's Customer Contact Centre on (02) 9843 0555.

Translations and interpreting services If you need help reading this report in another language, contact the Translating and Interpreting Service (TIS National) on 13 14 50. An interpreter can assist you to access information about the report.

Our theme

Advocating for the future of our community This year's theme, Advocating for the Future of Our Community, reflects Council's commitment to representing the interests of The Hills and planning for the community's long-term needs. In 2025–26, the first year of our Towards Hills 2050 Community Strategic Plan, we strengthened our long-term approach to planning, investment and decision-making. Guided by community feedback, we continued to advocate for the infrastructure, services and opportunities needed to support a growing region. Towards Hills 2050 sets a 25-year vision for managing growth, maintaining liveability and building resilience across The Hills. The plan responds to the challenges and opportunities created by population growth, including housing affordability, infrastructure demand and cost-of-living pressures. Advocacy is central to delivering this vision. Council continues to work with government, industry and community partners to secure investment in transport, community infrastructure and essential services, while planning for future growth. During 2025–26, we also strengthen Council's longterm financial sustainability. This included reviewing Council's rating structure (p 10) to help ensure revenue is collected fairly and supports the services and infrastructure our community relies on. We regularly review our plans and strategies to ensure they remain responsive to changing community needs. Through advocacy, responsible financial management and long-term planning, we are helping to deliver a connected, resilient and prosperous future for The Hills.

We welcome feedback to help us improve our reporting. Comments can be directed via email to council@thehills.nsw.gov.au 6

Annual Report | 2025-2026

Community vision Towards Hills 2050 is a shared vision that recognises our growth and strives for a more equitable and sustainable future. Our values shape the direction of the Community Strategic Plan:

Vision •

•

• •

•

Values

a future that makes sensible use of resources to strengthen economic, social and environmental performance a future that puts us in a position to be able to respond to a changing environment and other risks as they exist and emerge a future that protects the fundamentals of our quality of life: clean air, water, health, secure housing, life expectancy, things to do, education and access to meaningful employment a future that connects people physically and in other ways within and beyond The Shire a future that protects The Garden Shire, a constant reminder of how we value our surroundings a future that embraces a well governed, safe and thriving community that can meet its needs for a healthy long life.

Enriched lifestyles EL1. A vibrant community EL2. A valued and nurtured environment

Connected people and places CPP1. A growing Shire and economy CPP2. Timely provision and maintenance of infrastructure

Proactive leadership and governance PLG1. Proactive leadership

Staff values Detailed on (p 60), our staff values are directly linked to organisational outcomes, demonstrating how they guide decision-making and delivery of our strategic objectives.

Supporting housing delivery in The Hills

2,348* new homes The Hills Shire ranked second among NSW councils for new dwelling approvals in 2025-26, with 2,348 new homes approved over the 12 months to April 2026. The result highlights the Shire's contribution to housing supply and just how many more residents are calling our Shire home. *12 months to April 2026 ABS Building Approvals data 7

The Hills Shire Council

Message from the Mayor Everything we do is grounded in creating a connected, inclusive and liveable future for our community, now and for generations to come. Community advocacy and delivery

It is my pleasure to present The Hills Shire Council's 2025–26 Annual Report. This report reflects a year of delivery, advocacy and long-term planning as we worked to support our growing community and future generations. As Mayor, I remain committed to representing our community and ensuring Council makes responsible decisions that support growth, protect community wellbeing and maintain the qualities that make The Hills a great place to live, work and raise a family.

Turning advocacy into outcomes

During 2025–26, Council continued to advocate for the infrastructure needed to support one of Australia's fastest-growing local government areas. In 2025, the NSW Parliament debated the community petition, supported by more than 20,000 signatures, highlighting the power of community advocacy and democratic participation. The petition has borne some fruit. Key transport and community infrastructure projects were approved to help ensure local services and facilities keep pace with population growth. This included securing $11.7 million in NSW Government funding for critical infrastructure in Box Hill and progressing important transport projects, including the NSW Government's $400 million commitment to widen Windsor Road between Commercial Road and Mile End Road. Council continued working with government agencies to address infrastructure gaps and improve connectivity across the Shire. The Shire is doing more than its bit we have the highest housing targets in the state under the current NSW Government, so it is only right that it is supported by significant uplift in government supported infrastructure funding. Like many fast-growing communities, The Hills continues to face increasing pressure on infrastructure, transport networks and community services. Council will continue to advocate for the infrastructure and services needed to support our growing community.

During 2025–26, Council: • •

continued major road upgrade works across the Shire completed and progressed upgrades to parks, reserves and recreational facilities • invested in inclusive and accessible community spaces maintained and renewed essential community infrastructure and assets. Projects such as improvements to local reserves and the delivery of inclusive play spaces help create welcoming places where people can connect, participate and enjoy active lifestyles.

Planning for generations

This year's Annual Report reflects Council's commitment to balancing the needs of today's community with the needs of future residents. Guided by the Towards Hills 2050 Community Strategic Plan, Council continued to make decisions that support growth while protecting liveability, environmental values and long-term financial sustainability. During the year, Council committed up to $268 million to infrastructure, services and asset renewal through the 2026–27 Hills Shire Plan. We also continued to advocate for stronger environmental management of the Hawkesbury River to help protect this important natural asset. By planning responsibly and investing sustainably, we can continue to provide essential infrastructure and services without shifting unreasonable costs to future residents.

Working together

I thank our residents, Councillors and Council staff for their contribution throughout 2025–26. Community feedback, local knowledge and collaboration play an important role in shaping Council's priorities and informing decision-making. Together, we are building a connected, resilient and sustainable community, creating a strong foundation for current and future generations.

Delivering for our community

Alongside our advocacy efforts, Council delivered projects, programs and services that enhance quality of life for residents. 8

Dr Michelle Byrne Mayor

Annual Report | 2025-2026

Message from the General Manager Our strong governance, good financial management and capable teams deliver reliable services and long-term community value. The 2025–26 Annual Report outlines Council's operational performance and demonstrates how we continued to deliver essential services, manage growth and maintain critical infrastructure across The Hills. As the first year of our Towards Hills 2050 Community Strategic Plan, 2025–26 focused on translating long-term goals into practical outcomes. In doing so, our focus is to ensure our operations keep Council on a financially stable footing. Council is living within its means.

Delivering for a growing community

Council delivered a comprehensive program of services and capital works during 2025–26, including asset maintenance and renewal, new infrastructure, development assessment, waste services, community facilities management and regulatory functions. As The Hills continued to grow, Council responded to increasing demand for services while maintaining service standards and operational reliability. We also expanded and managed a growing network of roads, buildings, open spaces and drainage assets. A strong focus on asset management, renewal planning and infrastructure investment helped ensure these assets continued to meet community needs. It is important that Council operates a surplus budget. These surpluses will be needed to fund the ongoing maintenance and renewal of our expanding infrastructure and service network. Council also continued its advocacy for investment to ensure infrastructure keeps pace with growth, including securing significant NSW Government funding to support infrastructure delivery in Box Hill.

Responsible financial management

Strong financial stewardship enabled Council to improve upon its adopted budget position while continuing to deliver key services, infrastructure and strategic priorities. A key milestone was the adoption of Council's revised rating structure (p 10) following community consultation and an independent review. The new structure provides a fairer distribution of rates, better aligns revenue with growth and supports the ongoing renewal of community infrastructure. These changes strengthen Council's longterm financial sustainability while maintaining average residential rates among the lowest in metropolitan Sydney.

Governance and organisational performance

Council is a large and diverse organisation. During 2025–26, we continued to strengthen our governance, risk management and compliance frameworks to support accountability, transparency and informed decision-making. We enhanced business systems, improved operational processes and strengthened performance monitoring across the organisation. These improvements support efficient service delivery and the effective use of resources. We also prioritised workforce capability, safety and wellbeing. Through ongoing training and development, we continued to build a skilled, adaptable and responsive workforce to deliver services and outcomes for our community.

Looking ahead

As our population grows, Council will continue to review its property portfolio, progress redevelopment planning for key sites such as Terminus Street and determine the future use of recently acquired properties. A key focus will be reviewing service levels in response to unplanned growth associated with the Housing Delivery Authority and Low and Mid-Rise Housing reforms. These changes are increasing demand for recreation spaces, community facilities, libraries and road infrastructure. Longer term priorities include advocating for major cultural facilities, improved management of the Hawkesbury River system, and a long-term solution for the SES Headquarters. Guided by Towards Hills 2050, we remain focused on advocating for the infrastructure, services and investment needed to support our growing community, while managing assets responsibly and maintaining long-term financial sustainability. I thank the Mayor, Councillors and staff for their leadership, professionalism and commitment throughout the year. Together, we are helping to deliver a resilient, connected and prosperous future for The Hills.

Michael Edgar General Manager 9

The Hills Shire Council

Case study

A fairer rating structure

Lakeside apartments in Norwest.

Why was change needed? The Hills is one of the fastest-growing communities in NSW, placing increasing demand on roads, parks, community facilities and essential services. Without changes to the rating structure, the cost of maintaining and renewing infrastructure would become increasingly uneven, making it more difficult to meet the needs of a growing and changing community.

The challenge

The Hills is experiencing significant population growth and an increasing proportion of multi-unit housing. At the same time, Council faces growing responsibilities for maintaining and renewing infrastructure while delivering the services and facilities residents expect. These changes prompted a review of the rating structure to ensure it remains equitable, transparent and financially sustainable for a growing community.

Our response

The revised structure supports a fairer distribution of costs and helps ensure infrastructure investment keeps pace with growth.

Council conducted a comprehensive review of its rating structure and engaged with the community throughout the process, explaining the reasons for change and how the proposed model supports long-term financial sustainability.

What is the new rates structure?

Following an independent review, Council adopted a revised rating structure for residential, business and farmland categories from 1 July 2026. The updated model supports a fairer distribution of costs while remaining revenue neutral.

Under the revised structure: Apartment owners: + $3.85 per week (average) Standalone house owners: + $0.56 per week (average) These changes include the 4.7% rate peg increase set by IPART, which caps how much total rates revenue council’s can collect each year

A fair rating structure helps ensure today's growth contributes to the infrastructure and services it relies on, while protecting future generations from bearing an unfair share of the cost.

Council continues to advocate for planning and funding approaches that support sustainable growth. The revised rating structure positions Council to meet the needs of a larger and more diverse community while ensuring infrastructure, facilities and services can continue to support residents for years to come.

Annual Report | 2025-2026

This section outlines how Council is implementing the Delivery Program, reports on financial performance, and highlights key achievements, awards, and community celebrations over the year. The Performance Against the Delivery Program section (from p 71) details progress against all actions and key performance indicators. Appendix 1 – Financial Statements for the year ending 30 June 2026 presents the full financial results.

year in review

Norwest Lake during spring.

The Hills Shire Council

2025-26 at a glance We are focused on delivering high quality services and essential infrastructure for our growing and evolving community. Financial sustainability is paramount to achieving long term sustainability. Securing our future

Improving customer experience

$0.31b

87%

$364.5m

99%

increase in total value of assets

spent delivering services across The Shire while renewing existing infrastructure and building new assets

of the community satisfied with Council’s overall performance

of customer enquiries were actioned at first contact

99%

98%

Delivering our long term strategies

Top highlights

of road assets rated in satisfactory condition

91%

of key performance indicators achieved in the Operational Plan (126 KPIs)

41%

of actions completed in The Hills Delivery Program (a great result for the first year of a four year plan)

Council is debt free and has been since 2002

of DAs available on DA Tracking within four hours of lodgement

Securing $11.7M in NSW Government funding to support critical infrastructure in Box Hill. NSW Government committed $400M to widen Windsor Road between Commercial Road and Mile End Road. Working with the NSW Government to advance upgrades at key traffic bottlenecks in Box Hill. Strengthening community inclusion through programs that support wellbeing, access and participation (pp 17 & 27). Committing up to $268 million in infrastructure, services and asset renewal through the 2026–27 Hills Shire Plan. Advocating for stronger management of the Hawkesbury River, including support for a dedicated river authority.

Developing communities - Gables. 12

Annual Report | 2025-2026

Performance summary by theme Enriched lifestyles Strategic Direction

Strategic Direction

Highlights (p 76 for more details) • Delivered inclusive library programs and expanded accessible e-book collections. • Celebrated community diversity through major events, including Australia Day and the Lunar Street Festival, with accessibility initiatives such as sensory sessions and quiet spaces. • Strengthened inclusion through the Hidden Disabilities Sunflower program and community consultation on access and inclusion. • Supported young people through skills development programs, Youth on Track, and weekly sport and wellbeing activities. • Partnered with The Hills Men’s Shed to provide handcrafted learning resources for Council's long day care centres. • Connected older residents with local services and support through the Seniors Expo. • Partnered with Alive and Kicking to provide older residents with free access to soccer facilities. • Delivered community grants to support local events, services and public art projects. • Welcomed 2,198 new citizens through citizenship ceremonies. • Improved emergency preparedness through recovery centre audits, emergency management exercises and provided support to the Emergency Expo run by the SES (State Emergency Service) and the Four Weeks to Fire Ready campaign run by the RFS (Rural Fire Service).

Highlights (p 85 for more details) • Worked with major development sites to minimise traffic, noise and other impacts on nearby residents. • Improved road safety through the introduction of AI-enabled school zone safety cameras and heavy vehicle monitoring technology. • Installed footpath decals in parks and reserves to promote responsible dog ownership. • Reviewed Council's Biodiversity Strategy and adopted a Climate Risk Adaptation Action Plan. • Reviewed Sydney Water accounts, reducing wastewater discharge factors and achieving savings of approximately $95,000 in 2025–26. • Partnered with the Department of Climate Change, Energy, the Environment and Water to improve water efficiency and drought preparedness. • Upgraded five flood-prone road crossings in the rural north of the Shire. • Improved development assessment performance, reducing assessment times to 115 days and determining 1,093 development applications, the highest in Greater Sydney. • Delivered sustainability education programs and environmental initiatives including Platypus Month and National Tree Day. • Delivered resource recovery events such as E-Waste Plus Drop Off, Chemical CleanOut, Clean Up Australia Day, Bike Drop-off and Check and Tune, Repair Fair and clothing swaps • Hosted the first multi-council Schools Green Network collaboration event with sustainability and education officers from across Sydney. • Launched a Community Recycling Wall Hub at Council’s Administration Building. • Progressed procurement of a new domestic waste services contract. • Developed a Contamination Management Strategy to provide community education and reduce contamination in kerbside bins. • Developed and delivered two educational video series, including a 10-part sewing and alterations series and a 4-part composting and worm farming series, to promote waste avoidance and sustainable living practices.

EL1. A vibrant community

Looking ahead • • •

Review and update the Sackville Cemetery Master Plan and future cemetery strategy. Deliver the Box Hill component of the Fight for a Fairer Hills campaign. Support a safe and vibrant night-time economy through targeted precinct initiatives.

EL2. A valued and nurtured environment

Looking ahead •

Update the Environment Strategy (2019) to strengthen Council's approach to biodiversity conservation, climate adaptation, environmental education and water quality. 13

The Hills Shire Council

Connected people and places Strategic Direction

CPP1. A growing Shire and economy Highlights (p 96 for more details) • •

•

• •

Finalised the Sydney Hills Brand Review to support clear and consistent communication. Continued advocacy on housing policy and major development proposals, including Housing Delivery Authority and State Significant Development applications. Progressed strategic planning projects, including the West Gables rezoning, Cherrybrook Precinct community engagement, and updates to the Local Environmental Plan (LEP) and Development Control Plan (DCP). Secured $8.2 million through the NSW Government’s Special Infrastructure Contribution Program for Box Hill. Adopted Affordable Housing Contributions Scheme for the Bella Vista and Kellyville Transport-Oriented Development precincts. Advanced transport planning initiatives, including improvements to bus services, Metro connections, active transport links and pathway networks. Progressed key strategic planning projects, including the Glenorie Place Strategy and amendments to planning controls to support active and vibrant centres. Continued upgrades to Baker Crescent shops, McBurney Reserve and Water Lane Reserve. Progressed major open space projects, including Anthony Skarratt Reserve and the expansion of Fred Caterson Reserve.

Looking ahead • • • • •

• • • 14

Review and update the Integrated Transport and Land Use Strategy. Advocate for improved Metro access, bus connections and on-demand transport services. Continue advocacy to address the Box Hill Contribution Plan funding gap. Investigate options for a future cemetery site within the Shire. Explore temporary activation opportunities at Castle Mall, including pop-up stalls and community engagement initiatives Identify a suitable site and delivery model for a future State Emergency Service (SES) headquarters. Assess the feasibility of enclosing the 25-metre outdoor pool at Waves Fitness and Aquatic Centre. Securing a Council-owned depot that is able to accommodate our larger population and asset base.

Strategic Direction

CPP2. Timely provision and maintenance of infrastructure Highlights (p 108 for more details) •

•

Continued the annual road resurfacing and renewal program to maintain the quality and safety of the local road network. 100% complete on time on budget. Completed key road and intersection upgrades, including new traffic signals in Box Hill, roundabouts and targeted traffic safety improvements. Progressed major transport projects, including the Annangrove Road upgrade and the Halcrows Road and Cattai Ridge Road intersection upgrade. Delivered the Smalls Creek cycleway and bridge, completed repairs to Mitchells Road at Sackville North repairs, and improved pedestrian accessibility across the Shire. Upgraded sporting and recreation facilities, including netball courts, sports lighting, athletics, tennis and BMX facilities. Completed upgrades to reserves, playgrounds and community facilities, including works at Bernie Mullane Reserve, Parraweena Avenue Reserve and local community halls. Renewed community infrastructure, including the Pryce Court pedestrian bridge and local footpath connections.

Looking ahead •

Committed to deliver up to $268 million in infrastructure, services and asset renewal through the 2026–27 Hills Shire Plan.

Annual Report | 2025-2026

Proactive leadership and governance Strategic Direction

PLG1. Proactive leadership

Highlights (p 116 for more details) • Adopted the updated Community Strategic Plan: Towards Hills 2050, setting the long-term vision for the Shire. • Delivered the Fairer Hills Future advocacy campaign, securing more than 20,000 community signatures and a debate in the NSW Parliament. • Adopted a revenue-neutral rating structure and introduced Payble flexible payment options to support residents in managing rate payments (p 10). • Completed the 2024–25 Financial Statements within 10 working days for the ninth consecutive year. • Continued advocacy on infrastructure funding and planning reform • Sought an exemption from the Housing Delivery Authority process, citing Council's strong record of housing delivery and development assessment performance. • Responded to high levels of customer demand across phone, online and face-to-face channels. • Piloted CASSIE, Council's AI voice agent, which handled more than 2,000 rates enquiries. • Participated in the State Records NSW Recordkeeping Monitoring Exercise, demonstrating continued growth in information maturity. • Introduced live streaming of Council Meetings to improve transparency and community access to decision-making (p 128).

•

Completed major reviews of Children's Services, Hills Community Care and Parks and Reserves, improving business processes, data quality and operational efficiency. • Progressed implementation of the OneCouncil Property and Rating System. • Deployed the TechnologyOne Field App to support mobile inspections and real-time work management. • Enhanced Council's capacity to deliver sustainable, customer-focused services to the community. • Advocated for long-term local government financial sustainability through a submission to the Australian Government's inquiry into local government funding and fiscal sustainability. • Received a ninth consecutive ARA Gold Award for 2024-25 Annual Report. • Updated The Hills Local Environmental Plan 2019 to improve clarity, accuracy and alignment with strategic planning objectives. Looking ahead •

Investigate opportunities to improve Council's website and assess the feasibility of a Council app. Maintain an operating surplus to support Council's long-term financial sustainability and service delivery capacity.

•

Key challenges facing The Hills Shire •

• • • • •

• New apartments continue to come online around the Metro stations, supporting the ongoing evolution of areas like the Castle Hill Town Centre.

•

Managing rapid population growth and increasing demand for infrastructure, transport, housing and community services. Addressing traffic congestion and improving connectivity across the Shire. Securing funding to deliver essential infrastructure in growth areas, particularly Box Hill. Balancing housing growth with environmental sustainability and the protection of natural assets. Maintaining liveability while supporting one of NSW's fastest-growing communities. Responding to NSW Government housing targets and planning reforms, including TransportOriented Development initiatives. Managing increased pressure on employment lands arising from State-led housing initiatives. Advocating for State and Federal investment to in critical infrastructure. 15

The Hills Shire Council

Key projects and achievements supporting our growing community

The Hills Shire Council’s 2025-26 Annual Report outlines the progress made towards the objectives and priorities set out in Towards Hills 2050 Community Strategic Plan, the Delivery Program and Operational Plan. Below is a brief summary of the year’s highlights and challenges. More detailed information can be found in the ‘performance against delivery program’ section, from (p 71).

Rating structure review

Council reviewed its rating structure during 2025–26 to ensure it remains fair, sustainable and fit for a growing and changing community. The review responded to two key trends: the Shire's transition from growth-focused infrastructure delivery to increased asset maintenance and renewal, and the growing proportion of multi-unit housing. Council consulted with the community throughout the review, explaining the proposed changes and how they support long-term financial sustainability. Council adopted a new rating structure for residential, business and farmland categories, effective from 1 July 2026. The structure combines minimum rates, property value-based rates and an Infrastructure Renewal Rate to provide a fairer distribution of costs while remaining revenue neutral. The updated structure will help Council continue to maintain and renew infrastructure, respond to population growth and manage increasing costs (p 10).

Fight for a Fairer Hills Future campaign Council's Fight for a Fairer Hills Future campaign remained a key advocacy priority during 2025–26.

The campaign's NSW Parliament petition concluded in September 2025, with the petition debated in the Legislative Assembly on 18 September 2025. The most significant outcome of the campaign remains the NSW Government's $11.7 million investment in Box Hill infrastructure, announced in August 2025. The funding supports road construction, land acquisition for a future fire station and planning for future infrastructure upgrades. Council continues to advocate for infrastructure investment to address funding gaps and ensure services and facilities keep pace with population growth across the Shire.

Improving flood resilience

Council continued to invest in infrastructure that improves community safety and resilience during severe weather events. During the year, five flood-prone road crossings 16

in the rural north of the Shire were upgraded to improve access and reduce disruption during flood events. These improvements support safer travel, strengthen community resilience and help protect critical transport connections.

Echoes: Luna Light Journey

As part of the Orange Blossom Festival, Council introduced Echoes: Luna Light Journey, a month-long outdoor light and sound experience at Bella Vista Farm. The Hills answer to Vivid, the event celebrated the history and heritage of The Hills through a series of immersive displays. The experience featured stories of the Dharug People, early settlement and the citrus-growing history of the region, through digital projection, lighting and sound. The event attracted visitors to one of the Shire's most significant heritage sites and contributed to the region's cultural and tourism offering.

Box Hill Nelson Community Centre

Anthony Skarratt Reserve is the largest community and sporting facility developed in The Hills in more than 20 years. The project builds on a lasting contribution to the community, with land originally donated by the Skarratt family to the Box Hill and Nelson Progress Association in 1949. Stage 1 delivered the new Box Hill and Nelson Community Centre, providing a community hub for one of the Shire's fastest-growing areas. The facility includes: • a satellite library • a youth playground and plaza • a playgroup space with an outdoor play area. The Box Hill Nelson Community Centre project was partly funded through the sale of land that had originally been donated by the Skarratt family to the Box Hill Nelson Progress Association, together with funding from the NSW Government and Council. When complete, Anthony Skarratt Reserve will include four football fields, two baseball fields, six multi-purpose courts, cricket practice nets and a playground. Community

Annual Report | 2025-2026

feedback helped shape the master plan, resulting in additional features including synthetic cricket pitches, an outdoor gym and a baseball batting tunnel. The Anthony Skarratt Reserve sports complex is being delivered through Contributions Plan (CP) funding and is not funded by the sale of donated Skarratt family land. The project supports Council's commitment to delivering quality community infrastructure that will serve current and future residents as Box Hill continues to grow

Community inclusion

During 2025-26 Council continued working to reduce barriers to participation and create a more inclusive, accessible and connected community for all residents. As part of this commitment, Council introduced the Hidden Disabilities Sunflower initiative, which supports people with non-visible disabilities to participate more confidently in community life by discreetly indicating when they may require additional assistance. Council also sought community feedback on its Disability Inclusion Action Plan, inviting people living with disability, their families, carers and disability service providers to help shape future actions and priorities. Accessibility features were introduced at the Mayor's Children's Christmas Party, including a Sensory Friendly Hour, reduced sensory stimulation on amusement rides, and inclusive activities for children and families.

Intersection upgrade in Glenorie Council completed the upgrade of the Cattai Ridge Road and Halcrows Road intersection in Glenorie to improve road safety, visibility and traffic movements for motorists. The project included realigning the intersection to provide a more perpendicular approach angle, reducing potential conflict points and improving sight distances. Other improvements included upgraded street lighting, wider lane widths, new line marking and signage, a median island, guardrail installation, and landscaping works. Construction also involved pavement reconstruction, utility adjustments and site restoration works. The project was delivered by DSA Contracting Pty Ltd. Construction commenced in February 2025 and was completed in mid-2026. The project improved road safety, visibility and traffic management through upgrades to road infrastructure, lighting and signage, enhancing the experience for residents and visitors.

Improving active transport connectivity

Council progressed the delivery of a new shared path along Norwest Boulevard, Bella Vista, converting an existing footpath into a safer and more accessible route for pedestrians and cyclists.

Waste management

Funded through the NSW Government's Get NSW Active Program, the project strengthens connections between Windsor Road and Old Windsor Road, improves access to Norwest Metro Station, and addresses a key gap in the local active transport network.

During 2025-26, Council issued tenders for new waste services contracts commencing in October 2027. The process secured competitive outcomes through an integrated waste management provider that will help manage future costs while maintaining service standard.

The project supports safer, healthier and more sustainable travel options while improving connectivity and accessibility for residents, workers and visitors. It contributes to Council's long-term objective of delivering infrastructure that enhances liveability and supports population growth. This project was completed in September 2026 outside the reporting period of this report.

Waste management remains one of Council's largest service areas, with annual contract expenditure exceeding $42.2 million.

The new contracts includes the planned introduction of a Food Organics and Garden Organics (FOGO) service 1 July 2030, allowing time for infrastructure, service planning and community education.

Recycling initiatives

Residents continued to support Council's recycling initiatives, including the annual Chemical CleanOut event, two E-waste Plus events and community clothing swaps. Council also established a Recycling Wall Hub at the Administration Building, providing a convenient recycling option for hard-to-recycle items such as batteries, mobile phones, small e-waste, coffee pods, eyeglasses, toothbrushes, blister packs and x-ray films. The hub helps divert valuable materials from landfill and supports Council's commitment to resource recovery and waste reduction.

Improving services for our community

Council completed major service reviews of Children's Services, Hills Community Care, and Parks and Reserves to assess service performance, sustainability, regulatory compliance and operational effectiveness. The reviews informed strategic planning, strengthened governance and identified opportunities for continuous improvement. Council also progressed the implementation of the OneCouncil Property and Rating System, achieving key milestones in system configuration, data migration, integration and staff training. The rollout of the TechnologyOne Field App further enhanced field operations through real-time work management, mobile inspections and improved data capture. These initiatives strengthened Council's digital capability, improved operational efficiency and supported the delivery of sustainable, customer-focused services. 17

The Hills Shire Council

Case study

Protecting jobs close to home Balancing housing growth with protected employment land ensures The Hills retains jobs, liveability and long-term economic strength. Council is advocating to protect Norwest Central as a key employment hub, ensuring the growth of housing is matched by local jobs, services and economic opportunities. Protecting employment land helps keep jobs close to home and supports a more liveable, connected and prosperous Hills Shire.

The challenge

State planning reforms and housing initiatives are increasing pressure on employment land across Greater Sydney. In Norwest, several sites have been approved for high-density residential development. While new housing is needed, converting employment land to residential use can reduce opportunities for future jobs and business growth.

Norwest Business Park, Windsor Road looking down Norwest Boulevard.

Our response

In 2025–26, Council progressed a planning proposal to establish a Designated Employment Area across 77.8 hectares, covering 26 sites within Norwest. The proposal aims to: • • • •

protect strategically important employment land support investment in commercial, retail and business uses encourage a vibrant mixed-use centre with active streets and hospitality offerings increase development capacity to attract major commercial tenants and employers.

Advocacy outcome

Council's proposal protects strategically important employment land and reinforces Norwest's role as a major business centre. This advocacy supports: • • • • •

jobs close to where people live a stronger local economy reduced commuting times and congestion investment attraction and business growth the vision of a 30-minute city

How are we facilitating a growing Shire and economy? Norwest Business Park was originally planned as a major employment centre for The Hills and Western Sydney. Maintaining its commercial role helps to: • • • • •

support local jobs reduce the need for long-distance commuting help manage traffic congestion strengthen the local economy support balanced and sustainable growth.

By protecting key employment land, Council is helping ensure employment opportunities grow alongside the population. Council also continues to advocate to State and Federal governments for balanced planning outcomes that deliver both housing and employment opportunities. By protecting key employment land in Norwest, Council is ensuring future growth creates complete communities where people can live, work and access services close to home. Cycleway on Norwest Boulevard. 18

Annual Report | 2025-2026

Community financial report Being debt free helps ensure today's investments do not become tomorrow's burden. This section explains how Council manages its money in simple terms and why its financial position remains strong. Maintaining a strong financial position allows Council to respond to changing community needs, emerging trends and new technologies. Through careful planning and responsible resource allocation, Council is well placed to deliver the objectives of the Community Strategic Plan, Towards Hills 2050.

Strong financial position

Debt free since 2002

$668.8M

cash and investments saving money and planning ahead

NIL borrowing

We have valuable assets Operating Revenue

Operating Expenditure

$222.8M

$473.4M money in

Net Assets

$7,025.5M

money out

net worth

$6.3B eg. roads, parks, community facilities that benefit the whole community

Budget surplus

$2.1M Operating surplus

$250.5M

Planning for the future

Surpluses for 24 years We live within our means over time

Well funded We maintain and sustainable renew assets Keeping infrastructure Services & infrastructure are supported in good condition

No debt for future generations Today’s costs are not passed on

Finance outcomes Category name

2025-26 ($M)

2024-25 ($M)

2023-24 ($M)

2022-23 ($M)

2021-22 ($M)

Operating surplus

$250.5

$196.4

$161.7

$226.5

$207.7

Operating revenue

$473.4

$417.5

$383.5

$394.2

$364.2

Operating expenditure

$222.8

$221.1

$221.8

$167.7

$156.7

Cash and investments (includes non-current investments)

$668.8

$576.6

$548.6

$477.0

$423.0

Other current assets (excludes cash & investments)

$44.8

$38.3

$38.7

$36.6

$30.0

$6,486.0

$6,166.8

$5,876.3

$5,766.5

$4,176.6

$174.1

$159.5

$166.3

$144.3

$152.1

$7,025.5

$6,622.2

$6,297.3

$6,135.7

$4,477.0

Non-current assets (excludes investments) Total liabilities Net assets/equity

The Hills Shire Council

Managing our money How Council is funded

How Council invests community funds

Council’s sources of revenue - total income 2025-26

Total operating expenditure 2025-26

27.8%

$473.4M

EL1 A vibrant community

8.0%

$222.8M

CPP1 A growing shire and economy

26.9%

33.0%

5.8%

7.3%

40.4%

Rates and annual charges User charges and fees

7.2%

Other revenue

Operating grants and contributions

Capital grants and contributions

6.3%

Interest and investment income

Council received $473.4M in income during 2025–26, primarily from rates and annual charges, grants and contributions, fees and charges, and investment income.

Your Council is financially strong, debt free and planning for the future. We live within our means and invest in the community.

32.0.% EL2 A valued and nurtured environment

CPP2 Timely provision and maintenance of PLG1 Proactive infrastructure leadership

5.3%

Council spent $222.8M on services, infrastructure maintenance and renewal, environmental management, planning, community facilities and governance. These investments support the delivery of essential services and infrastructure while helping Council plan for future growth and maintain long-term financial sustainability.

Community Services Communications & Events Venues & Libraries

Parks & Recreation Emergency Management

Planning & Development Regulatory & Public Health

Civil Maintenance Sustainability & Waste

Economic Development Planning & Land

Infrastructure & Transport Assets & Parks

Asset & Capital Works Civil & Building Maintenance Parks & Bushland

Operations & Fleet Waterways & Stormwater

Corporate Services Customer Services Technology Finance

Human Resources & Wellbeing Property

Annual Report | 2025-2026

Investing in community infrastructure Council invested $134.8 million in community infrastructure during 2025–26 Council delivered a range of infrastructure projects during 2025–26, including road upgrades, parks, sporting facilities and community assets. Projects are prioritised based on community need, strategic priorities and long-term value.

Core infrastructure

$24.7M Roads (18%)

$5.0M Traffic (4%)

$1.6M Bridges (1%)

Community assets

$23.2M Parks (17%)

$6.3M Buildings (5%)

$1.7M

Future infrastructure investment

$62.9M

Acquiring land (47%) for future roads, open space and community infrastructure

$1.3M Waterways (1%)

$8.2M

Project Delivery (6%)

Pathways (1%)

Investing today in the roads, parks and community assets our growing region needs for the future. Major capital works projects delivered in 2025–26 Project name

2025-26 actuals ($)

Completed within budget

Anthony Skarratt Reserve, Box Hill - construction

$6.8 M



Fontana Drive, Terry Road and Old Pitt Town Road, Box Hill - signalised intersection

$2.6 M



Parraweena Reserve, Baulkham Hills - remediation works

$1.4 M



Mitchells Road, Sackville North - embankment stabilisation

$1.0 M



TOTAL

$11.8 M

 21

The Hills Shire Council

How Council invests your rates For every $1,000 collected in rates, Council invests in services, facilities and infrastructure that support the community.

$273

Roads maintenance

$47

$181

$72

$46

Fire control

Parks maintenance

Civic events and community service

Infrastructure and transport planning

$22

Street lighting

Regulatory services

$20

Library services

$45

$13

Marketing, communications and economic development

$61

$58

Set aside for new roads

Corporate management

$36

$35

Environmental health services

Pensioner subsidy

Forward planning

$53

Development and subdivision activity

$30

Community facilities

Waves Fitness and Aquatic Centre

Council manages rates responsibly to maintain services today while supporting the infrastructure needs of future generations. Rates help fund the infrastructure and services the community relies on every day. This includes roads, footpaths, parks, sporting facilities, libraries, community centres, waste services, environmental programs and community support services. Rates also support the maintenance and renewal of community assets as the Shire continues to grow.

The Box Hill and Nelson Community Centre. 22

Annual Report | 2025-2026

The Hills at a glance

Around 30% of The Hills is urban, while 70% is made up of rural land, bushland and natural areas. The Hawkesbury River forms the northern boundary of the Shire.

*Wisemans Ferry

Leetsvale *Lower Portland

*Maroota Sackville North

South Maroota

*Cattai

*Glenorie

Sydney

*Maraylya

Windsor

*Middle Dural

Gables Nelson Kenthurst

ve ro r th ille ng Nollyv Ke

Box Hill *Rouse Hill M

Beaumont Hills

Gle

Kellyville

Hornsby

*Dural nha ven

Norwest M

*Castle Hill M

*West M Pennant Hills

Bella Vista *Baulkham Hills *Winston Hills

*North Rocks

*Carlingford

Blacktown

Parramatta

Key Metropolitan rural areas



Sydney Metro stations

Strategic centres Motorway (M2/M7) Hawkesbury River Denotes suburbs partly within The Hills Shire Local Government Area

Sydney CBD

The Hills Shire is located about 30 km north-west of the Sydney CBD and covers approximately 380 km².

The Hills Shire Council

Key statistics The Hills is one of Australia's fastest-growing regions, with a strong focus on liveability, sustainability and future planning. Population

223,903

estimated resident population in 2026

326,725

projected population in 2046

3.7%

population growth over the two‑year period to 2026 (average annual growth rate for Greater Sydney is 1.7%)

Households

52.1%

couples with children

3.11

average number of people per household

71,700 79,779 households

Country of birth

40.4%

of residents were born overseas. India and China were the most common countries of birth outside Australia

Language

38.8%

of residents speak a language other than English

languages spoken

In 2021, The Hills had a higher proportion of children aged under 18 and a similar proportion of people aged 60 years and over compared with Greater Sydney.

rateable assessments

Employment

Economy

local jobs (2025)

Local businesses (2025)

93,491 3.6%

unemployment (Dec 2025)

50.4%

residents with a bachelor or higher degree (average for Greater Sydney is 38.4%)

27,164

$17.03 billion Gross regional product

Health care and social assistance Largest industry by employment

Sources: Australian Bureau of Statistics (ABS), National Institute of Economic and Industry Research (NIEIR), Forecast.id. 24

Annual Report | 2025-2026

Our history at a glance More than 40,000 years ago

The Dharug People have cared for Country in the Hills region for tens of thousands of years.

1791

Governor Phillip journeyed to The Shire in April.

1794

Hawkesbury Road (Old Windsor Road) was built from Toongabbie Government Farm to the Hawkesbury River. William Joyce received the first land grant in The Shire. 1804

The convicts rebelled on 4 March and made a stand for freedom at the Battle of Vinegar Hill on 5 March. 1902

Tram from Parramatta to Baulkham Hills commenced with an extension to Castle Hill opening in 1910. This accelerated the subdivision of old estates adjacent to the railway into residential blocks. 1920s

Poultry and egg production replaced citrus and stone fruits as the main industry.

1799

Joseph Foveaux received a 300-acre land grant in 1799. The land was later purchased by John and Elizabeth Macarthur and became part of what is now known as Bella Vista Farm.

1807

George Suttor of ‘Chelsea Farm’ Baulkham Hills, was the first person in the colony to produce oranges commercially. 1906

Baulkham Hills Shire Council was created on 6 March via the Local Government Act of 1906. The first meeting was held on 16 June at James Pearce’s Baulkham Hills residence. 1923

1932

The railway closed mainly due to the advent of the combustion engine used in trucks, cars and buses that, in turn, needed a wider main road. 1979

The first stage of Castle Towers Shopping Centre commenced with additions in 1982, 1989, 1993, 1999, 2001 and 2019.

A train service from Westmead to Castle Hill replaced the tram. It was extended to Rogans Hill in 1924. 1961

The population of the Shire reached 23,643. Residential development continued to increase during this period. 1980

1982

The population of the Shire was 90,000. NSW Department of Environment and Planning began looking at the development of the Rouse Hill area.

2012

Council’s name changed to The Hills Shire Council in November.

Council moves into its administration building on Showground Road, Castle Hill.

2008

State government purchases Showground Road Council administration building and surrounds for Sydney Metro Northwest rail. 2016

Suburbs south of the M2 Motorway that were part of The Hills Shire Council are incorporated as part of City of Parramatta.

2013

Council’s administration building, 3 Columbia Court, Baulkham Hills, officially opened on 15 December 2013. 2019

Sydney Metro Northwest opened to passengers on 26 May 2019, improving public transport access across The Hills and north-west Sydney.

The Hills Shire Council

Sustainability what Council does Council balances the needs of today's community with those of future generations through an environmental, social, economic and governance (ESG) approach to sustainability. By embedding sustainability considerations into planning, decision-making and service delivery, Council supports a resilient, inclusive and sustainable Hills Shire while promoting environmental responsibility, social cohesion, economic prosperity and strong governance.

resource management, helping to build a more resilient and environmentally sustainable Shire.

Council incorporates environmental sustainability into its planning, operations and decision-making to protect and enhance the natural and built environment for current and future generations. Environmental considerations are integrated across land use planning, resource management, infrastructure delivery and service provision.

Council also continued transitioning its passenger fleet to more fuel-efficient, lower-emission vehicles. At 30 June 2026, the fleet included 17 hybrid passenger vehicles and three hybrid trucks. Most six-cylinder passenger vehicles have been replaced with four-cylinder and hybrid alternatives, except where larger vehicles are required for operational purposes.

Environmental sustainability

Accommodating another 100,000 people over the next 25 years presents both opportunities and challenges. Where possible, Council will carefully balance the development of denser urban areas with the need to minimise impacts on our natural environment. During 2025-26, Council continued to: •

implement the Resource Recovery Delivery Program 2022-2027 • improve waste avoidance, recycling and resource recovery outcomes • identify opportunities to reduce water and energy consumption across Council operations • plant trees and restore native vegetation • support sustainable land use, transport and bushfire management practices. Council supported environmental education and community participation through Bushcare, National Tree Day and Community Environment Centre programs. During 2025-26, more than 6,000 native trees were planted and 28 Bushcare volunteer groups helped restore bushland across the Shire. These programs strengthened biodiversity, improved habitat connectivity, increased vegetation cover and helped protect and enhance local ecosystems in established and growing communities. Waste reduction initiatives, including e-waste recycling, community recycling programs and planning for future food organics and garden organics (FOGO) services, improved resource recovery outcomes. More than 132 tonnes of e-waste were diverted from landfill through the E-Waste Drop-Off events during 2025-26. Together, these initiatives supported biodiversity conservation, reduced waste and promoted sustainable 26

Council continued its fleet renewal and asset optimisation programs during 2025-26 to support efficient service delivery, improve fleet performance and manage operating costs.

Climate risk Council recognises that changing climatic conditions present both risks and opportunities for our community, environment, infrastructure and operations. Climate considerations are part of Council's planning, asset management, emergency management and long-term decision-making processes to support sustainable service delivery and community wellbeing. Council uses climate risk assessments to identify and evaluate potential impacts, including flooding, bushfire, drought and urban heat. These assessments inform infrastructure investment, asset management and adaptation initiatives that strengthen resilience. During 2025-26, Council developed the Climate Risk Action Plan, which outlines actions to address 18 priority risk scenarios identified through Council's climate risk assessment. The Plan provides a coordinated framework for strengthening governance, improving asset resilience and enhancing preparedness across Council's operations, infrastructure and services. It also supports the long-term management of climate risks and opportunities while protecting community assets and maintaining service continuity. Throughout the year, Council implemented adaptation and mitigation measures and progressed a range of resilience initiatives, including upgrades to five flood-prone rural road crossings and the delivery of emergency preparedness programs such as the Emergency Expo and Four Weeks to Fire Ready Challenge. These initiatives help reduce vulnerability to flooding, bushfire and extreme weather events while strengthening community preparedness and recovery capacity.

Annual Report | 2025-2026

Social sustainability and inclusion

Council supports an inclusive, connected and accessible community through its services, programs, facilities and infrastructure. Council considers social sustainability in planning and service delivery to help ensure residents of all ages, abilities and backgrounds can participate in community life. Council continues to support: • healthy ageing and age-friendly communities • accessibility and disability inclusion • community health and physical activity • cultural diversity and social cohesion • safe and respectful communities. During 2025-26, Council improved accessibility and inclusion through sensory-friendly programs, accessible event initiatives, community grants and programs celebrating cultural diversity. Quiet spaces, sensoryfriendly sessions, accessible event infrastructure and inclusive community programs helped more people participate in community life and access services and events. Council also introduced the Hidden Disabilities Sunflower initiative to provide additional support for people with non-visible disabilities and help create more welcoming and inclusive community events. As The Hills continues to grow and change, Council works to support access to services, opportunities and community life for all residents while fostering a strong sense of belonging and community connection. Disability inclusion Council's Disability Inclusion Action Plan guides improvements to the accessibility of services, facilities, programs and opportunities to participate in community life. The Plan supports Council's commitment to reducing barriers and improving outcomes for people with disability. During 2025–26, Council: •

continued to support the Disability Inclusion Action Plan Reference Group • upgraded inclusive recreational facilities, including Livvi's Place playground • introduced the Hidden Disabilities Sunflower initiative and expanded accessibility measures at community events • delivered sensory-friendly library programs and community events • consulted with the community through the Access and Inclusion Community Survey and Disability Inclusion Action Plan engagement activities • supported school holiday sporting programs for children and young people with disability. These initiatives improve accessibility, increased participation and help ensure Council services, facilities and community events respond to the needs of people with disability.

Domestic and family violence prevention Council believes preventing domestic and family violence is a shared responsibility. Council supports initiatives that promote respectful relationships and help prevent violence. Through partnerships, advocacy, community grants and participation in local networks, Council works with agencies and community organisations to support prevention, early intervention and response efforts.

