Working for all of our community
"Baulkham Hills and Hawkesbury statistical district had the equal highest share of “very satisfied” residents of all the major statistical regions of Greater Sydney" (on par with the Northern Beaches at 34.4 percent). - research firm Microburbs
Our Annual Report informs the Parliament, and Minister for Local Government, New South Wales, and other stakeholders of who we are, what we do and the services we have provided over the last 12 months. We take the opportunity to highlight specific achievements against our outcomes as part of sharing what we have achieved on behalf of the community of The Hills Shire. In addition, we seek to show the value created through initiatives we have begun and to identify future opportunities and challenges that will influence the delivery of our services in the future.
Also detailed in the report is information prescribed by the Local Government (General) Regulation 2021, including a progress report on our Delivery Program and Operational Plan. Under the NSW Government’s Integrated Planning and Reporting Legislation for Local Government, we are required to produce a report on our progress in implementing the Community Strategic Plan.
You can read more about The Hills Shire Plan on pp72-74 or at https://www.thehills.nsw.gov.au/Council/ Key-Documents-Reports-Policies/The-Hills-Shire-Planincludes-fees-and-charges
You can find more information about the reporting framework for councils at https://www.olg.nsw.gov.au/ councils/integrated-planning-and-reporting/
A comprehensive list of current strategies and plans is on (p177).
Audience for this report
This report informs the community and stakeholders including residents, ratepayers, local businesses, visitors, prospective staff, government agencies and other interested groups (p34).
It also provides council staff with organisational performance information and how their efforts have contributed to achieving the vision and what to expect in the coming year.
Accessing this report
This report is available on our website www.thehills.nsw.gov.au/annualreport
"Riding the tidal wave of new development has brought an increasing and diverse population. 20 years ago 26.5 percent of our population was born overseas, now its more than 40 percent".
2,542 people took the final step in their journey to becoming Australian citizens across 19 ceremonies held at The Hills Shire Council during 2023-24.
Council is developing a new Arts and Culture Strategy to identify key priorities and actions for the next 10 years. Events such as the popular Lantern Festival and Harmony Day provide the entire Hills community with the chance to celebrate and learn about different cultures.
Tell us what you think about this report Your comments, thoughts and feedback on our approach or on any aspect of our Annual Report are welcome. See (p181) for all the options on how to provide your feedback.
Community Vision
Building a vibrant community and prosperous economy through proactive leadership, shaping growth, delivering and maintaining infrastructure and valuing our surroundings
Community Values
Our community’s aspirations for the Hills Shire local area are described by the following values:
community spirit | accessibility | sustainability | leadership | natural beauty | innovation | balance | proactivity | safety | families
Improving customer experience 87% of the community satisfied with council's overall performance
85.1% of customer enquires resolved at first contact
60.6% of the community satisfied with council's decision making
Delivering on our long term strategies 91% of key performance indicators achieved in the Operational Plan 62%
community satisfaction with long term planning for The Hills Shire 76% of actions completed in The Hills Delivery Program
Our council values serve to create a safe, happy workplace and build a stronger organisation.
• Honesty - we tell the truth and obey the law
• Integrity - we treat others with respect and take responsibility for our own actions
• Loyalty - we are committed to providing the best outcomes for our community
• Leadership - we positively influence each other to deliver our best work
• Safety - we look out for the physical and psychological safety of each other
Investing in the community
$0.15B increase in total value of assets
$308.2M spent delivering services across The Shire & renewal of exisiting infrastructure & building new assets
99.1% of road assets rated in satisfactory condition
“We want to ensure that The Hills remains the greatest place to live & work.”
Our 2023-24 Annual Report showcases the strong Economic performance of our Shire, with our businesses contributing $14.84 billion to the local economy, up from $13.2 billion in 2020.
The Hills has been a strong contributor to housing in Sydney as more families choose to call this wonderful area home. Council has been actively representing our residents as we seek to ensure our communities are properly planned and well supported by infrastructure.