Economic Sustainability

Council supports sustainable economic growth by encouraging local business investment, employment and economic development. Through the Hills Shire Plan and Economic Growth Plan, Council helps ensure infrastructure, housing, jobs and services keep pace with population growth and changing community needs. During 2025-26, Council continued to support local businesses through education programs, business development initiatives and economic monitoring tools. More than 1,190 businesses were invited to access business support programs and services, helping strengthen economic resilience and local employment outcomes. Council also continued to monitor economic trends through its Business Sentiment Index, which helps inform economic development priorities and business support initiatives across the Shire. Council maintained a strong financial position through responsible financial management and long-term planning. Council remained debt free and received an unqualified audit opinion for its financial statements. Council also maintains a strong focus on responsible procurement, asset management and long-term financial planning. This approach helps ensure Council can continue to deliver essential services and infrastructure while supporting intergenerational equity, financial resilience and the long-term prosperity of The Hills Shire.

Governance and accountability

Council is committed to transparent, ethical and accountable decision-making. Effective governance supports community confidence, organisational performance and the long-term sustainability of Council operations. Council's governance framework incorporates strategic planning, enterprise risk management, compliance, assurance and community engagement processes that support informed decision-making and responsible stewardship of community resources. During 2025-26, Council continued to manage strategic and operational risks through its Enterprise Risk Management Framework, including environmental, climate-related, financial, operational and governance risks. These practices support service continuity, organisational resilience, sound stewardship of community assets and sustainable outcomes for current and future generations. 27

The Hills Shire Council

ESG performance highlights 2025–26 Building a sustainable, inclusive, well governed Shire for today and tomorrow. Operations and programs

Environmental

Our natural and green spaces shape the built environment and how the Shire will grow.

13,418.7  tonnes CO2-e operational emissions (down from 13,626.7 tonnes in 2024-25)

62,780 

energy consumption (up from 49,085 gigajoules in 2024-25)

1,243

native trees planted across the Shire

12.3 kg  waste generated per household per week on average

99%

street lighting network converted to LED technology

$95,000

in water savings achieved through wastewater discharge factor reviews

Fleet renewal and asset optimisation Fleet renewal and asset optimisation programs continued during 2025-26 to support efficient service delivery, improve fleet performance and manage operational costs.

EV charging stations installed across key Council facilities

New recycling wall hub established for hard-to-recycle materials Resource Recovery Strategy implementation continued Planning progressed for future FOGO services

17 hybrid

passenger vehicles

hybrid trucks

Social

Fostering a more connected and inclusive community.

49%

Female workforce representation

400+

Active volunteers

2,198

New Australian citizens welcomed

Hidden disabilities sunflower initiative implemented

Governance Strong governance today for a sustainable tomorrow. Council's approach to environmental, social and governance (ESG) performance is overseen through its governance framework, including the Executive Leadership Team, Audit, Risk and Improvement Committee (ARIC), Enterprise Risk Management Framework and Community Strategic Plan. Sustainability and climate-related risks are incorporated into strategic planning, asset management and risk management processes. 28

Climate Risk Adaptation Action Plan adopted

Five ARIC meetings conducted during the year

Unqualified audit opinion received for 2025-26 financial statements

Enterprise Risk Management Framework reviewed and maintained

Annual Report | 2025-2026

Our stakeholders who we engage with and why . . . Council engages with a range of stakeholders to help inform decision-making, improve services and support community outcomes.

Groups

How we engage •

Residents and ratepayers

Business

Community groups and volunteers Visitors

Customers

Employees and their representatives

Partners – regional and national

Other levels of government

Suppliers

Media

Local knowledge, feedback and participation

Services, facilities and community leadership

• • • • • • • •

focus groups and workshops publications website social media

Investment, employment and economic activity

Planning, infrastructure and business support

• •

focus groups and workshops committees

Community connections and local expertise

Funding, partnerships and engagement opportunities

• • •

events website published information

Economic benefit, employment opportunities and financial viability

Products, services and facilities

•

customer satisfaction measurements customer care and service

• • • •

website publications fact sheets feedback forms

Share feedback and access Council services and facilities

Products and services at good value and quality

staff portal staff briefings and onsite meetings employee survey

• • • •

exit surveys interviews emails newsletters

Provide valuable knowledge, skills and labour

A safe, inclusive and supportive workplace with opportunities for career development and flexible work arrangements

contract management – account management relationships regular engagement through site visits

Provide shared knowledge, cultural experiences, knowledge and resources

Advocacy, leadership and resources that support shared objectives and comply with legislative and policy requirements

formal meetings briefings networks

enquiries one-on-one meetings

Provide funding opportunities, services, planning direction, legislation and networks

Local strategies, partnerships and networks

•

contract management – account management relationships

Provide good value and quality products and services

Fair access to business opportunities in line with policy and legislation

• •

media releases • briefings •

Share information and increase community awareness

Trend data and social, environmental, economic and governance information

• •

• • • • • • •

• • • •

• •

information display or kiosk public exhibition annual report phone surveys events

How Council supports stakeholders

public meetings publications website social media rates notices

•

What stakeholders contribute

interviews social media

The Hills Shire Council

Community engagement Council engages with residents, businesses and the community to understand local priorities and inform decision-making. Let's Talk Hills

Let's Talk Hills (Have Your Say) is Council's community engagement program. It provides opportunities for residents, businesses and stakeholders to contribute to decisions that affect The Hills. Feedback gathered through consultations on projects, plans, policies and strategies helps Council understand community priorities and consider local perspectives when making decisions. During 2025–26, Council engaged with the community through: • surveys • public exhibitions • community forums • newsletters • advisory groups • focus groups • pop-ups • submissions • the Hills Have Your Say online platform. The Community Engagement and Online Services team supported consultation activities across the organisation, helping connect the community with issues that affect them.

Quick engagement facts

101

community consultations 2025-26

1,320

total participants

1,957

Hills Have Your Say e-newsletter subscribers 2025-26 E

Hills Have Your Say e-newsletters 2025-26

Council's approach to engagement is guided by the Community Strategic Plan, Community Participation Plan and Community Engagement Strategy. These frameworks support open and transparent decision-making and encourage community participation in shaping the future of The Hills.

Online engagement platform

Hills Have Your Say is Council's online engagement platform. It provides residents, businesses and stakeholders with opportunities to learn about and provide feedback on projects, plans, policies and development proposals. The platform includes a range of tools that enable the community to participate in consultation and share feedback with Council. Public exhibitions and consultations are generally available for a minimum of 28 days, allowing sufficient time for the community to review information and make submissions. Where development applications require notification, affected residents are informed through letters and site signage and are invited to provide feedback during the exhibition period. During 2025–26, Council delivered a range of consultation activities through the Hills Have Your Say platform, including public exhibitions, surveys and targeted engagement opportunities. Feedback received through these consultations helped inform Council decisions and project delivery. Council's Hills Have Your Say e-newsletter keeps subscribers informed about current and upcoming consultations, project updates, policy reviews and other matters of local interest. It also highlights opportunities to provide feedback and participate in Council decision-making. The major projects and initiatives presented to the community during 2025–26 are outlined on the following page. Four consultations were promoted on the Hills Have Your Say website which were conducted by other organisations. Council believes in the community's right to be informed about matters which affect them as well as working together with other organisations for the benefit of the community.

Annual Report | 2025-2026

Key community engagement consultations Community feedback plays a key role in shaping Council's plans and priorities. The major projects and initiatives presented to the community during 2025–26: Have Your Say on the Draft 2026-2027 Hills Shire Plan A major annual consultation seeking community feedback on Council's operational priorities, budget, services and infrastructure program for the coming year. The Hills Shire Plan 2025–2026, including the Community Strategic Plan, Delivery Program, Operational Plan, Resourcing Strategy and Fees and Charges. Outcome for stakeholders: Community feedback helped inform Council’s priorities, services, infrastructure investment and long-term planning No. of page visits: 1,800 Submissions received: 21 Dates: 15 April - 12 May 2026 Castle Hill Showground Arena upgrade and refurbishment Community consultation on the future of the Aub Juleff Arena, including proposed upgrades to create a modern, flexible space for sport, recreation and community events adjacent to the Hills Showground Metro Station. Outcome for stakeholders: Community feedback will inform planning for the future upgrade of the Aub Juleff Arena, helping to create a facility that meets the needs of residents, user groups and the broader community. No. of page visits: 1,900 Submissions received: 66 Dates: 5 June - 3 July 2026 Fight for a Fairer Hills Future Council's advocacy campaign calling for increased NSW Government investment in essential infrastructure to support the rapidly growing population of The Hills. This campaign sought community support to strengthen advocacy efforts for roads, schools, public transport and community facilities. Outcome for stakeholders: Council's advocacy contributed to a debate in the NSW Parliament, raising awareness of issues affecting The Hills Shire. The NSW Government subsequently committed to delivering new schools, road upgrades and open space improvements to support the area's growth. No. of page visits: 36,100. The campaign generated more than 36,100 page visits through a coordinated communications approach that included website and

social media promotion, community engagement activities, and collaboration with stakeholders and media outlets. Submissions received: more than 20,000 signatures. Dates: Council launched the advocacy campaign on 31 March 2025. The petition closed on 5 September 2025, followed by a debate in the NSW Parliament on 18 September 2025. Council continues to advocate for improved infrastructure and services to meet the needs of the growing community. Access and Inclusion Community Survey Engagement undertaken to inform Council's Disability Inclusion Action Plan and improve accessibility, inclusion and participation opportunities across The Hills. No. of page visits: 638 Submissions received: 56 Dates: closed 31 March 2026 Rebalancing Rates for a Changing Community Consultation on Council's plan to change the rating structure to future-proof our Shire as our community evolves. No. of page visits: 4,500 Submissions received: 51 Dates: 12 January to 18 February 2026 Stockhorse Avenue Reserve Masterplan Consultation on the design of a new park located at Stockhorse Avenue, Box Hill. No. of page visits: 3,000 Submissions received: 152 Dates: 14 January to 11 February 2026

Other consultations Council promoted Council shared information on a range of externally led consultations, providing residents with opportunities to contribute feedback on major projects and initiatives affecting the local area including: Bella Vista District Park Kellyville Centre Park Rouse Hill Hospital Cherrybrook Precinct State-led Rezoning Proposal

The Hills Shire Council

Key - growth compared to 2024-25

Communications and media Digital engagement 2025-26

increased growth decreased growth maintained

Audience growth 2025-26 (followers)

1.35M social media reach#  0.26% 162,129 followers across platforms 45.4% 856K website users  7% 5.1M website page views  19%

Facebook 128,506 | 51% LinkedIn 10,232 | 14% Instagram 23,391 | 32%

#Total number of followers across The Hills Shire Council’s Facebook and Instagram accounts, including Council, Waves, Hills Shire Library Service, Pioneer Theatre and other Council-managed pages.

Top performing content on social media

#1 Shark carcass on Samantha Riley Drive

#2 Proposed no right turn at Annangrove/ Withers Roads

#3 Hills Lunar Street Festival

Instagram

Reach 18,772 Shares 555

Reach 9,400 Shares 178

Reach 10,026 Shares 251

34.1K views

15.2K views

Facebook

Reach 699,283 Shares 156

Viewers 79,900 Reach 78,538 Shares 29

Viewers 50,500 Reach 51,655 Shares 5

1.1M views

16.5K views

158.5K views

71.0K views

  

Annual Report | 2025-2026

Media coverage The aim of Council’s Media and Communications team is to keep the community informed about Council projects, services, events and decisions through local, metropolitan and digital media channels. During 2025–26, media coverage focused on Council’s Fight for a Fairer Hills Future campaign. The aim of the campaign was to advocate to the NSW and Australian governments for more infrastructure and services to support the Hills’ booming population. The Fight for a Fairer Hills Future petition received over 20,000 signatures from residents and community stakeholders and was debated in NSW Parliament on Thursday 18 September 2025. Since the petition closed, media coverage on Council’s advocacy efforts has remained strong, reaching local and national audiences through Hills Shire-based news publications, Channel 7, Channel 9, ABC, 2GB radio, and more.

Media coverage 2025-26 73 media releases 

2,355 news articles  80 items broadcast on television 

During the year, Council also renamed its Hills Focus community magazine to Hills Shire News. Hills Shire News is delivered to resident households and provides information about Council projects, services and events.

Mayor Byrne outlines Council's concerns about the proposed Cherrybrook Precinct rezoning and calls on the NSW Government to complete a comprehensive geotechnical assessment before progressing the proposal. (L-R) Mark Hodges MP, Mayor Dr Michelle Byrne, Peter Ernst President of the West Pennant Hills Valley Progress Association, and General Manager of The Hills Shire Council Michael Edgar.

Council's website

Council recorded a reduction in website page views during 2025-26 as residents increasingly accessed information through AI-powered search tools and search engine summaries, reducing the need to navigate directly to Council's website. Council continues to optimise its digital content to improve visibility in search results and AI-powered platforms, while ensuring residents can easily access accurate, current and authoritative information through Council-owned channels. 33

The Hills Shire Council

Case study

Delivering infrastructure that supports growth Old Pitt Town Road, Fontana Drive and Terry Road intersection upgrade

As The Hills grows, Council continues to plan, advocate and invest in the infrastructure needed to keep our communities connected, safe and moving. The challenge

Growth across the Shire increased traffic volumes at the intersection of Old Pitt Town Road, Fontana Drive and Terry Road, creating the need for safer and more efficient traffic management for motorists, pedestrians and cyclists. As surrounding communities expanded, Council recognised the importance of delivering infrastructure that would improve safety, reduce congestion and support future growth.

Timely provision and maintenance of infrastructure The upgrade demonstrates Council's commitment to advocating for and delivering infrastructure that meets the needs of a growing population. The project supports: • • •

Our response

Council prioritised the intersection upgrade as part of its commitment to maintaining a safe, connected and efficient transport network. The project transformed the previously unsignalised intersection into a signalised intersection, with new turning lanes, pedestrian crossings, upgraded pathways and street lighting designed to improve accessibility and traffic flow for all road users.

•

safer pedestrian and vehicle movements improved traffic flow and reduced congestion stronger connections between residential communities and key destinations increased transport capacity to accommodate future growth a more accessible and connected road network.

Annual Report | 2025-2026

Government policy impacts and advocacy Government policies can affect Council's financial sustainability, infrastructure planning and service delivery. Throughout 2025–26, Council monitored and responded to major State Government reforms affecting local government and continued to advocate for outcomes that balance the needs of current and future residents.

Housing growth and infrastructure

The NSW Government introduced planning reforms aimed at increasing housing supply, including the Low and Mid-Rise Housing Policy and Housing Delivery Authority process. The Hills Shire has been allocated the highest housing targets in New South Wales, with 23,300 new homes to be delivered by 2029. Council assessed the potential impacts of these reforms on local infrastructure, services and community facilities. Council continued to advocate for investment in roads, parks, schools and community infrastructure to help ensure growth is supported by the facilities residents need.

Planning system reforms

During the year, the NSW Government introduced planning reforms that increased its role in housing approvals and delivery. Council continued to advocate for local priorities to be considered in planning decisions and for infrastructure and services to keep pace with growth. Council also worked with government agencies to help ensure development outcomes reflect local community needs.

Financial sustainability

Rising infrastructure and service delivery costs continued to place pressure on local government finances. During the year, Council participated in a Federal Parliamentary Inquiry into local government's capacity to fund infrastructure and services. The Mayor, Chief Financial Officer and Group Manager Finance and Corporate Strategy provided evidence on key industry issues, including infrastructure contributions, using Box Hill CP15 as a case study to advocate for improved funding outcomes for growing communities. Council's advocacy focused on supporting long-term financial sustainability while maintaining service levels and community infrastructure.

Emergency services funding reform

Council made a submission to the Parliamentary Inquiry into the NSW Government’s proposed Emergency Services Funding Reform.

While supporting the move from an insurance-based funding model to a broader property-based levy, Council identified opportunities to improve equity and efficiency. Recommendations included a hybrid funding model, motor vehicle contributions and a state-managed collection system.

Hawkesbury-Nepean River governance

Council continued to advocate for a dedicated authority to manage the Hawkesbury–Nepean River system. The river spans eight local government areas and is overseen by multiple agencies. Council highlighted the need for stronger coordination and clearer accountability across agencies to address water quality, biodiversity, flood management and recreational use. With Western Sydney's population expected to continue growing, increasing pressure will be placed on the river system. Council believes the time has come for a single authority to oversee the river's use, health and longterm productivity, ensuring this historically significant waterway is protected and managed effectively for future generations.

Supporting young people

Council advocated for ongoing NSW Government funding for youth services beyond 2026-27. During the year, Council wrote to the NSW Minister for Youth and the Minister for Mental Health, highlighting the benefits of Community and Family Support funding and the growing demand for youth services in The Hills. Council's advocacy focused on maintaining programs that support young people's wellbeing, social connections and participation in the community.

A key advocacy success for Box Hill

In 2025–26, Council’s advocacy for the upgrade of the Annangrove Road, Withers Road and The Water Lane intersection in Box Hill achieved a significant milestone, with Transport for NSW acquiring the final parcel of land required for the project. This enabled the upgrade to proceed to public tender, with construction expected to commence in late 2026. The project will improve safety, ease congestion and support reliable public transport, while ensuring critical transport infrastructure keeps pace with Box Hill’s continued growth. This outcome reflects Council’s commitment to proactive planning and strong advocacy to support long-term community liveability and future growth. 35

The Hills Shire Council

Case study

Keeping The Hills one of Australia's most liveable communities

Council is committed to ensuring growth enhances, rather than diminishes, the liveability that makes The Hills such a desirable place to call home.

Residents enjoy family-friendly events, including Illuminate The Hills, at the Queen Elizabeth II Memorial Rose Garden. The Hills is recognised as one of Australia's most liveable communities*. As the Shire continues to grow, Council is committed to ensuring that investment in infrastructure, services, open space and local employment opportunities supports the quality of life residents value today and into the future. Rankings such as these reflect many of the outcomes Council continues to advocate for, including access to jobs, quality infrastructure, community wellbeing, environmental sustainability and strong social connections. As one of NSW's fastest-growing communities, The Hills faces the challenge of accommodating growth while preserving the characteristics that make it a great place to live. Council's focus is on ensuring growth is supported by the infrastructure, services and planning needed to maintain community wellbeing and long-term liveability. Maintaining liveability requires more than managing growth. It requires strategic planning, investment and advocacy to ensure infrastructure, services, employment lands and business centres keep pace with community needs. By championing jobs close to home and supporting well-connected communities, Council is helping preserve the quality of life that makes The Hills one of Australia's most desirable places to live.

How Council supports liveability

Improved connectivity: Metro access has made it easier for residents to connect with jobs, services and recreational opportunities. Flexible lifestyles: Remote and hybrid work options allow more people to work closer to home while enjoying local amenities. Access to nature: Parks, bushland and open spaces contribute to health, recreation and environmental sustainability. Strong community: High levels of participation, safety and social connection foster a strong sense of belonging.

*Health insurance comparison service iSelect analysed 88 regions across Australia using 10 measures of liveability, including income, health, safety, the environment and community connectedness. The findings identify places that support quality of life through a combination of strong services, social connections and access to local amenities. 36

Annual Report | 2025-2026

Awards and recognition These awards recognise the dedication and professionalism of Council staff, and their commitment to delivering services and outcomes for the community. Council’s high performing customer service team.

Australasian Reporting Awards

Council's 2024–25 Annual Report received a Gold Award at the 2025 Australasian Reporting Awards (ARA). The award was presented in the Public Administration – Local Government category and recognises reporting that meets high standards of transparency, accountability and disclosure. The award marks Council's ninth consecutive ARA Gold Award and reflects its ongoing commitment to clear and accessible reporting to the community.

Supporting inclusive employment

Council was recognised for its commitment to inclusive employment through its partnership with the Jobsupport program. Jobsupport creates employment opportunities for people who benefit from workplace support and has partnered with Council for many years. In November 2025, a Council employee was recognised with a 10-Year Service Award, while Council received an Employer Award recognising its ongoing support for inclusive employment practices. Council remains committed to creating an inclusive workplace that provides opportunities for people of all abilities to contribute and succeed.

Customer Service and Venues Team recognised

Council's Customer Service and Venues team received a Highly Commended Award in the 2024–25 National Local Government Customer Service Network Team of the Year category. The award recognised the delivery of customer service across multiple channels, including phone, online and face-to-face services, as well as records and information management.

The team was also recognised for initiatives that improved service delivery, reduced development assessment processing times, strengthened data quality and enhanced workforce capability.

Local Government Professionals Awards 2026 Council was recognised as a finalist in the following categories: Asset and Infrastructure (Projects over $1.5 million, population over 100,000) Livvi's Place playground extension and amenities Festivals and Community Events (population over 150,000) Echoes: Luna Light Journey

RH Dougherty Events and Communications Awards

Winner – Innovation in Special Events Division C (population greater than 100,000) Echoes: Luna Light Journey received the RH Dougherty Award for Innovation in Special Events at the Local Government NSW Awards 2026. The award recognised Council's innovative approach to community engagement, heritage interpretation and event delivery. Held at Bella Vista Farm, the immersive light and sound experience combined local history, First Nations stories and digital technology to create an accessible and interactive visitor experience. First presented in 2025, Echoes attracted tens of thousands of visitors and provided a new way for residents and visitors to connect with the history and heritage of The Hills. The event was delivered in partnership with Laservision and formed part of Council's ongoing commitment to creating engaging cultural experiences for the community.

The Hills Shire Council

Community events calendar Council delivers and supports a range of events across Council venues and public spaces throughout the year. These events provide opportunities for residents, businesses and visitors to connect, celebrate, learn and participate in community life. They also support local businesses, attract visitors and contribute to the vibrancy of The Hills.

July 2025 • •

NAIDOC Week Event - Yarn at The Farm National Tree Day plantings at Sundowner Parkway and Eric Mobbs Reserve

August 2025 • •

Platypus Month workshops Youth on Track initiative, delivered in partnership with The Hills Police Area Command from August 2025 December 2025.

September 2025 • •

• •

Echoes Bella Vista, an immersive light and sound experience Orange Blossom Festival including: - OBF Community Parade - Run for The Hills - A Taste of Wisemans - Kenthurst Fair - Sydney Hills Garden Competition Clothing Swap event E-Waste Plus Drop Off Event

October 2025 • •

Grandparents Day movie and picnic Small Business Month events

November 2025 •

Remembrance Day Commemoration

December 2025 • • • • • •

International Day for People with a Disability event Illuminate The Hills and Christmas markets Mayor’s Community Christmas Party Mayor’s Children’s Christmas Party Household Chemical CleanOut Parraweena Avenue Reserve reopening

January 2026 • • • • • •

Australia Day Waves Pool Party Australia Day Fun at Bella Vista Farm Australia Day Awards Australia Day Citizenship Ceremony Flag raising ceremonies across The Shire Children’s Clothing, Toys and Book Swap event

February 2026 • • 38

Hills Lunar Street Festival E-Waste Plus Drop Off Event

March 2026 • • •

Clean-Up Australia Day at Ted Horwood Reserve Growing Food for Wildlife working bee Seniors Festival

April 2026 • • •

Youth Week Mayor’s Easter Egg Hunt ANZAC Day Dawn Service at Kellyville Park

May 2026 • • • •

Heritage Festival Bella Vista Farm Reboot Your Business Digital Business Advisor program Growing Food for Wildlife working bee Volunteer Thank you event

June 2026 •

Repair Fair and Bike Drop Off and Check and Tune event

Citizenship ceremonies

Council continued to conduct citizenship ceremonies on behalf of the Australian Government, welcoming new citizens to the community. During 2025–26, Council hosted 15 citizenship ceremonies, with 2,198 people becoming Australian citizens.

Other

Bushcare Council supports a network of Bushcare groups across The Hills, providing residents with opportunities to protect and enhance local bushland. Community Environment Centre The Community Environment Centre at Annangrove delivers free workshops and education programs throughout the year, covering environmental sustainability, waste reduction and natural resource management. Libraries The Hills Shire Library Service delivers a broad program of events, workshops and activities for residents of all ages. Bella Vista Farm Bella Vista Farm hosts a community open day on the first Sunday of each month, providing opportunities for residents and visitors to explore one of the Shire's significant heritage sites.

Annual Report | 2025-2026

It also includes information and key statistics about elected members.

Community leadership

This section outlines how Council provides effective and accountable leadership, making informed decisions that reflect community priorities while safeguarding long-term outcomes for future generations.

The Hills Shire Council

How governments work together Local government is where decisions become outcomes, shaping the places where people live, work and connect.

Federal

•

Local

Delivers state-wide services

Delivers services closest to the community

Defence

Public hospitals

Waste and recycling

Immigration

Public schools

Parks and open space

Economy

Emergency services

Community facilities

Foreign affairs

Public transport

Local planning

Medicare

State roads

Local roads

Sets national policy

• •

State

Led by the Prime Minister Raises revenue through taxes paid by individuals and businesses Makes decisions on national issues.

• •

•

Led by the Premier (or chief minister in the 2 territories) Receives funding from both state taxes and the Australian Government Responsible for services used across New South Wales.

• • •

• •

Your vote shapes your council Local government elections every 4 years 12 Councillors + Mayor 18+

Voting is compulsory for eligible voters aged 18 years and over

Led by the Mayor and Councillors Council sets local priorities and policies The General Manager is responsible for day-to-day operations Raises revenue through rates, fees and charges There are more than 500 local councils across Australia with 128 in NSW.

Why this matters

All levels of government play a role in supporting communities. Council works with Federal and State governments to advocate for infrastructure, services and investment that meet the needs of The Hills community.

Elections and voting Voting is compulsory for Australian citizens aged 18 years and over. Federal, state and local government elections give communities the opportunity to elect representatives who make decisions on their behalf. The Australian Electoral Commission ensures elections are fair, lawful and politically neutral.

Annual Report | 2025-2026

How Council is governed How decisions are made and services delivered. The Hills Shire Council operates under the Local Government Act 1993 (NSW). The Mayor, Councillors and Council staff work together to make decisions, deliver services and plan for the future of the Shire.

Ward structure

Councillors Councillors are elected by the community to: • • • •

represent the interests of residents, ratepayers and businesses make decisions at Council Meetings set Council's strategic direction and priorities work with the community and stakeholders to understand local needs.

Councillors contribute through Council Meetings, strategic planning workshops, committees, community consultation activities, civic events and other official duties.

Wisemans Ferry Leetsvale Lower Portland

Maroota Sackville North

South Maroota

General Manager

The General Manager is responsible for the day-to-day management of Council and: • • •

implements Council decisions leads Council staff and operations oversees service delivery and organisational performance ensures Council operates efficiently and in accordance with legislative requirements.

Council term

The current Council term is the third since the community voted in favour of a popularly elected Mayor at a referendum held in 2012.

The Hills Shire is divided into 4 wards, with each ward represented by 3 Councillors. This helps ensure fair representation across the local government area.

Maraylya

Middle Dural

Gables Nelson Box Hill

Kenthurst

ve ro ng na

The Deputy Mayor is elected by Councillors and holds office for a 12-month term.

Glenorie

At the local government election held on 14 September 2024, residents elected a Mayor and 12 Councillors, with three Councillors representing each ward.

Cattai

Rouse Hill

North Kellyville

Dural

Gle

nha ven

Beaumont Hills Kellyville Norwest

Castle Hill

Bella Vista

West Pennant Hills

Baulkham Hills Winston Hills

North Ward

Carlingford North Rocks

Central Ward West Ward East Ward

The Hills Shire Council

The Hills Shire Council Mayor Dr Michelle Byrne was elected to Council in 2024 and 2008-2021. 0427 451 201 mayor.byrne@thehills.nsw.gov.au

About the Mayor

Local government service Dr Michelle Byrne was first elected to The Hills Shire Council in 2008 and served as Deputy Mayor from 2011 to 2012. In September 2012, Dr Byrne was elected Mayor of The Hills Shire. After two years as Mayor, she served as Deputy Mayor in 2014 and returned as Mayor from 2015 to 2016. In 2017, Dr Byrne became the first popularly elected Mayor of The Hills Shire, serving until 2021. She was elected Mayor again in September 2024 and is currently serving a four-year term. Education and qualifications Dr Byrne holds a Bachelor of Medical Science with First Class Honours and a Doctor of Philosophy from the University of Technology, Sydney. Her PhD research focused on understanding the role of the MDR1 gene in drug resistance in cancer cells. She has also worked in Type I Diabetes research. Dr Byrne also holds a Bachelor of Laws and a Graduate Diploma of Legal Practice and was admitted as a solicitor of the Supreme Court of New South Wales in 2018. Community involvement Dr Byrne has served on local and national not-for-profit boards, committees and community organisations. She founded the Hills Winter Sleepout and co-founded the Hills Community March for Change. Dr Byrne is Patron of several community organisations, including Hills Community Aid, Hills Domestic Violence Prevention Network and the Hills Relay for Life, and remains involved with a range of local community groups. Community leadership As Mayor, Dr Byrne represents residents and advocates on matters that affect The Hills community. Her vision is to enhance the quality of life for current residents and for future generations who will call The Hills home. Her areas of interest include strategic planning, infrastructure funding and delivery, community engagement, mental health awareness, preventing domestic and family violence, and supporting people experiencing severe financial crisis and homelessness.

The role of Mayor The Mayor is the public spokesperson for Council and provides civic leadership for the community. The Mayor represents Council in its engagement with residents, businesses, community groups and government agencies, and plays a key role in communicating Council's priorities, decisions and activities. Under section 226 of the Local Government Act 1993, the Mayor is responsible for a range of civic and ceremonial functions, including presiding at Council Meetings and representing Council at official and community events. Dr Michelle Byrne is directly elected by the community and will serve until the local government elections in September 2028. Councillors elect a Deputy Mayor each year. The Deputy Mayor supports the Mayor and acts in the role when the Mayor is unavailable, including chairing Council Meetings and attending civic and community functions.

Annual Report | 2025-2026

Our elected representatives West Ward

Clr Frank De Masi GAICD Deputy Mayor

Clr Rosemarie Boneham

Clr Immanuel Selvaraj

Elected to Council 2017 0439 013 343 clr.demasi@thehills.nsw.gov.au

Elected to Council 2021 0400 551 435 clr.boneham@thehills.nsw.gov.au

Elected to Council 2024 0400 223 546 clr.selvaraj@thehills.nsw.gov.au

Frank has been a proud resident of The Hills Shire for 28 years, has served as Councillor since 2017 and has been heavily involved in advocating for the community.

Rosemarie has called north-west Sydney home for more than 30 years and is delighted to be serving her second consecutive term on Council.

Immanuel has been a Hills Shire resident for 2 decades and was elected to The Hills Shire Council in September 2024.

Her interests include community wellbeing, housing, infrastructure, open space, recreation facilities and community services. She supports initiatives that help residents connect with their community and access the services they need.

He is involved in a range of community and business organisations including serving as President of The Hills District Toastmasters from 2023 to 2025.

He championed the construction of the new Waves Fitness and Aquatic Centre and proposed the renaming of the Roxborough Park Rose Gardens at AH Whaling Reserve to the Queen Elizabeth II Memorial Rose Garden. This term he plans to focus on reducing the cost of waste in the area and will call on the NSW Government to build a waste-to-energy facility in Sydney. Frank has been an award-winning small business owner in The Hills Shire for more than 18 years. He has a Bachelor of Business majoring in Human Resource Management and an advanced certificate in Management. He is also a Graduate of The Australian Institute of Company Directors. Throughout this Council term, Frank has supported Council's Fight for a Fairer Hills Future advocacy campaign, which calls for increased infrastructure investment to support The Hills Shire's growth. The campaign has focused on the need for additional roads, sporting facilities, parks, community centres and other essential infrastructure.

Rosemarie has a strong interest in planning and development, with a focus on well-designed housing, accessible town centres, quality green spaces and preserving The Hills Shire's character and natural environment. A small business owner, Rosemarie understands the challenges facing local families and businesses. She brings extensive volunteer experience through her work in marriage and parent education, service on a not-for-profit board, and support for children and families through mentoring, pastoral care, special religious education and community sport.

Immanuel has more than 25 years experience in the digital sector and is also a small business owner. Since 2019, he has served as the President of the Greater Cumberland Chamber of Commerce. His areas of interest include supporting small businesses, improving public transport to our Metro services and supporting the multicultural community in the Hills. Immanuel holds a Master of Business Administration and a Master of Information Systems.

Outside Council, Rosemarie enjoys spending time with family and friends, especially her grandchildren, as well as perfecting her sourdough and growing food.

Frank continues to work alongside the Mayor and Councillors to advocate for infrastructure investment that supports current and future residents of The Hills. 43

The Hills Shire Council

Our elected representatives North Ward

Clr Mitchell Blue

Clr Jacob Jackson PSM

Clr Dr Mila Kasby

Elected to Council 2021 0400 449 324 clr.blue@thehills.nsw.gov.au

Elected to Council 2024 0428 924 211 clr.jackson@thehills.nsw.gov.au

Elected to Council 2021 0400 597 538 clr.kasby@thehills.nsw.gov.au

Mitchell has lived in The Hills Shire for most of his life and has served as a North Ward Councillor since 2021.

Jacob has lived in Northwest Sydney for 17 years and is serving his second term on Council.

He has represented residents on a range of local issues, including flood recovery and matters affecting rural communities.

He is committed to good governance and financial sustainability, ensuring Council's strong financial position is used prudently to deliver for residents. With North Ward experiencing significant growth, particularly in Box Hill, Jacob advocates for the infrastructure funding needed to match this growth.

Clr Dr Kasby is the first Greens Councillor elected to the Hills Shire and is now serving her second term. Growing up in The Hills she attended Baulkham Hills North Public School, Castle Hill High and James Ruse Agricultural High School.

Mitchell is a volunteer with the NSW Rural Fire Service and Chair of The Hills Bush Fire Management Committee. He is a recipient of the National Emergency Medal. Mitchell holds an Advanced Diploma of Civil Engineering and is a graduate of the Australian Institute of Company Directors (GAICD) and works as a Project Manager. His areas of interest include community engagement, emergency management, environmental sustainability and local government governance. During his previous term, he supported the introduction of Council’s Community Engagement Strategy. Mitchell has a particular interest in the long-term health and sustainability of the Hawkesbury River, as well as sound governance and responsible financial management.

Jacob is also focused on the impact of state-led planning reforms on the character and liveability of The Hills and is committed to representing the interests of residents across established suburbs and rural communities. A Registered Psychologist, Jacob holds a Master of Public Leadership and Policy, a Master of Applied Health and Business Psychology, and a Bachelor of Psychology. He was awarded the Public Service Medal, for his work during the COVID-19 pandemic, and has previously served on the Hills Youth Suicide Task Force. He spends his free time as a sports, music and taxi Dad for his 3 young children with his wife Jean, enjoying activities with his church community and listening to podcasts. He looks forward to continuing to support North Ward and the broader Hills community throughout this term.

After graduating as a veterinarian, Mila worked overseas for five years before returning to The Hills with her husband and two daughters. Mila volunteers as a wildlife vet with Sydney Wildlife Rescue and a bushfire fighter with the NSW RFS. She is passionate about protecting and regenerating nature, preventing species extinction, climate change mitigation, adaptation and resilience, including community preparedness for heatwaves, bushfires and floods. She advocates for social justice and compassionate collaborative leadership, fostering community connections and cultural inclusion. Mila enjoys camping, cycling and adventure travel.

Annual Report | 2025-2026

Our elected representatives Central Ward

Clr Reena Jethi BA, BEd, MA, MEd

Clr Jerome Cox

Clr Tina Cartwright

Elected to Council 2017 0412 341 161 clr.jethi@thehills.nsw.gov.au

Elected to Council 2024 0400 499 157 clr.cox@thehills.nsw.gov.au

Elected to Council 2024 0477 645 950 clr.cartwright@thehills.nsw.gov.au

Reena is a long-time resident of The Hills Shire, a mother of two and a small business owner in Castle Hill.

Jerome is a local small business owner with a long association with The Hills Shire.

She is serving her third consecutive term on Council and was the first Councillor of Indian descent elected to The Hills Shire Council. In 2019, Reena received the Minister’s Award for Women in Local Government.

He was elected to his second consecutive term on Council in September 2024 and previously served on Hornsby Shire Council from 2012 to 2017. He has also served on the boards of several organisations and clubs and as a community representative on a local planning panel.

Tina is a first-term Councillor who has lived in The Hills Shire for more than 20 years with her husband and two children.

Reena holds a Master of Arts and a Master of Education and has 15 years’ experience as a high school teacher. Her interests include education, women’s leadership and mentoring, youth development, sustainable growth, infrastructure planning, economic development and support for local businesses. She is also interested in initiatives that strengthen community connections and improve access to local services and facilities.

Jerome served on the Western Sydney Weeds Authority Council from 2022 to 2024 and was elected Chair from 2023 to 2024. His areas of interest include waste management, sport and recreation infrastructure, land use planning and community development. Jerome was a student at Castle Hill’s Kung Fu Academy and played rugby with the Redfield Old Boys. He enjoys fishing, bushwalking and spending time with his wife and four children. Jerome holds certificates in Mortgage Broking and Governance.

She volunteers for numerous organisations including Castle Hill Rotary and Disability Trytime Rugby League, raising awareness and support for causes like homelessness, the prevention of domestic violence and disability inclusion. Tina’s priorities on Council include advocating for better infrastructure and services for The Hills Shire, strong environmental management, improved local transport, safety around schools, waste management and support for people with disabilities. Tina is committed to transparency and inclusion to ensure that constituents view their local Council in The Hills Shire with integrity and trust. Tina enjoys cooking, gardening, furniture painting and spending time with her family. She is currently studying for a Bachelor of Nursing degree from Western Sydney University and a Graduate Diploma of Dermal Science at The Australasian Academy of Cosmetic Dermal Science.

The Hills Shire Council

Our elected representatives East Ward

Clr Samuel Uno

Clr Alan Haselden

Clr Jane Grevtseva

Elected to Council 2024 0436 481 369 clr.uno@thehills.nsw.gov.au

Elected to Council 2024 0437 144 392 clr.haselden@thehills.nsw.gov.au

Elected to Council 2024 0437 938 380 clr.grevtseva@thehills.nsw.gov.au

Samuel has been a resident of The Hills Shire for more than 35 years and lives locally with his wife, Bianca, and their family.

Alan has been a Hills Shire resident for more than 3 decades, living in West Pennant Hills with his wife Valerie, where they raised their 2 children.

Jane has been a proud resident of the Hills Shire since 2013. Elected to Council in September 2024, Jane is deeply committed to serving her community with integrity and dedication. Her active involvement in local shelters and various community service initiatives highlights her passion for social justice and community wellbeing.

He served on Council from 2017 to 2021, including a term as Deputy Mayor. During this time, he supported the redevelopment of the Waves Fitness and Aquatic Centre. Samuel is President of Hills Community Aid, where he contributes financial and governance expertise. A Chartered Accountant and mortgage broker, Samuel holds a Bachelor of Commerce (Accounting), a Diploma of Mortgage Broking and is a Graduate of the Australian Institute of Company Directors (GAICD). As a small business owner in the finance sector, experience in financial management, governance and strategic planning. His areas of interest include sustainable budgeting, transparent governance, infrastructure investment and support for vulnerable members of the community.

Alan has previously served two terms on Council from 2012 to 2021. He was most proud of Council’s reform of tree modification regulations, striking the right balance between conserving tree canopy and protecting the property rights of residents. He also pushed for increased oversight of Council’s tendering process to ensure better value for ratepayers. Alan is a non-executive director of a company in the fluid power industry and sits on the board of the National Space Society of Australia. He also enjoys doing volunteer work, teaching ethics to students at a local primary school. Prior to Council, he spent 16 years as the Managing Director of Asia-Pacific for an American multinational company. Alan is keen to explore new and innovative ways to tackle the growing waste problem while pushing for sensible development that will help accommodate Sydney’s booming population and maintain all that we love about The Hills Shire. Alan has a Bachelor of Engineering, a Masters of Business Administration and is a diploma graduate of the Australian Institute of Company Directors.

With over a decade of professional experience as a statutory auditor and certified practicing accountant, Jane brings a wealth of knowledge and expertise to her role. Her background in accounting and auditing ensures that she upholds the highest standards of transparency and accountability within Council. Jane’s vision for her term on Council includes several key objectives. She aims to enhance community safety, preserve the natural environment and promote sustainability and innovation. Jane is also focused on fostering partnerships that benefit The Hills Shire, ensuring that the community’s needs and concerns are effectively addressed. Living in Baulkham Hills with her husband and their 2 boys, Jane is deeply invested in the future of her community. Jane’s dedication to her community is evident in her efforts to provide a voice for all residents, advocate for their needs and work tirelessly to enhance the quality of life in The Hills Shire.

Annual Report | 2025-2026

Council governance Council meetings Council Meetings are generally held on the second and fourth Tuesday of each month, excluding December and January. Meetings commence at 7pm in the Council Chamber at 3 Columbia Court, Norwest, and are open to the public. Meeting dates, agendas and minutes are available on Council's website. Councillors also participate in monthly workshops with Council staff to discuss strategic matters. Workshops do not involve decision-making and are not Council Meetings. Meetings held outside the regular schedule are known as extraordinary meetings. No extraordinary meetings were held during the reporting period.

Meetings were held at Council Chambers, Columbia Court, Norwest.

Councillor meeting / workshop attendance 2025-26 Council

Councillor Workshop

Strategic Workshops

ARIC #

TOTAL

Dr Michelle Byrne (Mayor)

Clr Frank De Masi (Deputy Mayor)

Clr Mitchell Blue

Clr Rosemarie Boneham

Clr Tina Cartwright

Clr Jerome Cox

Clr Jane Grevtseva

Clr Alan Haselden#

Clr Jacob Jackson PSM

Clr Reena Jethi

Clr Dr Mila Kasby

Clr Immanuel Selvaraj

Clr Samuel Uno

No. of meetings held 1 July 2025 - 30 June 2026 Meetings attended by each Councillor

# Audit Risk and Improvement Committee (ARIC)

The Hills Shire Council

Committees

Councillors participate in Council Meetings and represent Council on a range of internal and external committees. These committees provide opportunities to contribute to discussions, share local perspectives and support decision-making on matters affecting the community. External committees Council representatives served on the following external committees and organisations during 2025–26: • • • • • • • • • •

Hawkesbury/Nepean Local Government Advisory Group Hills Relay for Life Hills Community Aid The Hills Mental Health Inter-agency The Hills Domestic Violence Prevention Committee Hills Youth Services Inter-agency Hills Multicultural Network The Hills Community Safety Precinct Committee The Hills Accord NSW Public Libraries Association

Quick facts about Council meetings

256

reports considered by Council

Only agenda items were dealt with in confidential sessions

reports considered by ARIC

• • • • • •

The Hills Bushfire Management Committee Western Sydney Academy of Sports Advisory Committee NSW Cancer Council Business and Professional Women’s Group Floodplain Management Australia Greater Sydney Local Land Services.

Council also appointed delegates or directors to: • •

Western Sydney Weeds Authority (p 49) NSW Government Joint Regional Planning Panel Sydney West Region.

Internal committees Councillors also served on the following internal committees: • •

Audit Risk and Improvement Committee (p 51) Local Transport Forum.