In February 2024, council submitted a detailed response to the NSW State Government’s proposed Low and Mid-Rise Housing Reforms. Council also carried out a detailed submission and advocacy on the proposed Transport Oriented Development Precinct in Kellyville and Bella Vista. In addition, council has been advocating for the resolution of local infrastructure funding issues that are affecting growth area precincts. Council has also stood against being assigned the largest housing targets in the state, while critical state infrastructure, such as new schools and upgrades to arterial roads remain undelivered.
In contrast to the lack of critical state infrastructure, council has worked hard to deliver more open space and sports facilities in the Shire’s growth areas. It was a pleasure to officially open Samantha Riley Drive Reserve, North Kellyville’s first sporting reserve in September 2023. Withers Road Reserve, North Kellyville opened in August 2023 and the first sports reserve in Box Hill, Brindle Parkway Reserve, officially opened in June 2024.
We also continue to upgrade and maintain important community assets. The upgraded George Thornton Reserve in West Pennant Hills now features a third sports field, new cricket nets, lighting, upgraded irrigation and drainage, and a shared walkway.
We upgraded 6 playgrounds and opened a new off-leash dog park at Indwarra Avenue in North Kellyville and Colbarra Place Reserve, West Pennant Hills. These new and upgraded parks add
to our extensive network of recreation facilities and are helping to alleviate the strong demand for sporting fields.
Upgrading our roads in and around our new release areas is a priority. Construction has started on the roundabout at the corner of Annangrove Road and Edwards Road, and works have begun on the traffic lights at the intersection of Old Pitt Town Road, Terry Road, and Fontana Drive.
Addressing significant issues like traffic, transportation and facilitating responsible growth in our area will continue to be a priority. Council will continue to work on these issues and focus on protecting our natural assets and maintaining the family-friendly lifestyle important to our residents.
Supporting our community
Council is committed to playing its part to supporting our community groups, with a record community grants program in 2023-24. This included a specific focus to supporting victims of domestic violence in our area, providing grants of $40,000 to The Sanctuary and $30,000 to the Lisa Harnum Foundation. We’ve also formed council’s first Disability Inclusion Action Plan Reference Group as well as implementing greater initiatives to support neurodivergent families.
Our events program values community and embraces opportunities to celebrate diversity through supporting Harmony Week, NAIDOC Week, and the Lunar New Year Lantern Festival. The development of our 2024 Arts and Culture Strategy aims to enhance opportunities for engaging in arts and culture, as well as for expressing culture in various forms.
We can look towards the future with incredible optimism. Together, our dedicated council staff, volunteers, and community partners, have laid a strong foundation for continued prosperity, innovation, and opportunities in The Hills Shire.
Dr Peter Gangemi MAYOR
“We are committed to delivering our community's vision for the future."
This is the last year we report against our 10Year Strategic Community Plan, Hills Future. The theme of this year’s Annual Report is ‘working for all our community’, demonstrating The Shire’s strong commitment to deliver on our community’s aspirations and vision for the future.
We are consulting our community for a refreshed suite of Hills Future plans and programs. It will provide an updated vision for The Hills Shire to guide us over the next decade to deliver sustainable outcomes to meet current and future needs of residents, businesses and visitors to our Shire.
We have opened Brindle Parkway Reserve and are close to opening Stringer Road Reserve in North Kellyville. Our next major park projects include Fred Caterson playing fields, Caddies Creek Stage 2, and the Water Lane Reserve in Box Hill. This facility will become a central hub for sport and recreation in one of the fastest-growing suburbs in Sydney.
Western Sydney Infrastructure Grant funds will allow us to deliver an improved Castle Hill Showground arena and an indoor recreational facility for the Horseworld site at Box Hill. These are key projects for council over the coming years.
More infrastructure is on the way with council’s works program, including carry-over projects for the 2024-25 financial year, amounting to $362 million.
Our roads and parks network have borne the impact of repeated flooding events. We secured grant funds and have been working with contractors to assess and reassess damage, design repair solutions and seek further grant funding where possible. Wisemans Ferry Park and kiosk were cleaned up multiple times and parts of River Road, Pages Wharf Road, Chapel Hill Road, Mitchells Road, Cattai Ridge Road and Halcrows Road all sustained significant damage.