Having your say

Council encourages residents, businesses and stakeholders to participate in local decision-making. Community members can provide input by: • • • • • •

voting in local government elections every four years speaking at Council Meetings on agenda items contacting Councillors by phone, email or in writing participating in community consultation activities providing feedback during the annual review of the Hills Shire Plan contributing to consultations on major projects, policies and development proposals • engaging with Council through its website and social media channels. Council is committed to engaging with residents, stakeholders and staff to help inform policies, plans and services that support community needs and aspirations.

workshop reports

Council meetings

Councillor workshops

Turon Avenue Reserve BMX Track back in action after a major upgrade. 48

Annual Report | 2025-2026

Legislative reporting elected body Councillor expenses

Details of overseas visits by Councillors, Council staff or other people representing Council (including visits sponsored by other organisations) - Section 428(4)(b), cl217 (1)(a) No overseas visits were undertaken by Councillors or Council staff on behalf of Council during 2025–26. Provision of equipment and facilities for Councillors - cl 217(1)(a1) Benefit

Cost

Councillor remunerations

$620,850

Professional development including strategic planning workshops and other conferences

$119,282

Travelling expenses

$52,871

Insurance

$32,682

Telecommunications / internet

$9,798

Provision of facility policy

$97,995 $12,521

Provision of equipment Total

$945,999

Councillor’s seminars and conference expenses cl217(1) (a1) (part) Council may nominate Councillors to attend conferences and seminars to support ongoing professional development and keep informed about matters affecting local government. Council meets approved registration, travel, accommodation and attendance costs in accordance with its policies. No. attended

Cost

$19,123

$100,159

Dr Michelle Byrne (Mayor)

$2,203

Clr Frank De Masi (Deputy Mayor) Clr Mitchell Blue

$11,458

$6,683

Clr Rosemarie Boneham

$4,329

Clr Tina Cartwright

$11,580

Clr Jerome Cox

$4,501

Clr Jane Grevtseva

$12,675

Clr Alan Haselden

$16,221

Clr Jacob Jackson PSM

$5,977.00

Clr Reena Jethi

$1,712.00

Clr Dr Mila Kasby

$3,580.00

Clr Immanuel Selvaraj

$9,287.00

Clr Samuel Uno

$9,953.00

Name Strategic Planning Workshops Other conferences

The total of $119,282 by Councillors on conferences, seminars and education included an amount of approximately $55,989 for interstate visits by Councillors to attend conferences and seminars. Fees paid to Councillors on boards/trusts Councillors were appointed to represent Council on the following boards, trusts and external organisations during 2025–26: Western Sydney Weeds Authority Members’ Clr Reena Jethi allowance Travel allowance Total Members’ Clr Jerome Cox allowance Travel allowance Total

Fees paid $6,930 $6,930 $6,930 $226 $7,156

Councillor Governance Code of conduct and ethics Councillors are required to comply with Council's adopted Code of Conduct (Policy 2b/2025 - Code of Conduct - Councillors) and act in the public interest when carrying out their responsibilities. The Code sets standards of behaviour outlines Councillor's roles and responsibilities and establishes processes for managing alleged breaches. It also requires the disclosure and appropriate management of actual, potential and perceived conflicts of interest. Council maintains registers of interests and conflict of interest declarations. Any conflicts identified during the reporting period were managed in accordance with the Code of Conduct. Council's policies are available on its website.

The Hills Shire Council

Corporate governance framework Our governance framework supports transparent decision-making and effective risk management. It helps us deliver the outcomes and priorities in the Towards Hills 2050 Community Strategic Plan. Governance and accountability

Council complies with the Local Government Act 1993 and other relevant legislation to remain accountable to residents, ratepayers, businesses and government. Council provides the Minister for Local Government with a range of statutory reports and plans, including: • • • •

Annual Report Budget Council Plan Strategic Resource Plan

Code of conduct

Council's Code of Conduct helps staff, Councillors and delegates to: •

act in ways that build community trust and confidence in Council • respond appropriately to ethical issues and dilemmas • understand and meet the standards of conduct required to maintain integrity, fairness and accountability. This Code is based on the Model Code of Conduct for Local Councils in NSW. Council received no complaints about an elected member. If received Council usual process would be to would investigate the complaint and refer matters to another authority where required. Council includes Code of Conduct requirements in induction programs for Councillors as well all new employees. Employees also complete ongoing e-learning throughout their employment. Staff completed refresher training in March 2026.

Risk management

Council is committed to embedding risk management in its business practices and decision-making processes. Council’s Enterprise Risk Management (ERM) Framework applies across the organisation, including: • employees • management • volunteers • Councillors • key stakeholders • contractors • service providers. This framework is based on the principles of ISO 31000:2018 and: •

applies to current and future strategic and operational activities, business practices, policies, strategies, plans and procedures • supports the assessment of new opportunities for Council and the community. Council commissions an independent maturity assessment of its ERM Framework every 5 years. The most recent review was completed in 2023. Council’s risk management framework includes: Council-approved documents • Risk Management Policy • Risk Appetite Statement. Supporting documents and registers:

Strategic risks

Strategic risks are internal and external events that could affect Council's ability to achieve the goals in the Towards Hills 2050 Community Strategic Plan.

• Risk Management Procedures • Strategic Risk Register • Operational Risk Register • Fraud and Corruption Risk Register The risk registers identify risks that could affect Council's governance, service delivery, business model and operations.

These risks may arise from:

Council’s key organisational risks include:

• • • • • • •

• • •

political factors economic conditions environmental and climate-related impacts social change technological change competition service demand.

• •

change to government funding priorities cyber attacks major disasters that are increasing in frequency and severity legislative and regulatory changes that affect Council operations infrastructure risks

Annual Report | 2025-2026

• • •

investment related financial risks disruption to Council services and the delivery of Council’s capital works program rapid technological change.

Council’s Executive regularly reviews the risk registers and associated treatment plans. The Audit, Risk and Improvement Committee (ARIC) also monitors and reviews Council's risks and ERM Framework. Council’s risk management function is responsible for: • • •

managing Council’s insurance portfolio through Statewide Mutual managing insurance claims maintaining Council’s Business Continuity Plan (BCP), including scenario-based training.

Internal audit

Council has maintained an in-house internal audit function since 2005. Internal Audit provides independent advice to Council, the General Manager and ARIC on: • governance processes • risk management • internal controls • external accountability obligations. The function also helps Council improve business performance. The Internal Audit Charter sets out the purpose, authority and responsibilities of Internal Audit. Council and ARIC review the charter each year to ensure it remains consistent with Office of Local Government (OLG) requirements and Institute of Internal Auditors (IIA) standards. An independent external quality assessment is conducted every 5 years. The most recent review was completed by the Institute of Internal Auditors and presented to ARIC in April 2024. The next review is scheduled for 2028–29. Internal Audit operates under a 4-year Strategic Internal Audit Plan and an annual audit plan. ARIC reviews these plans annually. ARIC most recently reviewed and endorsed the plans in September 2025. The Strategic Internal Audit Plan focuses on areas of high strategic, operational, fraud and corruption risk and provides cyclical coverage of Council's key governance and control frameworks. Assurance activities completed in 2025-26: • • • • •

review of waste contract managment disposal of assets process project management conflict of interest management review of the following Council frameworks: - legal and regulatory compliance - service delivery

- performance indicators - ARIC effectiveness - Drives HVOSIP (Heavy Vehicle Operator Safety Information Program) audits. Other activities completed in 2025-26: • • • • • • • • • •

annual review of Risk Culture 2025 annual Governance Health Check 2025–26 annual Fraud and Corruption Staff Survey implementation of actions under the Fraud and Corruption Control Plan ongoing review of the THSC Dam Safety Management System 2025-26 Review of timesheet processes Super user access review review and update of the Internal Audit Charter ongoing monitoring and implementation of Office of Local Government guidelines.

Audit Risk and Improvement Committee

Council established its Audit, Risk and Improvement Committee (ARIC) in June 2022 in accordance with the Local Government Act 1993, the Local Government (General) Regulation 2021 and the Office of Local Government Guidelines on Risk Management and Internal Audit. ARIC replaced Council's former Audit and Risk Committee, which operated from 2004. The committee consists of: • 3 independent voting members, including the Chair • 1 non-voting councillor member. Committee members bring a broad range of skills and experience, contribute to discussions and provide appropriate challenge to management. ARIC operates under Council-approved terms of reference that align with Office of Local Government guidelines. The committee provides independent advice to Council on: • • • • • •

compliance risk management fraud control financial management governance implementation of the strategic plan, delivery program and strategies • service reviews • collecting and analysing council performance data • conducting internal audits • delivering integrated planning and reporting (IP&R), including strategic plans and delivery programs. ARIC also supports continuous improvement by providing advice on Council's internal audit activities and overall performance.

The Hills Shire Council

During 2025–26, ARIC met 5 times. Details of meeting dates and member profiles are available in the Audit, Risk and Improvement Committee Annual Report on Council's website. Membership details and meeting attendance for 2025–26 are provided below: ARIC representatives

No. of meetings

Audit Risk and Improvement Committee meetings Mr D. Pendleton BBUS, GAICD., FCPA (Chair) Mr M. Ellacott BSc, MAppSc., GradCertBus, ChOHSP (Independent member) Mr A. Hanigan BCom, ACA, AFSIA (Independent member) Clr A. Haselden BEng, MBA, GAICD

5 5 5 5 4

Key activities 2025-26 The Audit, Risk and Improvement Committee Annual Report provides detailed information about the committee's activities during 2025–26. During the year, ARIC reviewed and considered: • • • • • • • • • • • • •

draft statutory financial statements for 2024–25 information technology (IT) cyber security and disaster recovery update child care centre update (August 2025) NSW Audit Office review of the draft 2024–25 financial statements legal and regulatory compliance NSW Audit Office final management letter for 2024–25 compliance with integrated planning and reporting (IP&R) requirements verification of control effectiveness for Ampol (fuel) cards and the biannual plant stocktake parks maintenance service review children's services service review NSW Audit Office annual engagement plan 2026 aged care services service delivery review records and information management report.

General Managers Annual Attestation

During 2025-26 Council’s Audit, Risk And Improvement Committee, risk management framework and internal audit function complied with the requirements prescribed in the Local Government (General) Regulation 2021).

Delegation of authority

Council delegates certain powers, duties and responsibilities under the Local Government Act 1993 and other legislation to authorised officers and bodies. Council's current delegations and authorisations are recorded in the Delegations Register, available on Council's website. 52

Under section 377 of the Local Government Act 1993, Council may delegate most of its functions to the General Manager. The General Manager may then sub-delegate those functions to appropriately authorised Council staff and other qualified people, where permitted by legislation.

Councillor and staff interaction policy

Council's Councillor and Staff Interaction Policy supports professional, respectful and productive working relationships between Councillors and employees. The policy provides guidance on appropriate interactions and helps Councillors and staff perform their roles ethically, professionally and respectfully. It also supports transparent decision-making and strong governance.

Statement of Business Ethics

The Hills Shire Council works with private, public and community sector organisations to deliver services and outcomes for the community. The community expects Council to demonstrate leadership, accountability and high ethical standards in everything it does. Council's Statement of Business Ethics outlines the ethical standards and expectations for individuals and organisations that do business with Council. The statement reflects the principles of Council's Code of Conduct and supports fair, transparent and accountable business practices.

Information management

Council manages a large volume of sensitive, confidential and commercial information. Effective information management supports Council's commitment to openness, transparency and accountability. Access to information held by Council is governed by the Government Information (Public Access) Act 2009 (GIPA Act). The GIPA Act gives the public a legally enforceable right to access government information unless there is an overriding public interest against disclosure. Information is made available through: • • • •

mandatory release of open access information proactive release of information informal release of information formal access applications.

Most Council information is stored in an electronic document and records management system, enabling efficient storage, retrieval, management and processing of records. Where records cannot be stored electronically, Council manages them in accordance with recognised records management principles and maintains its archival holdings appropriately.

Annual Report | 2025-2026

Privacy and information protection Council recognises that protecting personal and health information is a shared responsibility. Council holds personal information, including the names and addresses of ratepayers, and manages this information in accordance with the Privacy and Personal Information Protection Act 1998, Health Records and Information Privacy Act 2002, and Council's Privacy Statement. In March 2026, Council adopted a revised Privacy Management Plan. The plan strengthens requirements for the collection, use, storage and disclosure of information and supports compliance with legislative obligations and Council's Code of Conduct. Information Security Council also strengthened its information security framework through a suite of policies led by the Information Security Policy. Together, these policies support the protection of confidentiality, integrity and availability of information across the organisation. Employees must: •

access information only when required for legitimate business purposes • manage information securely • report actual or suspected privacy incidents promptly. Timely reporting of potential data breaches helps Council meet its legal obligations, reduce risk and maintain community trust.

Cyber security

Cyber security remains a key component of Council's governance and risk management framework. During 2025–26, Council continued to strengthen its cyber security capability in response to the increasing frequency and sophistication of cyber threats. These

activities focused on protecting Council systems, digital infrastructure and information assets. Electronic devices, email and usage controls During 2025–26, Council improved the security of mobile devices and end-user computing environments across Windows and Mac platforms. Council implemented enhanced security controls and data protection measures to strengthen cyber resilience and support secure access to systems and information. Council's policy on the use of electronic devices, internet and email reinforces the appropriate, ethical and secure use of Council technology. The policy aligns with the principles of Council's Code of Conduct and supports employees to perform their duties responsibly. These measures help reduce cyber security risks, improve organisational resilience and support flexible and secure ways of working.

Artificial intelligence governance

During 2025–26, Council strengthened its approach to the safe and responsible use of artificial intelligence (AI). Council implemented the Use of Generative Artificial Intelligence (AI) – Internal Policy, which provides clear guidance on the appropriate use of AI technologies and the protection of Council and personal information. Council also introduced Microsoft Copilot Chat as its approved enterprise AI platform, providing staff with access to AI tools in a secure environment with appropriate safeguards and data protection measures. Council delivered mandatory training to support the safe and responsible use of AI. Employees must comply with Council's AI policy and use only approved AI tools for work-related purposes.

IT staff collaborating with customer service to support secure and efficient digital services. 53

The Hills Shire Council

Sustainability / continuous improvement

Competitive neutrality

During 2025–26, Council adopted a Climate Risk Adaptation Action Plan, continued implementation of its Resource Recovery Delivery Program, progressed major service reviews, strengthened governance and risk management frameworks, and invested in technology and business improvement initiatives to enhance efficiency, resilience and customer service.

Fraud and corruption prevention

Council is committed to sustainable service delivery, responsible resource management and continuous improvement across all areas of its operations. Sustainability considerations are integrated into strategic planning, risk management, asset management, workforce planning and service delivery to support sustainable equity and long-term community outcomes.

Managing gifts and benefits

Council maintains a Gifts and Benefits Registerand relies on the adopted Codes of Conduct to support ethical decision-making, transparency and public confidence. Councillors, employees and delegates who receive a gift, benefit or hospitality in connection with their official duties must declare the item in accordance with Council policy.

Public interest disclosures

Council encourages employees and officials to report suspected wrongdoing and maintains processes for receiving and managing public interest disclosures in accordance with relevant legislation. Public interest disclosure arrangements support a culture of integrity, accountability and transparency and complement Council's broader fraud and corruption prevention framework. Information regarding Council's governance, integrity and reporting arrangements is outlined in the 'Local Government requirements' section of this report (p 143).

Legal services

Council's legal function provides specialist legal advice and support across a broad range of matters, including governance, planning, regulatory compliance, contracts, property, procurement and litigation. Legal services assist Council to comply with legislative obligations, manage risk and support informed decision-making. Details of legal proceedings conducted during 2025–26 are provided in the Legal Proceedings section of this report.

Complaints management

Council maintains a complaints handling process that supports fair, transparent and timely resolution of complaints. Complaints are monitored to identify opportunities for service improvement, strengthen customer experience and support organisational learning. Council also manages requests and complaints through its customer service systems and governance framework.

Council applies the principles of competitive neutrality in accordance with National Competition Policy requirements. These principles help ensure that business activities conducted by Council compete fairly with the private sector and that pricing and operational practices appropriately reflect the full cost of service delivery. To satisfy National Competition Policy, Council applies the principles of competitive neutrality to its nominated Category 1 business activities, which include child care services. Council is committed to maintaining high standards of integrity, ethical conduct and accountability. Council's fraud and corruption control framework includes policies, risk assessments, employee awareness activities, reporting mechanisms and ongoing monitoring through internal audit and risk management processes. The Fraud and Corruption Prevention Policy mirrors Council’s commitment to good governance and high ethical standards. It encompasses corrective measures and the potential referral of issues to the Independent Commission Against Corruption (ICAC) or the New South Wales Police. Council operates with integrity under the oversight of the Minister for Local Government, the Audit Office of NSW, the NSW Ombudsman, and the ICAC. To date, no adverse findings have been reported against Council. Council confirms the absence of any systemic or operational shortcomings. During 2025–26, Council completed its annual Fraud and Corruption Staff Survey and review of the Fraud and Corruption Risk Register, while continuing to implement actions under the Fraud and Corruption Control Plan. Survey results showed a strong risk and compliance culture, with 95% of staff understanding the key risks associated with their role, 94% recognising the value of risk management in service delivery, and 88% confident that reports of suspected fraud or corruption would be taken seriously and investigated appropriately. The results will inform future training, awareness programs and continuous improvement initiatives.

A child-safe organisation

Council is committed to creating a safe environment for children and young people. Children's Services, Waves Fitness and Aquatic Centre and other relevant service areas operate in accordance with Council's Child Safe Policy and applicable legislative requirements. Council promotes child-safe practices through governance arrangements, operational procedures, employee training and continuous review of systems and processes. Council's Child Safe Policy is available on Council's website.

Annual Report | 2025-2026

The Hills Shire Council is a public statutory body established under the Local Government Act 1993 (NSW). Council's structure includes: • Councillors, who form the governing body and set Council's strategic direction and policies • The General Manager, who is responsible for implementing Council decisions and leading the organisation's operations • Group Managers, who lead key service areas and report directly to the General Manager • Employees, who work across these service areas to deliver services, programs and projects for the community.

our organisation

This section explains how Council is organised to deliver services and outcomes for the community.

The Hills Shire Council

Organisational structure

Chandi Saba Group Manager Finance and Corporate Strategy Chief Financial Officer Human Resource and Wellbeing Performance Employee Relations Recruitment Services Work Health and Safety

Information Technology

Governance and Public Officer

Financial Operations

Financial Control

Corporate Lawyer

IT Solutions

Public Officer

Debt Recovery

IT Infrastructure

Procurement

Litigation Management

Geographical Information System

Councillor Support and Council Meetings

Revenue and Expenditure

Financial Management

IT Data Management

Organisational Development

Communications

Training

IT Security

Policies and Delegations

Rates Payroll

Printing Insurance and Risk Management

Developer Contributions Modelling

Legal Representation Asset Statutory Financial Lifecycle Legal Advice Statements Benchmark Integrated Planning Legal Support Costings and Training and Reporting Long Term Financial Salary structure Planning Capital Works Review and Reporting Budget Reviews

Mark Colburt Group Manager Shire Strategy

Infrastructure and Transport Planning LEP and DCP Traffic and Development and Transport Management Planning

Forward Planning

Planning Instrument Management and Rezoning Applications Heritage Assessment Land Information System

Survey and Design Strategic Engagement and Civil Assets Planning Roads Infrastructure Management and Planning

Release and Precinct Planning Local Traffic Management Developer Contributions Economic Development

Property and Buildings Property Development Land Acquisitions Strategic Engagement and Building Assets Planning Buildings Management and Property Leasing Western Sydney Infrastructure Grants Program Major Projects

Asset Management, Waterways and Parks Asset Systems Management and Audits Capital Works and Maintenance Planning Recreational Infrastructure Management and Planning Rural Fire Services SES and LEMO Waterways and Stormwater Planning

Library

Library Services Home Library and Click and Collect Services Council Services at Libraries Children’s Programs eLibrary

Waves Aquatic and Fitness Centre Pool Operations

Hills Community Care and Child Care Hills Community Care

Fitness and Gym

Social Day Programs

Learn to Swim and Squads

Meals on Wheels

Customer Service and Memberships

Community Transport Home Care Services Child Long Day Care Services

Annual Report | 2025-2026

Mayor and Councillors [Governing Body]

Michael Edgar General Manager

Internal Audit

Stephen Cullen Group Manager Infrastructure and Works

Shire Presentation and Fleet

Civil Works

Vegetation Works

Capital Works

Waste and Cleansing

Planned Civil Maintenance

Capital Works Delivery

Shire Presentation and Construction

Trades Maintenance

Parks and Open Space Vegetation Maintenance

Fleet and Workshop Building Maintenance

Earth Moving and Haulage Road Restorations and Maintenance Planning Inspections and Solutions

Records and Information Management

Communications and Community

Regulatory Services

Media Relations

Control of Unauthorised Development

Community Engagement and Online Services Public Relations

Community and Recreation Facility Operation

Corporate Advertising

Hall Booking, Venue Hire

Civic and Community Events

Cemetery Services

Community Outcomes Grants Citizenship

Development Monitoring Fire Safety Inspections Swimming Pool Safety Extractive Industry Building Certificate Applications

Environment and Public Health Food Premises/ Public Health Regulations Environmental Monitoring and Regulation Trees and Bushland Management (Private) Sustainability

Environmental Education and Parking and Vehicle Projects Enforcement Companion Animals Control Drainage (Private Property)

Project Supervision

Bushland Maintenance

Tender Evaluation and Contract Administration

Community Nursery

Technical Review and Advice

Cameron McKenzie Group Manager Development and Compliance

Chris Ireland Group Manager Customer, Community Services

Customer Services and Venues Customer Contact Centre

Tree Planting and Maintenance

Resource Recovery Waste Contract Management/ Contaminations Management/ Illegal Dumping

Subdivision and Development Certification Subdivision Applications Assessment

Development Assessment Development Application Assessment

Subdivision Construction Plan Assessment and Inspections

Construction Certification Assessment (Dwellings and Ancillary Release of Subdivision Buildings) Certificates (Linen Plans) Construction Certificate and Complying Development Certificate Assessment Building Inspections (Certification) Occupation Certificates for Building

The Hills Shire Council

Executive profiles

The role of General Manager

Michael Edgar General Manager

The General Manager is responsible for the day-to-day management of Council and for implementing Council's strategic plans, policies, programs and decisions.

Bachelor of Applied Science (Environmental Health); Attainment in Building Inspection; Graduate of the Australian Institute of Company Directors (GAICD)

The General Manager:

Michael began his local government career in 1986 as a Trainee Health and Building Surveyor. He holds a Bachelor's Degree in Applied Science from Western Sydney University.

•

leads Council's operations and ensures Council decisions are implemented is responsible for the employment and management of Council staff • oversees Council's financial management and accountability • appoints Group Managers to lead key service areas across the organisation. Each Group Manager is responsible for a range of services and activities and reports directly to the General Manager. The General Manager is accountable to the elected Council. Group Managers are accountable to the General Manager, and employees are accountable through their management reporting lines.

He has also held academic roles with the University of Western Sydney, Western Sydney Institute of TAFE and the University of Technology Sydney, teaching in areas related to local government and construction.

Chandi Saba Group Manager, Finance and Corporate Strategy Certified Practising Accountant (CPA) and Chartered Institute of Management Accountants (CIMA), London Chandi commenced with The Hills Shire Council in 1989 as a Management Accountant. She was promoted to Manager, Financial Planning and Internal Audit in 1994 and to Corporate Strategist in 1998. In 2014, Chandi was appointed Chief Financial Officer and joined Council's Executive Team. She was appointed Group Manager, Finance and Organisational Performance in 2018.

Bachelor of Commerce (Accounting and Law); Master of Commerce (Accounting and Finance); Certified Practising Accountant (CPA) Aneesh has extensive experience in strategy, finance and local government. She commenced her local government career with The Hills Shire Council in 1996, when it was known as Baulkham Hills Shire Council. She has also held senior roles at Randwick City Council and City of Ryde, where she served as Chief Financial Officer from 2022. Aneesh has expertise in financial management, strategic planning, governance and organisational performance.

Michael joined The Hills Shire Council in July 2005 and was appointed General Manager on 14 July 2017.

Senior Staff total remuneration Council's Executive Leadership Team consists of seven senior staff. The total remuneration paid to senior staff for the period 1 July 2025 to 30 June 2026, including salary, superannuation and motor vehicle benefits, was $2,898,806 GM

Aneesh Zahra Chief Financial Officer

$518,800

Executive

$2,380,006

Total

$2,898,806

Annual Report | 2025-2026

Mark Colburt Group Manager, Shire Strategy Bachelor of Applied Science (Environmental Health); Graduate Diploma in Local Government Management; Graduate of the Australian Institute of Company Directors (GAICD) Mark commenced his local government career with The Hills Shire Council in 1997 as a Trainee Health and Building Surveyor. He has held a range of roles in Council's planning area, including Health and Building Surveyor, Senior Environmental Officer and Sustainability Program Coordinator. In 2009, Mark was appointed Manager, Environment and Health. Mark was appointed Group Manager, Infrastructure and Works in August 2018 and Group Manager, Shire Strategy in November 2023.

Chris Ireland Group Manager, Customer and Community Services

Cameron McKenzie Group Manager, Development and Compliance

Bachelor of Business Administration; Master of Business Administration (MBA); Graduate of the Australian Institute of Company Directors (GAICD)

Bachelor of Arts (Human Geography); Diploma of Education; Graduate Diploma in Urban and Regional Planning

Chris commenced with Council in July 2024. He has 20 years' experience in local government and the not-for-profit sector, having held management roles with Whitsunday Shire Council, City of Gold Coast, Rockhampton Regional Council and Livingstone Shire Council. His experience spans development, environment, community services, facilities, communications, cultural services, parks and open space, disaster management and economic development.

Cameron commenced his local government career in 1991 as a Town Planner. In 1998, he joined The Hills Shire Council as Town Planning Coordinator and was promoted to Manager, Development Control in 2001. Cameron was appointed Group Manager, Environment and Planning in July 2009 and Group Manager, Development and Compliance on 1 July 2018.

Stephen Cullen Group Manager, Infrastructure and Works Stephen has extensive experience in local government and has also held roles with the Olympic Co-ordination Authority, where he worked on approvals for the Sydney 2000 Olympic Games. His experience also includes positions in the private sector involving building product and systems accreditation, and the delivery of major telecommunications and fibre network projects for Optus and Telstra. Stephen was appointed Group Manager, Infrastructure and Works in April 2024.

The Hills Shire Council

Our organisation how we work Our values guide the way we work and support delivery of the Towards Hills 2050 Community Strategic Plan.

Our staff values: Honesty - We tell the truth and obey the law. Transparent decision‑making and compliance with legislation supports a trusted, accountable and well‑governed Council. Integrity - We treat others with respect and take responsibility for our actions. Respectful interactions and personal accountability supports a connected, inclusive and community‑focused organisation. Loyalty - We are committed to providing the best outcomes for our community. This supports long‑term planning, infrastructure delivery and community wellbeing. Leadership - We positively influence each other to deliver our best work. Positive influence, collaboration and continuous improvement supports a modern, capable and future‑ready organisation. Safety - We look out for the physical and psychological safety of each other. This focus supports a resilient workforce capable of delivering consistent services.

Council's workforce works collaboratively across the organisation to deliver services, infrastructure and programs for the community. We continue to attract, develop and retain employees with the skills and capabilities needed to meet Council's current and future priorities. Council supports a flexible and inclusive workplace and invests in initiatives that build capability, encourage innovation and support employee wellbeing.

How we deliver

Council delivers services, infrastructure and programs that support a connected, sustainable and thriving Hills Shire. We plan for growth, protect the environment, maintain community assets and provide services that respond to the needs of our community. This work is supported by a governance framework that promotes transparency, accountability and effective decisionmaking. Our focus on customer service, collaboration, innovation, accountability and inclusion helps ensure our workforce is equipped to deliver community outcomes and Council's long-term strategic objectives.

Delegation of authority

Council delegates decision-making authority to the General Manager and authorised employees under sections 377 to 381 of the Local Government Act 1993 (NSW). Delegations support efficient service delivery, timely decisionmaking and the effective exercise of Council's functions. All delegations are recorded in Council's Corporate Delegations Register to support transparency, accountability and good governance.

Images above L-R: Early Childhood Educator, Gillian at Eurambie Park Child Care Centre; contractor at Anthony Skarratt Reserve; Darren, Principal Coordinator Cyber Security; Senior Environmental Health Officer, Sarah testing public swimming pool water. 60

Annual Report | 2025-2026

Our people and culture As at 30 June 2026, Council employed 705.39 full-time equivalent (FTE) employees, with 85.86% employed full-time and 14.14% employed part-time. Permanent employees represented approximately 70% of the workforce. Casual employees primarily supported customer-facing services, including the Aquatic Centre and Children's Services. Employee turnover was 12.62% in 2025–26, a decrease from 15% in 2021–22 and below the NSW local government average. Components

2026

2025

2024

2023

2022

2021

Full-time (FTE)

618

613.00

590.00

572.00

549.00

544.00

Part-time (FTE)

87.39

86.86

88.44

85.47

65.08

53.97

Total (FTE) including vacancies

705.39

699.86

678.44

657.47

614.08

597.97

Employees active (FTE)

646.71

635.94

606.27

570.96

563.56

555.97

Average staff vacancy (FTE)

58.68

63.92

72.17

86.51

50.52

42.00

Total (FTE) including vacancies

705.39

699.86

678.44

657.47

614.08

597.97

315.11 (49%)

303.15 (48%)

297.70 (49%)

282.51 (49%)

274.18 (49%)

267.07 (48%)

12.62%

11.43%

14.59%

15.00%

12.21%

Type of employment

Female representation Female staff members Turnover Turnover - all staff

Permanent staff – age profile As at 30 June 2026, Council's permanent workforce ranged in age from 20 years to over 65 years, reflecting a diverse mix of experience and perspectives across the organisation. The average age of permanent employees was 46 years, supporting knowledge sharing, workforce capability and service delivery across Council.

25%

9% 9% 10%

15% 15%

13%

20-25

41-45

26-30

46-50

31-35

51-55

36-40

over 55

Gender breakdown

49% female

Generational distribution 1946-1964

1965-1979

1980-1994

1995-2009

51% male

25%

female leadership representation*

13%

BABY BOOMERS

35%

GEN X

32%

GEN Y

20%

GEN Z

*Manager and Group Manager level 61

The Hills Shire Council

Council values the contribution of long-serving employees, whose knowledge, experience and commitment support the delivery of services to the community.

Celebrating significant service milestones

Each year, we proudly celebrate employees who have reached 15, 20, 25, 30, 35 and even 45 years of continuous service with Council. These milestones reflect not only longevity but also a strong commitment to our community and organisation. Active employees by years of service 2026 Years of service

Male employees

Female employees

Number

0-2

172.91

75.91

3-5

177.1

87.57

89.53

6 - 10

96.75

52.03

44.72

11 - 15

51.1

25.1

16 - 20

53.23

28.23

20+

95.62

51.62

Total FTE

646.71

100

331.6

100

315.11

100

Length of employment

Council benefits from a workforce with a broad range of experience and organisational knowledge. As at 30 June 2026, 23% of employees had worked at Council for more than 15 years, while 46% had been employed by Council for six years or more (see above).

Recruitment

Council takes a proactive approach to workforce planning and recruitment to address skills shortages, build organisational capability and support growth across the local government area. Key initiatives include: • •

strengthening Council's employee value proposition delivering targeted recruitment campaigns for hard-tofill roles • developing workforce pipelines through graduate, cadet and trainee programs. These initiatives help Council attract, retain and develop the skills and capabilities required to meet current and future service delivery needs. During 2025-26, Council implemented measures to improve workload management across development assessment and related teams, reducing officer caseloads while maintaining one of the highest assessment workloads in metropolitan Sydney. As Council's population grows, so too will its asset portfolio, with responsibility for additional community assets including the playing fields at Fred Caterson Reserve and The Water Lane, and The Gables Lake Foreshore Park. To support these expanding responsibilities, Council will continue to focus on workforce planning, capability development and targeted recruitment.

All employees

Retention Council continues to implement strategies to attract and retain a capable and sustainable workforce. These strategies focus on: • employee engagement and workplace culture • flexible work practices • succession planning • knowledge transfer for critical and hard-to-fill roles. Employee turnover was 12.62% in 2025–26, down from 15% in recent years. While workforce retention remains a challenge across the local government sector, particularly in specialised areas such as development assessment, Council continues to implement targeted initiatives to support workforce stability and capability.

Remuneration

Council employees are remunerated in accordance with the NSW Local Government (State) Award and Council’s Enterprise Agreement (p 63). The Enterprise Agreement provides additional employment conditions and benefits while maintaining compliance with industrial relations requirements. The Local Government (State) Award 2026 was ratified on 15 June 2026.

Annual Report | 2025-2026

Our people development Linking individual goals to organisational outcomes

Council's performance management framework aligns individual goals with organisational priorities and community outcomes. Employee objectives are linked to strategic priorities and measured through defined key performance indicators (KPIs) that support service delivery, workplace safety and operational efficiency. This approach promotes accountability, recognises achievement and supports the delivery of community outcomes. Regular performance discussions, employee engagement initiatives and annual staff surveys support continuous improvement and professional development across the organisation. Council’s performance based reward framework recognises achievement against organisational objectives. Eligible employees may receive a performance payment of up to 2% of their base salary based on service delivery, attendance, safety and process improvement outcomes. In 2025–26, Council achieved 91% of its Hills Shire Plan KPIs. As a result, eligible employees received a service delivery bonus payment. Council did not achieve its Lost Time Injury (LTI) target in 2025–26 and, as a result, no safety performance payment was awarded. This outcome reinforced the importance of maintaining a strong workplace safety culture. Council remains committed to improving work health and safety through employee engagement, training and proactive risk management, with a continued focus on achieving stronger safety outcomes in the year ahead (pp 66-68).

Leadership and capability

Council invests in developing its workforce to build the skills and capabilities needed to meet current and future community needs. Through the Workforce Strategy 2025–2029, Council plans for population growth, infrastructure delivery and increasing service demand by identifying future workforce requirements, addressing capability gaps and strengthening critical skills across the organisation. Learning and development Council provides employees with access to learning and development opportunities that support capability building, career development and organisational performance. In 2025–26, employees completed an average of 21.27 hours of training. Mandatory training forms part of Council's performance framework. Under EA6, employees must complete at least 80% of their assigned mandatory training to be eligible for the individual performance payment component. Council supports employee development through initiatives identified in the annual training needs analysis including: • • • •

Education Assistance Program trainee and apprentice pathways leadership development programs professional conferences, seminars and short courses.

Enterprise Agreement Council staff have worked under an Enterprise Agreement since 2009. It provides staff with working benefits beyond those covered by the Local Government (State) Award. The ongoing EAs aim to: • Improve customer service • maintain best practice workplace, health and safety • improve the organisational performance standards and productivity. Council facilitates improved performance from its employees by: • Providing structured performance monitoring and improvement opportunities through team meetings • providing links between performance indicators and community outcomes • promoting better understanding of customer service expectations • rewarding improved performance and productivity. Council’s EA6 commenced in 2024. The agreement offers easier access to health and wellbeing days, an additional day of bereavement leave above the Award; funeral attendance leave; special leave due to natural disasters; additional leave to participate with voluntary emergency management activities; purchased leave; and to and from work journey cover; as well as other benefits. In exchange for these benefits staff have been asked to provide increased efficiencies and safety. The agreement is due to be renegotiated in 2027.

The Hills Shire Council

Human resources activities S428(2)(M)

Learning is delivered through a combination of face-to-face and online training, providing flexible and accessible development opportunities across the organisation.

Equal employment opportunity

Educational Assistance Program

Council is committed to providing a diverse, inclusive and respectful workplace. We value the different backgrounds, experiences and perspectives of our employees and do not tolerate unlawful discrimination, harassment or bullying.

Eligible employees may also access up to 3 days of study leave each year. Financial assistance is available upon successful completion of approved studies in accordance with Council’s Learning and Development Policy.

Equal employment opportunity (EEO) principles underpin Council's employment practices, including recruitment, selection, training, development, succession planning and employment conditions. These principles help ensure employees have access to a fair, inclusive and respectful workplace. Council promotes diversity and inclusion through its Equal Employment Opportunity (EEO) Policy and Disability Inclusion Action Plan. Training programs and accessibility initiatives support an inclusive workplace where employees are treated with respect and have the opportunity to participate fully in working life. The EEO Policy and Guidelines outline employees' rights and responsibilities and provide guidance on expected workplace behaviours. The General Manager is responsible for implementing Council's Equal Employment Opportunity Management Plan, which includes initiatives to: • •

• •

promote EEO and diversity maintain workplaces free from discrimination, harassment and bullying ensure policies and procedures are accessible and inclusive provide clear and accessible grievance and complaint processes.

Council’s Education Assistance Program provides financial support for employees pursuing approved studies that align with organisational needs and contribute to relevant qualifications.

Leadership development Developing future leaders remains a key focus for Council. Council partnered with Local Government Professionals to deliver the Aspiring Leaders Program to 25 emerging leaders, supporting the development of future leadership capability across the organisation. Council also engaged TAFE to deliver modules from the Certificate IV in Leadership and Management to frontline leaders within the Infrastructure & Works team, strengthening foundational leadership and management skills. In addition, Council delivered a pilot Lead with Impact Program for 11 managers. The program incorporated Human Synergistics' Life Styles Inventory (LSI), a 360-degree feedback and self-assessment tool designed to identify and enhance individual thinking and behavioural effectiveness. Participants completed an introductory workshop, the LSI assessment process, individual debrief sessions, three coaching sessions, and presented their personal action plans to the Executive Team. During 2025-26, employees were invited to apply for the Graduate Certificate in Business, delivered in partnership with the Western Sydney Regional Organisation of Councils (WSROC) and Western Sydney University. Following a merit-based selection process, three employees were selected to participate in the program, further supporting the development of leadership capability across the organisation.

Workforce challenges and opportunities

Council continues to face challenges attracting and retaining skilled employees in a competitive labour market, particularly in specialist areas such as engineering, planning, surveying, project management and operational services. Through the Workforce Strategy 2025–2029, Council is planning for future workforce needs by strengthening critical capabilities, developing talent pipelines and supporting employee growth. Succession planning and knowledge transfer remain priorities, with initiatives focused on retaining organisational knowledge, developing future leaders and supporting workforce sustainability. Council continues to invest in learning and development through education assistance, professional development courses, industry events, online learning and leadership programs. Council is also building digital capability and exploring the safe and responsible use of artificial intelligence (AI) to enhance service delivery and operational efficiency.

Annual Report | 2025-2026

Building a positive workplace

Council is committed to providing a safe, inclusive and supportive workplace.

Everyday staff benefits

Employee engagement

Strong organisation

Annual employee engagement surveys help Council understand employee experiences and identify opportunities for improvement. In 2025, the survey achieved a 75% participation rate and an engagement score of 73%, exceeding national, local government and global benchmarks.

Great team culture Modern comfortable offices

Based on employee feedback, Council is focusing on: • strengthening people management capability • expanding leadership development opportunities • enhancing the Reward and Recognition Program • supporting team-based engagement initiatives. Flexible work options

Weekly pay cycle Health and wellbeing days

Council's flexible work arrangements support employee wellbeing, worklife balance and operational requirements. Social connection

Free and secure parking

Council's staff-led Social Club coordinates activities and events that encourage connection and support a positive workplace culture.

Onsite cafe

Employee Assistance Program Council supports employee wellbeing through a range of health and wellbeing initiatives, including a free and confidential Employee Assistance Program (EAP) delivered by Converge International.

Active social club

The program is available to employees and their immediate family members and provides access to professional support for personal and work-related matters, including mental health, family issues, stress, grief, trauma, sleep, nutrition and financial wellbeing.

Fitness passport Close to home for many

Wellbeing initiatives In November 2025, Council held its annual Health and Wellbeing Expo, providing employees with access to onsite wellbeing activities and information. Council also supports R U OK? Day, which encourages meaningful conversations about mental health and wellbeing. Additional initiatives include: • skin cancer screening • influenza vaccinations • hepatitis vaccinations for employees exposed to workplace risks • access to Fitness Passport. Smoke free workplace

33%

of staff live within The Hills Shire with the highest concentrations in Castle Hill and Baulkham Hills, followed by Kellyville.

Council maintains a smoke-free workplace to support the health, safety and wellbeing of employees and visitors. Smoking and vaping are permitted only in designated areas. Drug and alcohol testing Council maintains a drug and alcohol-free workplace and conducts testing to support workplace safety. Keeping employees informed Council keeps employees informed through a monthly digital newsletter, which averages 629 reads and a 10-minute read time per edition. Team circulars support the communication of key organisational updates and changes.

Kellyville Castle Hill Baulkham Hills

The Hills Shire Council

Workplace health and safety performance "A safe workplace is everyone's responsibility. Improving safety requires strong skills, disciplined work practices and a shared commitment to looking out for one another. By focusing on these fundamentals, we can continue to build the strong safety culture we are proud of." Michael Edgar, General Manager

Council will continue to work with employees, managers, health professionals and other relevant parties to promote positive working relationships and support sustainable return-to-work outcomes.

11.94

5.61

5.90

9.34

16.9

18.8

Local Government Industry results - LTIFR data not yet available beyond 2023-24

THSC LTIFR over time

No. of worker’s compensation claims

Jun 21 Jun 22 Jun 23 Jun 24 Jun 25 Jun 26

Days lost to workplace injuries

719

Council is committed to providing a safe and healthy workplace and to managing psychosocial hazards through proactive risk Management. This includes promoting respectful workplace behaviour, encouraging early intervention and open communication, providing wellbeing resources, and implementing reasonable controls to minimise identified psychosocial risks.

Jun 25 Jun 26

257

Looking ahead

Jun 24

429

This year’s results highlight the importance of maintaining a strong safety culture through safe work practices, accountability, continuous improvement and shared responsibility.

Jun 23

380

Council also delivered initiatives to strengthen safety awareness, capability and engagement, including the annual Safety Day (p 68).

Jun 22

590

Council continued to perform strongly against its leading safety indicators, completing a range of proactive activities, including workplace inspections, toolbox talks, first aid checks, SWAT checks and SPOT checks. These activities support the early identification and management of workplace risks and reinforce safe work practices.

Lost time injury frequency rate

6.89

Despite this result, Council recorded no serious injuries, workplace fatalities or breaches of work health and safety legislation during the year.

Key safety statistics

468

Council did not achieve its Lost Time Injury (LTI) target in 2025-26 and, as a result, the safety performance payment criteria were not met. While safety performance remained within industry benchmarks, the result identified opportunities to strengthen workplace health and safety across the organisation.

14.6

Our 2025-26 safety results

Jun 21 Jun 22 Jun 23 Jun 24 Jun 25 Jun 26

Annual Report | 2025-2026

Work health and safety governance Managing workplace health and safety

Council manages workplace health and safety through policies, defined responsibilities, regular monitoring and employee consultation. This framework supports compliance, risk management and continuous improvement. Council promotes a positive safety culture by ensuring managers are accountable for workplace safety, employees follow safe work practices, and workplace risks are identified and managed proactively. Initiatives such as safety targets, early intervention and returnto-work programs, wellbeing initiatives and annual influenza vaccinations support the health, safety and wellbeing of employees, contractors, visitors and the community. Joint Consultative Committee Our Joint Consultative Committee (JCC) is a formal governance body that supports consultation and collaboration between employees, unions and management on workplace health and safety, employment matters and workplace policies. The committee comprises employee representatives, union delegates and management representatives. It meets monthly to discuss matters arising under the Work Health and Safety Act 2011, the Local Government Award and Council's Enterprise Agreement. The JCC helps identify and address workplace issues, supports continuous improvement and contributes to enterprise agreement negotiations. Internal safety audit Council achieved a score of 92% in the internal StateCover Safety Audit, representing a significant improvement on previous results. This outcome reflects the continued strengthening of Council's workplace health and safety practices and demonstrates our commitment to maintaining high standards of safety, compliance and continuous improvement.

Prevention is the best protection. Wearing the right clothing protects staff from the sun and other hazards. Proactive measures To support a safe and healthy workplace, Council implements a range of measures to identify hazards, manage risks and strengthen safety practices.

Worker’s compensation

These measures include:

Council uses an early intervention approach to workers compensation and injury management. Injured employees are supported throughout their recovery through collaboration with treatment providers, returnto-work planning and, where appropriate, temporary workplace adjustments and suitable duties.

• • • • • • • • • • • •

Ongoing consultation, hazard identification and safety awareness initiatives help prevent workplace injuries and contribute to improved workers compensation outcomes. Pictured above right: Staff working at Council's National Tree Day planting site and wearing protective clothing.

ergonomic assessments SPOT checks SWAT checks toolbox talks quarterly workplace inspections Safe Work Method Statements (SWMS) risk assessment reviews chemical audits first aid checks reviewing of policies and procedures psychosocial hazards training annual Safety Day (p 68).

The Hills Shire Council

Case study

Supporting a proactive safety culture A strong safety culture protects our people, strengthens our organisation and helps us deliver better outcomes for the community.

Council continues to champion a strong culture of safety, wellbeing and shared responsibility, ensuring employees have the knowledge and skills to work safely and effectively while serving the community.

The challenge

Council's diverse workforce operates across a wide range of environments, from construction sites and parks to community facilities and administration centres. Maintaining a strong culture of safety requires ongoing education, awareness and practical training to help employees manage risks and support one another.

Our response

Council's annual Safety Day, now in its 15th year, reflects an ongoing commitment to workplace safety, wellbeing and continuous improvement. Held in May 2026, the program provided employees with practical learning opportunities covering hazard awareness, emergency response, electrical safety, safe driving practices, mental health awareness and workplace wellbeing. The event encouraged collaboration, knowledge sharing and active participation, helping employees strengthen their understanding of safety responsibilities and best-practice risk management.

Annual Report | 2025-2026

Volunteering in The Hills One in five Hills residents volunteers, building skills, strengthening social connections and contributing to a vibrant, inclusive and resilient community. Hills Youth Ambassadors

Environmental volunteering

The Hills Youth Army

Section 355 advisory committees

The Hills Youth Ambassador Program provides young people aged 15 to 24 with opportunities to develop leadership skills, represent their community and contribute to civic life. Youth Ambassadors support community events, promote opportunities for young people, participate in Council initiatives and advocate for issues important to local youth. The Hills Youth Army connects young people aged 15 to 24 with volunteering opportunities that build skills, foster community connections and encourage civic participation. Members support a range of community events and activities throughout the year, including Youth Week, NAIDOC Week, Clean Up Australia Day at The Farm and the Orange Blossom Festival.

Volunteer development

Council supports volunteers through training, mentoring and development opportunities across a range of service areas. These opportunities help local volunteers build skills, increase confidence and make meaningful contributions to the community.

Volunteer recognition

Council recognised the valuable contribution of volunteers through a range of appreciation initiatives, including invitations to the Mayor's Christmas Party and events in National Volunteer Week (May 2026) to acknowledge their commitment and service to the community.

Community events

Volunteers play an important role in the successful delivery of Council events such as The Hills Lunar Street Festival by supporting visitor services, logistics, event operations, entertainment coordination and customer experience activities.

Supporting older residents

Volunteer support is integral to the delivery of Hills Community Care services, including meal delivery, community transport and home maintenance. Together, these programs help older residents maintain their independence, wellbeing and social connection.

Volunteers support environmental education, sustainability initiatives and habitat conservation through activities at the Community Environment Centre in Annangrove, Bushcare groups and the Bidjiwong Community Nursery. Their contributions help protect local biodiversity, restore natural areas and increase environmental awareness across the community. Community members contribute to contribute to the Castle Hill Showground, Balcombe Heights Estate and Castle Hill Heritage Park through Section 355 Advisory Committees. These committees provide local knowledge and advice that supports informed decision-making and community involvement in Council-managed assets.

Quick facts about Hills volunteers

305

years of collective volunteer service acknowledged

400+

active volunteers

community events supported

Youth Army members

Volunteer development opportunities delivered

The Hills Shire Council

Case study

Championing young leaders who strengthen our community "Helping your community doesn't have to be a grand gesture. Getting involved in local initiatives and supporting causes you care about can make a meaningful difference." Jethro Sultano, 2026 Young Citizen of the Year

Jethro's recognition as The Hills Shire's 2026 Young Citizen of the Year highlights the important role young people play in building strong, connected and resilient communities. Through initiatives such as Hills Youth Army, Council supports and encourages young residents to become active participants in community life. Jethro Sultano's commitment to volunteering demonstrates the positive impact young people can have in their communities. Named The Hills Shire's 2026 Young Citizen of the Year, Jethro has made a significant contribution through Council's Hills Youth Army, as well as volunteering across community services, fundraising initiatives and school leadership programs. What began as a way to spend time with friends while at school quickly became a lasting commitment to community service. Inspired by the opportunity to give back, Jethro has dedicated his time to causes including youth mental health and homelessness, reflecting issues that are important to him and those around him. Through his volunteering, Jethro has supported community organisations, contributed to local initiatives and helped strengthen connections among volunteers and community members. He believes volunteering creates benefits not only for those receiving support, but also for those who participate by building skills, confidence and a sense of belonging. 70

Council continues to invest in programs and opportunities that empower young people to contribute to their communities, develop leadership skills and build meaningful connections. Recognising achievements such as Jethro's helps inspire the next generation of volunteers, leaders and community advocates across The Hills.

Council's commitment to youth engagement supports: • • • • •

increased community participation stronger volunteer networks development of future community leaders greater social connection and inclusion a more resilient and engaged community

Annual Report | 2025-2026

Performance against the delivery program

This section outlines how Council’s Integrated Planning and Reporting Framework and our approach to strategic and corporate business planning. We report on Council’s progress and performance for each outcome area as outlined in the Towards Hills 2050 Community Strategic Plan and the actions and key performance indicators as outlined in the Delivery Program 2025-2029.

The Hills Shire Council

Integrated planning and reporting framework Under the NSW Local Government Act 1993, councils are required to adopt an integrated approach to strategic planning, financial management and statutory reporting. Council's Integrated Planning and Reporting (IP&R) framework brings together its plans and strategies to support coordinated decision-making and the delivery of community outcomes. The framework is guided by Towards Hills 2050, Council's Community Strategic Plan, which sets the long-term vision for The Hills Shire and reflects community priorities identified through community engagement. The IP&R framework also recognises Council's role in advocating for local priorities, planning for future community needs and working with government, businesses and community organisations to achieve shared outcomes. The diagram below shows how the Annual Report fits within the IP&R framework. Council's plans and strategies are available on Council's website.

State plans and strategies Relevant regional plans and priorities

Joint Organisation statement of strategic regional priorities plan

Community Strategic Plan (CSP)

Other Council strategies and plans

Highest level plan that Council prepares. The purpose of this plan is to identify the community’s main priorities and aspirations for the future and to plan strategies for achieving these goals

Resourcing Strategy Contains the Long Term Financial Plan, Asset Management Strategy and Workforce Strategy

4 year Delivery Program Community Engagement Identifies community needs and priorities and informs the development of Council’s plans

The principal activities that Council will deliver to the community during the Council term

1 year Operational Plan The details of the Delivery Program - the individual projects, activities and budget for the financial year

Annual Report Highlights specific achievements for the financial year, related to our key strategies and actions in the CSP

Quarterly Reviews Annual Report State of The Shire Report

Ongoing monitoring and review 72

Reports on actions in the community strategic plan at the end of a council term

Annual Report | 2025-2026

The Hills Shire Plan Towards Hills 2050 This long-term vision helps Council plan for growth and deliver services, infrastructure and community outcomes that support current and future generations. The 2025–26 financial year is the first year of implementation of Council's new Community Strategic Plan, Towards Hills 2050, which sets a 25-year vision for The Hills Shire. The plan provides a framework for managing growth, responding to emerging challenges and planning for the community's future. It guides Council's strategic priorities, decision-making and resource allocation to support the ongoing delivery of services, infrastructure and community outcomes. Towards Hills 2050 is built around three strategic goals: EL1 Enriched Lifestyles – supporting wellbeing, recreation, and cultural opportunities CPP Connected People and Places – building strong communities and integrated infrastructure PLG Proactive Leadership and Governance – driving transparency, innovation, and responsible decision-making.

4 year Delivery Program

Annual Operational Plan

10 Year Resourcing Strategy

Annual Fees and Charges

The Delivery Program outlines Council's commitments to the community over its term and translates the objectives of the Community Strategic Plan into actions. It details the projects, services and initiatives that support the Plan's strategic goals and agreed service levels, and are funded through the Resourcing Strategy, partnerships and grants.

The Operational Plan sets out the projects, services and activities Council will deliver during the financial year to support the objectives of the Community Strategic Plan and Delivery Program. It also outlines the annual budget and aligns available resources through the Resourcing Strategy to support service delivery and organisational priorities.

The Resourcing Strategy supports the implementation of the Community Strategic Plan by ensuring Council has the financial, asset and workforce resources needed to deliver its objectives. The strategy comprises:

The Fees and Charges Schedule outlines the fees and charges that apply to Council services, facilities and activities for the financial year. Reviewed and adopted annually, these charges help recover costs and support the delivery of services and facilities to the community.

• • •

Long Term Financial Plan Asset Management Strategy Workforce Management Strategy

The Hills Shire Council

How to read our results - year 1 of our 4 year delivery program Council measures progress towards the Delivery Program using three types of results as shown in the table below. Together, these measures show what Council delivered, how effectively services were provided, and the difference these efforts made for the community, providing a comprehensive picture of progress towards the Towards Hills 2050 vision. What we measure

What it tells us

Examples

Reportable actions

What did Council deliver? The projects, programs and initiatives Council committed to delivering.

• • • •

community consultation activities road upgrades strategic planning initiatives new programs and events

Operational performance results

How well Council performed?

• • • •

development application processing times customer service performance inspections completed financial performance

• • • • •

improved community wellbeing stronger local businesses safer neighbourhoods enhanced recreation opportunities improved environmental outcomes

How effectively Council delivers services and meets agreed service standards Quality of life indicators

What difference did it make for the community? Measures the broader outcomes achieved for the community.

Understanding the Community Satisfaction Survey

What is the Community Satisfaction Survey? Every two years, Council engages an independent research company, to conduct the Community Satisfaction Survey. A random sample of residents from across The Hills Shire is interviewed by telephone and asked about what is important to them and how satisfied they are with Council's services, facilities and performance. The survey helps Council understand community priorities, measure residents' satisfaction levels and track changes over time. The results are used to inform Council's planning and decision-making, including the development of the Community Strategic Plan, Delivery Program and Operational Plan. Many of the Quality of Life Results reported in this document are informed by the survey, providing an important measure of the community's perceptions and experiences. These indicators reflect community perceptions at a particular point in time and may be influenced by factors beyond Council's direct control, including current events, media coverage, population 74

growth, infrastructure pressures, broader economic and social conditions, and individual experiences. The most recent Community Satisfaction Survey was conducted in August 2025. Other quality of life indicators In addition to the Community Satisfaction Survey, some Quality of Life Results are sourced from Council's internal performance measures and data published by external agencies, including the Australian Bureau of Statistics (ABS), NSW Bureau of Crime Statistics and Research (BOCSAR), Australian Department of Climate Change, Energy, the Environment and Water (DCCEEW), and other State and Federal Government organisations. Together, these sources provide a balanced view of quality of life in The Hills Shire by combining community perceptions with objective social, environmental and economic data. Note: Data sources for individual indicators are identified throughout this report where relevant.

Annual Report | 2025-2026

Enriched lifestyles We are building a connected, inclusive and safe community where people feel they belong. Through investment in quality public spaces, community facilities, services, and natural and green spaces, we support wellbeing, social connection and active living for all. Where do we want to be? Strategic direction: EL1 A vibrant community This strategic direction drives our ambitions over the next 10 years and beyond to build a Shire that is inclusive, connected and healthy. People will be able to visit or live in vibrant and prosperous places that offer a diversity of services, entertainment, retail and jobs.

Strategic direction: EL2 A valued and nurtured environment This strategic direction drives our ambitions over the next 10 years and beyond so that more people can enjoy and connect with a nurtured natural environment. We want to optimise green spaces to help alleviate urban heat and maintain our Garden Shire values. We want to help residents and businesses to minimise waste and energy use.

Where are we now? This value is at the heart of who we are and why we invite everyone to participate in the community life of The Hills Shire. By finding common ground through shared stories, cultures, histories and interests, we can foster a more connected and inclusive community. We invest in our people, businesses, facilities and spaces to support active lifestyles no matter people’s age or circumstance. We know that people love living here – community surveys show us that 95% of residents agree that the Hills Shire is a good place to live.

Quick facts

13.7

198

Residents safely disposed of problem waste at E-Waste Plus and Chemical CleanOut events

6,000+

percent of the population volunteer

child care centres

off-leash dog parks

actions identified in our Climate Risk Action Plan

waste, environment and sustainability education programs delivered

bushcare volunteer groups

6,400+

trees planted on National Tree Day 75

The Hills Shire Council

Enriched lifestyles EL 1 A vibrant community Where do we want to be?

The Community Strategic Plan identifies the following strategies that contribute to achieving this outcome: EL1.1 Promote accessible and inclusive community services and access to a network of quality recreational spaces and facilities to support leisure, arts, cultural and educational opportunities for people of all abilities, ages and cultural backgrounds EL1.2 Improve community resilience to shocks and stresses such as floods, bushfire and urban heat EL1.3 Recognise and value our community’s local heritage and culture EL1.4 Create places and programs that support a safe community

What have we done towards achieving our actions? EL1.1 Promote accessible and inclusive community services and access to a network of quality recreational spaces and facilities to support leisure, arts, cultural and educational opportunities for people of all abilities, ages and cultural backgrounds

These facilities supported a range of arts, cultural, educational, recreation and wellbeing activities across the Shire.

Improving accessibility and inclusion

Council is actively strengthening community resilience to natural hazards and climate-related risks through strategic planning, infrastructure improvements, emergency preparedness initiatives and community education programs.

Accessibility was strengthened through the Hidden Disabilities Sunflower initiative, sensory-friendly event sessions, quiet spaces, social stories, accessible event infrastructure, inclusive library programs, disability-focused community grants and celebrations for the International Day of People with Disability. Consultation on the Disability Inclusion Action Plan and the Access and Inclusion Community Survey helped inform future priorities, while a dedicated disability newsletter connected residents with local activities and services. Supporting people of all ages Programs and services supported learning, wellbeing and social connection across all life stages. These included children's programs, school holiday activities, Youth on Track, Youth Skills workshops, library programs, seniors expos, seniors soccer initiatives and community care partnerships. Celebrating cultural diversity Citizenship ceremonies, Australia Day events, Lunar New Year celebrations, multicultural festivals and community grant programs promoted inclusion, cultural understanding and community participation. Providing access to community facilities Residents continued to benefit from access to recreational, cultural and educational facilities, including Livvi's Place Playground, Bernie Mullane Sports Complex, Bella Vista Farm, libraries, sportsgrounds, tennis courts and community venues.

EL1.2 Improve community resilience to shocks and stresses such as floods, bushfire and urban heat

Planning for climate risks The Climate Risk Adaptation Action Plan was prepared to guide Council's response to climate-related risks, including flooding, bushfire and urban heat. The plan establishes actions to deal with climatic risks to our people, assets and community now and into the future. Improving resilience to flooding Upgrades to five flood-prone road crossings in the rural north of the Shire improved safety, accessibility and network resilience during flood events (p 16). Strengthening emergency preparedness Recovery centre audits were undertaken in partnership with the NSW Reconstruction Authority to ensure emergency and recovery facilities remain ready to support the community during emergencies. Participation in regional emergency management exercises also helped strengthen preparedness for extreme heat events and improve coordination with partner agencies. Building community awareness Through partnerships with the SES and RFS, Council delivered community education initiatives such as the Emergency Expo and Four Weeks to Fire Ready Challenge, helping residents prepare for emergencies and strengthen household resilience.

Annual Report | 2025-2026

EL1.3 Recognise and value our community’s local heritage and culture Protecting local heritage A review of the Shire-wide Heritage Study progressed during the year, supported by $25,000 in funding through the NSW Government's Local Heritage Grants program. The review includes updating heritage records, reassessing heritage items and exploring improved public access to heritage information.

Challenges •

•

Bringing local history to life

•

Echoes: Lunar Light Journey transformed Bella Vista Farm into an immersive cultural experience, showcasing stories of the Dharug people, early European settlement and the area's agricultural history.

•

Community events at Bella Vista Farm also provided opportunities for residents and visitors to engage with the Shire's heritage. Celebrating culture, diversity and community identity Events including Australia Day, the Hills Lunar Street Festival, NAIDOC Week, Orange Blossom Festival celebrations and Illuminate the Hills celebrated the diversity, history and identity of The Hills and encouraged community participation. Council hosted 15 Australian citizenship ceremonies in 2025-26, welcoming 2,198 new Australian citizens. The move to the Pioneer Theatre increased ceremony capacity and helped reduce the citizenship ceremony waitlist to fewer than 150 people by 30 June 2026. EL1.4 Create places and programs that support a safe community Supporting young people Youth Skills workshops provided young people aged 12 to 24 with opportunities to build practical life skills, confidence and social connections. The Youth On Track program, delivered in partnership with the Parramatta Eels and The Hills Police Area Command, provided regular sporting activities that promoted wellbeing, community participation and positive social connections. Promoting road safety Road safety programs helped residents build knowledge and skills to improve safety on local roads. Initiatives included Helping Learner Drivers Become Safer Drivers workshops and free child restraint fitting days.

• • • •

engaging young people who may be socially isolated, disengaged or difficult to reach through traditional programs and services meeting growing demand for youth, community safety and support programs as the population continues to grow securing funding and maintaining partnerships that support community programs and initiatives ensuring community programs, services and events are accessible and well promoted to residents of all ages, abilities and backgrounds encouraging ongoing participation in community programs while competing with work, study and other commitments promoting safer road user behaviour and achieving long-term road safety outcomes improving both actual and perceived safety in public spaces maintaining safe, welcoming and well-used parks, sporting facilities and community spaces planning for future cultural facilities that will enhance community connection, participation and access as the Hills population grows beyond 300,000 residents.

Looking ahead Council will continue to invest in community safety, youth engagement, education programs and partnerships that support a safe, connected and resilient community, with a focus on: •

• •

•

Building community capacity and resilience Grants training sessions supported local organisations to access funding and deliver community programs and services. These initiatives strengthened local capacity and contributed to a safer, more connected and resilient community.

•

investigating options for a new library, reviewing the Library Strategy and assessing potential funding models investigating the requirements, functionality, costs and benefits of an emergency dashboard reviewing the CCTV network and exploring opportunities to expand surveillance coverage in partnership with NSW Police reviewing and updating the Sackville Cemetery Master Plan and establishing a long-term direction for cemeteries across the Shire delivering a Box Hill-focused component of the Fight for a Fairer Hills Future campaign to strengthen communication and engagement with residents exploring opportunities to support the night-time economy, including assessing the Purple Flag accreditation program and identifying ways to create safe, vibrant and well-managed evening precincts adapting Hills Community Care services to meet the needs of an ageing population and respond to changes in aged care funding and service delivery. 77

The Hills Shire Council

Measuring quality of life - EL1 A vibrant community QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?



•

% of people who rate the library collection as good or very good

EL1.1

30,133



•

Number of participants in library events and programs

68.6

75.0



•

Community satisfaction with children and youth services and facilities

Promote accessible and inclusive community services and access to a network of quality recreational spaces and facilities to support leisure, arts, cultural and educational opportunities for people of all abilities, ages and cultural backgrounds.

70.6

75.6



•

Community satisfaction with services and facilities for older people

73.2

74.8

78.6



•

Community satisfaction with support for volunteer organisations

13.7%



•

Percentage of the population participating in voluntary work

16.0



•

Number of identified neighbourhood safer places

EL1.2

81.8

81.2

88.6



•

Community satisfaction with emergency services

Improve community resilience to shocks and stresses such as floods, bushfire and urban heat.

25-26

24-25

23-24

22-23

TARGET

88.2

88.0

90.1

89.5

38,372

33,758

33,842

68.2

68.6

69.6

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions ACTIONS - the principal activities Council plans to deliver over the next 4 years

 

25-26

26-27

27-28

28-29

EL1.1.1

Continue to evolve libraries by offering a wide array of services that support lifelong learning, multimedia access, and exceptional customer service, with an emphasis on integrating cutting-edge technologies to enhance engagement and improve operational efficiency.



EL1.1.2

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



EL1.1.3

Enhance the delivery of the Council’s communication to the community by leveraging emerging platforms and advanced technologies and community engagement.



EL1.1.4

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



EL1.1.5

Provide quality aquatic centre operations that incorporate a mix of customer satisfactions, safety and financial sustainability.



EL1.1.6

Provide community development initiatives that focus on long term sustainability, inclusivity, and participation for community, volunteer and not-for-profit groups.



EL1.1.7

Provide annual grants for organisations that connect the community and drive community participation with a focus on maximising the impact of funds and ensuring transparency, inclusivity and long term community outcomes.



EL1.1.8

Continue to ensure Council’s cemeteries comply with Interment Industry licence conditions.



EL1.1.9

Provide all members of the community with equitable access to a range of quality meeting, gathering and activity spaces to strengthen community life, social connectedness and wellbeing.



EL1.1.10

Continue to apply the Community Engagement Strategy.



EL1.1.11

Provide a briefing to Councillors on more options to engage with young people in the Shire by working with youth stakeholders and Hills PAC along with any financial impacts.



EL1.1.12

Investigate locations for a new library, funding model and update Council’s Library Strategy and provide a briefing to Council.



EL1.1.13

Undertake a review of Waves Fitness and Aquatic Centre operations and provide a briefing to Councillors.



EL1.2.1

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



EL1.2.2

Investigate emergency dashboard requirements and functionalities for an emergency dashboard, analyse costs and benefits, and provide a briefing to Council.



The Hills Shire Council

Measuring quality of life - EL1 A vibrant community 25-26

24-25

23-24

22-23

TARGET

QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?

71.4

69.6

73.6



•

Community satisfaction for provision of community events

EL1.3

41.0

47.0



•

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

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

70.2

71.0

71.4



•

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

207.8*

213.0

232.9

303.4



•

% of number of crimes reported per 100,000 people - malicious damage to property

EL1.4

Create places and programs that support a safe community.

94.0

97.0

98.0



•

% of people who feel safe in public places during the day

*NSW Bureau of Crime Statistics and Research

Bella Vista Farm Set within 20 hectares of rural landscape, Bella Vista Farm on Elizabeth Macarthur Drive, is a nationally significant historic farm complex. Established in the late 1700s, the complex features a two storey homestead, Bunya Pine lined driveway and a collection of farm outbuildings set on a prominent hilltop. The site provides a rare surviving link between today's community, Australia's first European settlers and the nation's early rural development.

One of the farm outbuildings at Bella Vista Farm.

The Friends of Bella Vista Farm host regular open days, while the venue also accommodates major community and cultural events including the Australia Day celebrations pictured on page 81.

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions

 

ACTIONS - the principal activities Council plans to deliver over the next 4 years

25-26

26-27

27-28

28-29

EL1.3.1

Collaborate with local stakeholders to showcase and promote regional heritage and culture through diverse and multifaceted platforms.



EL1.4.1

Provide annual grants for organisations and support the Disability Inclusion Action Plan (DIAP) that connect the community and drive community participation in key priority areas such as domestic violence, youth, disability and mental health with a focus on maximising the impact of funds, ensuring transparency and long term community outcomes.



EL1.4.2

Review of the Purple Flag program and if applicable to areas within the Shire, present findings to Councillors.



EL1.4.3

Review the current CCTV network and coverage and partner with local policing authority to impplement a CCTV surveillance network around high traffic areas such as metro stations and shopping centres.



Australia Day celebrations at Bella Vista Farm. 81

The Hills Shire Council



Our delivery program reportable actions

On 30 June 2026 Council’s 18 reportable actions were reported as being on track, with seven completed. A further nine actions have been carried over from the previous plan and all are reported as on track with one completed.

Key On track Completed

 

EL1. A vibrant community Action

Status

Comment

EL1.1.11

Provide a briefing to Councillors on more options to engage with young people in the Shire by working with youth stakeholders and Hills PAC along with any financial impacts.



Councillors received an update in April 2026 on key youth issues, Council's current youth services, and the constraints, challenges and emerging pressures likely to affect Council's ability to meet future youth needs.

EL1.1.12

Investigate locations for a new library, funding model and update Council’s Library Strategy and present to Councillors.



Due to the complexity of this work, including investigating potential sites to meet future library needs across the growing Hills Shire, the Library Strategy will be provided to Councillors for consideration at a future date.

EL1.1.13

Undertake a review of Waves Fitness and Aquatic Centre operations and present to Councillors.



A comparative review of Waves Fitness and Aquatic Centre operations was completed by Otium Planning Group and presented to Councillors in November 2025.

EL1.2.2

Investigate emergency dashboard requirements and functionalities for an emergency dashboard, analyse costs and benefits, and present to Councillors.



A Disaster Dashboard content management platform was presented to the Local Emergency Management Committee on 11 November 2025 to seek feedback and support. Council is continuing discussions with vendors to refine the scope of the platform and better understand community needs for accessible emergency information. Funding will be sought in 2026-27 to support implementation of the dashboard.

EL1.4.2

Review of the Purple Flag program and if applicable to areas within the Shire, and present findings to Councillors.



Councillors were briefed on the Purple Flag program in May 2026. The program was identified as a potential initiative to support the nighttime economy. Its suitability for The Hills Shire will be considered alongside Council's current priorities.

EL1.4.3

Review the current CCTV network and coverage and partner with local policing authority to implement a CCTV surveillance network around high traffic areas such as metro stations and shopping centres.



The assessment has been completed. Opportunities to improve connections to Metro stations have been discussed with Transport for NSW and Sydney Metro, with several minor improvements already implemented.

Council will continue advocating for improved public transport connections to Metro stations in 2026-27. This includes enhanced bus services connecting Rouse Hill, Box Hill, The Gables and North Kellyville with nearby Metro stations.

Annual Report | 2025-2026 Key On track

 Below expectation 

Operational performance results Performance measures

Method

Target YTD 25-26

Actual

Status

Occupancy ratio (CCC)

> is better

87%

88%

Program operates within budgeted expenditure

> is better

100%

Customer satisfaction

> is better

95%

97%

  

Customer satisfaction across event attendees

> is better

90%

94.1%

Event assessment feedback (days)

< is better

4.50

 

< is better

150

102



Customer satisfaction

> is better

90%

90.55%

Social media growth

> is better

15%

14%

Increase Engagement HQ registrations

> is better

  

Customer satisfaction across community events and programs

> is better

80%

97%

Customer satisfaction with new grant training program

> is better

90%

80%

Volunteer satisfaction

> is better

80%

98.50%

Utilisation of community venues

> is better

35%

40.97%

Cemetery sales

> is better

100%

 

> is better

90%

100%



> is better



< is better



Revenue expenditure ratio

> is better

1.0

Customer satisfaction results

> is better

>90%

96%

 

> is better

85%

88.16%



> is better

30,000

38,372



> is better

85%

95.47%



Achieve forecast visitations to the centre

> is better

500,000

507,460

NSW Health notifiable water quality breaches not actioned

< is better

0.0

Water safety incidents not actioned by staff

< is better

0.0

Fitness centre membership

> is better

2,000

2,600

Learn to swim and swim squad enrolments

> is better

1,500

1,970

    

Children’s Services

Civic Events

Ensure an efficient and manageable waitlist for citizenship ceremonies, enabling residents to attain citizenship more promptly Communications and Marketing

Community Services

  

Community Venues

Emergency Management Completed actions from Bushfire Risk Management Plan (Ex)

Provide executive support facilities for the LEMC and the Local Emergency Operations Controller and Chair Hills Community Care Breach notices for failing to comply with the Aged Care Quality Standards

Library Services Percentage of people who rate the library collection, physical and digital, as good or very good Number of events/activities/programs (number of attendees)

>80% of new stock available for loan within 4 working days of receipt at the library Waves Fitness and Aquatic Centre

The Hills Shire Council

How are we addressing performance? 



Communications and Marketing - Social media growth - Council’s social media audience grew by 14% during the year, slightly below the 15% target. This result reflects a more mature social media environment, with slower growth across major platforms as audience reach approaches saturation. Despite this, Council continued to attract new followers and extend its digital reach, strengthening its ability to inform and engage the community through social media channels. As growth rates on Facebook and Instagram continue to slow, Council may need to review its social media KPI to ensure it remains relevant and reflects meaningful measures of performance and engagement. Community Services - Customer satisfaction with new grant training program - This KPI was not achieved in 2025–26 due to the introduction of the new Public Art Grants program. While the program generated strong community interest, some community members were unclear about the application requirements and expressed concerns about aspects of the program's design and delivery. This feedback may have affected overall performance against the KPI during the reporting period.

Case study

Protecting heritage while planning for growth Castle Hill Showground

Council is committed to ensuring Castle Hill Showground continues to serve future generations as a vibrant and accessible community destination.

Advocacy outcome The project demonstrates Council's commitment to advocating for infrastructure investment that supports both community growth and the preservation of local heritage. The proposed upgrade will: Aerial view of the Main Arena, Castle Hill Showground.

The challenge

Castle Hill Showground is one of The Hills' most significant community assets, serving generations of residents through sporting, recreational and community activities. As the Shire continues to grow, there is increasing demand for highquality, accessible community spaces that can support a broader range of activities and users. 84

Our response

Council has successfully advocated for investment in the future of Castle Hill Showground, securing $11.475 million through the NSW Government's Western Sydney Infrastructure Grants program to support the proposed upgrade of the Aub Juleff Arena. The proposed improvements will transform the arena into a contemporary, flexible space for sport, recreation and community events, while preserving the site's longstanding role as a focal point for community life.

•

• • •

enhance access and connectivity throughout the precinct create more opportunities for sport, recreation and community events support a growing and diverse population preserve an important community landmark strengthen Castle Hill Showground's role as a regional destination.

Annual Report | 2025-2026

Enriched lifestyles EL 2 A valued and nurtured environment Where do we want to be?

The Community Strategic Plan identifies the following strategies that contribute to achieving this outcome: EL2.1 Use effective regulatory strategies, local laws and compliance programs to manage public health, public safety and any negative impacts of development on the community EL2.2 Nurture and improve the quality of green spaces, natural built surroundings and waterways EL2.3 Embed resilience and adaptation by preparing for increased hazard risks such as flooding, bushfire and urban heat EL2.4 Embed sound governance and operational frameworks to manage new and existing development with robust policies, plans and processes that meets community needs and expectations EL2.5 Promote sustainable waste management and resource recovery

What have we done towards achieving our actions? EL2.1 Use effective regulatory strategies, local laws and compliance programs to manage public health, public safety and any negative impacts of development on the community

This included the rollout of AI-enabled safety cameras through the SenPIC Project at local schools and heavy vehicle monitoring cameras to improve compliance with load limits and reduce road damage.

Compliance programs

Community education initiatives also promoted responsible behaviour in public spaces, including campaigns encouraging responsible pet ownership.

Compliance, inspection and monitoring programs helped protect public health and safety across the Shire. During the year, 343 fire safety inspections and 172 fire hydrant audits were undertaken to support compliance and ensure critical fire protection systems remained operational. More than 2,500 swimming pool inspections were completed. Follow-up inspections, enforcement action and responses to private certifier referrals helped improve pool safety and regulatory compliance. Managing development impacts Development activity was monitored to minimise impacts on residents and the local environment. Site inspections were undertaken across the Shire, resident concerns were investigated, requests for work outside approved hours were assessed, and liaison with major construction sites helped reduce traffic, noise and other construction-related impacts. The Regulatory Services team carried out 2,275 construction site management inspections throughout the 2025-26 financial year, supporting compliance with development consent conditions and site management requirements. Improving public safety Technology continued to support compliance and community safety outcomes.

EL2.2 Nurture and improve the quality of green spaces, natural built surroundings and waterways Environmental education and community participation Environmental education and community engagement programs helped increase awareness of conservation and sustainability issues. Initiatives included Platypus Month workshops, environmental education programs for children, school visits and community awareness campaigns. More than 135 volunteers participated in National Tree Day activities, planting more than 6,000 native trees and plants to support habitat restoration and urban greening. Resource efficiency was also improved through wastewater discharge factor adjustments at six sites, with estimated savings of approximately $95,000 in 2026. Advancing biodiversity planning Implementation planning for the Biodiversity Strategy progressed through the development of a delivery roadmap, resource planning and preliminary assessment work. Council will consider the proposed implementation approach this financial year.

The Hills Shire Council

EL2.3 Embed resilience and adaptation by preparing for increased hazard risks such as flooding, bushfire and urban heat Building climate resilience The Climate Risk Adaptation Action Plan was adopted, establishing a five-year framework to address climaterelated risks including temperature, hot days, rainfall, fire weather and rising sea levels. The Plan sets out a five-year framework of 28 actions to address the five key climate-related hazards affecting Council operations and assets. Ongoing monitoring, evaluation and progress reporting will be undertaken through Council's established governance processes. A partnership with the Department of Climate Change, Energy, the Environment and Water supported the development of a roadmap to improve water efficiency and drought preparedness. Improving flood resilience Five flood-prone road crossings in the rural north of the Shire were upgraded to improve safety, accessibility and resilience during flood events. EL2.4 Embed sound governance and operational frameworks to manage new and existing development with robust policies, plans and processes that meets community needs and expectations Development assessment performance Assessment and certification processes continued to support efficient, transparent and compliant decisionmaking.

1,093

Construction, subdivision and occupation certificates were issued, and critical stage inspections were completed to ensure compliance with legislative and safety requirements. EL2.5 Promote sustainable waste management and resource recovery Increasing resource recovery Resource recovery programs helped reduce waste to landfill and increase recycling across the community. E-Waste Plus Drop Off Events diverted more than 132 tonnes of material from landfill, while Clothing Swap events, Garage Sale Trail activities, Household Chemical CleanOut events and Clean Up Australia Day encouraged reuse, recycling and responsible waste disposal. Supporting community education A Community Recycling Wall Hub was established at Council's Administration Building to improve access to recycling options for hard-to-recycle materials. Delivered education programs promoting sustainable waste practices and resource recovery through schools, workshops, community events and partnerships, engaging more than 4,500 community members. Waste management remains one of Council's largest service areas, with annual contract costs exceeding $42.2 million. During 2025-26, Council issued tenders for new waste services contracts commencing in October 2027 (p 17).

During the year, 1,093 development applications with a combined estimated value of more than $1.3 billion were determined, supporting housing and employment growth across the Shire.

Council determined 1,093 development applications (not including modifcations) with an estimated development cost in excess of $1.3 billion.

Subdivision and certification services exceeded performance targets, with median determination times remaining well below the 85-day key performance indicator.

Planning for future waste services

Development assessment timeframes improved significantly, with average determination times reducing from 128 days to 115 days. Council also assessed and determined the highest number of development applications across Greater Sydney.

DAs determined

Timely certification and compliance outcomes

The new contracts provide for the introduction of Food Organics and Garden Organics (FOGO) services 1 July 2030. The implementation timeframe will allow for further infrastructure and service planning ahead of rollout and reduce costs prior to commencement. FOGO services require additional collection, processing and transport

DAs lodged

Subdivision approvals

Assessment performance

Subdivision certificates issued

Estimated development value of $1.4 billion (not including modifcations).

Council determined 148 subdivision and small lot housing approving 863 residential lots. Median determination time achieved strong performance against Council targets.

days median determination time. KPI target is 85 days delivering efficient and timely development assessments.

Created 863 residential lots 8 complying development certificates 24 construction certificates.

989

148

Annual Report | 2025-2026

infrastructure, particularly in rural areas that currently operate under a two-bin system. The procurement process also secured access to long-term waste processing and disposal capacity through an integrated waste management network, supporting service continuity and future demand. The new arrangements position Council to meet future waste management requirements while continuing to deliver value for money for residents.

Challenges • • • • • • • • • • • •

managing population growth, urban expansion and increasing development activity balancing community expectations with regulatory, environmental and legislative requirements responding to changes in government policy, planning reforms and compliance obligations protecting biodiversity, waterways and environmental assets while supporting growth and housing delivery continuing Council’s advocacy for improved management of the Hawkesbury River system addressing climate-related risks, including flooding, bushfire, drought and urban heat maintaining infrastructure, services and regulatory programs across a growing Shire securing funding, resources and specialist expertise to meet increasing service demands encouraging behaviour change to support sustainability, waste reduction and resource recovery managing rising costs associated with waste services, environmental management and climate adaptation embedding resilience, sustainability and risk management into long-term planning and decision-making progressing a long-term location for the State Emergency Service (SES) Headquarters in the absence of the NSW Government providing the land previously identified for this purpose.

Looking ahead •

•

implement the Climate Risk Adaptation Action Plan and deliver infrastructure improvements that strengthen resilience to flooding, bushfire, drought and urban heat progress planning and preparations for the introduction of Food Organics and Garden Organics (FOGO) services improve assessment and certification processes to support housing delivery while maintaining compliance and community confidence continue protecting and enhancing biodiversity, waterways and environmental assets deliver sustainability initiatives that support resource recovery, waste reduction and environmental outcomes strengthen long-term planning to support sustainable growth and resilient communities the implementation of a new property and rates system will support more efficient service delivery and unlock future technology-enabled improvements for customers and Council operations.

Council assessed and determined the highest number of development applications across Greater Sydney. Housing development in Box Hill - one of The Shire's largest growth areas. 87

The Hills Shire Council

Measuring quality of life - EL2 A valued and nurtured environment 25-26

24-25

23-24

22-23

TARGET

3,242*



QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?

• Implementation of regulatory activities that are carried out in a consistent manner

EL2.1

Use effective regulatory strategies, local laws and compliance programs to manage public health, public safety and any negative impacts of development on the community.

EL2.2

Nurture and improve the quality of green spaces, natural built surroundings and waterways.

*Note: 2025-26 is the first year this indicator has been reported. As a result, comparative data for previous years is not available. 99

114

100



• Number of air complaints received by Council

778

1,134

1,064

753



• Number of noise complaints received by Council

169

255

210



• Number of water pollution complaints received and actioned by Council

13,418.7

13,626.7

12,714.0

12,969.0



• Total emissions from Council (CO2 e tonnes) diverted from landfill

62,780

49,085

58,178

59,155



• Total energy consumption by Council (gigajoules) including street lights

311,241

331,980

261,068

205,475



• Total water consumption by Council (kL)

320

271

227



• Number of threatened species known in the Shire

28*



• Implementation and adaptation actions to reduce risk rating of identified climate risks

EL2.3

Embed resilience and adaptation by preparing for increased hazard risks such as flooding, bushfire and urban heat.

• Net median determination time for occupation certificates (days)

EL2.4

Embed sound governance and operational frameworks to manage new and existing development with robust policies, plans and processes that meets community needs and expectations.

*Note: The Climate Risk Action Plan 2026-2030 was adopted in FY2025-26. There are 28 climate related risks identified across Council's assets. 1





• Net median determination time for subdivision and small lot housing development applications (days)

90.55

70.5



• % of advice on development applications (part files) processed within 21 days

- comparative data for previous years is not available.

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions

 

ACTIONS - the principal activities Council plans to deliver over the next 4 years

25-26

26-27

27-28

28-29

EL2.1.1

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



EL2.1.2

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



EL2.1.3

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



EL2.2.1

Enhance green spaces to ensure equitable access to improve the community’s wellbeing.



EL2.2.2

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



EL2.2.3

Investigate and report to Council a water quality monitoring and testing program for waterways in The Shire.



EL2.2.4

Investigate and report to Council on a biodiversity strategy to guide and enable strategic growth and development while conserving biodiversity values.



EL2.3.1

Embed climate change risk assessment in procedures across Council and develop an adaptation plan to mitigate risk.



EL2.3.2

Align to the NSW State Government Climate Change (Net Zero Future) Act 2023 as required and in a manner that makes financial sense.



EL2.3.3

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



EL2.3.4

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



EL2.4.1

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



EL2.4.2

Determine development applications and land use applications in an efficient and effective manner.



The Hills Shire Council

Measuring quality of life - EL2 A valued and nurtured environment QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?



•

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

EL2.5

3.9



•

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

6.4

9.0



•

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

87.3

87.5



•

Community satisfaction - domestic garbage collection

25-26

24-25

23-24

22-23

TARGET

12.3

12.4

10.5

12.3

3.4

3.9

3.7

7.9

6.7

93.0

91.5

Promote sustainable waste management and resource recovery.

As part of National Tree Day, more than 6,000 native trees and plants were planted at Cataract Road Reserve, Gables.

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions

 

ACTIONS - the principal activities Council plans to deliver over the next 4 years

25-26

26-27

27-28

28-29

EL2.5.1

Deliver safe, efficient, and cost effective waste, recycling, organics and clean up services.



EL2.5.2

Continue to provide drop off days and services for hazardous and problematic waste to minimise environmental harm.



EL2.5.3

Continue to work regionally to address common waste and resource recovery challenges across the region.



EL2.5.4

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



EL2.5.5

Develop and implement a Resource Recovery Strategy.



EL2.5.6

Commence a Food Organics and Garden Organics (FOGO) service to be facilitated in the next waste contracts beginning 1 October 2027 and prior to July 2030.



EL2.5.7

Investigate a potential grant funded project along with neighbouring councils to support a reuse, repair, redesign, and recycling hub for the region at Hawkesbury’s Waste Management Facility and provide a briefing to Councillors.



Chemical CleanOut collection at Castle Hill Showground.

The Hills Shire Council



Our delivery program reportable actions

Key On track Completed

 

EL2. A valued and nurtured environment Action

Status Comment

EL2.2.3

Investigate and report to Council a water quality monitoring and testing program for waterways in The Shire.



Following a briefing to Councillors in May 2026, the water quality monitoring program commenced. Monthly monitoring is now underway and results are being published on Council's website.

EL2.2.4

Investigate and report to Council on a biodiversity strategy to guide and enable strategic growth and development while conserving biodiversity values.



Following a briefing to Councillors in May 2026, a decision was made to develop the Biodiversity Strategy as a standalone document under the Local Strategic Planning Statement, complementing the Environment Strategy.

EL2.5.7



Council secured funding through the NSW Environment Protection Authority's Local Government Waste Solutions Fund to undertake a Circular Flow Investigation at the Hawkesbury Waste Management Facility. Mike Ritchie & Associates has been engaged to deliver the investigation, which will examine waste and resource flows, identify priority hard-to-recycle materials, and assess opportunities to reduce the volume of waste sent to landfill. The project is ongoing.

The Hawkesbury River marks part of The Hills Shire's border and is a significant natural asset of the region. 92

Annual Report | 2025-2026

Key

Operational performance results

Performance measures

On track

 Below expectation  Method

Target YTD 25-26

Actual

Status

Registered food premises inspected in 12 months (Env Health Services)

> is better

100%



Development application advice provided within 21 calendar days

> is better

90%

98.58%



Tree applications processed in 10 days

> is better

90%

95.32%

Development application advice provided within 21 calendar days

> is better

90%

93.88%

 

Percentage customer satisfaction with the domestic waste service

> is better

80%

93%

Development application advice provided within 21 calendar days

> is better

90%

100%

 

Percentage of development application's determined within 40 days (less STC days)

> is better

70%

80.83%



Gross number of days taken to determine a development application (median)

< is better

75.75



Gross days to determine building certificate applications

< is better

17.70



Percentage of swimming pool compliance certificate applications actioned within 10 business days

> is better

95%

100%



Customer requests - initial investigation of land use tasks within 7 days

> is better

80%

98.27%



Customer requests - investigation of abandoned vehicles within 3 days

> is better

80%

97.39%



Customer requests - investigation of animal nuisances within 5 days

> is better

80%

98.46%



Inspection of pubs, clubs, entertainment venues and major hotel complexes that accommodate short term accommodation within 12 months

> is better

100%



Development application advice provided within 21 calendar days

> is better

90%

100%



Net median determination time for occupation certificates

< is better

<2 days

0.5



Net median determination time for subdivision and small lot housing development applications

< is better

<85 days



Percentage of advice on development applications (part files) processed within 21 days

> is better

90%

90.55%



Environment and Public Health

Sustainability

Resource Recovery

Development Assessment

Regulatory Services

Subdivision and Development Certification

How are we addressing performance? 

Development Assessment - Gross number of days taken to determine a development application (median) - The Development Assessment Team did not meet the median days KPI due to the determination of several complex applications that required longer assessment time frames in the final quarter of the financial year. Despite this, the team reduced the average time taken to determine development applications and significantly decreased the number of outstanding applications. 93

The Hills Shire Council

Case study

Supporting safer journeys across The Hills

Every resident deserves safe and reliable roads, regardless of where they live in The Hills.

Cattai Ridge Road and Halcrows Road intersection upgrade, Glenorie.

The challenge

Cattai Ridge Road and Halcrows Road are important rural transport routes that connect residents, businesses and visitors to key destinations across The Hills and beyond. As traffic volumes increased, the existing intersection presented visibility and manoeuvring challenges, highlighting the need for targeted safety improvements to protect road users and support the long-term function of the network.

Our response

Council prioritised the upgrade as part of its ongoing commitment to improving road safety and ensuring infrastructure keeps pace with community needs. The intersection was redesigned to improve visibility, reduce conflict points and create safer vehicle movements. Improvements included road realignment, upgraded street lighting, improved sight lines, wider lane widths and new signage and line marking. 94

Advocacy outcome The project demonstrates Council's commitment to advocating for and delivering infrastructure that enhances safety and connectivity for rural communities. The upgrade supports: • • • • •

safer journeys for motorists and visitors improved visibility and intersection performance stronger connections between rural communities reduced safety risks at a key transport corridor a more reliable and resilient road network.