We've delivered a record program of road maintenance, following successful advocacy for the setting up of the Regional and Local Roads Repair Program. As a result, the condition of our roads has improved. We had 4,515 road requests in the 2022-23 fiscal year, decreasing to 2,057 in the 2023-24 fiscal year. The number of pothole claims also decreased from just under 160 last year to less than 20 this year. These remarkable statistics demonstrate the impact of our cross-functional team approach to scoping, procuring, and delivering repairs.
We have been in extensive discussions with Transport for NSW regarding our major roads. One of our main challenges continues to be dealing with state agencies. We are strongly advocating for improvements in this area. We've started to:
• upgrade the Annangrove and Edwards Road intersection
• upgrade Annangrove Road from Edwards Road to Windsor Road
• improve the Terry/Fontana and Old Pitt Town Roads intersection
• enhance the North Kellyville intersections at Withers/Barry and Hezlett/Barry Roads
We are obtaining final approvals for the Water Lane/Withers Road and Annangrove Road signalised intersection, which will address community safety concerns.
With NSW Local Government elections occurring in September, I look forward to continuing a productive relationship with the new council to deliver high standards of services and programs for our community in 2024-25.
Michael Edgar GENERAL MANAGER
Our job is to represent the interests of The Hills community and deliver essential local services and infrastructure. From the roads you use and the footpaths you walk on, to the household waste you produce and the open spaces you visit, council provides an enormous range of services, as well as managing millions of dollars worth of infrastructure and public assets in your community.
We are the closest level of government to the community
As the third tier of government, local government is responsible for ensuring local communities run as smoothly and efficiently as possible, with citizens able to access the services and programs they need to live safe and healthy lives.
In The Hills 91 percent of people agree that The Hills Shire Council is doing a good job. In NSW as a whole, 57 percent of people agree their local council is doing a good job, compared with 47 percent for the state government and just 39 percent for the commonwealth. (Resolve Political Monitor survey for the Herald)
We manage and maintain:
• nearly 1,056 km of roads across 386 square kilometres
• 836 km of footpaths and cycleways
• 338 parks and reserves and 85 playing fields, 170 playgrounds, 10 off-leash dog parks
• 31 tennis courts
• 60 community venues
• 2 cemeteries
We regulate and provide services:
• to 110,545 active library members
• 1,800 clients utilise Hills Community Care services
• 21,000 meals distributed through Meals on Wheels
We engage with our customers:
• 181,208 customer interactions across the contact centre and venue bookings
• 193,540 pieces of outgoing mail processed
• 7,204 applications received, receipted and lodged
• 6 'Have Your Say' e-newsletters were sent to our 2,600 subscribers
We are one of the fastest growing local government areas in Australia:
• The Hills has been selected by successive state governments to accommodate much of Sydney’s housing growth
• over the last 10 years, more than 30,000 dwellings have been approved in The Hills Shire with 3,557 approved in 2023-24
The Hills Shire is ranked as the No.1 council area in Australia on the 2021 Index of Economic Resources
- a measure of relative economic advantage collated by the Bureau of Statistics.
This section provides a summary of our efforts to deliver the actions in our Delivery Program, our financial performance, council’s achievements and awards, and highlights of how we celebrated our community this year. For a more detailed report on progress against all actions and key performance indicators, refer to from p71- performance against Delivery Program section of this report. Additionally, full financial results can be found in Appendix 1 - Financial Statements for the year ending 30 June 2024.
The 5 strategic directions are all linked and have been developed from what community members told us was important to them. Below is a snapshot of how we are performing against our key outcome areas
This section provides a summary of achievements and challenges in 2023-24 by each of the key outcome areas outlined in our Strategic Community Plan. More detailed information can be found in the ‘Our performance’ section which begins on p71.
Building a Vibrant Community & Prosperous Economy pp75-90
Outcomes – What do we aim to achieve?
1. A connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing.
2. Well informed local and potential companies about the range of employment opportunities, locations and business intelligence about the region.
Achievements
• Illuminate The Hills at Queen Elizabeth II Memorial Rose Garden, December 2023.
• Seniors Festival provided free events for seniors
• The Library's Year One Reading Club celebrated 25 years of helping children develop a love of reading.