Annual Report | 2025-2026

Connected people and places We are creating a connected and thriving Shire where people can live, work and enjoy local opportunities close to home. Strong businesses, diverse employment and integrated transport options help connect people to jobs, services and places, while supporting a productive economy and sustainable growth. Where do we want to be? Strategic direction: CPP1 A growing shire and economy This strategic direction drives our ambitions over the next 10 years and beyond to implement good growth planning that creates desirable places for people to live in, work in and visit. As we plan for different housing types and densities, we’ll also be planning for the new jobs that match people’s skills and abilities.

Strategic direction: CPP2 Timely provision and maintenance of infrastructure This strategic direction drives our ambitions over the next 10 years and beyond to plan for, operate, renew or maintain the infrastructure, services and public spaces that support the health and wellbeing of this growing and changing community.

Where are we now? As we plan for an increase in population numbers, we will require a greater diversity of housing, meeting our targets in a way that matches what the community wants. Given its role, the NSW Government needs to plan for higher density housing in the right locations, creating great places with plenty of activity and opportunities to connect and have access to transport and services. Our major centres - Norwest, Castle Hill and Rouse Hill - will provide a mix of jobs in industries of the future, so fewer people have to travel out of the area for work. Other employment areas that offer a mix of jobs include Annangrove Road Employment Area and Box Hill Business Park.

Quick facts

52.6%

1,069

338

27,000

876

growth in dwellings by 2041*

businesses in The Hills

kilometres of roads

kilometres of footpaths and cycleways

parks and reserves

tennis courts

*Source: Population and household forecasts, 2021 to 2046, prepared by .id (informed decisions), November 2024. 95

The Hills Shire Council

Connected people and places CPP 1 A growing Shire and economy Where do we want to be?

The Community Strategic Plan identifies the following strategies that contribute to achieving this outcome: CPP1.1 Support the development, growth and retention of business and industry, employment land and strategic centres CPP1.2 Support priority growth sectors including the visitor economy, advanced manufacturing, health and education so that more people live near quality jobs CPP1.3 Create capacity for a diverse range of housing in connected, vibrant, healthy places CPP1.4 Support, promote and plan safe, efficient and resilient, transport options and travel behaviour, including walking and cycling, and better public transport and road connections CPP1.5 Prioritise place making in neighbourhoods to create quality places for people CPP1.6 Plan for recreation and open space to meet the needs of a growing community

What have we done towards achieving our actions? CPP1.1 Support the development, growth and retention of business and industry, employment land and strategic centres

CPP1.2 Support priority growth sectors including the visitor economy, advanced manufacturing, health and education so that more people live near quality jobs

Supporting business growth

Supporting industry growth and skills development

Business support programs helped local businesses build capability, access government services and identify opportunities for growth.

Partnerships with industry, education providers and government agencies helped support workforce development and employment growth across priority sectors.

The Hills Business Growth Series and Business Education Series provided free workshops on marketing, sales, technology, workforce management and business growth. Small Business Discovery Sessions were delivered in partnership with Service NSW and MTC FutureReady. More than 1,190 businesses were invited to connect with support services, understand regulatory requirements and access business development opportunities. Businesses were also supported through networking events, Small Business Month activities, the Business Help Desk and a new Business Resource Kit available in print and digital formats. Understanding business needs

The Generation STEM (science, technology, engineering, mathematics) program, delivered in partnership with CSIRO, connected students with career pathways in advanced manufacturing and professional services. Supporting the visitor economy Local events continued to attract visitors to The Hills, supporting local businesses and promoting the Shire as a destination for recreation, culture and community events. Improving access to economic data The Economic Profile Dashboard was launched to provide businesses, investors and stakeholders with access to local economic and demographic information.

The 2025 Hills Business Performance Sentiment Index was delivered in partnership with McCrindle Research. Feedback from 180 businesses provided insights into business confidence, performance and emerging challenges. Of businesses that participated in Council support programs, 43% reported revenue growth.

CPP1.3 Create capacity for a diverse range of housing in connected, vibrant, healthy places

Attracting investment

Proposed changes for small lots in The Gables were exhibited, creating a simpler approval pathway while maintaining planned dwelling numbers and supporting housing choice.

The Sydney Hills Brand Review was completed to support consistent place, business and investment messaging and strengthen future investment attraction activities. 96

Supporting housing choice Changes to planning controls improved housing diversity and streamlined development assessment processes.

Annual Report | 2025-2026

The Affordable Housing Contributions Scheme for the Bella Vista and Kellyville Transit-Oriented Development precincts was also adopted to support the delivery of affordable housing. Securing infrastructure for growth $8.2 million was secured through the NSW Government's Special Infrastructure Contribution Program to support infrastructure delivery in Box Hill. Draft Voluntary Planning Agreements associated with the West Gables proposal would provide approximately $120.95 million in infrastructure contributions, including parks, community facilities, transport infrastructure and water management works Advocating for well-planned growth Advocacy focused on ensuring housing growth is supported by appropriate infrastructure, services and community facilities. This included responding to proposals affecting Kellyville, Bella Vista, Cherrybrook and other growth areas. CPP1.4 Support, promote and plan safe, efficient and resilient, transport options and travel behaviour, including walking and cycling, and better public transport and road connections Expanding walking and cycling networks Council continued to implement its Bike Plan and improve active transport connections across the Shire. New pathways were delivered in growth areas and existing pathways were renewed to improve safety, accessibility and connectivity for people walking and cycling. Advocating for better public transport Advocacy focused on improving public transport access and connectivity across The Hills. This included working with Transport for NSW and bus operators to support improved bus services, bus priority measures and access to Metro stations. Advocacy also continued for transport improvements in growth areas and Transport-Oriented Development precincts to help ensure communities are supported by appropriate transport infrastructure. Supporting integrated transport planning Transport infrastructure needs were assessed as part of development planning to ensure growing communities have access to a connected network of roads, footpaths, cycleways and public transport options.

Encouraging sustainable travel Initiatives were delivered to encourage public transport use and reduce reliance on private vehicles. This included providing a free shuttle service between Bella Vista Metro Station and Bella Vista Farm during the Echoes Lunar Light Journey event. CPP1.5 Prioritise place making in neighbourhoods to create quality places for people Planning for vibrant centres The draft Glenorie Place Strategy was prepared to guide the future growth and revitalisation of Glenorie Village through improvements to infrastructure, public spaces and planning controls that strengthen the village's unique character. Improving public spaces Council finalised amendments to The Hills LEP 2019 and The Hills DCP 2012 to allow a wider range of active uses in high-density residential areas. These changes will improve access to everyday services and help create safer, more vibrant and walkable neighbourhoods Funding of $922,795 was secured through the Western Sydney Infrastructure Grants Program to upgrade Baker Crescent Shops and McBurney Reserve. The project will improve accessibility, expand public spaces, upgrade recreation facilities and enhance the area's appearance through landscaping and public art. CPP1.6 Plan for recreation and open space to meet the needs of a growing community Expanding recreation opportunities New parks, sporting facilities and community spaces continued to be delivered to support population growth and encourage active lifestyles. Key projects included: • •

•

progressing The Water Lane Reserve sports precinct in Box Hill nearing completion of Stage 1 of Anthony Skarratt Reserve, including a community centre, satellite library and youth playground commencing the expansion of Fred Caterson Reserve to deliver three additional sporting fields.

continued (p 99)

The Hills Shire Council

Case study

Delivering the facilities a growing community needs Council is advocating for and delivering the community infrastructure needed to support Box Hill's rapid growth, creating spaces where residents can connect, play, learn and participate in community life.

The new Box Hill Nelson Community Centre, Stage 1, Anthony Skarratt Reserve development.

The challenge

Box Hill is one of the fastest-growing communities in The Hills, creating increasing demand for parks, recreation facilities, community spaces and supporting infrastructure. As new residents move into the area, Council has continued to advocate for investment that ensures community facilities are delivered alongside housing growth.

Our response

Anthony Skarratt Reserve is a key example of Council's commitment to planning for growth and delivering the infrastructure needed to support future communities. Stage 1 opened on 1 August 2026 and includes a community centre, satellite library, community plaza, playground, outdoor play area and supporting infrastructure such as road upgrades, pedestrian pathways, bus stop improvements and stormwater works. Council worked closely with the community throughout the planning process, with local feedback helping shape the Master Plan to better meet future recreational and sporting needs. 98

Advocacy outcome The project demonstrates Council's commitment to advocating for infrastructure investment that supports liveability, wellbeing and community connection. Anthony Skarratt Reserve will: • • • • •

provide accessible spaces for recreation and community activities support a growing and diverse population improve local connectivity and accessibility encourage participation in sport and active lifestyles create opportunities for social connection and community wellbeing

Annual Report | 2025-2026

Construction of The Water Lane Reserve in Box Hill is nearing completion.

Challenges •

• • • •

•

• • • •

supporting business resilience, productivity and investment in a changing economic environment addressing workforce shortages and skills needs attracting and retaining businesses, jobs and investment in a competitive market. increasing housing choice while maintaining local character and liveability reviewing service levels and infrastructure needs in response to growth generated by the Housing Delivery Authority (HDA) and Low and Mid-Rise Housing reforms. Unplanned population growth is increasing demand for active recreation spaces, indoor recreation facilities, libraries and community centres, placing greater pressure on existing services and assets. road network capacity remains a significant challenge, requiring ongoing planning, investigation and advocacy to ensure infrastructure keeps pace with community needs securing funding and advocacy outcomes for critical transport and infrastructure projects improving public transport connections and encouraging sustainable travel creating vibrant, accessible and welldesigned centres and neighbourhoods meeting growing demand for parks, sporting facilities and open space managing growth while balancing environmental, social and economic outcomes.

Looking ahead •

•

• •

•

• • • • • • •

deliver business support programs, networking opportunities and investment attraction initiatives to support business growth and local employment progress planning proposals and infrastructure projects that support housing supply and population growth across the Shire advocate for funding to address the Box Hill Contributions Plan shortfall and deliver essential infrastructure work with the NSW Government, Transport for NSW and bus operators to improve public transport connections, access to Metro stations and network capacity review local bus services and advocate for better connections between communities, centres and Metro stations continue updating the Integrated Transport and Land Use Strategy to support walking, cycling and public transport use continue the Bella Vista Master Plan review, including an assessment of future parking demand investigate potential sites for a new cemetery to meet future community needs identify a preferred site and design for a new SES headquarters and develop a delivery strategy undertake a feasibility study for enclosing the 25-metre outdoor pool at Waves prepare a signage strategy to identify sponsorship and advertising opportunities on Council-owned open space explore opportunities to activate the Castle Mall Air Bridge through community engagement and temporary activities deliver upgrades to public spaces, parks, sporting facilities and community infrastructure to support growing communities.

The Hills Shire Council

Measuring quality of life - CPP1 A growing shire and economy 25-26

24-25

23-24

22-23

TARGET

QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?

n/a

27,164

26,028

24,755



•

Number of businesses

CPP1.1

n/a

93,491

91,980

88,518



•

Number of jobs



•

Community satisfaction - local businesses and economic development >

Support the development, growth and retention of business and industry, employment land and strategic centres.

n/a

$17.02B

$15.99B

$14.84B



•

Gross regional product

CPP1.2

n/a

$27.41B

$26.64B

$24.78B



•

Total output sales

n/a

1,513,544 *

1,997,711

412,696 #



•

Number of visitors to The Sydney Hills

31.2



•

Percentage of population living and working in The Hills Shire^

Support priority growth sectors including the visitor economy, advanced manufacturing, health and education so that more people live near quality jobs.

77.6

77.2

81.2



•

Community satisfaction - range of shopping facilities

CPP1.3

85.0

87.0

92.0



•

Percentage of people who agree or strongly agree they have easy access to local shops

Create capacity for a diverse range of housing in connected, vibrant, healthy places.

78.0

80.0

89.0



•

Percentage of people who agree or strongly agree they have easy access to major shopping centres

58.2

63.6



•

Community satisfaction - low density housing development

61.8

65.0

62.6



•

Community satisfaction medium density housing development

n/a - not available at time of publication. *International visitors nights only. Domestic visitor data is not available for FY2025. #domestic visitor nights only. ^ Census 2021 data. > This is a new measure introduced in the 2025 Community Satisfaction Survey and no historical data is available.

100

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions ACTIONS - the principal activities Council plans to deliver over the next 4 years

 

25-26

26-27

27-28

28-29

CPP1.1.1

Continue with the completion of actions set out in Council’s Economic Growth Plan which aim to promote The Hills as an attractive destination for business and investment, including key employment locations and precincts.



CPP1.1.2

Provide business tools and economic information to existing and potential businesses to better enable them to prepare business plans.



CPP1.1.3

Provide educational, informational and connective services for business to better prepare them for opportunities and innovation.



CPP1.1.4

Continue with the completion of actions set out in Council’s Economic Growth Plan which aim to support existing local businesses and new businesses.



CPP1.2.1

Continue with the completion of actions set out in Council’s Economic Growth Plan which aim to support the visitor economy and promote The Hills as an attractive destination for nature based and agritourism opportunities.



CPP1.3.1

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



CPP1.3.2

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



CPP1.3.3

Consider options for the administration of affordable housing contributions received by Council, for the provision and management of affordable housing within the Shire.



101

The Hills Shire Council

Measuring quality of life - CPP1 A growing shire and economy QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?



•

Percentage of population who walk, cycle or use public transport to get to work

CPP1.4

Support, promote and plan safe, efficient and resilient, transport options and travel behaviour, including walking and cycling, and better public transport and road connections.

CPP1.5

Prioritise place making in neighbourhoods to create quality places for people.

CPP1.6

Plan for recreation and open space to meet the needs of a growing community.

25-26

24-25

23-24

22-23

TARGET

4.1*

* 2021 ABS Census data 51.0

52.0

65.0



•

Percentage of people who agree or strongly agree they have easy access to work

22.7

17.1

18.2

18.9



•

Kilometres of dedicated walking and cycling trails constructed per year

86.0

80.0

101.1

124.0



•

Road traffic major injuries per 100,000

11.5

11.0

5.0

8.3



•

Population pedestrian injuries and fatalities, per 100,000 population

61.6

64.4

64.8



•

Community satisfaction - built environment overall zoning and presentation of the Shire

79.0

86.0

89.0



•

Percentage of people who agree or strongly agree their neighbourhood has a friendly atmosphere

78.0

76.0

91.0



•

Percentage of people who agree or strongly agree they have easy access to health and medical services

72.0

76.0

81.0



•

Percentage of people who agree or strongly agree they have easy access to schools

69.6

69.8

71.0



•

Community satisfaction streetscape appearance

75.2

75.8

78.8



•

Community satisfaction with ovals and sporting facilities

44,699



•

Increase in space for parks under Council’s care and control, calculated per m2 on an annual basis^

^ This is a new measure and no historical data is available. 99.3

102

99.2

99.0

98.8



•

Percentage of park asset infrastructure rated satisfactory

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions ACTIONS - the principal activities Council plans to deliver over the next 4 years

 

25-26

26-27

27-28

28-29





CPP1.4.1

Continue to implement the identified actions in the adopted Bike Plan.



CPP1.4.2

Undertake assessment of existing bus services, focusing on linkages to Metro Stations and advocate as appropriate.



CPP1.4.3

Council to advocate to the NSW State Government to plan the road corridor between Richmond Road and the Central Coast with a commitment to fund this project in the short to medium term.



CPP1.4.4

Prepare a concept plan and cost estimates for the future transport connection between Windsor Road and Carrington Road, in accordance with Council's adopted Norwest Precinct Plan, to assist with advocating TfNSW for funding as well as applying for relevant grants and provide a briefing to Councillors.



CPP1.4.5

Review and update Council’s Integrated Transport and Land Use Strategy as part of the Local Strategic Planning Statement. The review of the statement should also include strategies to encourage modal shift and improve walkable catchments, connections to transport nodes and enhanced public transport priorities and provide a briefing to Councillors.

CPP1.4.6

Advocate for government commitment to the funding and delivery of regional road upgrades, including existing State Infrastructure Contribution (SIC) items in greenfield areas and upgrades to the regional road network identified within the Regional Traffic Modelling for Norwest and Castle Hill Strategic Centres.



CPP1.4.7

Develop a project plan, underlying resource plan and timeframe for critical road projects for new release and older urban areas.



CPP1.4.8

Work with the NSW State Government to finalise the timeframe for the major road arterial upgrade.



CPP1.4.9

Prepare asset management plans for all classes of assets in order to maintain a satisfactory condition.



CPP1.4.10

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



CPP1.5.1

Initiate amendments to the planning framework to facilitate the vision for Terminus Street site as articulated within Council’s Castle Hill Precinct Plan.



CPP1.5.2

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



CPP1.5.3

Continue to give effect to the principles and objectives for public domain areas within The Hills, as set out in Council’s Public Domain Strategy and Public Domain Plans for specific locations.



CPP1.5.4

Advocate for solutions to address the Box Hill Contribution Plan funding gap.



CPP1.6.1

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



CPP1.6.2

Include a review of parking needs and requirements in the Bella Vista Master Plan update and provide a briefing to Councillors.



CPP1.6.3

Council to prepare a signage strategy addressing potential advertising opportunities, including sponsorship advertising signage by clubs and Council on open space land.

 103

The Hills Shire Council



Our delivery program reportable actions

Key On track Completed

 

CPP1. A growing Shire and economy Action CPP1.4.2

Status Comment Undertake assessment of existing bus services, focusing on linkages to Metro stations and advocate as appropriate.



The assessment has been completed. Opportunities to improve connections to Metro stations have been identified and discussed with Transport for NSW and Sydney Metro, with several minor improvements already implemented. Council will continue advocating for improved public transport connections to Metro stations in 2026-27. This includes improved bus services connecting Rouse Hill, Box Hill, The Gables and North Kellyville to nearby Metro stations.

CPP1.4.3

Council to advocate the NSW Government to plan the road corridor between Richmond Road and the Central Coast with a commitment to fund this project in the short to medium term.



Council has written to the NSW Minister for Roads seeking an update on the Outer Sydney Orbital business case and project progress. At the time of reporting, no further updates had been received from the NSW Government or Transport for NSW. Advocacy for the Outer Sydney Orbital will continue through Council's Transport Advocacy Program, with the project to be included in the transport advocacy package currently being prepared for completion by June 2027. Advocacy for regional road infrastructure benefiting The Hills Shire and Greater Sydney remains a key priority of Council's Integrated Transport and Land Use Strategy (ITLS) and its upcoming review.

CPP1.4.4

CPP1.4.5

104

Prepare a concept plan and cost estimates for the future transport connection between Windsor Road and Carrington Road, in accordance with Council's adopted Norwest Precinct Plan, to assist with advocating to Transport for NSW for funding as well as applying for relevant grants and provide a briefing to Councillors.



Review and update Council’s Integrated Transport and Land Use Strategy (ITLS) as part of the Local Strategic Planning Statement. The review of the statement should also include strategies to encourage modal shift and improve walkable catchments, connections to transport nodes and enhanced public transport priorities. Provide a briefing to Councillors.



Council has completed an investigation of options for this connection in consultation with Transport for NSW. A report will be presented to Council in October 2026 outlining the options considered and recommended next steps.

The update of the ITLS is due to be completed in FY202627. The review is considering strategies to support mode shift, as well as the impacts of changing land use patterns across the Shire.

Annual Report | 2025-2026

Action CPP1.5.4

Status Comment Advocate for solutions to address the Box Hill Contribution Plan funding gap.



On 10 December 2024, Council resolved to defer or not proceed with approximately $181.7 million of infrastructure projects due to a funding shortfall in Contributions Plan No. 15 (CP15). Since then, Council has secured $68.4 million through the Accelerated Infrastructure Fund and a further $11.4 million in State funding for Box Hill infrastructure through Voluntary Planning Agreements and Special Infrastructure Contributions. While this additional funding supports infrastructure delivery, it does not address the CP15 funding shortfall. Council has continued to advocate for additional State funding, including through representations to NSW Government Ministers. In parallel, Council completed a comprehensive review of CP15, including updated project costs and planning assumptions. On 9 September 2025, Council adopted amendments to CP15, increasing contribution rates from $71,418 to $81,306 per dwelling in the Key Development Area Precinct and from $59,659 to $68,667 per dwelling in the Specialised Precinct Area. While the funding shortfall remains, these changes strengthen Council's ability to fund essential infrastructure and support the sustainable growth of the Box Hill release area.

CPP1.6.2

Include a review of parking needs and requirements in the Bella Vista Master Plan update and provide a briefing to Councillors.



Council is developing the Bella Vista Farm Masterplan to guide the future use and management of this Statesignificant heritage site. The masterplan will protect the site's historical, cultural and environmental values while supporting the current and future needs of the community. Council is also assessing parking requirements and other infrastructure needed to support future use of the site.

CPP1.6.3

Council to prepare a signage strategy addressing potential advertising opportunities, including sponsorship advertising signage by clubs and Council on open space land.



Council is developing a policy to guide signage and advertising within sportsgrounds and recreation facilities. In February 2026, Council wrote to sporting clubs and other regular users of these facilities to outline the key principles and criteria proposed for inclusion in the draft Sportsground and Recreation Facility Signage Policy.

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The Hills Shire Council Key On track

 Below expectation  Not applicable 

Operational performance results

Performance measures

Method

Target YTD 25-26

Actual

Status

> is better

100%



> is better

100%



Percentage of planned asset condition inspections undertaken

> is better

85%

100%

Median completion time for customer service requests

< is better

7 days

1.50

Development application advice provided within 21 calendar days

> is better

90%

83.84%

  

Number of workshops for local businesses

> is better

Businesses accessing the help desk program

> is better

120

155

 

Hills Shire business advocacy initiatives (business spotlights, case studies, media statements, annual Performance Sentiment Index Survey, events and partnerships with educational institutions)

> is better

114



Rezoning applications not supported by Council are upheld at Gateway Review (Ex)

> is better

N/A



New rezoning applications presented to Council within 12 weeks

> is better

90%

100%



Rezoning applications that are supported by Council gazetted within 2 years (Ex)

> is better

80%

83.3%



Section 10.7 certificates issued within 5 working days

> is better

75%

99.9%

Property updates completed within 2 days

> is better

80%

85.43%

 

Design/ approval works to be completed within the time and budget allocated

> is better

90%



Consultation undertaken for all projects as required

> is better

90%

LED street lights as a percentage of the street lighting network

> is better

60%

99%

Percentage of requests/ customer service requests responded to

< is better

7 days

3.07

  

Number of days to provide comments on development applications for planning proposals

< is better

21 days

18.46



Asset Management and Parks Annual update of Asset Management Plans to take into account condition and critical levels of service Update of Strategic Asset Management Policy each term of Council

Economic Development

Forward Planning and Land Information

Infrastructure and Transport Planning

Western Sydney Infrastructure Grants Program (Special Projects) Design/ approval works to be completed within the time and budget allocated

> is better

90%



Consultation undertaken for all projects as required

> is better

90%

100%



Amount of budgeted levy spent

> is better

90%

Design projects completed on time and on budget

> is better

90%

94%

Development application advice provided within 21 calendar days

> is better

90%

98.29%

  

Waterways and Stormwater Asset Planning

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Annual Report | 2025-2026

How are we addressing performance? 

Asset Management and Parks - Development application advice provided within 21 calendar days - The result was primarily influenced by existing application backlogs, and several large matters, including Land and Environment Court proceedings, State Significant Developments (SSDs) and Planning Proposals.



Forward Planning and Land Information - Rezoning applications not supported by Council are upheld at Gateway Review (Ex) - No applications were received during FY2025-26. As a result, this measure is not applicable.

Case study

Securing better transport options for Box Hill Growth must be matched by infrastructure. Council continues to work with government partners to help deliver the roads and transport improvements our community needs. Council welcomed the NSW Government's commitment to prioritise this important intersection upgrade and continues to work closely with key stakeholders to deliver better transport outcomes for The Hills. As one of the fastest-growing areas in NSW, Box Hill requires timely infrastructure to support population growth while maintaining the liveability that residents value. Council's focus is on ensuring essential road and transport improvements are delivered alongside development. In 2025-26, the upgrade of the Annangrove Road, Withers Road and Water Lane intersection reached a significant milestone when Transport for NSW acquired the final parcel of land required for construction, helping unlock a project that will improve safety, ease congestion and strengthen the local transport network.

Supporting growth with the right infrastructure Box Hill's continued growth depends on transport infrastructure keeping pace with new homes, businesses and community facilities.

Mayor of The Hills Shire, Dr Michelle Byrne, and NSW Minister for Roads, Jenny Aitchison MP, at the Annangrove Road intersection.

What is planned to be delivered: •

Two lanes in each direction on all approaches

•

Dual right‑turn lanes on Annangrove Road

•

Dedicated right‑turn and left‑turn lanes on all approaches

This project will improve safety and travel reliability while supporting a more connected and accessible community.

•

By working collaboratively with government partners, Council is helping secure the infrastructure needed to support growth, protect liveability and ensure residents benefit from better transport connections now and into the future.

• Bus lanes to support reliable public transport This project is jointly funded by the NSW Government’s Accelerated Infrastructure Fund (AIF) and the State Infrastructure Contributions (SIC) program in association with The Hills Shire Council.

Traffic Signals at the intersection of Annangrove Road and Withers Road

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The Hills Shire Council

Connected people and places CPP 2 Timely provision and maintenance of infrastructure Where do we want to be?

The Community Strategic Plan identifies the following strategies that contribute to achieving this outcome: CPP2.1 Manage and maintain an inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services. CPP2.2 Provide new and renovate or renew infrastructure in a timely manner that meets the needs of our growing Shire.

What have we done towards achieving our actions? CPP2.1 Manage and maintain an inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services

CPP2.2 Provide new and renovate or renew infrastructure in a timely manner that meets the needs of our growing Shire

Council maintained and improved transport, drainage and environmental infrastructure across the Shire to support safety, accessibility, resilience and connectivity.

Council delivered and progressed a range of infrastructure projects to meet the needs of a growing population and improve access to recreation and community facilities.

Key achievements included:

•

• • •

•

delivering the annual road resurfacing and renewal program across all wards progressing major road upgrades, including Annangrove Road and the Halcrows Road and Cattai Ridge Road intersection commencing construction of a roundabout at Barry Road, Dorrigo Road and Greenmount Street to improve road and pedestrian safety installing traffic signals at the Fontana Drive, Terry Road and Old Pitt Town Road intersection in Box Hill completing road repairs, embankment stabilisation and drainage upgrades on Mitchells Road, Sackville North reconstructing footpaths, kerb and guttering, and renewing pedestrian bridges to improve accessibility and safety expanding active transport networks through the completion of a cycleway bridge over Smalls Creek connecting North Kellyville and Beaumont Hills upgrading flood-prone road crossings with flood warning sensors, gates and signage to improve community safety and emergency response delivering stormwater, drainage and pipe renewal projects to improve drainage capacity and flood resilience endorsing the Hawkesbury-Nepean River System Coastal Management Program and securing grant funding for floodplain management initiatives maintaining vegetation assets and delivering waterway management, rehabilitation and dam safety programs.

108

• • •

• •

• • • •

• •

upgrading parks, reserves and recreation facilities across the Shire completing landscaping, drainage and amenity improvements at Bernie Mullane Reserve commencing construction of two additional netball courts at Wellgate Avenue, North Kellyville upgrading sports field lighting at Glenhaven Oval, Annangrove Park, Yattenden Oval and Crestwood Reserve resurfacing tennis courts at Crestwood Reserve reopening Parraweena Avenue Reserve following remediation works, including a new playground, multiuse court and upgraded recreation spaces completing the BMX and pump track upgrade at Turon Avenue Reserve renewing pedestrian bridges at Torry Burn Reserve and Pryce Court Reserve upgrading athletic facilities at Gooden Drive Reserve refurbishing community buildings, including South Maroota Hall, the Annangrove Girl Guides Hall and Columbia Court Administration Building progressing drainage and detention basin projects in Box Hill and other growth areas preparing detailed designs and approvals for waterway rehabilitation and drainage improvement projects.

Annual Report | 2025-2026

Challenges

Population growth continues to increase demand for roads, drainage, transport, recreation and community infrastructure. Key challenges include:

Looking ahead

•

• • • •

securing funding for new and upgraded infrastructure renewing and maintaining ageing assets delivering infrastructure in line with population growth improving the resilience of transport, drainage and other essential networks managing the impacts of growth in established and developing areas ensuring residents have access to safe, connected and high-quality facilities and services.

Council will continue to focus on:

• • •

•

• •

•

The refreshed BMX track at Turon Avenue Reserve, Baulkham Hills.

renewing and upgrading roads, footpaths, bridges and drainage infrastructure across the Shire progressing road projects that improve safety, traffic flow and connectivity expanding walking and cycling networks to support active transport delivering flood mitigation, stormwater and waterway improvement projects to strengthen community resilience maintaining waterways, vegetation assets and dam infrastructure seeking external funding to support infrastructure renewal and resilience projects delivering new and upgraded parks, sporting facilities and community infrastructure in growth areas increasing recreation capacity through improvements to sporting fields, courts and open space renewing community buildings and public facilities to ensure they remain safe, accessible and fit for purpose providing infrastructure to support growth in Box Hill and other developing precincts improving accessibility and connectivity through upgrades to footpaths, bridges and public spaces advocating for funding and partnerships to help deliver the infrastructure needed to support a growing community.

The BMX track at Turon Avenue Reserve has been upgraded to provide a smoother, faster and more enjoyable ride. Featuring refreshed jumps, rollers and flowing sections, the new layout caters to riders of all abilities, from first-time riders building confidence to experienced riders looking to refine their skills. 109

The Hills Shire Council

Measuring quality of life - CPP2 Timely provision and maintenance of infrastructure 25-26

24-25

23-24

22-23

TARGET

QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?

57.0

62.0

63.8



•

Community satisfaction - people satisfied with condition of residential roads surfaces

CPP2.1

62.2

61.0

64.4



•

Community satisfaction with public toilets

74.4

74.8

76.6



•

Community satisfaction with quality of parks and gardens

Manage and maintain an inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services.

73.4

74.2



•

Community satisfaction with playgrounds and play equipment

72.0

70.2

72.0



•

Community satisfaction with community centres and halls

69.0

68.0

71.0



•

Percentage of people who agree or strongly agree they have easy access to sporting facilities

71.4

71.0

72.8



•

Community satisfaction lighting of public areas

95.6

95.4

95.2

96.2



•

Percentage of constructed stormwater system rated satisfactory

78.8

75.0



•

Percentage of natural waterways rated satisfactory

98.7

98.5

98.1

99.1



•

Road assets rated in satisfactory condition

CPP2.2

62.8

64.0

64.6



•

Community satisfaction with footpaths/cycleways

99.8



•

Footpaths rated in satisfactory condition

99.5

99.4

99.7



•

Buildings rated in satisfactory condition

Provide new and renovate or renew infrastructure in a timely manner that meets the needs of our growing Shire.

110

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions ACTIONS - the principal activities Council plans to deliver over the next 4 years

 

25-26

26-27

27-28

28-29

CPP2.1.1

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



CPP2.1.2

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



CPP2.1.3

Effectively manage the usage of sports fields in relation to their carrying capacity to facilitate sustainability.



CPP2.2.1

Deliver 10 year capital works for civil infrastructure, parks, buildings and stormwater.



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The Hills Shire Council

Case study

Bidjiwong Community Nursery upgrades complete

Improvements include: • Bidjiwong Community Nursery at Ted Horwood Reserve plays a vital role in Council's in supporting revegetation projects. The nursery propagates locally native plants that help restore habitat, strengthen biodiversity and enhance parks and reserves throughout The Hills. It also supports Council’s annual native plant giveaway program, providing residents with species suited to local conditions and urban greening initiatives. In 2025-26, Council completed upgrades to the nursery to strengthen its capacity to support environmental

restoration programs and a growing volunteer workforce. Improvements included a new greenhouse, enhanced workspaces, additional storage facilities, upgraded amenities and a resurfaced car park. These upgrades will help expand the nursery's role in bushland regeneration, community planting programs and environmental initiatives throughout The Hills. By growing locally native species and supporting volunteerled conservation efforts, Bidjiwong Community Nursery is helping create healthier ecosystems and a more resilient future for the community.

•

increased capacity for native plant propagation stronger support for volunteer-led conservation activities enhanced bushland restoration and revegetation programs improved facilities for environmental education and community participation long-term investment in biodiversity and habitat protection.

How are we addressing performance? 

 112

Shire Presentation and Fleet - Percentage of major plant replaced on schedule - Several plant items remained in good condition and had lower than anticipated operating hours this year. These assets have been deferred to FY2026-27. It was also determined that a few assets were no longer required and will not be replaced. Shire Presentation and Fleet - Percentage of purchasing of motor vehicles on schedule - Several planned asset purchases were not progressed as some vehicles were no longer required, or existing assets were reassigned instead of purchasing new assets.

Annual Report | 2025-2026 Key On track

 Below expectation 

Operational performance results Performance measures

Method

Target YTD 25-26

Actual

Status

Customer requests completed on time (buildings infrastructure maintenance)

> is better

>90%

92.76%



Maintenance contracts renewed on time

> is better

>90%

92.39%



Buildings planned maintenance tasks completed on time and budget

> is better

75%

100%



Cleaning contractors performance rating of 3.5 or greater – measured by external audit

> is better

>3.5

4.23



Achievement of project delivery target date1

> is better

>90%

100%

Customer requests completed within timeframe

> is better

>90%

97.70%

 

% customer requests completed on time

> is better

>85%

94.42%

Average time taken to clean pits/pipes

< is better

<21 days

2.75

Average time taken to fill a pothole

< is better

<6 days

4.69

Response time to customers for asset inspection requests

< is better

<14 days

2.31

   

% of public place cleaning schedules completed within agreed service levels

> is better

>85%

95%



% of scheduled public litter bin services actioned within agreed service levels

> is better

>90%

95%



There is no net loss of trees on public land. A replacement tree is planted in the LGA for every tree removed on public land

> is better

100%



Percentage of proactive sportsfield maintenance schedules met and completed within the agreed time frame

> is better

>85%

88.58%



Percentage of 18 Bidjiwong Community Nursery ratepayer native plant giveaway events delivered each financial year

> is better

85%



Percentage of customer requests completed on time (parks, sportsground maintenance, bushfire hazard reduction and bushland maintenance)

> is better

>85%

93.63%



Percentage of customer requests completed on time

> is better

85%

Average time taken to remove orphan waste

< is better

<14 Days

 

Percentage of street sweeping schedule completed within agreed service levels

> is better

>85%

95%



Percentage of workshop customer requests completed on time

> is better

80%

91.2%

Percentage of major plant replaced on schedule

> is better

90%

69.7%

Percentage of purchasing of motor vehicles on schedule

> is better

90%

78.9%

Percentage of scheduled plant maintenance completed on time

> is better

90%

92%

   

Building Maintenance

Capital Works Management

Civil Maintenance

Parks and Bushland Maintenance

Shire Presentation and Fleet

1Delivery date can fluctuate due to dependency on factors such as design completion, external funding sources and

approvals

113

The Hills Shire Council

Case study

Helping residents access information, services and support is at the heart of local government.

A lifetime of service to The Hills community Behind every Council service are dedicated employees who help residents access information, navigate processes and engage with their local government. Cathie's 44 years of service demonstrate the important role Council staff play in supporting the community and delivering positive outcomes for residents. As a Development Information Officer, Cathie assists residents with planning and property enquiries, helping them access records, understand development processes and connect with Council services. Her work, combined with her role as a Justice of the Peace, reflects Council's commitment to providing accessible, customer-focused support and strengthening community connections.

"I've spent my entire adult life at The Hills Shire Council and have experienced many major life moments here. I've never applied for a job elsewhere because I've always been happy, and during the toughest times, Council has been incredibly supportive."

Pictured above: As a Justice of the Peace, Cathie is often called to the front counter to certify documents.

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Annual Report | 2025-2026

Proactive leadership and governance We lead with foresight, accountability and sound decision-making to meet the evolving needs of our community. Through responsible financial management, strategic planning and meaningful engagement, we ensure Council remains resilient, sustainable and capable of delivering services that enhance quality of life. Where do we want to be? Strategic direction: PLG1 Proactive leadership This strategic direction drives our ambitions over the next 10 years and beyond to shape the way we work. We will be proactive, accountable and transparent, working every day towards the betterment of our residents while being financially responsible and sustainable.

Where are we now? To Council, proactive leadership is about professional conduct; good communication with our residents, local businesses and partners across government; giving people access to information; making the right financial decisions; and undertaking the highest quality long-term planning and engagement. Our disciplined financial performance ensures we remain fit for the future, with the ability to invest in strategic initiatives that respond to evolving community needs. We will continue to make efficient use of the resources we have and keep costs as low as possible including rates and other taxes.

Quick facts

82,014

91%

94,511

8.4

customer phone calls

bookings taken for our community venues

of standards achieved in Council's operations plan

$268

million budget 2026-27 for new infrastructure, operational expenditure and renewal of existing assets

business days to process formal GIPA applications (average)

115

The Hills Shire Council

Proactive leadership and governance PLG 1 Proactive leadership Where do we want to be? The Community Strategic Plan identifies the following strategies that help deliver on this outcome: PLG1.1 Facilitate strong 2-way relationships and partnerships with the community, empowering local community involvement in planning and decision-making PLG1.2 Collaborate and advocate across government and with the private sector to achieve local priorities PLG1.3 Promote excellent customer service through prompt, friendly and helpful advice and information to the community and meet service standards for all requests by leveraging on advanced technologies, business improvement and innovation PLG1.4 Embed sound governance and operational frameworks that ensure accountability to the community and meet legislative requirements PLG1.5 Create a safe and skilled workforce that delivers quality services that meet Council’s strategic direction and goals PLG1.6 Maintain a strong financial position to support services and strategies and achieve long-term financial sustainability

What have we done towards achieving our actions? PLG1.1 Facilitate strong 2-way relationships and partnerships with the community, empowering local community involvement in planning and decisionmaking Community engagement and consultation Council sought community feedback on a range of plans, policies and projects, including: • • • • • • • • • • • •

116

the draft Castle Hill Showground plan of management the draft Glenorie place strategy the Stockhorse Avenue Reserve draft masterplan proposed changes for small lots in The Gables the West Gables planning proposal, draft development controls and voluntary planning agreements planning proposals for high-density residential development and 40 Solent Circuit, Norwest rebalancing rates for a changing community Council's code of meeting practice the outdoor activities policy the Baker Crescent shops and McBurney Reserve revitalisation project the arts, culture and events grant program access and inclusion consultations improvements to parks, reserves and recreation facilities across the Shire.

Engaging young people Council conducted a youth consultation survey to gather feedback from young people in The Hills. The insights collected will help Council identify emerging issues, understand community needs and inform the development of future youth initiatives, services and facilities. Strengthening community partnerships Council reinstated the Balcombe Heights Estate, Castle Hill Showground and Heritage Park Section 355 Committees to provide community input into the management and future direction of key public spaces. PLG1.2 Collaborate and advocate across government and with the private sector to achieve local priorities Fight for a Fairer Hills Future Through the Fight for a Fairer Hills Future campaign, Council secured 20,697 petition signatures and advocated for the infrastructure needed to support population growth. The campaign helped secure: • a $220 million upgrade of Windsor Road • infrastructure funding for Box Hill • a temporary school in Box Hill • additional temporary parking at Kellyville Metro. While these commitments were welcomed, Council continues to advocate for further investment, including funding for 45 road upgrades, 40 sports fields and 14 new schools across The Hills.

Annual Report | 2025-2026

Responding to state-led planning changes

Advocating for transport connections

The NSW Government's planning reforms and major housing proposals remained a key focus.

Advocacy priorities included:

In November 2025, the NSW Government withdrew the agreed Cherrybrook Precinct Plan and exhibited a new state-led rezoning proposal. The proposal increased the planned housing yield from 3,200 to 9,320 apartments, increased dwellings within The Hills from 1,275 to 5,000 and increased building heights from five storeys to up to 28 storeys. Council prepared a detailed submission to represent local concerns and advocate for better planning outcomes, supported by greater investment in roads, schools, parks, transport and community facilities. Council also represent the community's interests through responses to Housing Delivery Authority proposals and advocacy for an exemption from the Authority based on The Hills' strong housing approval record. Securing infrastructure funding Council's advocacy contributed to the NSW Government allocating $11.7 million through the Western Sydney Growth Areas Special Infrastructure Contributions program for projects in Box Hill. The Fight for a Fairer Hills Future campaign was also debated in NSW Parliament, helping raise awareness of local infrastructure needs and the impacts of rapid population growth.

•

a mass transit connection between Norwest and Parramatta via Baulkham Hills • better connectivity to the Western Sydney Aerotropolis and Western Sydney Airport. Promoting government consultations Council helped residents participate in NSW Government consultations on projects and proposals affecting The Hills, including: • Rouse Hill Hospital • Kellyville Centre Park • the Cherrybrook Station Precinct rezoning proposal. Media engagement and advocacy Council's advocacy attracted significant media coverage, including in the Sydney Morning Herald, Daily Telegraph, 7 News and 9 News. This coverage helped raise awareness of the need for additional infrastructure investment across The Hills. Through ongoing collaboration with government agencies and other stakeholders,Council's advocacy efforts continued to focus on securing the roads, schools, transport and community infrastructure needed to support a growing community.

Council has been advocating for improved public transport connections to Metro stations and sufficient commuter parking for residents who rely on their cars to access the Metro. 117

The Hills Shire Council

PLG1.3 Promote excellent customer service through prompt, friendly and helpful advice and information to the community and meet service standards for all requests by leveraging on advanced technologies, business improvement and innovation Delivering customer service Customer service channels remained a key point of contact for the community. During the year, more than 82,014 calls were managed, more than 5,700 customers were assisted at the front counter, more than 5,400 applications lodged and registered, more than 64,000 items of incoming correspondence were processed and more than 119,725 mail items were distributed. An internal improvement program reduced outstanding customer requests and introduced enhanced reporting to support service monitoring and performance management. The Customer Service Team received a Highly Commended award for Team of the Year from the National Local Government Customer Service Network (p 37). Customer service refresher training was also delivered to Waves Fitness and Aquatic Centre staff. Development application processing times remained strong, with incoming applications lodged within an average of five days, exceeding the NSW Government requirement of seven days. Using technology to improve services Artificial intelligence capabilities continued to expand across the organisation. A pilot artificial intelligence voice agent, CASSIE, was introduced to assist with basic rates enquiries. More than 2,000 calls were successfully managed during the pilot, helping improve customer access to information and freeing staff to focus on more complex enquiries. Microsoft Copilot Chat was made available to staff under Council's Microsoft licensing arrangements, providing access to enterprise-grade artificial intelligence tools with appropriate data protection safeguards. Training commenced to support the effective and responsible use of the technology. Transforming systems and processes The OneCouncil System Project commenced in July and progressed into the design and configuration phase (p 130 Service Reviews). Strengthening cybersecurity and data protection Cybersecurity and data protection measures were enhanced through the rollout of Microsoft Intune across all Council-issued Windows devices and the introduction of Windows Hello for Business. Additional controls were implemented to reduce the risk of corporate data being removed from Council networks. Security improvements were also delivered across mobile,

118

Windows and Mac devices, supported by updated policies and stronger data protection measures. These improvements provide staff with secure, reliable and consistent technology that supports a modern and flexible workplace. Improving information management Recordkeeping practices were strengthened through Enterprise Content Management (ECM) Essentials refresher training for all staff. This training reinforced recordkeeping responsibilities and supported improved information governance across the organisation. Enhancing operational efficiency Technology upgrades continued to streamline operations and improve the user experience. A new fleet of multifunction printers was installed across Council sites, providing mobile printing, improved scanning capabilities and greater reliability. Integration with ECM, OneDrive and Teams has streamlined everyday business processes and improved the user experience. PLG1.4 Embed sound governance and operational frameworks that ensure accountability to the community and meet legislative requirements Strategic planning and reporting The Community Strategic Plan was reviewed and updated through the adoption of Towards Hills 2050 with year 1 of the plan commencing from 1 July 2025. Council also completed and submitted its 2024-25 Annual Report and received its nineth consecutive Gold Award from the Australasian Reporting Awards (p 37). Governance and compliance Council reviewed policies and delegations to ensure compliance with the Local Government Act 1993. Amendments to The Hills Local Environmental Plan 2019 were also initiated to improve accuracy, clarity and alignment with current strategic priorities. Transparency and accountability Live-streaming of Council meetings commenced in February 2026, improving public access to decisionmaking and increasing transparency. Risk and integrity A combined Fraud, Corruption and Risk Culture Survey showed a strong organisational culture of integrity and risk awareness, with: • •

95% of staff understanding key risks in their role 94% agreeing that risk management adds value to service delivery • 88% confident reports of fraud or corruption would be taken seriously and investigated appropriately. Survey findings will inform future training and awareness activities to further strengthen integrity and risk management across the organisation.

Annual Report | 2025-2026

PLG1.5 Create a safe and skilled workforce that delivers quality services that meet Council’s strategic direction and goals

Challenges

Council continued to invest in employee wellbeing, engagement and professional development to support a healthy, capable and high-performing workforce. (see px) Our organisation section

•

PLG1.6 Maintain a strong financial position to support services and strategies and achieve long-term financial sustainability

•

Maintaining strong financial performance Council remained debt free and received an unqualified audit opinion for its 2024-25 Financial Statements, demonstrating sound financial management and compliance with accounting requirements. The Financial Statements were presented to Council in August 2025 and submitted to the Office of Local Government ahead of the statutory deadline. Reviewing the rating structure A comprehensive review of Council's rating structure was undertaken to ensure rates remain fair, equitable and financially sustainable as the community continues to grow and change. Following community consultation, Council endorsed a revised rating structure for implementation from 1 July 2026. The new structure maintains revenue neutrality across rating categories while providing a fairer distribution of rates and supporting Council's long-term financial sustainability (p 10). Improving payment options for ratepayers

•

• • • • • • •

managing the impacts of population growth and ensuring infrastructure keeps pace with demand securing state and federal funding for roads, schools, transport, parks and community facilities influencing planning outcomes in response to state-led housing reforms and rezoning proposals meeting changing community expectations for engagement, transparency and service delivery delivering major technology projects, including the OneCouncil System Project managing cybersecurity, privacy and information security risks in an increasingly digital environment attracting, retaining and developing a skilled workforce in a competitive labour market balancing affordability for ratepayers with rising operating, maintenance and infrastructure costs advocating for sustainable local government funding and financial reform renewing and maintaining ageing assets while investing in new infrastructure to support growth maintaining community trust through strong governance, accountability and transparent decisionmaking.

Looking ahead • •

A new flexible payment system was introduced, allowing ratepayers to pay rates in weekly, fortnightly or monthly instalments. The initiative provides greater flexibility and supports customers in managing household budgets.

•

Advocating for sustainable local government funding

•

Council made a submission to the Australian Government's inquiry into local government funding and fiscal sustainability. The submission highlighted the challenges facing local government and advocated for funding reforms that support long-term financial sustainability across the sector.

•

Maximising the value of Council assets Works progressed to support the approved subdivision of Council-owned land at 1-3 Hill Road, West Pennant Hills, creating 11 residential lots. The project will help realise the value of Council assets while supporting future growth and infrastructure needs. More information about Council's financial sustainability can be found in the community financial report (pp 19-22).

• •

•

Council will continue to address these challenges, with a particular focus on: engaging the community in planning and decision-making through meaningful consultation and partnerships advocating for infrastructure investment and improved transport connections to support growth implementing the OneCouncil System Project and assessing future digital service opportunities, including new website solutions and the viability of a Council app enhancing customer service through technology, innovation and business improvement strengthening governance, transparency, risk management and legislative compliance investing in employee wellbeing, capability and workforce development maintaining long-term financial sustainability through sound financial management, asset renewal and funding advocacy. reviewing our property portfolio and commencing planning for the redevelopment of key sites including Terminus Street. This will also include determining the future use of the recently acquired property at Annangrove.

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The Hills Shire Council

Measuring quality of life - PLG 1 Proactive leadership QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?



•

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

PLG1.1

69.0



•

Community satisfaction - level of communication and access to information

Facilitate strong 2-way relationships and partnerships with the community, empowering local community involvement in planning and decisionmaking.

60.6

63.4



•

Community satisfaction with Council’s decision making

PLG1.2

Collaborate and advocate across government and with the private sector to achieve local priorities.

87.0

91.0



•

Community satisfaction with Council’s overall performance

PLG1.3

79.9

75.1

80.5

69.4



•

Percentage of customer requests actioned within agreed service standards

Promote excellent customer service through prompt, friendly and helpful advice and information to the community and meet service standards for all requests by leveraging on advanced technologies, business improvement and innovation.

68.2

68.4

73.2



•

Community satisfaction with Council’s professional conduct

PLG1.4

94.1%

92.0%

99.1%

99.8%



•

Council’s rating on the Governance Health Check^

Embed sound governance and operational frameworks that ensure accountability to the community and meet legislative requirements.

25-26

24-25

23-24

22-23

TARGET

59.2

62.2

65.4

66.8

67.6

58.8

60.6

87.0

^this is externally assessed by Inconsult

120

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions ACTIONS - the principal activities Council plans to deliver over the next 4 years

 

25-26

26-27

27-28

28-29

PLG1.1.1

Provide effective civic leadership to the local community by ensuring Council’s financial sustainability and adherence to the principles outlined in the Local Government Act, as well as Council’s plans, programs, strategies and polices.



PLG1.1.2

Manage the daily operations of Council in accordance with its strategic plans, programs, strategies, and policies, and provide advice to the mayor and governing body on their development and implementation.



PLG1.2.1

Advocate for public and private investment and grants to achieve local priorities.



PLG1.3.1

Provide integrated technologies to improve customer services and experiences across the organisation and to the community by leveraging on advanced and secured technologies.



PLG1.3.2

Manage business information and Council records as an asset to enable Council to carry out its civic functions and comply with relevant legislation.



PLG1.3.3

Ensure Councillors have access to relevant information and assistance to enable them to fulfill their obligations to lead, govern and serve the community.



PLG1.3.4

Investigate and provide a briefing to Councillors on future new website solutions, along with the viability and financial implications of developing a Council App.



PLG1.4.1

Implement, manage and review the IP&R Framework, provide regular progress updates of The Hills Shire Plan and provide quality services and operations that meet all legislative requirements and statutory responsibilities to support the delivery of this plan.



PLG1.4.2

Review and maintain an effective risk management framework and strategy reflecting AS ISO 31000:2018 and the OLG guidelines.



PLG1.4.3

Implement an internal audit strategic and annual program reflecting the current IIA standards and the OLG Guidelines.



PLG1.4.4

Implement effective contract management and procurement practices.



PLG1.4.5

Provide legal support and advice to the organisation, represent Council in legal matters and effectively manage the use of external legal providers ensuring value for money.



121

The Hills Shire Council

Measuring quality of life - PLG 1 Proactive leadership 25-26

24-25

23-24

22-23

TARGET

QUALITY OF LIFE INDICATOR

STRATEGIES What will we do to get there?

91.0

94.0

91.0

85.0



•

Percentage of standards achieved in Operations Plan

PLG1.5

41.0*

84.0

76.0

78.0



•

Percentage of actions achieved in Hills Delivery Program

Create a safe and skilled workforce that delivers quality services that meet Council’s strategic direction and goals.

719.0

257.0

429.0

380.0



•

Days lost due to workplace injuries

100

100%

•

Risk Management plans in place for all key and high priority risks

55.8

62.2

64.0



•

Community satisfaction with long term financial planning for The Hills Shire

PLG1.6

2.8

3.74

2.85

2.97

>1.5

•

Unrestricted current ratio

Maintain a strong financial position to support services and strategies and achieve long-term financial sustainability.

181

136

141

135



•

Debt service ratio

1.01

1.31

1.08

1.53

>1.00

•

Building and infrastructure renewal ratio

*a great result for the first year of a four year plan

122

Annual Report | 2025-2026 Key Current ongoing actions Reportable actions ACTIONS - the principal activities Council plans to deliver over the next 4 years

 

25-26

26-27

27-28

28-29

PLG1.5.1

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



PLG1.5.2

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



PLG1.6.1

Manage Council finances, provide financial services and undertake long term financial planning that supports Council’s achievement of goals identified in the Community Strategic Plan, Delivery Program, Resourcing Strategy and Operational Plan to ensure long term financial sustainability and overall performance.



PLG1.6.2

Identify potential property related activities such as, development, divestment and acquisition opportunities to generate additional income to support service delivery and improve financial sustainability.



PLG1.6.3

Manage the property leasing activities for Council’s existing property portfolio to generate net returns to Council.



PLG1.6.4

Foster public and private investment to deliver major infrastructure to support the growth of the Shire.



PLG1.6.5

Provide a report to Council on changing Council’s rating structure for consideration to implement by July 2026.



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The Hills Shire Council



Our delivery program reportable actions

Key On track Completed

 

PLG 1 Proactive leadership Action

Status Comment

PLG1.3.4

Investigate and provide a briefing to Councillors on future new website solutions, along with the viability and financial implications of developing a Council App.



An update will be provided to Councillors in late 2026.

PLG1.6.5

Provide a report to Council on changing Council’s rating structure for consideration to implement by July 2026.



A comprehensive communications and community awareness program was delivered between 12 January and 18 February 2026, resulting in strong community engagement. Feedback from standalone homeowners was generally supportive, while concerns raised by apartment owners were addressed through targeted consultation and direct engagement. Council adopted a new rating structure for residential, business and farmland categories, effective from 1 July 2026. The structure combines minimum rates, property value-based rates and an Infrastructure Renewal Rate to provide a more equitable distribution of costs while remaining revenue neutral.

Customer service officers at Waves Fitness and Aquatic Centre, Baulkham Hills. 124

Annual Report | 2025-2026 Key On track

Operational performance results Performance measures

Below expectation

 

Method

Target YTD 25-26

Actual

Status

Audits completed in annual audit program

> is better

90%

95.5%

Implemented annual risk management plan

> is better

90%

98%

 

Legal advice actioned within 14 days of instructions or as requested

> is better

90%

100%



Local court prosecutions actioned within 14 days of instructions

> is better

90%

100%



Average customer wait time (seconds)

< is better

<100 sec

66.08



Grade of service - customers reach an officer within 30 seconds of joining the queue

> is better

>=80%

85.50%



Average days for DA lodgement within state mandate (excluding subdivision applications)

< is better

<7 days

5.41



Average number of business days taken to process formal GIPA applications

< is better

8.40



Publication of Council meeting minutes and recordings within 3 days.

> is better

100%



Annual maintenance and update of Council’s policies on time and as per legislative requirements

> is better

100%



Delegation register maintained accurately and reviewed regularly

> is better

100%



Percentage of actions completed as per Local Government Governance Check

> is better

100%



Percentage of complaints handled within current service standards > is better

100%



Corporate Management

Customer Services

Executive Services

Financial Management and Reporting Contract renewals on time

> is better

90%

100%



Maintain a register for new contracts awarded over $150k and keep it up to date and on time

> is better

100%



Operating performance ratio (operating revenue is sufficient to cover operating expenditure including depreciation)

> is better

0.00

16.71



Percentage variation to budget (recurrent expenditure)

< is better

-6.88%

Percentage variation to budget (recurrent income)

< is better

0.32%

Levy rates and annual charges by due dates

> is better

100%

  

Percentage of monthly and quarterly financial reporting requirements are completed and adopted with statutory time frames

> is better

100%



Annual Financial Statements are finalised and adopted within statutory time frames

> is better

100%



All IP&R planning and reporting requirements completed and adopted within statutory time frames

> is better

100%



Cash and investments in accordance with Council's investment policy

> is better

100%



125

The Hills Shire Council Key On track

 Below expectation  Performance measures

Method

Target YTD 25-26

Actual

Status

Average number of days lost to absences (unplanned leave)

< is better

<7 days

8.11

Lost time injury frequency rate

< is better

<11

11.94

Percentage of staff retained

> is better

>90%

87.38%

Safety incidents responded to within 24 hours

> is better

100%

Employee engagement

> is better

80%

73%

    

IT projects completed within agreed timeframe

> is better

80%

86%

Corporate systems uptime

> is better

>97%

99.04%

IT incidents resolved within agreed timeframe

> is better

80%

96.25%

Occupancy of investment portfolio buildings

> is better

90%

96%

Average condition of Council’s buildings

< is better

2.2

Community buildings available for lease

> is better

90%

96%

  

Increase rental revenue - year on year

> is better



Human Resources and Wellbeing

Information Technology and Business System Development

  

Property Development and Management

*2 = Good (only minor maintenance required)

How are we addressing performance? 

Human Resources and Wellbeing - Average number of days lost to absences (unplanned leave) Council's unplanned absence rate was 8.11 days, slightly above the target of 7 days. However, this remains below the NSW public sector average of 8.80 days, indicating that attendance is being managed effectively. Council will continue to focus on employee wellbeing and early intervention strategies to support positive attendance outcomes.



Human Resources and Wellbeing - Lost time injury frequency rate (LTIFR) - Council's LTIFR improved to 11.94 at year end. While this was slightly above the target of 11, it remained below the local government benchmark of 13, indicating positive safety performance and effective injury prevention measures.



Human Resources and Wellbeing - Percentage of staff retained - Staff turnover remains an area of focus. However, Council's turnover rate of 12.62% compares favourably with the NSW local government average of approximately 18% and is only slightly above the healthy turnover range of 9% to 12%, indicating strong employee retention.



Human Resources and Wellbeing - Employee engagement - Council achieved a participation rate of 75%, an increase of 10% from 2024. Overall employee engagement remained strong, with a favourable score of 73%. Strong results were recorded in Enablement and Resources (81%), Management Excellence (84%) and Alignment and Purpose (79%), indicating that employees feel supported by their managers, have access to the resources they need, and understand how their work contributes to Council's objectives. Employee wellbeing outcomes also remained positive, with high levels of productivity and resilience reported. The results identified opportunities to strengthen action on employee feedback, recognition and career development, providing a clear focus for future workforce initiatives and employee experience improvements.



Property Development and Management - Average condition of Council’s buildings - Previous targets were set at a condition rating of 3 or better, which is considered a more realistic benchmark for Council's diverse building portfolio. A rating of 2 reflects buildings in good condition requiring only minor maintenance. Council continues to prioritise building maintenance and renewal to support service delivery and community use.

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Annual Report | 2025-2026

Key

Carry over actions from previous plans Action

On track Completed

 

Status Comment

1.3.5

Investigate the feasibility of providing a second aquatic centre along with the update of the Recreational Strategy.



Council has completed a preliminary feasibility study for a second aquatic centre in The Hills Shire. The findings will be presented to Councillors as part of the Recreation Strategy review.

1.3.6

Investigate the feasibility of providing a performing arts centre.



Council engaged Urbis (consultant) to prepare an Arts and Culture Strategy and conduct a high-level feasibility study for a multi-purpose arts and cultural facility in The Hills Shire. Council staff are currently reviewing the findings and will present them to Councillors in 2026. The Urbis study, found that a multi-purpose arts and cultural facility would not be financially viable for Council to construct and operate without substantial external funding or ongoing subsidies. Initial estimates indicate the facility could incur a net cost of approximately $162 million over 10 years, including construction and operating expenses.

1.3.8

Prepare a brief including updating the 2014 Cultural Strategy and consideration of a site for a permanent stage and crowd capacity aligned with LGA population growth expectations and then provide a briefing to Councillors.



Council continues to work with its consultant, Urbis, on this project. An update will be provided to Councillors in the future.

1.3.9

Provide support for youth activations around Metro stations and youth hotspots with $30k funding from the donations budget.



The Youth on Track program was delivered throughout the 2025 calendar year. Weekly outreach sessions were held every Wednesday afternoon at Arthur Whitling Park and included sporting activities, touch football and free food. The program engaged between 50 and 100 young people each week.

1.4.4

A briefing on sites and costs for upgraded signage on the heritage of an area or asset will be provided to Councillors.



Council is investigating the installation of interpretive signage in a park named after a historical figure to recognise their contribution and improve community understanding of the site's history and significance. Council is consulting with a local history specialist from its Library Services team to inform this work.

5.1.10

A briefing on new depot options will be provided to Councillors.



An update on the project will be provided to Councillors in October 2026.

6.1.9

Provide a briefing to Councillors when information is available for Council to consider updating the Recreation Strategy which includes tracks and trails and water based nature play.



The Recreation Strategy is currently under review. The review includes an assessment of tracks and trails, as well as opportunities for water-based nature play, to help identify current and future recreation needs across The Hills Shire.

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The Hills Shire Council

Action

Status Comment

6.1.11

Conduct a traffic count on Annangrove Road usage and provide a briefing to a future Councillor on the impact of the North Connex on Pennant Hills Road.



The follow-up report on the impacts of NorthConnex on Pennant Hills Road was presented to Council at a workshop in November 2025. Updated traffic counts on sections of Annangrove Road and Kenthurst Road, including the intersection, were completed in mid-2026, with findings reported to Council at the August 2026 workshop.

9.2.5

Update current DCP to include Public Domain and Character Controls.



Council adopted the Public Domain Strategy for The Hills Shire on 26 March 2024, following the adoption of precinct plans for Norwest, Castle Hill and Rouse Hill during 2023-24. The strategy provides a framework for planning and delivering public spaces across the Shire. Council is now preparing Public Domain Plans for strategic centres and reviewing The Hills Development Control Plan (DCP) to align with the adopted precinct plans and Public Domain Strategy. This work will support the delivery of key actions identified in these plans. Council is also preparing minor amendments to The Hills DCP to strengthen public domain and character controls.

Case study

Improving access to Council decision-making In February 2026, Council introduced live-streaming of Council Meetings to improve transparency and make Council decision-making more accessible to the community. Residents can now view Council meetings remotely if they are unable to attend in person. Recordings of meetings are also available on Council's website, providing ongoing access to Council discussions, decisions and meeting proceedings. Live streaming supports community participation by improving access to information and helping

residents stay informed about matters affecting their local area. The initiative also supports Council's commitment to transparency, accountability and long-term record keeping by creating an accessible archive of Council decisions for current and future generations.

Pictured above: screenshots from a live-streamed Council meeting. 128

Annual Report | 2025-2026

local government requirements

This section addresses the reporting requirements of the Local Government Act 1993 and Local Government (General) Regulation 2021. The legislation is available on the NSW legislation website at www.legislation.nsw.gov.au.

129

The Hills Shire Council

Information required by legislation The 2025-26 Annual Report was submitted to the Minister for Local Government before 30 November 2026.

Integrated Planning and Reporting Guidelines A report on Council’s performance for 2025-26 using outcomes from the Hills Shire Council’s Delivery Plan 2024-25 is presented in the section ‘Performance against the delivery plan’ from (p 71).

Service reviews

Council is committed to delivering high-quality, efficient and customer-focused services. Through our Service Review Program, we regularly evaluate services to ensure they remain effective, provide value for money and meet the evolving needs of the community. In accordance with the Integrated Planning and Reporting Guidelines and the Local Government Act 1993, service reviews assess performance, customer experience, efficiency and opportunities for improvement, with oversight provided by the Audit, Risk and Improvement Committee. Progress on committed service reviews, are outlined below. Council has completed three service reviews, with one currently in progress. Key Completed



Ongoing



Project

Status

Comment

Child Care



Council completed a review of its Children's Services operations, with findings presented to Councillors in November 2025 and the Audit, Risk and Improvement Committee (ARIC) in March 2026. The review assessed service delivery, operational sustainability and future demand, and identified opportunities to enhance and expand services, subject to Council approval. The review found that all five Council-operated children's centres remain financially sustainable and are well positioned to continue meeting community needs. While the sector continues to face increasing regulatory and compliance requirements, particularly in relation to child safety, all centres remained compliant with legislative and regulatory obligations throughout the reporting period.

Hills Community Care



The Hills Community Care service review was presented to the Audit and Risk Committee in June 2026. While the Australian Government is yet to finalise pricing arrangements for the Commonwealth Home Support Program (CHSP) and Support at Home programs, Council is progressing implementation planning and preparing for new legislative requirements, including additional responsibilities as a Responsible Person under the Act. Governance and compliance remain a key focus, with senior management overseeing implementation of the Hills Community Care Operational Plan and monitoring compliance obligations. During the reporting period, the Australian Government announced a two-year extension of CHSP funding to June 2029, providing greater certainty for service delivery and continuity of support for older residents. Hills Community Care will continue to review services and improve operational efficiency to ensure the delivery of high-quality, sustainable care that meets the needs of the community.

Parks and reserves



Council completed a benchmarking review of its vegetation maintenance services with Local Government Professionals Australia, finalised in March 2026. The review confirmed strong performance against industry peers and identified opportunities to improve operational efficiency. Findings were reported to ARIC. Key improvement initiatives include implementing an integrated TechnologyOne platform and mobile technology, measurable unit-rate costing, enhanced performance reporting, and workforce planning aligned with asset growth. These initiatives are expected to improve productivity, work scheduling, cost forecasting and resource utilisation, helping Council manage growth in resources and assets while maintaining current service levels.

130

Annual Report | 2025-2026

Project

Status

Comment

Property and rating system implementation



OneCouncil System Project The OneCouncil implementation progressed significantly during 2025-26. 1. Configuration design (TechOne) • • •

Configuration and functional testing of all revenue modules were completed. Configuration of most compliance modules was completed, with functional testing underway. Final User Acceptance Testing (UAT) scenarios were being prepared, with testing scheduled to commence in September 2026.

2. Data migration Data migration activities continued in preparation for the OneCouncil implementation. •

Data migration for names, properties, land and debtors was completed and loaded into the test environment for verification and validation. • Migration activities for cemetery records, compliance applications and waste services remained on schedule, with data extraction, transformation and loading in progress. 3. Planning Portal integration Council progressed integration between OneCouncil and the NSW Planning Portal to support streamlined information exchange. •

• •

Data mapping and inbound integration configuration were completed across five application programming interfaces (APIs): Development Applications (DA), Building Information Certificates (BIC), Certificate Registration (CR), Complying Development Certificates (CDC) and Post-Consent Certificates (PCC). Testing commenced to validate data exchange and integration processes. Council continued to work with the vendor to complete outbound integration configuration and prepare for end-to-end testing and implementation.

Vegetation maintenance at Balcombe Heights Estate.

Audited financial reports

Council’s audited financial reports have been prepared in accordance with the Local Government Code of Accounting Practice and Financial Reporting and are included as an attachment to this report. 131

The Hills Shire Council

Modern slavery

Significant operational issues (section 31(1)(a) of the Modern Slavery Act 2018 (NSW)) There were no ‘significant operational issues’ identified to Council during the reporting period by the NSW Anti-slavery Commissioner. Procurement spend details Total procurement spend in this reporting period - $104 million was spent on goods and services. Reasonable steps Describe the steps taken to ensure that goods and services procured by and for the entity during the reporting period were not the product of modern slavery (see table below).

Form of response for annual reporting

Response mandatory /optional for annual reporting

What steps did your entity take to engage with stakeholders during this reporting period in relation to modern slavery?

•

Training was provided to the capital works team within Council about modern slavery processes. Council staff attended conferences and networking events to stay up to date with modern slavery developments.

Mandatory

Did you engage with external stakeholders on modern slavery risks in this reporting period?

•

Yes.

Mandatory

Reasonable steps taken

1. Commit 1.1 Stakeholder engagement

•

1.2 Identify salient risks at the organisational level What steps did your entity • take to identify salient modern slavery risks at the organisational level (i.e. across • all operational and procurement activities) during this reporting • period? • Did you conduct or update a salient modern slavery risk assessment in this reporting period?

•

We have added a questionnaire on modern slavery to the tender response schedule for respondents to complete. This is reviewed by the evaluation team as part of the assessment process. The request for tender and request for quotation documents have clauses relating to modern slavery. All of these documents make up the contract pack at the time of awarding the contract. Modern slavery statements are also in Council’s Statement of Business Ethics and Supplier Code of Conduct.

Mandatory

No, this will be part of our next steps.

Mandatory

1.3 Modern slavery policy What steps did your entity take to adopt a modern slavery policy during this reporting period?

Council’s Draft Modern Slavery Policy is being finalised, supported by a risk assessment framework and procedural guidelines.

Mandatory

A full copy of Council’s Modern Slavery Statement can be found on Council’s website - Modern Slavery Statement (nsw. gov.au) | Statement of Business Ethics

132

Annual Report | 2025-2026

External bodies, companies and partnerships Statement of all external bodies that exercised function delegated by Council Council did not delegate any function to an external body in 2025-26. Western Sydney Weeds Authority undertakes the eradication of noxious weeds within The Hills Shire. Council has a service agreement with the Rural Fire Service outlining roles and responsibilities of the respective parties.

Annual Report on Council’s website www.thehills.nsw.gov.au/Council/Documents-ReportsRegisters-and-Policies/The-Hills-Shire-Council-AnnualReport-Archive

Environmental upgrade agreements

Council did not enter into any environmental upgrade agreements in 2025-26.

Special rate variation Council did not levy any special rate variation in 2025-26.

Amounts and charges written off during 2025-26 To comply with the Local Government Act 1993, Local Government (General) Regulation 2021 and Council’s Pensioner Rebate Scheme, Council reports on rates and charges written off during the financial year. During 2025–26, rates and charges written off were: • • •

•

Rates and charges written off $1,888 Section 575 of the Local Government Act 1993: mandatory pensioner rebate concession $1,406,737 Section 582 of the Local Government Act 1993: Council-funded voluntary pensioner rebate concession $3,288 Section 595 of the Local Government Act 1993: postponed rates for properties zoned for a higher use than their current use $5,296.

Audit, Risk and Improvement Committee Reg s 216T (Act s 428(4)(b)) (p 51)

Professional development of Mayor and Councillors Councillors seminars and conference expenses cl217(1)(a1) (part) (p 49)

Overseas visits (p 49)

Provision of equipment and facilities for Councillors - cl 217(1)(a1) (p 49)

Fees paid to Councillors on boards / trusts (p 49)

Supplier expenditure greater than $150,000 cl 217(1)(a2) (p 154)

Legal proceedings Cl 217(1)(A3) (p 162)

Resolutions for work carried out on private land Council did not carry out work on private land during the 2025-26 financial year.

Contributions to financially assist others In 2025-26 Council provided $149,628 in grants and donations to community groups, individuals and organisations.

Sponsorship received by Council: $4,924 (Youth Week grant).

Controlling interest in companies

Council did not hold a controlling interest in any company either alone or in conjunction with other councils.

Statement of all corporations, partnerships, trusts, joint ventures, syndicates, or other bodies in which Council participated

Council was involved in the following relationships in 2025-26: • • • • • • • • • • • • • • • • •

Committee for Sydney Floodplain Management Authorities Greater Sydney Local Land Services Hawkesbury Nepean River System Coastal Management Program Local Government NSW (LGNSW) Local Planning Panel Local Traffic Committee NSW Food Authority NSW Public Libraries Association (NSWPLA) NSW Rural Fire Service Parramatta River Catchment Group RID Squad The Hills Bushfire Management Committee The Hills Community Safety Precinct Committee The Urban Development Institute of Australia (UDIA) Western Sydney local health District Public Health Unit Western Sydney Weeds Authority (WSWA). 133

The Hills Shire Council

Statement of activities to implement its equal employment opportunity management plan

•

Represented Council as flood experts in five Land and Environment Court proceedings. Strategic projects and studies •

(p 64)

Total remuneration of General Manager and senior staff (p 58)

Labour statistics In accordance with section 127 of the Local Government (General) Regulation 2021, 4 March 2026 was the reporting date for labour force statistics. The number of people directly employed by Council on that date is shown below. Employment type

No. of persons

Permanent full time

554

Permanent part time

132

Senior staff

Temporary

Total

717

Apprentice/ trainees Casual

1 191

Stormwater management services and charges reg cl

During 2025-26, the Waterways Team delivered a range of operational, strategic and capital works initiatives to support flood management, drainage infrastructure and waterway health across the Shire. Operational and regulatory activities • • •

•

• • • • •

Completed closed-circuit television (CCTV) inspections of 24 kilometres of drainage pipe network and 333 pits. Responded to 23,005 Before You Dig Australia (BYDA) enquiries. Undertook surveillance inspections of two declared dams on a monthly basis and 28 detention basins on a six-monthly basis. Completed 30 development application flood impact assessment referrals, with 98% finalised within 21 days. Responded to 64 customer service requests relating to waterways and drainage matters. Provided 250 Flood Information Plans. Supplied 160 hydrologic and hydraulic models to support planning and assessment activities. Delivered approximately 2,500 verbal flood information enquiries and advisory services. Assessed 110 flood control lot determinations associated with subdivision certificate applications.

134

Completed Stage 4 public exhibition of the Hawkesbury-Nepean Coastal Management Program in May 2026. • Successfully completed the Dams Safety NSW safety audit for Council's declared dam. • Conducted a desktop emergency response exercise for declared dams. • Prepared drainage asset cost estimates to inform the Norwest Strategic Centre Contributions Plan Review. • Completed Water Sensitive Urban Design (WSUD) and drainage asset upgrade designs and cost estimates for the CP17 and CP9 Contributions Plan Review. • Completed the Stage 3 Flood Planning Area Project, including the Urban Overland Flow Study pilot catchment incorporating Probable Maximum Flood mapping, Australian Rainfall and Runoff (ARR) methodologies, and climate risk considerations. • Completed the Stage 4 Flood Planning Area Project Hawkesbury-Nepean River comparative study. The following infrastructure projects were completed: •

Savoy Court, West Pennant Hills road drainage improvement works. • Lisle Court, West Pennant Hills road drainage improvement works. • Footpath and driveway reconstruction at 56 Palace Road, Baulkham Hills. • Relining of 150 metres of ageing drainage pipes in Baulkham Hills and West Pennant Hills. • Installation of gross pollutant trap (GPT) nets within Alan Pearce Reserve. • Tree removal, road swale construction and pavement patching works near Bernie Mullane Basin. • Rural table drain improvement works at five locations. • Significant renewal works across six minor detention basins. Design projects in progress • • • • • • • •

12 Nyari Road, Kenthurst road drainage improvements (100% complete). Mason Road BH02 detention basin system services approvals (100% complete). Hedgewood Drive BH01 detention basin system detailed design (55% complete). Hynds Road KC01 and KC02 detention basin system concept design (100% complete). Mt Carmel Drive CR-A culvert crossing detailed design (100% complete). Samantha Riley Drive Reserve basin detailed design (84% complete). Blinkhorn Circuit Reserve basin detailed design (100% complete). Currawong Reserve creek rehabilitation detailed design (100% complete).

Annual Report | 2025-2026

•

O'Regan Reserve creek rehabilitation detailed design (100% complete). • Cattai Creek (Showground Precinct) rehabilitation detailed design (42% complete). • Georgia Terrace waterway rehabilitation detailed design (29% complete). • Timothy Avenue Reserve, Bidjigal Creek rehabilitation detailed design (53% complete). • River Road table drain improvement works at two locations (100% complete). • 18 Venetta Road, Glenorie road drainage modification detailed design (100% complete). Drainage asset upgrade investigations Progress was achieved on the following drainage asset upgrade investigations: • • •

Castle Hill North catchment study (100% complete). Wiseman Road catchment study (60% complete). Parsonage Road catchment study (55% complete).

The Hills Shire local government area has a rapidly growing population and a high rate of companion animal ownership, as shown in the table below. Cats

Total

Companion animals (identified by microchips) residing in The Hills Shire

65,380 26,376

91,756

Total registered

39,518 11,278

50,796

New registrations 2025-26

1,373

2,199

826

Council continues to promote compliance with companion animal requirements through targeted education and enforcement activities. This includes issuing approximately 2,000 reminder notices each year to pet owners, encouraging them to complete lifetime registration and maintain accurate records on the NSW Companion Animals Register. Companion animal management Companion animals contribute to the wellbeing of the community by providing companionship, social connection and emotional support. Council aims to balance the needs of pet owners with the safety, amenity and rights of the wider community through a range of policies, programs and services. Under the Companion Animals Act 1998, Council's Community Safety Officers are authorised to manage companion animal issues. Their responsibilities include:

Companion Animals Act 1988 and Regulation 2018

Dogs

of 13 years for dogs and 15 years for cats to the Register data. Using this methodology, it is estimated that approximately 46,212 companion animals currently reside within The Hills Shire.

Companion animal registrations Microchipping and lifetime registration are separate requirements under the Companion Animals Act 1998, with both recorded on the NSW Companion Animals Register. As a result, the number of microchipped animals associated with The Hills Shire is higher than the number of lifetime registered animals. Data from the NSW Companion Animals Register should be interpreted with caution, as the Register relies on pet owners updating changes to ownership, address and animal status. Consequently, records may include animals that no longer reside within the Shire or are deceased, while some animals living in the Shire may not be recorded due to non-compliance with microchipping and registration requirements. Accordingly, the figures reported represent companion animals recorded to addresses within The Hills Shire and should not be considered a definitive count of animals currently residing in the local government area. To provide an estimate of the current companion animal population, Council applied average lifespan assumptions

•

investigating dog attacks and complaints about nuisance animals • conducting patrols of public places to monitor compliance with leash requirements and waste collection obligations • monitoring declared menacing and dangerous dogs. Council responds to animal-related enquiries and incidents in a timely and professional manner to support community safety and encourage responsible pet ownership. Compliance audit During 2025-26, Council completed an internal audit of its Companion Animal Management Program to assess compliance with the Companion Animals Act 1998, Companion Animals Regulation 2018 and Office of Local Government guidelines. The audit reviewed governance, statutory compliance, investigations, enforcement activities, record management, customer service and operational practices. It found the program to be effective, well governed and compliant, with no systemic compliance issues identified. The audit highlighted several areas of good practice, including: • • • • • •

evidence-based investigations proportionate and consistent enforcement procedural fairness in decision-making effective record management and audit trails proactive monitoring of dangerous and menacing dogs procedures aligned with legislative and regulatory requirements. Several opportunities for continuous improvement were also identified, including improving the accuracy of NSW Pet Registry data, refining assessment frameworks for 135

The Hills Shire Council

declaration revocations and enhancing digital evidence submission processes.

support responsible pet ownership, Council maintains a network of off-leash dog areas across the Shire.

The audit confirmed that Council's companion animal management functions are being delivered in a consistent, transparent and accountable manner, supporting community safety and responsible pet ownership.

These areas are clearly signposted and marked. Some locations have time-based restrictions to help balance the needs of dog owners with the amenity of nearby residents.

Compliance and enforcement Council's Regulatory Services team includes specialist officers who deliver companion animal services in the field. These officers are supported by a Group Support Officer, who manages registration and record-keeping functions. To provide effective coverage across the Shire, officers work a rotating roster that includes early mornings, evenings and weekends. Rangers are also available after hours to respond to emergencies, including dog attacks, and may assist NSW Police and other agencies when required. Council is committed to delivering services that meet legislative requirements and community expectations. Where offences are identified under the Companion Animals Act 1998, Council may take enforcement action, including: • • • •

issuing penalty infringement notices issuing nuisance orders declaring dogs menacing or dangerous prosecuting serious offences through the local court system. These measures help protect public safety, support responsible pet ownership and promote compliance with legislative requirements. Community education and engagement Community education plays an important role in promoting safe and responsible pet ownership. Council works with the community to raise awareness of companion animal owners' responsibilities and encourage responsible behaviour in public places. Responsible owners should: • microchip and register their pets • keep their contact details up to date • ensure pets are always under effective control. From 1 July 2024, changes to the Companion Animals Regulation 2018 require all dogs to be registered by 12 weeks of age. Additional fees apply if a dog is not desexed by six months of age. To support compliance, Council provides regular information to residents about registration, microchipping and ownership transfers. These initiatives help keep pet records up to date and improve the likelihood of lost pets being reunited with their owners. Off-leash dog areas Council recognises the importance of providing spaces where dogs can exercise and socialise off leash. To 136

Providing safe and accessible off-leash areas is one of the ways Council supports a pet-friendly community while maintaining the safety and enjoyment of public spaces for all users. Council's off-leash dog areas are located at: •

Balcombe Heights Reserve, Seven Hills Road, Baulkham Hills (within the fenced area) • Bernie Mullane Sports Complex, Marella Avenue, Kellyville (within the fenced area) • Colbarra Place Reserve, Colbarra Place, West Pennant Hills (within the fenced area) • Connie Lowe Reserve, Adelphi Street, Rouse Hill (within the fenced area) • Coolong Reserve, Coolong Street, Castle Hill (within the fenced area) • Crestwood Reserve, Peel Road, Baulkham Hills (within the fenced area) • Castle Hill Showground (lower dog arena). However, when clubs or associations are conducting organised training or competitions, only participating dogs may be off leash • Indwarra Avenue Reserve in North Kellyville 200m north of North Kellyville Square shopping centre. This area is suitable for smaller dogs • Parraweena Avenue Reserve, Parraweena Avenue, Baulkham Hills (4 pm to 7 pm, 7 days a week) • Rutherford Avenue Reserve, Rutherford Avenue, Kellyville (within the fenced area) • Gables Central Playing Fields, Gables (within the fenced area). Dogs must be kept on a leash in all parks and public places across The Hills Shire unless they are within a designated off-leash area. When using an off-leash area, dogs must remain under effective control and be always supervised. The person supervising the dog must: • • • • •

be at least 16 years old be able to control the dog by voice command collect and dispose of dog waste appropriately supervise no more than four dogs at one time ensure restricted breeds and dogs declared dangerous do not enter off-leash areas. These requirements help keep public spaces safe, clean and accessible for everyone in the community. Restricted areas for dogs Under the Companion Animals Act 1998, dogs are prohibited from entering certain public places, regardless of whether they are on a leash. These areas include:

Annual Report | 2025-2026

• • • • • •

children’s play areas areas where food is prepared or consumed school grounds and child care centres shopping centres, unless dogs are expressly permitted places where signs prohibit dogs wildlife protection areas declared by a local authority for conservation purposes. These restrictions help protect public health and safety, preserve native wildlife and support the shared use and enjoyment of public spaces. Impounding services and shelter partnerships Council works with Hawkesbury City Council and the Blue Mountains Animal Care Centre to provide animal impounding and shelter services. These facilities care for lost, stray and surrendered animals and help reunite pets with their owners wherever possible. Council also provides information and educational resources to support responsible pet ownership and help residents prepare for pet adoption. To promote animal welfare and responsible ownership, all animals adopted from Council's partner shelters must be desexed before adoption or in accordance with the shelter's adoption requirements. Pound operations and reporting Council monitors and reports on pound operations to support transparency, compliance and continuous improvement in animal management services.

correspond to the number of animals impounded during the same financial year. • As part of our reporting requirements, the above information is lodged annually with the Office of Local Government NSW. Council works with its shelter partners to rehome suitable animals wherever possible. Euthanasia is considered only where an animal is assessed as dangerous, restricted, seriously ill or unsuitable for rehoming. Animals rehomed through Council's partner shelters are desexed, registered, vaccinated and microchipped in accordance with applicable requirements. Enforcement Council is required to report dog attacks to the Office of Local Government within 72 hours. In 2025–26, Council received 185 reports of dog attacks. Following investigation, 44 incidents were confirmed as dog attacks and reported to the Office of Local Government. Council's Community Safety Officers investigate dog attack incidents and complaints about nuisance dogs. Where appropriate, Council may issue declarations for nuisance, menacing or dangerous dogs in accordance with the Companion Animals Act 1998. The following table summarises nuisance, menacing and dangerous dog declarations issued by Council in 2025–26.

Information on animal intakes, adoptions, returns to owners and euthanasia is collected throughout the year and reported annually to the Office of Local Government.

Nuisance orders issued Dog habitually at large in a public place

The table below summarises pound operations data for the 2025–26 financial year.

Dog endangering the health of a person or animal

10 5

Dogs

Cats

Dog noise complaints

No.

Menacing dog declarations issued

No.

Total taken to the pound 2025-26

Attacks on animals

Taken to the pound by Council

Attacks on people

Surrendered by owners

Taken to the pound by other people

91 Dogs

•

No.

Cats

No.

Released to owners

12.5

Euthanised

11.6

23.9

Sold

27.5

Re-homed with rescue organisation

5.9

Dangerous declarations issued

No.

Attacks on people or animals

Total declarations issued

In 2025–26, Council issued 131 penalty infringement notices for offences under the Companion Animals Act 1998, including: No.

Issued for:

60.2

Companion animal not registered as required (first offence)

3.4

Companion animal (other) not registered if required by regulations - first offence

Dog declared to be dangerous or menacing, not muzzled

Failure to comply with dangerous dog control requirements

Pound outcome data should be interpreted with caution, as an animal's impoundment and final outcome may occur in different reporting periods. Consequently, outcome figures may not directly

137

The Hills Shire Council

Community education

No.

Issued for:

Failure to comply with menacing dog control requirements

Failure to comply with nuisance dog order - 1st offence

Dog escaped from property (not declared dangerous, menacing or restricted)

Dog not under effective control in a public place

Dog involved in aggressive or harassing behaviour - rushes at/attacks/bites/chases any person or animal

These events provided opportunities for Council to share information and resources with pet owners. Activities included:

Failure to register a companion animal (first offence)

•

Failure to register a companion animal after receiving a notice (prior offence)

Failure to comply with written direction (owner)

Failure to update registration or identification details (not dangerous/menacing/restricted dog)

Failure to keep a dog under effective control in a public place

Dog which rushes at/attacks/bites/harasses/ chases a person or animal

Failure to keep a menacing dog under effective control in a public place

Noise complaints about barking dogs Excessive barking is one of the most common companion animal complaints received by Council. While barking is normal behaviour for dogs, persistent barking can affect the amenity of neighbouring properties and the wider community. Under the Companion Animals Act 1998, a dog may be declared a nuisance if its behaviour, including barking repeatedly interferes with the peace, comfort or convenience of people in nearby premises. To investigate complaints efficiently and consistently, Council uses electronic noise monitoring technology. The NoiseNet device helps officers assess whether barking may constitute a nuisance by providing objective data on the frequency and duration of noise. This technology supports faster investigations, reduces monitoring time and enables earlier intervention where required. Information collected through NoiseNet helps Council work with pet owners to address concerns and encourage voluntary compliance before formal enforcement action is considered. Council received 389 barking dog complaints during 2025-26 and issued five Nuisance Dog Orders. The difference reflects the strict legislative requirements for issuing an Order, as well as Council's focus on resolving complaints through education, owner engagement and voluntary compliance before formal enforcement action is considered. 138

Throughout the year, Council's Community Safety Officers engaged with residents at community events to promote responsible pet ownership and animal welfare. This included participation in the reopening of Parraweena Reserve on 3 December 2025, where officers engaged with residents and pet owners, providing practical information on pet welfare, dog safety and responsible pet ownership.

checking details on microchips to ensure records are up to date • distributing pet toys to encourage positive behaviours and responsible pet care. Many lost dogs collected by Council or admitted to animal shelters are found with outdated microchip information or without identification. By encouraging owners to maintain current records, Council helps improve the likelihood that lost pets can be reunited with their owners quickly and safely. Veterinary clinics, authorised officers and members of the community also play an important role in identifying lost pets through microchip scanning. Under the Companion Animals Act 1998, dogs in public places must wear a collar and identification tag showing the owner's contact details, unless an exemption applies. Failure to comply with this requirement may result in enforcement action. Promoting compliance in public reserves Council implemented a targeted education campaign to address community concerns about dogs being exercised off leash in restricted areas and owners failing to dispose of dog waste appropriately. Pavement decals were installed at key entry points in selected public reserves to promote responsible pet ownership and improve compliance with leash and waste disposal requirements. The campaign was delivered at Bella Vista Farm, Balmoral Reserve, Castle Hill Heritage Park and Bernie Mullane Reserve, and supports Council's broader education and compliance program. The initiative can be expanded to other locations in response to emerging issues, complaint trends or identified compliance concerns. Dog safety program in schools Council delivers a Dog Safety Program to primary schools across The Hills Shire to help children interact safely and responsibly with dogs. The program is designed for children aged 4 to 12 years and provides practical education on how to approach, behave around and care for dogs at home and in the community. By promoting safe interactions between children and dogs, the program aims to reduce the risk of dog-related incidents and help prevent avoidable dog attacks.

Annual Report | 2025-2026

The program has been well received by local schools, with positive feedback from students, teachers and parents. Demand for the program remains strong, with many schools requesting additional sessions.

animals. While these reforms aim to improve animal welfare outcomes, they have increased holding periods for impounded cats and dogs and contributed to higher operating costs.

Online resources

The impact of these changes has placed increasing pressure on animal management services. Estimated annual holding costs at Hawkesbury City Council's shelter have increased from approximately $30,000 in 2023 to more than $178,000 in 2025-26.

Council provides online information and resources to help residents understand their responsibilities as companion animal owners. Review of NSW companion animal laws In 2025, the Office of Local Government commenced a review of the Companion Animals Act 1998 and the Companion Animals Regulation 2018 through the release of a discussion paper. The review seeks to modernise the legislative framework for companion animal management in New South Wales. Its objectives include promoting responsible pet ownership, improving community safety and wellbeing, and supporting better outcomes for companion animals. At its ordinary meeting on 22 April 2025, Council resolved to provide feedback on the discussion paper. Council's submission addressed a range of issues affecting local government and companion animal management, including: •

the significant resource demands associated with impounding and companion animal management services • support for legislative reforms that strengthen the responsibilities of dog owners to manage and care for their pets • the need to assess the impact of the Companion Animals Amendment (Rehoming Animals) Act 2022 on animal shelter operations and local government finances. Council will continue to advocate for legislative reforms that support effective companion animal management, responsible pet ownership and sustainable service delivery for local communities.

Demand for shelter services continues to exceed available capacity, with the Hawkesbury facility frequently operating at or near capacity. When space is unavailable, Council uses alternative arrangements, including an agreement with Blue Mountains City Council, to provide temporary accommodation for impounded animals. These arrangements result in additional costs for Council. Capacity constraints are not limited to local facilities. The Blacktown Animal Rehoming Centre (BARC), which opened in 2023, has also experienced significant demand. Along with pressure on other regional shelters, this highlights the growing challenges associated with managing and rehoming companion animals across the region. Council supports legislative reform that recognises the operational and financial impacts on local government and animal shelters, while promoting humane, sustainable and accountable approaches to companion animal management. Funding Funding for Council's companion animal management program is provided through the Community Safety and Compliance team's operational budget.

Shelter capacity challenges The Companion Animals Amendment (Rehoming Animals) Act 2022 introduced additional requirements for councils and animal shelters when rehoming companion

Branded dog waste bag dispensers, play balls and frisbees were distributed as part of Council's responsible pet ownership and community education initiatives at the re-opening of Parraweena Reserve. 139

The Hills Shire Council

Report on capital works projects (p 21) - top significant projects.

Carer’s Recognition Act - Carers Recognition Act 2010, s 8(2) The Carer Recognition Act 2010 promotes awareness of the important role carers play in supporting people with disability, chronic illness, mental illness, age-related frailty and other care needs. In line with the Act, Council is committed to supporting employees with caring responsibilities and recognising the valuable contribution carers make to the community and workplace. Council provides a range of programs and initiatives to support employee wellbeing, including: •

Employee Assistance Program providing confidential counselling and support services • RUOK? Day: encourages conversations about mental health in the workplace • Annual Health and Wellbeing Expo promoting physical and mental health awareness among staff. Council also supports employees through flexible working arrangements and remote work options, helping staff balance work, family and caring responsibilities. Council continues to review and enhance its programs and practices to support employee wellbeing and meet its legislative obligations under the Carer Recognition Act 2010.

Disability Inclusion Action Plan 20222026 - Disability Inclusion Act 2014, s 13(1)

To provide optimal protection for children, it is crucial that they are actively supervised whenever they are using swimming pools. Additionally, swimming pool barriers and fences must be compliant at all times. This inspection program is designed to identify non-compliant swimming pools, ensure necessary upgrades are conducted and raise awareness about swimming pool safety. Swimming pool inspection program The Swimming Pool Act 1992 mandates inspections of certain swimming pools and the establishment of a locally appropriate and affordable risk-based inspection program. Under this Act, it is the statutory obligation of Council to inspect swimming pools within its jurisdiction in accordance with the adopted swimming pool inspection program. This program applies to all swimming pools regulated under the Swimming Pools Act 1992, including spa pools. The Hills Shire Council originally adopted its Swimming Pool Inspection Program in 2013. On March 25, 2025, a report was presented to Council with recommendations for the adoption of an updated swimming pool inspection program. During that meeting, Council resolved to place the inspection program on public exhibition. Following the provisions of the Local Government Act 1993, the program was exhibited and no submissions were received. As a result, the Swimming Pool Inspection Program was officially adopted. The program requires Council staff to inspect properties with swimming pools and spas under specific circumstances:

Council is committed to building a socially just and inclusive community where everyone has equitable access to essential services and opportunities to enjoy a decent quality of life. We recognise that some individuals require additional support to overcome barriers and participate fully in community life.

• • •

To this end, our Disability Inclusion Action Plan was developed to improve accessibility across Council services and facilities, ensuring they are easier to navigate and more inclusive for all.

•

For a detailed overview of our progress, download the full Disability Inclusion Action Plan Report 2025-26.

Swimming Pools Act and Regulations - Swimming Pools Act 1992 (SP Act), s 22F(2) Swimming Pools Regulation 2018 (SP Reg) cl 23 Swimming pools The Hills Shire Council’s Swimming Pool Inspection Program aims to reduce drownings and near-drownings in private backyard swimming pools, including spa pools, across New South Wales. The program is dedicated to ensuring the highest level of safety for young children in and around swimming pools. 140

•

• • •

inspection as a result of a complaint inspection at the request of a pool owner inspection at the request of a pool owner – sale or lease inspection of a tourist, visitor, multi occupancy development inspection of development applications which have not been finalised referral of complaints from Council’s internal staff inspection of a child care centre / family day care premises referral of complaints from private certifiers.

Changes to the NSW Swimming Pool Register On 16 March 2026, responsibility for the NSW Swimming Pool Register transferred from NSW Fair Trading to Building Commission NSW. The transition included the introduction of an upgraded Register and a new propertybased registration model. As a result of these changes, historical data from the former Register cannot be reliably compared with information contained in the new system. Statistics spanning the transition period should therefore be interpreted with caution, as variations in reporting methods

Annual Report | 2025-2026

and record migration may affect data consistency and completeness.

inspection, particularly where a Certificate of Compliance is sought.

As at 30 June 2026, 21,804 swimming pools were recorded within The Hills Shire.

During 2025-26, Council continued to work with NSW Government agencies on matters relating to swimming pool regulation, including the interpretation and application of pool safety standards and associated compliance requirements. Council also contributed feedback regarding opportunities to improve consistency and clarity within the regulatory framework.

The record of inspections undertaken during 2025-26 is provided below. Inspections completed

2,882

Pools registered on the NSW Swimming Pool Register

20,910

Pools registered on Council's Swimming Pool Register

21,804

Compliance certificate applications submitted

548 Compliance 444

Compliance certificate applications issued (residential)

Noncompliance 188 TOTAL 632

Compliance certificate applications issued (tourist, visitor multi-unit occupancy, child care and family day care premises)

Swimming pool directions issued

362

Referrals of non-compliant pools from private certifiers

384

Customer service requests (pool safety concerns)

114

Total number of non-compliant pools

406

Legislation impacts The Swimming Pools Act 1992 aims to improve the safety of young children by requiring swimming pools to be enclosed by compliant child-resistant barriers. In New South Wales, the pool safety standard that applies to a swimming pool generally depends on when the pool was constructed: •

AS 1926-1986 Fences and gates for private swimming pools applies to pools constructed before 30 August 2008. • AS 1926.1-2007 Swimming pool safety, Part 1: Safety barriers for swimming pools applies to pools constructed between 1 September 2008 and 30 April 2013. • AS 1926.1-2012 Swimming pool safety, Part 1: Safety barriers for swimming pools applies to pools constructed on or after 1 May 2013. The existence of multiple standards can create complexity for pool owners and certifiers when determining compliance requirements. In practice, a swimming pool barrier may require upgrading where it does not meet the applicable legislative requirements at the time of

This approach supports Council's ongoing commitment to promoting pool safety, reducing drowning risks and assisting pool owners to meet their legislative obligations. New Australian Standard – AS 1926.1 – 2024 A new edition of the Australian Standard for swimming pool barriers, AS 1926.1:2024, has been released but has not yet been adopted in New South Wales. The Standard includes clearer definitions and illustrations, as well as updated provisions relating to vegetation and non-climbable zones, which are expected to improve the consistency of pool barrier assessments. Subject to NSW Government implementation timeframes, AS 1926.1:2024 is expected to be adopted in May 2027, alongside the National Construction Code (NCC) 2025. Once adopted, Council officers will be required to administer and assess compliance against four separate pool safety standards, reflecting the different legislative requirements that apply based on the age and construction date of swimming pools and their barriers. Outstanding pools Council continued to reduce the number of outstanding swimming pool compliance matters during 2025-26 through increased inspection activity and targeted compliance and enforcement measures. As at 30 June 2026, the number of outstanding pools had decreased to 406, representing a reduction of 217 pools (35%) compared with 30 June 2025 and the lowest level recorded in five years. This result reflects Council's ongoing commitment to child safety and effective regulatory compliance. Number of outstanding pools

700 600

633 575

647

623

500 406

400 300 200 100 0

2022

2023 2024 2025 as at 30 June

2026

141

The Hills Shire Council

Education The implementation of the swimming pool inspection program has been supported by various educational opportunities, including information sessions, local community meetings and media releases. In line with the Royal Life Saving Society ‘Keep Watch’ campaign, Council’s Regulatory Services Team has developed a range of resources and public awareness materials to assist in raising awareness among backyard swimming pool owners and the broader community. Council’s website has been updated to provide current information on the changes to the swimming pool laws along with direct links to relevant websites, including the State Government Swimming Pool Register (www. swimmingpoolregister.nsw.gov.au), fact sheets and swimming pool checklists. Additionally, information has been shared with the community through local media outlets. Council staff have also prepared pamphlets promoting Council’s Swimming Pool Team and the range of services they offer. Mapping of data Current data, sourced from Council licence records and the NSW Swimming Pools Register, is routinely processed to create a mapping layer. This layer clearly identifies the location of swimming pools on properties and indicates whether these pools are registered with Council. Aerial identification of swimming pools has been compared with specific addresses in the NSW Register and Council’s pool licence database. This analysis revealed a significant

number of pools that are either unregistered or not known to The Hills Shire Council. Resourcing The Hills Shire Council has one of the highest numbers of private swimming pools and spas in NSW, with an estimated one in three properties containing a pool or spa. Since the establishment of the NSW Swimming Pool Register in 2016, more than 10,000 pools and spas have been inspected by Council officers and accredited private certifiers. Council's swimming pool compliance program is delivered by three dedicated inspectors supported by administrative staff and guided by a risk-based inspection and enforcement framework. Given the large number of pools and spas within the Shire, the program prioritises compliance activities based on risk. During 2025-26, increased inspection and enforcement activity contributed to a 35% reduction in outstanding swimming pool compliance matters, improving pool safety outcomes across the community. Swimming pool audit and implementation of recommendations Council continued to strengthen its Swimming Pool Compliance Program during 2025-26 following an internal audit completed in April 2025. The audit confirmed that Council has effective systems and processes in place to support swimming pool inspections and compliance activities, while identifying opportunities to further improve the program's effectiveness and responsiveness.

Keeping our community safe around pools 2025-26

Targeted compliance and follow-up activities are helping improve pool safety outcomes across The Hills.

Pool safety inspections

2,500+ More than 2,500 swimming pool inspections helped ensure pools across the Shire met safety requirements.

142

Compliant pools certified

548

Resolution of pool safety issues

18 month old pool reduction

Audit recommendations

328 of 362 (90%)

1030

ALL Implemented

All 548 compliance certificate applications were processed within 10 days, reflecting efficient workflows and customer focused service.

Nine out of 10 identified pool safety issues were addressed following regulatory action, showcasing high voluntary compliance.

All long-standing noncompliant pools were brought up to standard, helping reduce safety risks.

Independent audit recommendations were implemented to strengthen pool safety oversight and governance.

Annual Report | 2025-2026

During 2025-26, Council implemented a range of improvements, including: • strengthened enforcement and follow-up procedures • enhanced monitoring of high-risk pools • improved reporting and governance practices • reviews of swimming pool registration data • increased promotion of private certification pathways. These initiatives have improved compliance outcomes, supported child safety objectives and strengthened Council's risk-based approach to swimming pool barrier regulation. As a result, the number of outstanding swimming pool compliance matters reduced by 35%, from 623 to 406 pools, representing the lowest level recorded in five years.

Making information available Government Information (Public Access) Act 2009, s 125(1) Government Information (Public Access) Regulation 2018, cl 8, Schedule 2

Public interest disclosure (PID) - Public Interest Disclosures Act 1994, s 31 Public Interest Disclosures Regulation 2011, cl 4 (p 54) The Public Interest Disclosures Act 1994 (PID Act) is another NSW legislation that encourages public officials to report serious wrongdoing in the public sector. It applies to all public authorities in NSW, including government departments, agencies, corporations, councils, land councils, schools, universities and hospitals. All public authorities are required to have a policy that explains how they will receive, assess and handle public interest disclosures (PIDs) under the PID Act. The PID Act protects public officials who make public interest disclosures (PIDs) from reprisal or detrimental action. It also requires public authorities to have a policy and a system for receiving, assessing and handling PIDs. A PID is a report of serious wrongdoing, such as corruption, maladministration, serious waste of public money, breach of public trust, or danger to public health or safety.

The Government Information (Public Access) Act (GIPA), is NSW Government legislation that requires councils to have ‘Open Access Information’ available on their websites so that members of the public can easily access council documents and information. This information includes most documents created by Council and information supplied to Council by external organisations or individuals. Not all information can be disclosed. Some information may be protected by the Privacy and Personal Information Protection Act 1998 (PPIPA), which regulates how personal information is collected, used and disclosed by public authorities. Other information may be exempt from disclosure if there is an overriding public interest against it. The GIPA Act provides a framework for balancing the right to information with the need to protect sensitive or confidential information.

143

The Hills Shire Council

Voluntary Planning Agreements Environmental Planning and Assessment Act 1979, S 7.5(5) There are a number Voluntary Planning Agreements to which Council is a party. A Voluntary Planning Agreement (VPA) is an agreement entered into by a planning authority and a developer. Under an agreement a developer agrees to deliver public benefits. These can include the dedication of land to Council, monetary contributions, construction of public infrastructure (including traffic and transport works), community facilities, affordable housing, any other material public benefit or any combination of these. VPAs cannot be entered into unless public notice has been given and an explanatory note is made available for inspection for at least 28 days. The Environmental Planning and Assessment Regulation 2001 requires that Council maintain a planning agreement register for public inspection. Particulars of compliance with and effect of planning agreements in force during 2025-26:

Date

VPA name

Description of benefits (calculation based on maximum lots per agreement excluding indexation)

3/2018/ VPA

10 Jan 17

Castle Towers Showground Road upgrade (6-14 Castle Street, Castle Hill)

Monetary contribution of $15,000,000 to be paid to TfNSW along with dedication of the relevant land and creation of an easement towards Showground Road upgrade works.

4/2018/ VPA

12 Mar 15

Box Hill North Precinct

VPA No.

Benefits not yet delivered. Monetary contributions have been made to TfNSW. Works and Construction and dedication of all infrastructure land totalling items listed in CP16 Box Hill North Precinct $140,072,319 totalling $220,035,736 in lieu of S7.11 contribution delivered as at 30 payments. June 2026. Construction and dedication (including land) of Works and various traffic and drainage works within CP15 land totalling totalling $43,928,088 in lieu of S7.11 contribution $47,011,333.07 payments. (indexed value) delivered as at 30 June 2026.

5/2018/ VPA

19 Jun 18

7/2018/ VPA

13 Aug 13 64 Mackillop Drive, Norwest

Monetary contribution of $742,000 towards drainage works and bioretention; construction and dedication (including land) of a local park with the on-site stormwater detention tank.

9/2018/ VPA

28 Feb 17 7 Maitland Place, Norwest

Monetary contribution of $4,532,719; construction Monetary and dedication (including land) of new local road contribution of connection through the site. $5,739,801.82 (indexed value) paid and a new local road dedicated as at 30 June 2026.

11/2018/ VPA

25 Jul 17

Monetary contributions of $1,998,000 towards active open space; construction and dedication (including land) of an extension of Green Hills Drive and turfing of a new pocket park.

Benefits not yet delivered.

12/2018/ VPA

11 Sep 18 582 and 582A Old Northern Road, Dural

Monetary contribution of $1,086,000 comprising $1,026,000 towards local infrastructure upgrades and $60,000 towards local pedestrian access improvements.

Benefits not yet delivered.

144

Hills of Carmel Estate, Box Hill Precinct

Status as of 30 June 2026

Lot 5 Commercial Road, Rouse Hill

Monetary contribution of $798,096 (indexed value) paid and basin land dedicated as at 30 June 2026. However the park is yet to be constructed.

Annual Report | 2025-2026

Description of benefits (calculation based on maximum lots per agreement excluding indexation) Monetary contribution of $1,200,000 towards local public infrastructure improvements.

Status as of 30 June 2026

VPA No.

Date

VPA name

13/2018/ VPA

May 2019

8 Solent Circuit, Norwest

14/2018/ VPA

21 Aug 19 93-107 Cecil Avenue and 9-10 Roger Avenue, Castle Hill

The total quantum of the monetary contribution will be calculated once the development has development consent and the configuration of units is known. Unit rate: 1-bedroom $25,000, 2-bedroom $32,092, 3-bedroom $36,525, commercial $150/ m2; construction and dedication (including land) of the public pedestrian right of way."

Benefits not yet delivered.

16/2018/ VPA

18 Mar 20 40 Solent Crescent, Norwest

Monetary contribution valued at $16,142,200; Plus land easement of public access land, works towards Norwest Lake lightning and security ($1,000,000) and Solent Circle (east) and Norwest Boulevard traffic lights ($1,500,000)

Monetary contribution of $3,340,223 (indexed value) paid and traffic lights of $1,500,000 delivered as at 30 June 2026.

1/2022/ VPA

7 Sep 21

Circa Precinct, Bella Vista

Land dedication of $5,600,000 and monetary contribution of $1,000,000 for open space link to Bella Vista Farm Park. Plus developer contributions payable as a % of capital investment value of any development application.

Monetary contribution of $1,000,000 (indexed value) paid and land of $5,600,000 dedicated as at 30 June 2026.

2/2022/ VPA

8 Sep 21

2-4 Burbank Place, Norwest

Total monetary contributions payable at 3% of the construction cost of proposed development towards local infrastructure and public domain improvements: - 2% within the precinct and its vicinity - 1% within the immediate proximity to the land including Strangers Lake and Burbank Place.

Benefits not yet delivered.

3/2022/ VPA

4 Nov 21

25-31 Brookhollow Avenue, Norwest

Monetary contribution calculated at 2.5% of the Benefits not yet proposed cost of the proposed development delivered. plus $1,201,950 of works comprising $924,000 towards public plaza embellishment and $277,950 towards traffic and pedestrian upgrade along Brookhollow Avenue.

4/2022/ VPA

21 Feb 22 Mackillop Drive, Norwest (5/2018/ PLP)

Monetary contribution of $3,077,725 towards public domain ($700,000), active open space ($800,000), traffic within Norwest ($400,000) and other local infrastructure ($1,177,725); additional contributions of $26,275.51 per dwelling applies above the 270th dwelling; plus land dedication of $1,350,000 and works totalling $2,000,000 towards various specific embellishment and public access provisions.

Benefits not yet delivered.

1/2023/ VPA

22 Aug 22 21-23 Lexington Drive, Bella Vista

Monetary contribution calculated at 2.8% of the estimated construction cost for any portion 2 of GFA over and above 20,400m approved in the existing DA towards local infrastructure and public domain improvements within the precinct and its vicinity.

Benefits not yet delivered.

145

The Hills Shire Council

Description of benefits (calculation based on maximum lots per agreement excluding indexation) Total monetary contributions payable at 3% of the construction cost of proposed development towards local infrastructure and public domain improvements: - 2% within the precinct and its vicinity - 1% within the immediate proximity to the land along Brookhollow Avenue.

Status as of 30 June 2026

VPA No.

Date

VPA name

2/2023/ VPA

31 Oct 22

14-16 Brookhollow Avenue, Norwest

4/2023/ VPA

3 Oct 23

346-350 Old Northern Road, Castle Hill

Total monetary contribution of $690,000 towards upgrade of Palisander Place Reserve ($180,000) and other local infrastructure ($510,000); constructions comprise a 60m deceleration lane on Old Northern Road ($100,000) and provision of a 1.2m wide concrete footpath ($90,000).

1/2025/ VPA

29 Sep 25

Bella Vista and Kellyville Station Precincts

Monetary contribution of $15,802,009 towards Land of $10,772,001 community facilities ($11,836,318), the bridge dedicated as at 30 across Elizabeth Macarthur Creek ($3,813,650) June 2026. and other infrastructure within CP18 ($152,041); construction and dedication (including land) of various works within CP18 totalling $127,828,315.

2/2025/ VPA

3 Sep 24

7-15 Columbia Way, Norwest

Monetary contribution calculated at 2.8% of the development cost offset by the value of works; Plus land dedication and works towards full road construction ($4,839,443) or half width road reconstruction ($3,995,938.08) of Columbia Way and a new local road ($755,000).

Benefits not yet delivered.

3/2025/ VPA

11 Jul 25

27 Victoria Avenue, Castle Hill

Monetary contribution calculated and indexed in accordance with the Section 7.12 Contributions Plan where the proposed development does not exceed the maximum building height and maximum floor space ratio. If the proposed development exceeds the maximum building height and/or maximum floor space ratio, monetary contribution will be calculated and indexed in accordance with CP19.

Benefits not yet delivered.

1/2026/ VPA

13 Nov 25

21-23 Victoria Avenue, Castle Hill

Land dedication (675.5sqm) for the purpose of future road widening of Carrington Road, Castle Hill and an intersection upgrade at Victoria Avenue and Carrington Road, Castle Hill.

Benefits not yet delivered.

2/2026/ VPA

30 Apr 26

Northern Residential An additional monetary contribution is payable Precinct, Commercial over and above the rates under CP8. The Road, Rouse Hill additional contribution will be calculated at $6,000 per dwelling for each dwelling exceeding 60 dwellings on Lot 1 and 58 dwellings on Lot 2.

Benefits not yet delivered.

146

Benefits not yet delivered.

Annual Report | 2025-2026

Disclosure of how development contributions and development levies have been used or expended under each contributions plan - Environment Planning and Assessment Regulation 2021 cl 218A(1) Reg 218A (2)(a),(b),(c),(d),(e),(f),(g) Refer to Note F3 of the Financial Statements. Under section 218A of the Environmental Planning and Assessment Regulation 2021 (NSW), a council must disclose in its annual report how development contributions and development levies have been used or expended under each contribution plan, including a detailed breakdown of contributions expenditure by project. FY 2025-2026

Actual ($)

Total contributions and levies expended

49,313,891

Total contributions and levies received

105,027,382 Type of public amenity or service

Monetary contributions expended 2025-26 $

Value of land used for the project $

Value of material public benefit provided $

Amounts expended temporarily borrowed $

Project status

% of cost funded by contributions

628,397

Underway

100%

99,216

Underway

100%

5,122,178

Underway

100%

859

Underway

100%

Roads

422,855

5,772,240

Underway

50%

CP11SA8

Withers Road upgrade from Mile End to Annangrove Road - design

Roads

207,329

1,613,175

Underway

100%

CP12 Balmoral Road

CP12BRADMIN

CP12 administration costs

Other

26,892

178,088

Underway

100%

CP12 Balmoral Road

CP12BRBS22

Memorial Avenue new bus shelters

Roads

29,391

Complete

100%

CP12 Balmoral Road

CP12BRBS23

Memorial Avenue new bus shelters

Roads

29,391

Complete

100%

CP12 Balmoral Road

CP12BRBS24

Memorial Avenue new bus shelters

Roads

29,391

Complete

100%

CP12 Balmoral Road

CP12BRBS30

Memorial Avenue new bus shelters

Roads

29,391

Complete

100%

CP13 - North Kellyville

CP13 NKADMIN

CP13 administration costs

Other

19,201

407,713

Underway

100%

CP13 - North Kellyville

CP13NKB01

Ross Place/ Edwards Road, Caddies Creek bridge design

Roads

2,083,009

2,152,884

Underway

33%

CP13 - North Kellyville

CP13NKB01A

Ross Place/ Edwards Road, Caddies Creek bridge design

Roads

903,392

Underway

40%

CP13 - North Kellyville

CP13NKB02

Withers Road over Smalls Creek - bridge upgrade

Roads

1,841

256,984

Underway

100%

CP13 - North Kellyville

CP13NKCW08

Smalls Creek Cycleway Bridge - Curtis Road/ Farmers Circuit

Roads

762,392

1,435,264

Complete

100%

Contributions Plan

Project ID (as identified in the CP)

CP8 - Rouse Hill

CP08CPS2

Commercial Road East, Rouse Hill upgrade

Roads

80,738

CP8 - Rouse Hill

CP08DB54

Georgia Terrace dam and scour protection

Drainage

52,808

CP8 - Rouse Hill

CP08SA7

Withers Road upgrade - design

Roads

123,707

CP9 - Castle Hill Town Centre

CP09 CTCADMIN

CP09 administration costs

Other

CP11 Annangrove Industrial

CP11SA13

Annangrove Road upgrade from Withers to Edwards Road

CP11 Annangrove Industrial

Project description

Contributions expended to date $

147

The Hills Shire Council

Project description

Type of public amenity or service

Monetary contributions expended 2025-26 $

Value of land used for the project $

Value of material public benefit provided $

Amounts expended temporarily borrowed $

Project status

% of cost funded by contributions

2,816,802

Underway

100%

40,748,994

Complete

100%

19,772,752

Complete

100%

169,282

354,482

Underway

100%

Other

257,154

2,663,506

Underway

100%

Annangrove Road Upgrade from Withers to Edwards Road

Roads

827,682

4,978,863

Underway

50%

CP15BH01A

Caspian Street/ Yakut Street, Box Hill - basin design (BH01A)

Drainage

22,216

7,401,685

Underway

100%

CP15 - Box Hill Precinct

CP15BH01B

Memsie Street/ Hedgewood Drive, Box Hill - basin design (BH01B)

Drainage

10,369

34,425

Underway

100%

CP15 - Box Hill Precinct

CP15BH01C

Meydan Street/ Hedgewood Drive, Box Hill - basin design (BH01C)

Drainage

43,971

87,123

Underway

100%

CP15 - Box Hill Precinct

CP15BH02A

Terry Road, Box Hill - basin, raingarden, drainage

Drainage

123,871

8,883,038

Underway

100%

CP15 - Box Hill Precinct

CP15BH02B

Terry Road, Box Hill - basin, raingarden, drainage

Drainage

56,896

11,581,511

Underway

100%

CP15 - Box Hill Precinct

CP15BH03B

Combined basin, raingardens, drainage structures

Drainage

6,915

5,788,461

Complete

100%

CP15 - Box Hill Precinct

CP15 LOCALBHLP01

Hannaford Avenue Reserve

Open space

6,915

2,200,816

Complete

100%

CP15 - Box Hill Precinct

CP15 LOCALBHLP02

Stockhorse Avenue Reserve, Box Hill - design

Open space

5,565,099

5,572,489

Underway

100%

CP15 - Box Hill Precinct

CP15BHNR01A

New main road Mt Carmel Road - Windsor Road to KCP

Roads

543,992

10,504,210

Complete

100%

CP15 - Box Hill Precinct

CP15BHNR06A

Water Lane/ Hynds Road/ Aurora Street new road

Roads

4,415,754

7,584,668

Underway

100%

CP15 - Box Hill Precinct

CP15BHNR09

New main road - Mason Road North between Terry Road and Mason Road

Roads

5,631

71,895

Underway

100%

CP15 - Box Hill Precinct

CP15BHPF02

Hereford Reserve, Box Hill - design

Open space

9,207

233,893

Underway

100%

CP15 - Box Hill Precinct

CP15BHPF05

Anthony Skarratt Reserve - car park and construction

Open space

9,717,558

62,107,729

Underway

100%

CP15 - Box Hill Precinct

CP15BHPF06

The Water Lane Reserve - playing fields (CP15)

Open space

1,179,202

26,403,441

Underway

100%

Contributions Plan

Project ID (as identified in the CP)

CP13 - North Kellyville

CP13 NKCWB011

Cattai Creek Basin 1 Samantha Riley Drive Reserve

Drainage

26,340

CP13 - North Kellyville

CP13 NKLPF02

Stringer Road Reserve northern playing fields

Open space

340,979

CP13 - North Kellyville

CP13NKNR02

Hezlett Road upgrade stage 2

Roads

160,932

CP13 - North Kellyville

CP13NKNR05

Glenhaven Road - four lane upgrade design

Roads

CP15 - Box Hill Precinct

CP15ADMIN

CP15 administration costs

CP15 - Box Hill Precinct

CP15 ANNANGROVE RD

CP15 - Box Hill Precinct

148

Contributions expended to date $

Annual Report | 2025-2026

Type of public amenity or service

Monetary contributions expended 2025-26 $

Value of land used for the project $

Value of material public benefit provided $

Amounts expended temporarily borrowed $

Project status

% of cost funded by contributions

596,393

Underway

100%

3,213,390

Underway

100%

517,929

Underway

100%

70,833

773,142

Underway

79%

Roads

49,824

283,123

Underway

70%

Boundary Road/ Brahma Road - roundabout design

Roads

133,856

296,724

Underway

70%

Land Only item 2

Lot 100 DP 1228241, 29-31 Terry Road, CP

Roads

3,277

449,252

Underway

100%

CP15 - Box Hill Precinct

CP15BHRU06B

Road upgrade - Mason Road - Mason Road (north) to The Water Lane

Roads

3,627

654,918

Underway

100%

CP15 - Box Hill Precinct

CP15BHRU08A

Water Lane / Hynds/Nelson Road - new road

Roads

117,468

670,524

Underway

100%

CP15 - Box Hill Precinct

CP15BHT12

Terry Road/ George Street - roundabout design

Roads

299,121

659,916

Underway

100%

CP15 - Box Hill Precinct

CP15BHT20

Water Lane/ Grandhill Parkway intersection

Roads

5,187

110,157

Underway

100%

CP15 - Box Hill Precinct

CP15BHT22

Fontana Drive, Terry Road and Old Pitt Town Road intersection

Roads

129,719

6,602,277

Complete

79%

CP15 - Box Hill Precinct

CP15 BOUNDARYRD

Boundary Road, Box Hill upgrade design

Roads

141,704

617,800

Underway

70%

CP15 - Box Hill Precinct

CP15BRBRU

Boundary Road, Box Hill - bridge design

Roads

459,832

1,693,077

Underway

70%

CP15 - Box Hill Precinct

CP15BRNKB01

Edwards Road to Ross Place Road and bridge design

Roads

2,786,964

3,529,133

Underway

67%

CP15 - Box Hill Precinct

CP15CRA

Mt Carmel Drive, Box Hill - culvert crossing A (CRA)

Drainage

77,645

131,106

Underway

100%

CP15 - Box Hill Precinct

CP15CRE

Culvert crossing George Street (CRE)

Drainage

381

1,842

Underway

100%

CP15 - Box Hill Precinct

CP15CRG

Centaurus Way, Box Hill - CRG

Drainage

71,667

Underway

100%

CP15 - Box Hill Precinct

CP15HWLR

Half-width road construction adjoining nondevelopable land

Roads

14,283

9,089,437

Underway

100%

Contributions expended to date $

Contributions Plan

Project ID (as identified in the CP)

CP15 - Box Hill Precinct

CP15BHR01

Hynds Road, Nelson Road, Edward Road roundabout

Roads

256,671

CP15 - Box Hill Precinct

CP15BHR02

Mason Road/ Nelson Road/OPT roundabout design

Roads

174,522

CP15 - Box Hill Precinct

CP15BHR03

George Street and Old Pitt Town Road - roundabout design

Roads

4,605

CP15 - Box Hill Precinct

CP15BHR05

Mt Carmel Drive/ Valetta Drive/ OPT - signals design

Roads

CP15 - Box Hill Precinct

CP15BHR06

Boundary Road/ George Street signals design

CP15 - Box Hill Precinct

CP15BHR07

CP15 - Box Hill Precinct

Project description

149

The Hills Shire Council

Value of land used for the project $

Value of material public benefit provided $

243,608

Drainage

130,629

Hynds Road basin design (KC02)

Drainage

2,314,108

CP15 LOCALBHLP07

Mason Drive Reserve design

Open space

CP15 - Box Hill Precinct

CP15 LOCALBHLP08

Rainforest Street Reserve -The Water Lane and Grandhill Parkway

CP15 - Box Hill Precinct

CP15 BRNKB01A

CP16 - Box Hill North Precinct

Contributions Plan

Project ID (as identified in the CP)

Project description

Type of public amenity or service

CP15 - Box Hill Precinct

CP15 HWLRWIK0701

WIK reimbursement HWLR 20 - 22 Mason Road, Box Hill

Roads

CP15 - Box Hill Precinct

CP15KC01

Hynds Road basin design (KC01)

CP15 - Box Hill Precinct

CP15KC02

CP15 - Box Hill Precinct

Amounts expended temporarily borrowed $

Project status

% of cost funded by contributions

243,608

Complete

100%

3,548,036

Underway

100%

23,279,508

Underway

100%

8,479

3,038,545

Underway

100%

Open space

49,557

18,461,553

Underway

100%

Bridge approach road between Annangrove Road and bridge

Roads

1,355,089

Underway

60%

CP16TRM1524

VPA Box Hill North collector road 5 (road upgrade) TRM1524

Roads

4,539,480

7,964,000

Complete

100%

CP16 - Box Hill North Precinct

CP16TRM1529

VPA Box Hill North roundabouts TRM1529

Roads

131,479

525,914

Underway

100%

CP17 - Castle Hill North Precinct

CP17ADMIN

CP17 administration costs

Other

32,709

141,703

Underway

100%

CP17 - Castle Hill North Precinct

CP17CHNRT10

Old Castle Hill Road upgrade Design, Castle Hill

Roads

106,868

668,161

Underway

100%

CP17 - Castle Hill North Precinct

CP17CHNRT11

Castle Street upgrade - design

Roads

165,310

572,793

Underway

100%

CP18 - Bella Vista and Kellyville Station Precincts

CP18ADMIN

CP18 administration costs

Other

9,403

125,825

Underway

100%

CP18 - Bella Vista and Kellyville Station Precincts

CP18BVKPF1

Caddies Creek Reserve playing field - stage 2

Open space

504,184

10,772,001

11,383,386

Underway

100%

CP19 Showground Station Precinct

CP19ADMIN

CP19 administration costs

Other

27,497

154,669

Underway

100%

CP19 Showground Station Precinct

CP19LP1

Chapman Avenue Reserve, Castle Hill - design

Open space

6,283,056

10,397,408

Underway

100%

CP19 Showground Station Precinct

CP19LP2

Cattai Creek - cycleway revitalisation

Open space

17,208

1,037,739

Complete

100%

CP19 Showground Station Precinct

CP19LP3

Castle Hill Showground stage 1 design

Open space

51,024

161,247

Underway

100%

CP19 Showground Station Precinct

CP19PF1

Fred Caterson Reserve expansion (field 7,8,9)

Open space

3,409,734

4,048,505

Underway

100%

CP19RB1

Middleton Avenue/ Fishburn Crescent roundabout design

Roads

59,125

92,820

Underway

100%

CP19 Showground Station Precinct

150

Monetary contributions expended 2025-26 $

Contributions expended to date $

Annual Report | 2025-2026

Contributions Plan

Project ID (as identified in the CP)

Monetary contributions expended 2025-26 $

Value of land used for the project $

Value of material public benefit provided $

Project description

Type of public amenity or service

Roads

11,125

Amounts expended temporarily borrowed $

Project status

% of cost funded by contributions

496,390

Underway

100%

Contributions expended to date $

CP19 Showground Station Precinct

CP19RU1

Carrington Road/Middleton Avenue upgrade (Carrington to Fishburn)

S7.12 - The Hills

S94ADR0016

Cattai Creek Cockayne Reserve riparian restoration

Drainage

41,265

52,838

Underway

100%

S7.12 - The Hills

S94AOE0051

Kellyville Netball Complex additional courts

Open space

512,934

552,348

Underway

100%

S7.12 - The Hills

S94ART0022

Traffic signals Norwest Boulevard and Lexington Drive

Roads

2,350

Underway

100%

S7.12 - The Hills

S94ART0034

Withers Road/ Mungerie Road - roundabout construction

Roads

-10,000

732,465

Underway

100%

S7.12 - The Hills

S94ART0052

Old North/ Old Castle Hill Road - upgrade design

Roads

65,403

302,733

Underway

100%

S7.12 - The Hills

S94ART0053

President Road/ Hayes Avenue roundabout

Roads

186,098

248,869

Underway

100%

S7.12 - The Hills

S94ART0063

Cattai Ridge Road - rural length treatment

Roads

1,223,402

1,768,434

Underway

100%

S7.12 - The Hills

S94ART0064

River Road - rural length treatment

Roads

16,470

17,452

Underway

100%

S94ANIRT11

Lexington Drive upgrade (widening, bus lanes, public domain)

Roads

11,765

36,415

Underway

100%

S94ANIRT12

Elizabeth MacArthur Drive upgrade including carriageway widening

Roads

5,500

25,425

Underway

100%

S7.12 - The Norwest Innovation

S94ANIRT6

Old Windsor Road – Norbrik Drive left turn upgrade/ entertainment link

Roads

1,850

11,625

Underway

100%

Planning Agreement - 7 Maitland Place, Norwest

NV0918TR01

VPA 8 Maitland Place, Norwest - road construction

Roads

1,194,894

Complete

100%

Planning Agreement - 7 Maitland Place, Norwest

NV0918TRL01

VPA 8 Maitland Place, Norwest land dedication

Roads

210,287

Complete

100%

S7.12 - The Norwest Innovation

151

The Hills Shire Council Section 2.2 Registered trade mark

State funded capital works

The NSW Government logo is a registered trade mark (#1603796) for the following services: • Advertising, business management, business administration, office function (class 35)

• Medical services, veterinary services, hygienic and beauty care for people or animals, agriculture, horticulture and forestry services (class 44)

monetary affairs, real estate affairs (class 36)

• Legal services, security services for the protection of property and individuals, personal and social services rendered by others to meet the needs of individuals (class 45)

The following infrastructure and capital works projects were funded by the NSW Government. • Insurance, financial affairs, • Building construction, repair, installation services (class 37) • Telecommunications (class 38) • Transport, packaging and storage of goods, travel arrangement (class 39)

Project AH Whaling Reserve - pathway link

• Education, providing of training, entertainment, sporting and cultural activities (class 41) • Scientific and technological services and research and design relating thereto, industrial analysis and research services, design and development of computer hardware and software (class 42)

Annangrove Road - Edwards/Kenthurst Road - rural length treatments • Providing food and drink,

• The crown in right of the State of New South Wales has the exclusive right to use the NSW Government logo as a trade mark in relation to these services. A NSW Government agency must seek the approval of The Department of Premier and Cabinet, Communications and Engagement Branch, before it applies for a separate trade mark that incorporates the NSW Government logo.

temporary accommodation

43) Annangrove Road upgrade from Windsor Road to Withers(class Road - construction

Anthony Skarratt Reserve - play space

NSW Government Brand Guidelines

Arnold Avenue Reserve - cycleway loop Baulkham Hills Road/Gooden Drive/Redmond Avenue - roundabout Bella Vista Community Centre - concept design Boundary Road upgrade - bridges Box Hill Fire Station - facilities and tanker bay upgrades Castle Hill Heritage Park - upgrade facilities Castle Hill Heritage Park - well refurbishment Castle Hill Public School - redevelopment works Castle Street, Castle Hill - pedestrian fence Centaurus Way, Box Hill - culvert crossing Chapel Hill Road, Sackville North - embankment upgrade works stage 2 Dorrigo/Barry Road, North Kellyville - roundabout construction Fontana Drive,Terry Road and Old Pitt Town Road intersection Gooden Drive Reserve - renew athletic facilities Halcrows Road - blacklength Kenthurst Road - blacklength Langford/Davey Road - install barriers and lighting Mason Road/Nelson Road/OPT - roundabout construction Mitchells Road, Sackville North embankment Mount Carmel Drive/Valetta Drive/OPT - signals Norwest Boulevard - shared pedestrian/cycleway Olive Street/Central Place - upgrade pedestrian crossings Pages Wharf Road - embankment reconstruction Rainforest Street Reserve - BMX and skate design River Road Leets Vale CH20040-20100 embankment River Road Wiseman Ferry - civil works River Road embankment various sites Sackville North Training Centre stage 2 Samantha Riley Drive - install raised pedestrian crossing Solent Circuit, Norwest - raised pedestrian crossing Terry Road, Box Hill - basin, raingarden, drainage Terry Road upgrade design Terry Road, Box Hill – culvert crossing The Water Lane Reserve - playing fields William Harvey Reserve - fencing and shelter Withers Road, Rouse Hill - pedestrian fence

152

Master brand logo

Annual Report | 2025-2026 Section 2.2 Registered trade mark

The NSW Government logo is a registered trade mark (#1603796) for the following services: • Advertising, business management, business administration, office function (class 35)

• Medical services, veterinary services, hygienic and beauty care for people or animals, agriculture, horticulture and forestry services (class 44)

The following infrastructure and capital works projects were funded by the • Insurance, financial affairs, • Legal services, security services monetary affairs, real estate for the protection of property affairs (class 36) NSW Government in association with The Hills Shire Council. and individuals, personal and • Building construction, repair, installation services (class 37)

• Telecommunications (class 38) • Transport, packaging and storage of goods, travel arrangement (class 39)

Project Annangrove Road, Annangrove - rehabilitation Baker Crescent shops upgrade Castle Hill Showground - construction of arena Cattai Ridge Road, Cattai - rehabilitation

social services rendered by others to meet the needs of individuals (class 45)

• Providing food and drink, temporary accommodation (class 43) NSW Government Brand Guidelines

Master brand logo

Fred Caterson Reserve upgrade Fred Caterson Reserve - lighting for radio control car track Glenhaven Oval - renew lighting Green Road, Castle Hill - rehabilitation Horseworld - Recreation Centre Kenthurst Park - upgrade irrigation bore River Road - rehabilitation Samantha Riley Drive, Kellyville - rehabilitation Showground Road - pedestrian bridge design The Parkway, Beaumont Hills - road rehabilitation

Annangrove Road traffic.

153

The Hills Shire Council

Supplier expenditure

Supplier expenditure greater than $150,000 cl 217(1)(a2) Name of supplier

Nature of goods/ services

Cleanaway - Blacktown

Waste services

Agreement

Contract value $ (inc GST)

Tender contract and schedule of rates Tender contract and schedule of rates, purchase order terms and conditions Property purchase

$15,756,525.83

Matthews Folbigg Lawyers Trust Account Legal

Property purchase

$15,455,165.88

Glascott Landscape and Civil Pty Ltd

Construction

Tender contract and schedule of rates

$13,603,880.57

J & E Asphalt & Civil Pty Ltd

Civil works

Tender and quotation contract schedule of rates Local Government Procurement (LGP) contract

$8,289,599.32

T.J. & R.F. Fordham Pty Ltd T/A TRN Group

Construction

Tender contract

$7,126,502.09

Hall & Wilcox

Legal

Property purchase

$6,234,723.60

The Hills of Carmel Partnership

Property

Property purchase

$6,031,480.43

Borthwick & Pengilly Asphalts Pty Ltd

Civil works

Tender and quotation contract schedule of rates LGP contract

$5,903,108.41

Technology One Ltd

Quotation contract

$3,849,827.58

Menai Civil Contractors Pty Ltd.

Civil works

Tender contract

$3,218,378.66

D.S.A. Contracting Pty Ltd

Civil works

Tender contract

$2,938,741.77

Red Energy Pty. Ltd T/A Snowy Energy

Electricity

LGP contract

$2,617,111.81

ANR Engineering Pty Ltd

Civil works

Tender and quotation contract schedule of rates

$2,456,358.62

Convil Group Pty Ltd

Civil works

Tender and quotation contract schedule of rates

$2,338,070.07

Delaney Civil Pty Ltd

Civil works

Tender contract

$2,216,825.91

Statewide Mutual

Insurance

Insurance brokerage agreement

$2,162,490.48

Endeavour Energy

Electricity

Service agreement

$2,147,254.90

Veolia Recycling & Recovery 70002902650

Waste services

Tender contract and schedule of rates purchase order terms and conditions

$1,756,484.74

CBRE Pty Ltd (Trust Acc)

Property

Property purchase

$1,705,000.00

Smada Electrical Services

Building trades and services

Tender and quotation contract schedule of rates

$1,657,002.01

StateCover Mutual Limited

Insurance

Premium payment

$1,605,198.27

Solutions Plus Built Pty Ltd

Remediation

Tender contract

$1,508,619.92

Stabilised Pavements of Australia Pty Ltd

Civil works

LGP contract

$1,447,741.25

Sydney Water

Water

Utilities

$1,418,455.75

Power Ford (Aust Automotive Group) new vehicles only

Fleet

State Government scheme purchase order terms and conditions

$1,323,082.67

Veolia Environmental Services (Aust) Pty Waste services Ltd Marsdens Law Group Trust Account

154

Legal

$22,183,465.13 $15,974,324.11

Annual Report | 2025-2026

Origin Energy

Nature of goods/ services Electricity

Matthews Folbigg Pty Ltd

Legal

Tender contract and schedule of rates purchase order terms and conditions

$1,244,747.19

Visy Recycling

Waste services

Tender contract and schedule of rates purchase order terms and conditions

$1,221,666.49

Westbury Constructions Pty Ltd

Building trades and services

Tender and quotation contract schedule of rates

$1,189,745.11

Hall & Wilcox Lawyers

Legal

Tender contract and schedule of rates

$1,149,277.04

NA Group Pty Ltd

Civil works

LGP contract

$1,125,915.69

J Wyndham Prince Pty Ltd

Design

Tender and quotation contract LGP contract

$1,109,700.63

TST Property Services Pty Ltd

Cleaning

Tender contract

$843,906.64

Data #3

LGP contract

$843,621.70

Department of Planning & Infrastructure

Levies and payments

Levies and payments to government

$824,615.00

Forge Outdoors Pty Ltd

Design and construction

Tender contract

$777,351.17

WSP Australia Pty Ltd

Design

LGP contract

$720,404.06

F E Technologies Pty Ltd

Library equipment

Procurement Australia contract

$705,885.73

AZBUILD Pty Ltd

Civil works

Tender contract purchase order terms and conditions LGP

$694,048.09

Total Drain Cleaning Services Pty Ltd

Drain cleaning

Tender contract LGP contract purchase order terms and conditions

$687,542.19

TreeServe Pty Ltd

Arboriculture

Tender contract and schedule of rates

$668,152.24

DCO Plumbing Pty Ltd

Building trades and services

Tender contract and schedule of rates

$661,808.16

Recoveries & Reconstruction Aust

Debt recovery

Quotation contract LGP

$654,723.98

Akbar Enterprises Pty Ltd t/a ECS International Security

Security services

Tender contract

$648,946.84

Storm International Pty Ltd

Cleaning

Tender contract

$642,714.13

Blue Tongue Ecosystems Pty Ltd ATF the Reynolds Family Trust

Bushland management

Tender contract and schedule of rates

$603,465.68

Bushland Management Solutions Pty Ltd

Bushland management

Tender contract and schedule of rates

$578,338.83

Vassallo Roadworx Pty Ltd

Civil works

LGP contract purchase order terms and conditions

$555,552.81

Wendys Home Care Pty Ltd

Respite services

Tender contract and schedule of rates

$542,949.00

Name of supplier

Agreement

Contract value $ (inc GST)

Utilities LGP contract

$1,281,697.45

155

The Hills Shire Council

Name of supplier Valuer General NSW

Nature of goods/ services Levies and payments

Agreement

Contract value $ (inc GST)

Levies and payments to government

$541,324.58

Civilscape Pty Ltd

Civil works

Tender contract

$532,864.02

Moduplay Commercial Play Systems

Playground equipment

LGP contract

$508,700.87

Peter Pal Library Supplier

Library equipment

LGP contract

$494,202.04

Active Tree Services Pty Ltd

Arboriculture

Tender contract and schedule of rates

$467,464.18

Australia Post (main account)

Postal services

Purchase order terms and conditions

$452,705.45

Sudiro Constructions Pty Ltd

Building trades and services

Tender contract schedule of rates quotation contract

$445,600.04

JXB Projects Pty Ltd

Building maintenance

Tender contract

$434,576.27

JLT Risk Solutions Pty Ltd T/A JLT Public Sector

Insurance

Insurance brokerage agreement

$431,768.57

Colliers International (NSW) Pty Ltd

Property

Rental agreement

$424,411.25

Mode Design Corp. Pty Ltd

Design

Tender contract

$407,413.90

Chubb Fire & Security Pty Ltd

Building maintenance

Quotation contract purchase order terms and conditions

$400,389.39

Raygal Pty Ltd

Civil works

LGP contract purchase order terms and conditions

$393,932.00

Avant Constructions Pty Ltd

Building trades and services

Tender and quotation contract schedule of rates

$382,101.00

Caliber Construction Pty Ltd

Building trades and services

Tender and quotation contract schedule of rates

$377,685.00

Red Handed Security Pty Ltd

Security services

Tender and quotation contract

$374,714.86

Plateau Tree Service Pty Ltd

Arboriculture

Tender contract and schedule of rates

$369,168.69

GPT Property Management Pty Ltd

Strata

Strata agreement

$369,040.21

Stantec Australia Pty Ltd

Design

LGP contract

$353,502.44

Menolotto Fencing and Fabrications Pty Ltd

Fencing

LGP contract

$353,096.70

Telstra Limited

Telecommunications services

LGP contract

$343,120.60

Orion Consulting Engineers Pty Ltd

Design

LGP contract

$341,912.45

Burton Contractors Pty Ltd

Civil works

Tender contract

$332,998.78

TPG Network Pty Ltd

Telecommunications services

LGP contract

$332,593.73

DFSI Valuation Services

Levies and payments

Levies and payments to government

$312,828.97

J & G Excavations & Asphalting (NSW) Pty Ltd

Civil works

Tender contract

$295,350.00

Sensen Networks Operations Pty Ltd

Quotation contract

$294,992.50

Planet Civil Pty Ltd

Civil works

Tender contract quotation contract LGP contract

$294,577.65

156

Annual Report | 2025-2026

Metal Fencing Specialists Pty Ltd

Nature of goods/ services Civil works

Marsdens Law Group

Name of supplier

Agreement

Contract value $ (inc GST)

Tender and quotation contract schedule of rates

$292,795.44

Legal

Tender contract and schedule of rates

$292,364.70

Western Sydney Weeds Authority

Contribution payments

Contribution

$292,068.70

Transport for NSW T/A Roads and Maritime Services

Roads and traffic services

Vehicle registration

$292,010.00

Downer EDI Works P/L (Works Infrastructure)

Civil works

LGP contract purchase order terms and conditions

$290,245.59

Orix Australia Corporation Ltd

Vehicle leasing

Procurement Australia contract

$281,575.75

Toshiba Australia Pty Ltd

Printing

Quotation contract LGP

$274,508.11

Maddocks

Legal

Quotation contract LGP

$274,110.32

Data Migration Consultants Pty Ltd

Tender contract

$272,765.25

Planning Ministerial Corporation EPA Act Contribution payments

Contribution

$270,225.79

Sportszone Group Pty Ltd

Civil works

Tender contract

$266,674.56

Perfection Landscape Services Pty Ltd

Civil works

Quotation contract

$265,788.38

Dirtz Track Pty Ltd

Civil works

Quotation contract

$265,760.00

Kentmere Constructions Pty Ltd

Domestic assistance Tender contract and schedule of rates

$260,692.34

ProGroup Management Pty Ltd

Building trades and services

Tender contract and schedule of rates

$256,338.62

Hitech Support Pty Ltd

LGP contract

$256,299.40

Workforce Road Services Pty Ltd

Civil works

Tender contract and schedule of rates LGP contract purchase order terms and conditions

$255,760.57

4Park Pty Ltd T/A Forpark Australia

Playground equipment

LGP contract

$255,464.00

JEC Air Conditioning Services Pty Ltd

Building maintenance

Quotation contract

$253,410.49

Jaycee Build Pty Ltd

Building trades and services

Tender and quotation contract schedule of rates

$252,245.30

Hako Australia Pty Ltd

Fleet

Quotation contract LGP

$251,728.09

Taylor Brammer Landscape Architects Pty Ltd

Design

Tender and quotation contract

$250,580.38

Command Group

Respite services

Tender contract and schedule of rates

$248,629.45

Jenbid Pty Ltd T/as Atlantic Plumbing Service

Building trades and services

Tender contract and schedule of rates

$242,512.15

Heartland Motors Pty Ltd

Fleet

State Government scheme purchase order terms and conditions

$238,427.85

157

The Hills Shire Council

Name of supplier

Nature of goods/ services Cleaning

Agreement

Contract value $ (inc GST)

Tender contract and schedule of rates purchase order terms and conditions

$236,502.75

JC Building Support Pty Ltd

Domestic assistance Tender contract and schedule of rates

$236,469.75

Overdrive Australia Pty Ltd

Library

Procurement Australia contract

$236,039.52

Audit Office of New South Wales

Auditing

Purchase order terms and conditions

$235,070.00

Summit Open Space Services

Arboriculture

Tender contract and schedule of rates

$232,857.90

RK Media Pty Ltd T/as Leonards Advertising

Media

LGP contract purchase order terms and conditions

$232,113.15

Colombrita Excavations Pty Ltd

Lawn services

Tender contract and schedule of rates

$231,421.38

F & Z Coorey Pty Ltd T/A Farm Door

Food services

Tender contract and schedule of rates

$223,503.80

Master Catering Services Pty Ltd

Food services

Tender contract and schedule of rates

$217,298.42

Nexon Asia Pacific Pty Ltd

LGP contract purchase order terms and conditions

$216,938.70

Muru Mittigar Limited

Arboriculture

Tender contract and schedule of rates purchase order terms and conditions

$211,540.41

Forms Express Pty Ltd

Printing

Procurement Australia contract

$210,850.62

ESRI Australia

Purchase order terms and conditions

$206,319.30

QBE Insurance (Australia) Ltd

Insurance

State Government contract

$206,202.98

Civica Pty Ltd

Software

Procurement Australia contract quotation contract

$200,133.74

MDM Entertainment Pty Ltd

Library equipment

LGP contract purchase order terms and conditions

$196,344.89

Parramatta Toyota

Fleet

State Government scheme purchase order terms and conditions

$194,698.24

Musturf Pty Ltd

Vegetation

Quotation contract purchase order terms and conditions

$194,622.31

Granicus Australia Pty Ltd

LGP contract purchase order terms and conditions

$194,397.24

Place Design Group Pty Ltd

Consulting

Tender contract

$193,459.20

Gilbert & Roach Pty Ltd

Fleet

Quotation contract LGP contract purchase order terms and conditions

$191,125.52

Pikes & Verekers Lawyers

Legal

Tender contract and schedule of rates

$191,121.97

F&Z Cleaning Service

158

Annual Report | 2025-2026

Living Turf

Nature of goods/ services Vegetation

Landmark Products

Name of supplier

Agreement

Contract value $ (inc GST)

LGP contract purchase order terms and conditions

$190,614.80

Civil works

Quotation contract

$190,377.12

The Purple Lion Group Pty Ltd T/A The Christmas Tree Company

Events

Tender contract

$189,750.00

Remondis Australia Pty Ltd

Waste services

Quotation contract

$186,176.06

Roadwork Solutions Pty Ltd

Traffic control

LGP contract purchase order terms and conditions

$183,980.99

Fujifilm Business Innovation Australia Pty Ltd

Printing

Procurement Australia contract quotation contract

$181,002.76

Telstra Corporation Limited

Telecommunications services

Purchase order terms and conditions

$174,464.50

Eclipse Lighting and Sound

Events

Quotation contract

$173,461.00

Highco Electrics Pty Ltd

Lighting

Quotation contract

$173,100.18

Resco Civil Pty Ltd

Civil works

Tender contract and schedule of rates

$173,085.31

Hawkesbury City Council

Contribution payments

Contribution

$171,800.53

Combined Traffic Management Pty Ltd

Traffic control

LGP contract purchase order terms and conditions

$169,761.39

Woolworths Group Limited Online

Food services

Purchase order terms and conditions

$169,397.59

Houghton and Meredith Pty Ltd

Civil works

Quotation contract

$169,291.67

Programmed Property Services Pty Ltd

Civil works

Tender contract

$169,072.64

Underground Experts Pty Ltd

Civil works

Tender contract

$162,467.26

Pipe Management Australia Pty Ltd

Stormwater works

Quotation contract

$159,639.74

Bright & Duggan

Strata

Strata agreement

$158,539.44

Attekus Pty Ltd

Venue booking

Quotation contract

$157,650.65

Design and Build Recruitment

Recruitment

Purchase order terms and conditions

$157,202.85

Cyberlinx Pty Ltd

LGP contract purchase order terms and conditions

$155,401.84

159

The Hills Shire Council

Contracts awarded

Details of each contract awarded for amounts greater than $150,000 cl 217(1)(a2) Name of supplier Airmaster Corporation Pty Ltd Alluvium Consulting Australia ANZUK Education Services Pty Ltd

Nature of goods/ services Mechanical HVAC services for Castle Mall Cattai Creek - investigation and concept design Children's Services casual staff panel contract

Agreement

Contract value $ (ex GST)

Tender contract

$172,998.00

Tender contract

$214,437.00

Panel contract

Schedule of Rates

Assetlink Services Pty Ltd

Cleaning of Vinegar Hill Library and Community Centre

Quote contract

$409,101.88

Australian Grinding Company Pty Ltd

Concrete footpath grinding

Tender contract

Schedule of Rates

AZBUILD Pty Ltd

Chapel Hill Road stage 2 shotcrete, passing bays

Tender contract

$377,959.55

Borthwick & Pengilly Asphalts Pty Ltd

2025/26 THSC asphalt program package A

Quote contract

$1,598,347.31

Borthwick & Pengilly Asphalts Pty Ltd

2025/26 THSC asphalt program package B

Quote contract

$2,798,922.18

Chubb Fire & Security Pty Ltd

Provision of preventative fire protection services

Quote contract

$166,222.00

Civica Pty Ltd

Annual cloud hosting

Quote contract

$213,808.20

Civilscape Pty Ltd

Bernie Mullane Reserve drainage and surface improve

Tender contract

$422,695.00

Civilwise Pty Ltd

Pages Wharf Road, Sackville North bank stabilisation

Tender contract

$984,482.38

Collard Maxwell Architects

Anthony Skarratt Reserve sportsfield and car park design

Tender contract

$391,079.00

Convil Group Pty Ltd

Barry Road, Greenmount Street and Dorrigo Road

Tender contract

$423,489.42

Convil Group Pty Ltd

Construction of netball courts at Wellgate Avenue

Tender contract

$335,547.76

Convil Group Pty Ltd

Norwest Blvd, Bella Vista - shared pathway upgrade

Quote contract

$1,646,608.68

Cyberlinx Pty Ltd

Managed security operations control and vulnerability management

Quote contract

$169,749.98

Data #3

Adobe licenses renewal for 3 years

Quote contract

$294,526.71

Data Migration Consultants Pty Ltd

Data migration from Infor Pathway to TechOne

Tender contract

$495,936.75

Dean Trailers

10x flat deck/galvanised tilt trailer for mower

Quote contract

$205,300.00

Delaney Civil Pty Ltd

River Road embankment restoration

Tender contract

$722,255.73

Dirtz Track Pty Ltd

Asphalting installation for BMX track

Quote contract

$273,200.00

Dirtz Track Pty Ltd

Martin Knight BMX pump track

Tender contract

$319,500.00

Draintech Solutions Group Pty Ltd

Stormwater drainage network asset renewal

Tender contract

$486,160.90

ERICOM Pty Ltd

Telstra mobile data and voice plan renewal

Quote contract

$329,124.20

ERICOM Pty Ltd

Sportsfield lighting system

Quote contract

$153,900.00

Extent Heritage Pty Ltd

Heritage Study - Environmental Heritage Review 2025

Tender contract

$355,060.00

160

Annual Report | 2025-2026

Contract value $ (ex GST)

Name of supplier

Nature of goods/ services

Agreement

Glascott Landscape and Civil Pty Ltd

Construction of Fields 7,8,9 Fred Caterson Reserve

Tender contract

$13,245,846.95

Hako Australia Pty Ltd

Compact road and footpath sweeper

Quote contract

$224,553.40

Infrastructure Management Group Pty Ltd

Road condition survey works

Quote contract

$167,370.00

J & E ASPHALT & CIVIL Pty Ltd

2025/26 THSC asphalt program package A

Quote contract

$2,925,077.28

J & E ASPHALT & CIVIL Pty Ltd

2025/26 THSC asphalt program: package B

Quote contract

$3,200,831.65

J & E ASPHALT & CIVIL Pty Ltd

THSC asphalt re-sheeting works

Quote contract

$137,783.11

JEC Air Conditioning Services Pty Ltd

Mechanical preventative maintenance service

Quote contract

$140,296.00

Kastle Systems Australia

CCTV remote monitoring and infrastructure maintenance

Tender contract

$139,231.25

NA Group Pty Ltd

2025/26 THSC road resealing program Quote contract - North Ward

$941,230.24

Optus Networks Pty Ltd

Optus mobile voice and data contract renewal

Quote contract

$182,037.00

Perfection Landscape Services Pty Ltd

Bara Way Reserve playground remediation

Quote contract

$139,365.97

Programmed Property Services Pty Ltd

Castle Grand Community Centre external facade works

Tender contract

$157,412.00

Randstad Pty Ltd

Children's Services casual staff panel contract

Panel contract

Schedule of Rates

S.M.A. Motors Pty. Limited T/A City Hino

Tipper truck

Quote contract

$282,044.10

Sentient Dynamics Pty Ltd T/A Accelerate Tech

Department of Planning Portal and TechOne integration

Tender contract

$181,830.00

Smada Electrical Services

Glenhaven Reserve - lighting upgrade

Tender contract

$157,190.00

Smada Electrical Services

Crestwood Reserve lighting renewal Field 1 and 2

Tender contract

$179,795.00

Sportszone Group Pty Ltd

Crestwood Reserve - tennis court resurfacing

Tender contract

$200,782.43

Stabilised Pavements of Australia Pty Ltd

2025/26 THSC road stabilisation program

Quote contract

$1,041,229.07

Storm International Pty Ltd

Cleaning services - Council admin buildings

Tender contract

$1,514,520.00

Sudiro Constructions Pty Ltd

Baulkham Hills Community Centre roof replacement

Tender contract

$197,639.63

Taylor Brammer Landscape Architects

Castle Hill Showground Arena consultancy services

Tender contract

$299,875.00

Technology One Ltd

One Council compliance module customisations

Quote contract

$722,029.56

Toshiba Australia Pty Ltd

THSC printer refresh

Quote contract

$166,070.00

Westbury Constructions Pty Ltd

Ted Horwood Reserve Community Nursery building

Tender contract

$597,455.20

Whittaker Civil Infrastructure

Ted Horwood Reserve - minor works project

Tender contract

$199,729.60

WINC Australia Pty Ltd

Supply of stationery for The Hills Shire Council

Quote contract

Schedule of Rates 161

The Hills Shire Council

Legal matters

Legal proceedings cl 217(1)(a3)

The table below provides a summary of expenditure incurred by Council during the year in connection with legal proceedings initiated by or against Council. Description

Total spend on all legal proceedings

Total costs expended

$1,144,937.03

Total costs recovered

-$228,278.19

Total costs incurred

$916,658.84

The table below summarises the major litigation proceedings involving Council and their outcomes. It includes proceedings in Classes 1, 3 and 4 of the NSW Land and Environment Court in which The Hills Shire Council was a party during the period from 1 July 2025 to 30 June 2026. The table does not include legal proceedings covered by insurance arrangements, workers' compensation matters, industrial relations matters, or other legal proceedings involving The Hills Shire Council, such as matters before the Local Court. Class 1 proceedings Matter

Description

Status of proceedings and result (if finalised)

Property – 2 & 3 Ross Place, North Kellyville

Appeal against refusal of Development Application No. 938/2023/ZD for the subdivision of a Community Title subdivision of 14 residential lots, one association lot and associated road construction and civil works.

Matter resolved

Property – 67-69 Stringer Road, North Kellyville

Appeal against the deemed refusal of Development Application No. 739/2024/ZD for the demolition of existing structures and removal of vegetation, Community Title subdivision of land to create 22 residential lots and one community lot, with construction of roads and civil works.

Matter resolved

Property – 17 Hilda Road, Baulkham Hills

Appeal against the deemed refusal of Development Application No. 453/2025/HA for demolition of existing buildings and ancillary structures and construction of a 68 place child care centre on the land.

Matter resolved

Property – 24 Oakes Road, West Pennant Hills

Appeal against the issuing of a Development Control Order concerning a concrete block retaining wall and associated fill constructed at the subject property.

Matter resolved

Property – 13 Terry Road, Box Hill

Appeal against the deemed refusal of Development Application No. 856/2025/JP seeking modification of an application concerning a residential flat building.

Matter resolved

Property – 9 Ashford Avenue, Castle Hill

Appeal against the deemed refusal of Development Application No. 991/2025/HA for the demolition of existing buildings and the construction Matter resolved of a seven storey co-living development.

Property – 85 Windsor Road, Norwest

Appeal against the deemed refusal of Development Application No. 681/2025/ZE for a small lot housing development and subdivision.

Matter ongoing

Property – 87 Windsor Road, Norwest

Appeal against the deemed refusal of Development Application No. 601/2025/ZE for a small lot housing development and subdivision.

Matter ongoing

Property – 48 Pitt Town Road, Kenthurst

Appeal against the deemed refusal of Development Application No. 981/2022/HA/B seeking modification to the approved demolition of existing structures and construction of a two storey dwelling, swimming pool, illuminated tennis court, detached garage, shed and use of existing dwelling as a secondary dwelling.

Matter resolved

Property – 9 Cook Street, Baulkham Hills

Appeal against the deemed refusal of Development Application No. 879/2025/HA for the demolition of existing structures, removal of trees and the construction of a 100 place centre based child care facility.

Matter resolved

162

Annual Report | 2025-2026

Class 1 proceedings Matter

Description

Status of proceedings and result (if finalised)

Property – 52-60 Fairway Drive, Norwest

Appeal against the refusal of Development Application No. 23/2025/ZD for staged subdivision of Lots 11, 14, 15 and 16 in DP1198944 and Lot 11 in DP1285723 to create Torrens title lots, community title lots, tree removal, bulk earthworks, new roads including a bridge, drainage and the installation of utility services.

Matter resolved

Property – 85 Kemp Place, Glenorie

Appeal against the deemed refusal of Development Application No. 1030/2025/ZD for subdivision to create four rural residential community lots and one community association lot (rural cluster).

Matter resolved

Property – 7 Wychwood Place Castle Hill

Appeal against the deemed refusal of Development Application No. 1469/2025/LD for the demolition of existing structures and construction of a two storey dwelling with basement parking, in-ground swimming pool and associated works for the property.

Matter resolved

Property – 205 Maguires Road, Maraylya

Appeal against the deemed refusal of Development Application No. 40/2025/ZB for subdivision to create eight rural residential lots including demolition, vegetation removal, earthworks and basin for the property.

Matter discontinued

Property – No. 1 Cropley Drive, Baulkham Hills

Appeal against the deemed refusal of Development Application No. 1134/2023/HA on 9 April 2025 for the demolition of existing structures and construction of a centre-based child care facility for 60 children at Lot 1008 in DP 249810.

Matter resolved

Property - 1381 Wisemans Ferry Road, Maroota

Appeal against the deemed refusal of Development Application No. 1581/2023/ZD for subdivision to create five community title rural residential lots and one association lot (rural cluster) including demolition, tree removal, earthworks and a private road.

Matter ongoing

Property - Nos. 5 — 7 Wilton Close, Castle Hill

Appeal against the deemed refusal of Development Application no. 1697/2022/HA for the demolition of existing structure and construction of Matter resolved multi dwelling housing development containing seven units.

Property – 12 Fleur Close, West Pennant Hills

Appeal against the deemed refusal of Development Application No. DA 1274/2023/ZD for infill subdivision creating five community title residential lots and one association lot, including tree removal, landscaping, provision of new infrastructure, site preparation works and private road works.

Property – 26 Hume Avenue and 71 Cecil Avenue, Castle Hill

Appeal against the deemed refusal of Development Application No. 429/2026/HA for the demolition of existing structures and construction of Matter resolved a residential flat building containing 31 units (including four seniors living units) and two levels of basement parking.

Property – 197-199 Old Northern Road, Castle Hill

Appeal against the deemed refusal of Development Application No. 769/2026/HA for the demolition of two residential dwellings (one on each allotment) and associated ancillary structures, amalgamation of two lots into one, construction of a multi storey residential flat building consisting of apartments over two levels of basement with car parking and associated landscaping works.

Property – 13-15 Lexington Drive, Bella Vista

Appeal against the deemed refusal of Development Application No. 762/2026/HA for alterations to the existing pub involving the Matter resolved establishment of a dual use games room and entertainment area and for an increase in patron numbers.

Property – 13-15 Lexington Drive, Bella Vista

Appeal against the issuing of a Development Control Order requiring the applicant to cease use of part of the Bella Vista Hotel as an entertainment venue.

Matter resolved

Matter ongoing

Matter resolved

163

The Hills Shire Council

Class 1 proceedings Matter

Description

Status of proceedings and result (if finalised)

Property – 22 Mile End Road, Rouse Hill

Appeal against the deemed refusal of Development Application No. 689/2026/JP for the demolition of an existing dwelling, sewer lamp hole, septic tank and sewer manhole, tree removal, civil works, excavation and associated landscaping, Strata-title subdivision of 32 strata lots and construction of a multi-tenancy building containing 29 warehouse units with ancillary office spaces, a light industrial premises, a self-storage premises, food and drink premises, business identification signage and car parking.

Matter ongoing

Property – 75 Windsor Road, Kellyville

Appeal is against the refusal of the Development Application No. 87/2025/ZE for the construction of a small lot housing development and subdivision creating 10 residential lots/dwelling houses including a road extension.

Matter ongoing

Property – 29 Pitt Town Road, Kenthurst

Appeal against the Local Planning Panel’s refusal of Development Application No.468/2025/HC for demolition of an existing structure and construction of a centre based childcare facility for 174 children.

Matter ongoing

Property – 46 & 48 Showground Road, Castle Hill

Appeal against the deemed refusal of Development Application No.1205/2026/HC for the demolition of existing structures and the construction of a new six storey residential flat building plus roof top communal open space consisting of 37 units and two levels of basement car parking.

Matter ongoing

Property – Lot 120 Windsor Road, Rouse Hill

Appeal against the actual refusal of Development Application No. 1314/2026/HA for the construction of a warehouse or distribution centre comprising ten warehouses and associated parking, landscaping and vegetation removal, including earthworks and civil works.

Matter ongoing

Property – 172 Glenhaven Road, Glenhaven

Appeal against the deemed refusal of Development Application No. 941/2026/JP for the demolition of existing structures, tree removal, construction of dwelling, centre based childcare facility for 100 children and a medical centre.

Matter ongoing

Matter

Description

Status of proceedings and result (if finalised)

Property – 22 Hynds Road, Box Hill

A compensation appeal commenced pursuant to the Land Acquisition (Just Terms Compensation) Act 1991.

Matter ongoing

Property – 17 Rhinelander Road, Box Hill

A compensation appeal commenced pursuant to the Land Acquisition (Just Terms Compensation) Act 1991.

Matter ongoing

Matter

Description

Status of proceedings and result (if finalised)

Property – Fred Caterson Reserve, Castle Hill

Class 4 judicial review proceedings in the Land and Environment Court relating to the development of the former pony club site within Fred Caterson Reserve, Castle Hill.

Matter ongoing

Property – 8 Henry Street Baulkham Hills

Class 4 judicial review proceedings in relation to the decision to grant development consent to DA1882/2025/HA for the property located at 8 Henry Street Baulkham Hills.

Matter ongoing

Class 3 proceedings

Class 4 proceedings

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Annual Report | 2025-2026

Echoes Luna Light Journey - The Hills answer to Vivid.

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The Hills Shire Council

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navigational information

This section includes indexes, a glossary and contact information.

Annual Report | 2025-2026

Global Reporting Initiative index General standard disclosures

Location of disclosures

Organisational profile 2-1

Organisation details (name, ownership and legal form, location, country)

p5, 21, 41

2-2

Entities included in the organisation’s sustainability reporting

The Hills Shire Council

2-3

Reporting period, frequency and contact point

2-4

Restatements of information (errors from last year)

NIL

2-5

External assurance

Financial Statements

Activities and workers 2-6

Activities, value chain and other business relationships

p56-57, 133

2-7

Employees

p61-62, 134

2-8

Workers who are not employees

p61, 134

Governance 2-9

Governance structure and composition

p41-58

2-10

Nomination and selection of the highest governance body

p40-41

2-11

Chair of the highest governance body

p42

2-12

Role of the highest governance body in overseeing the management of impacts

p42, 50-52

2-13

Delegation of responsibility for managing impacts

p52-60

2-14

Role of the highest governance body in sustainability reporting

Sustainability statement p26

2-15

Conflicts of interest

p49-50

2-16

Communication of critical concerns

p51-54, 143

2-17

Collective knowledge of the highest governance body

p42-46, 52

2-18

Evaluation of the performance of the highest governance body

p47-52

2-19

Remuneration policies

Enterprise Agreement, Local Government (State) Award p6263

2-20

Process to determine remuneration

as above

Strategy, policies and practices 2-22

Statement on sustainable development strategy

p6, 26-28

2-23

Policy commitments

p26-28, 50, 170

2-24

Embedding policy commitments

p26-28

2-25

Process to remediate negative impacts

p50-54, 143

2-26

Mechanisms for seeking advice and raising concerns

p52-54, 143

2-27

Compliance with laws and regulations

p50-54, 130-143

167

The Hills Shire Council

General standard disclosures

Location of disclosures

2-28

p48, 133

Membership associations

Stakeholder engagement 2-29

Approach to stakeholder engagement

p29-31, 116

2-20

Collective bargaining agreements

EA6 p63

Economic performance 201-1

Direct economic value generated and distributed

p19-22

201-2

Financial implications and other risks and opportunities due to climate change

p26-28, 50

201-3

Defined benefit plan obligations and other retirement plans

Financial Statements

201-4

Financial assistance received from the government

p8, 12, 14, 16, 97, 152

Indirect economic impacts 203-1

Infrastructure investments and services supported

p21, 108-109

203-2

Significant indirect economic impacts

p18, 24, 96-99

Procurement practices 204-1

Proportion of spending on local suppliers

p153-161

Anti-corruption 205-1

Operations assessed for risks related to corruption

p51, 54

205-2

Communication and training about corruption policies and procedures

p51, 54

205-3

Confirmed incidents of corruption and actions taken

p54

Anti-competitive behaviour Legal actions for anti-competitive behaviour, anti-trust and monopoly practices

p54 Competitive neutrality

302-1

Energy consumption within the organisation

p28, 88, 106

302-2

Energy consumption outside the organisation

n/a

302-4

Reduction of energy consumption

p26, 28

303-3

Water withdrawal

p88, 134

303-5

Water consumption

p28, 88

206-1 Energy

Water

Biodiversity 304-2

Significant impacts of activities, products and services on biodiversity

p26, 85

304-3

Habitats protected or restored

p26, 85, 151

304-4

ICUN Red List species and national conservation list species with habitats in areas affected by operations

p88

Emissions 305-2

Energy indirect (Scope 2) GHG emissions

p28, 88

305-5

Reduction of GHG emissions

p28, 89

Waste generation and significant waste-related impacts

p17, 26, -

Waste 306-1 168

Annual Report | 2025-2026

General standard disclosures

Location of disclosures

306-3

Waste generated

p28, 90

306-4

Waste diverted from disposal

p26, 28, 86

306-5

Waste directed to disposal

p86-87, 90

Employment 401-1

New employee hires and employee turnover

p61-62

401-2

Benefits provided to full-time employees that are not provided to temporary Local Government (State) Award or part-time employees

401-3

Parental leave

Local Government (State) Award

Occupational health and safety 403-1

Occupational health and safety management system

p66-68

403-2

Hazard identification, risk assessment and incident investigation

p66-68

403-3

Occupational health services

p66-68

403-4

Worker participation, consultation and communication on occupational health and safety

p66-68

403-5

Worker training on occupational health and safety

p66-68

403-6

Promotion of worker health

p66-68

403-8

Workers covered by an occupational health and safety management system

p66-68

403-9

Work-related injuries

p66-68

403-10 Work-related ill health

p66-68

Training and education 404-1

Average hours of training per year, per employee by gender and by employee category

p63

404-3

Percentage of employees receiving regular performance and career development reviews

p63-64

Diversity and equal opportunity 405-1

Diversity of governance bodies and employees

p42-46, 61, 64

Child labour 408-1

Operations and suppliers at significant risk for incidents of child labour

p131-133

Forced or compulsory labour 409-1

Operations and suppliers at significant risk for incidents of forced or compulsory labour

p131-133

Local communities 413-1

Operations with local community engagement, impact assessments, and development programs

p29-31, 69

Public policy 415-1

Political contributions

n/a

Customer privacy 418-1

Substantiated complaints concerning breaches of customer privacy and losses of customer data

p52-53

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The Hills Shire Council

Current strategies and plans Current strategies, plans and policies are available on Council's website and support the delivery of Towards Hills 2050, Council's Community Strategic Plan. The Hills Shire Plan

• Community Strategic Plan: Towards Hills 2050 • Delivery Program • Operational Plan • Fees and Charges Resourcing Strategy • • •

Long Term Financial Plan Workforce Management Strategy Asset Management Strategy

Strategies, Plans and Policies Governance, Risk and Corporate

• Child Safe Policy • Code of Conduct • Councillor and Staff Interaction Policy • Enterprise Risk Management Policy • Fraud and Corruption Prevention Policy • Privacy Management Plan • Public Interest Disclosures • Statement of Business Ethics Strategic Planning and Infrastructure • • • •

Bike Plan Castle Hill Precinct Plan Community Participation Plan Contributions Plans

• Development Control Plans • Housing Strategy • Integrated Transport & Land Use Strategy • Local Environmental Plan 2019 • Local Strategic Planning Statement • Norwest Precinct Plan • Plans of Management • Productivity and Centres Strategy • Public Domain Strategy • Recreation Strategy • Rouse Hill Precinct Plan • Rural Strategy • Smart Places Strategic Framework Community, Sustainability and Service Delivery • • • • • • • • •

Climate Risk Action Plan Community Engagement Strategy Disability Inclusion Action Plan (DIAP) Economic Growth Plan Environment Strategy Footpath Strategy Library Services Strategy Resource Recovery Delivery Program Social Media Moderation Policy

Housing development in Gables. 170

Annual Report | 2025-2026

Glossary ABS Australian Bureau of Statistics.

HDA Housing Delivery Authority.

Action A project, activity or initiative Council has committed to deliver.

ICAC Independent Commission Against Corruption.

Ad valorem A rate calculated by multiplying a property's land value by the applicable rate in the dollar. ARA Australasian Reporting Awards. ARIC Audit, Risk and Improvement Committee. Asset Management Planning, maintaining and renewing Council assets. BCP Business Continuity Plan. Benchmark A measure used to compare performance. Capital Works Construction, improvement or renewal of infrastructure and assets. Carbon Dioxide Equivalent (CO₂-e) A standard measure of greenhouse gas emissions. Committee for Sydney the city’s urban policy think tank, advocating for the whole of Sydney and its broader national impact. Community Strategic Plan (CSP) Council's long-term vision and priorities for the Shire. Contributions Plan A framework for funding infrastructure required by growth. Corporate Governance The systems and processes that guide Council decision-making. DA Development Application. DCP Development Control Plan. Delegation Authority given to staff to make decisions on Council's behalf. Delivery Program Council's four-year commitment to the community. Dharug Traditional Custodians of the land in The Hills Shire. DIAP Disability Inclusion Action Plan. EEO Equal Employment Opportunity. Enterprise Risk Management (ERM) Council's framework for identifying and managing risks. EPA Environment Protection Authority. ESG Environmental, Social and Governance. Financial year The period 1 July 2025 to 30 June 2026. FOGO Food Organics and Garden Organics. FTE Full-Time Equivalent.

Integrated Planning and Reporting (IP&R) Framework linking planning, budgeting and reporting. IPART Independent Pricing and Regulatory Tribunal. KPI Key Performance Indicator. LEP Local Environmental Plan. LGA Local Government Area. Long-Term Financial Plan (LTFP) Council's ten-year financial forecast. LTIFR Lost Time Injury Frequency Rate. Master Plan Strategic planning document that establishes a vision and direction for the future development and management of a site, park, precinct or area, guiding improvements and investment over time. Net Assets The value of assets less liabilities. Operational Plan Annual program of work and budget. PID Public Interest Disclosure. Purple Flag An accreditation program for safe and vibrant night-time destinations. Rate Peg Annual limit on rate revenue growth set by IPART. Regulatory Services Council services that administer and enforce legislation. Resource Recovery Recovering value from waste through recycling and reuse. Resourcing Strategy Council's long-term financial, workforce and asset planning framework. RFS Rural Fire Service. SES State Emergency Service. Service Review An assessment of service performance and effectiveness. SIC Special Infrastructure Contribution. TfNSW Transport for NSW. Towards Hills 2050 The Hills Shire Community Strategic Plan. UAT User Acceptance Testing. VPA Voluntary Planning Agreement. WHS Work Health and Safety.

GHG Emissions Greenhouse gas emissions.

WSROC Western Sydney Regional Organisation of Councils.

GIPA Government Information (Public Access) Act 2009.

WSUD Water Sensitive Urban Design.

GRP Gross Regional Product. 171

The Hills Shire Council

Index to this report A Accessibility, 13, 17, 27, 30, 76 Accountability, 50-54, 118, 143 Active transport, 17, 97, 108 Anthony Skarratt Reserve, 16-17, 21, 97-98 Artificial Intelligence, 53, 117 Asset management, 9, 26, 50, 56, 106 Audit, Risk and Improvement Committee (ARIC), 28, 47-52 Australasian Reporting Awards (ARA), 15, 37

Bella Vista Farm, 16, 25, 38, 77 Bella Vista Master Plan, 99, 105 Biodiversity, 26, 85, 92 Box Hill 12, 14, 16, 35, 98, 105, 116117 Business ethics, 52, 133

Carbon emissions, 28, 88 CASSIE AI Voice Agent, 15, 117 Castle Hill Showground, 31, 84 Citizenship ceremonies, 13, 38, 77 Climate risk, 26, 27, 28, 50 Climate Risk Adaptation Action Plan, 15, 26, 28, 86 Code of Conduct, 49-50 Community engagement, 30-31 Community Financial Report, 19-22 Community grants, 13, 17, 77 Community infrastructure, 21, 98 Compliance, 50, 85, 118 Companion animals, 135-139 Continuous improvement, 17, 51, 54, 118 Corporate governance, 50-54 Customer experience, 12, 17, 117 Cyber security, 53

Delegations, 52 Development applications, 86, 93, 117 Digital transformation, 17, 117 Disability inclusion, 17, 27, 31 Disability Inclusion Action Plan, 27, 31 Dog off-leash areas, 136

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E-Waste PLUS, 17, 26, 28, 86 Economic development, 27, 96 Emergency preparedness, 13, 26, 76 Employment lands, 18, 96 Energy consumption, 28, 88 Enterprise risk management, 28, 50-52 Environmental sustainability, 26 ESG, 27-28 Ethics, 49-50

Fairer Hills Future, 15-16, 31, 116-117 Female workforce, 28, 61 Financial sustainability, 6, 9-10, 27, 118 Food Organics and Garden Organics (FOGO), 17, 28, 86-87 Fraud and corruption 51, 54 Fleet 28, 112

Governance framework, 27-28, 50-54 Grants program, 13, 77 Greenhouse gas emissions, 28, 88

Hawkesbury River, 12, 35 Hidden Disabilities Sunflower Initiative, 13, 17, 27, 28, 76 Housing delivery, 24, 96-97, 117

Inclusion, 13, 17, 27, 76 Information security, 53 Infrastructure investment, 21, 35, 107 Infrastructure renewal, 10, 22 Innovation, 37, 117 Internal audit, 51

Net assets, 19 Norwest, 18, 23, 96 Nursery, Bidjiwong Community Nursery, 112

OneCouncil system, 17, 118, 130-131 Operating revenue, 19-20 Operating surplus, 19

Performance reporting, 72-128 Population Growth, 24, 119 Privacy, 52-53 Public Interest Disclosures, 54, 143\

Rates, 10, 22, 16, 118, 124 Recycling Wall Hub, 17, 28, 86 Resource Recovery, 17, 26, 28, 86, 91 Risk Management, 27, 50-52 Roads, 14, 21, 108-110

Safety, 66-68 Service Reviews, 15, 17, 130 Strategic planning, 73, 118| Sydney Hills Brand Review, 14, 96 Sustainability, 26-28, 163-165

TechnologyOne, 15, 17, 117 Transparency, 15, 50, 118, 128 Transport, 14, 97, 107 Towards Hills 2050, 6, 15, 73 Trees, 26, 28, 38, 85, 90

Value for money, 9, 17, 130 Volunteers, 13, 69-70 Voluntary Planning Agreements (VPAs), 144-146

Waste, 17, 26, 28, 86-87 Water, 13, 28, 85-86 Windsor Road, 8, 12, 107 Workforce Strategy, 58, 63-64 Workplace Health and Safety, 66-68

LED street lighting, 28, 106 Libraries, 75, 83 Live streaming, 15, 118, 128 Local Government Act, 6, 41, 50 Media and communications, 32-33 Microsoft Copilot, 53 Modern Slavery Statement, 131-133

Youth Army, 69-70 Youth programs, 13, 38, 76-77 127

Annual Report | 2025-2026

Council’s main administration building

3 Columbia Court, Norwest open 8.30am - 4.30pm Monday - Friday (excluding public holidays) Website www.thehills.nsw.gov.au E-request 24hr online customer request Telephone +61 2 9843 0555 Email council@thehills.nsw.gov.au Social Media Facebook, X (formerly Twitter), Instagram and LinkedIn, YouTube Post The Hills Shire Council, PO Box 7064, Norwest 2153

Bidjiwong Community Nursery Ted Horwood Reserve, Renown Road, Baulkham Hills (by appointment) +61 2 9843 0555

Community Environment Centre

Currie Avenue, off Annangrove Road, Annangrove Thursday | 9am-4pm, Saturday | 10am-2pm +61 2 9654 3571 (during operating hours) +61 2 9843 0533 (outside operating hours)

Waves Fitness and Aquatic Centre 44 Mileham Avenue, Baulkham Hills

Monday to Thursday | 6am-9pm Friday | 6am-8pm Weekends | 7am-7pm Public Holidays | 8am-6pm (closed Christmas Day and Good Friday) +61 2 8848 6789

Council Depot

3-5 Gibbon Road, Winston Hills

The Hills Shire Library Service +61 2 9761 4520

Baulkham Hills Library Railway Street, Baulkham Hills Castle Hill Library Cnr Castle and Pennant Streets, Castle Hill Dural Library Pellitt Lane, Dural Vinegar Hill Memorial Library 29 Main Street, Rouse Hill Town Centre, Rouse Hill

Hills Community Care

3 Columbia Court Norwest +61 2 9761 7600 Building 15, Balcombe Heights Estate, Baulkham Hills

Long Day Early Learning Centres +61 2 9761 5703

Ellerman cnr Pellitt Lane and Kenthurst Road, Round Corner, Dural Balcombe Heights 92 Seven Hills Road, Baulkham Hills Castle Glen 22 Gilbert Road, Castle Hill Eurambie Park 41 Coonara Avenue, West Pennant Hills Excelsior Avenue 189 Excelsior Avenue, Castle Hill

Community Centres

There are more than 22 community venues in The Hills Shire, which provide residents with a range of hire facilities, as well as several ongoing community educational and recreational programs. Visit www.thehills. nsw.gov.au/Venues for more information.

our facilities

For further assistance or information on a service or facility not listed, simply contact us via one of the following easy ways. We’d also love to hear your feedback.

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The Hills Shire Council

@thehillsshirecouncil www.thehills.nsw.gov.au 3 Columbia Court Norwest NSW 2153 PO Box 7064, Norwest 2153 P +61 2 9843 0555 E council@thehills.nsw.gov.au

If you do not speak English and need an interpreter, contact the Translating and Interpreting Service on 131 450 and ask them to call Council on 9843 0555.

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