• Launched an updated and improved library app.
• The Waves Bookshelf installed providing a new way to borrow library books.
• Australia Day activities and events.
• Harmony Week fun at Bella Vista Pocket Park.
• Lunar New Year Lantern Festival.
• Heritage anniversary event.
• Refreshed the look and feel of council’s website.
• Sponsored WEXPO in The Hills.
• Hills Shire Business Performance Sentiment Index (PSI) survey highlights business resilience.
• $150,000 dispersed among 16 organisations in council’s Annual Community Grants Program.
• Established council’s first Disability and Inclusion Reference Group.
• Withers Road Reserve proposed to be renamed Kiliiyurraa Reserve’, meaning ‘turpentine tree’ in the local Dharug language.
• Investigate the feasibility of a second aquatic centre and update of the Recreational Strategy.
• Investigate the feasibility of a performing arts centre.
• Feasibility study on child care centre operations.
• Update the 2014 Cultural Strategy and consider a location for a permanent stage and crowd capacity that aligns with LGA population growth expectations. Then provide a briefing at a future councillor workshop.
• Provide support for youth activations around metro stations and youth hotspots with $30,000 funding from the donations budget.
• Work with event promoters to attract significant events to council owned facilities in The Shire.
• Further investigate the approval process and estimated cost for a commemorative statue and provide a briefing to a future councillor workshop.
• Investigate with Reconciliation Australia the steps to develop a project plan and resourcing.
• A briefing on sites and costs for upgraded signage on the heritage of an area or asset will be provided to a future councillor workshop.
pp91-102
Outcomes – What do we aim to achieve?
3. Sound governance that values and engages our customers and is based on transparency and accountability.
4. Prudent management of financial resources, assets and people for long term sustainability.
Achievements
• Council continues to be debt-free and in a strong financial position pp22-27.
• Lost Time Injury Frequency Rate (LTIFR) is the lowest it has been in the past 6 years.
• Our annual Safety Day for operations workers encourages proactive identification of risks and finding solutions.
• Hills Shire Plan 2023-24 adopted by council.
• New enterprise agreement - EA6.
• Hills 2050 Community Strategic Plan in development.
• 2022-23 Annual Report awarded Gold in the Australasian Reporting Awards (ARA) p21.
• Health & Wellbeing Week for staff held in November 2023.
• Customer service launched new contact centre software system.
• Council’s telephone system completely shifted to Microsoft Teams.
• Awarded 22 tenders with a contract value of $42.92 million.
Looking forward
• Review the Community Engagement Strategy and assess any budget implications in the next Delivery Program. Any identified actions can be considered for future budget allocations as needed.
• A briefing on Community Engagement & Communications will be provided at a future councillor workshop.
Shaping Growth pp103-114
Outcomes – What do we aim to achieve?
5. Well planned and liveable neighbourhoods that meets growth targets and maintains amenity.
6. Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle.
Achievements
• Council approved its Public Domain Strategy.
• Council adopted the Smart Places Strategic Framework.
• Council made submissions on NSW State Government reforms.
• Planning proposal and draft DCP for agritourism in rural areas adopted in June 2024.
• Approved the Economic Growth Plan.
• Norwest, Castle Hill and Rouse Hill Precinct Plans adopted.
• Progressed a draft Voluntary Planning Agreement relating to government-owned land within the Bella Vista and Kellyville precincts.
• Various stormwater projects, include urban renewal in The Shire suburbs, new infrastructure development in North Kellyville and Box Hill, and redevelopment in station precincts.
Looking forward
• Develop a project plan, underlying resource plan and timeframe for the further development of the Terminus Street site.
• A briefing on new depot options will be provided to a future councillor workshop.
• A briefing will be provided to a future councillor workshop regarding the pinch point items in section 7.12 CP after TfNSW traffic modelling is complete.
• A briefing discussing potential options to encourage developers to allocate transitional housing for domestic violence victims will be provided to a future councillor workshop.
• Conduct a traffic count on Annangrove Road usage and provide a briefing to a future councillor workshop on the impact of the North Connex on Pennant Hills Road.
Infrastructure pp115-120
Outcomes – What do we aim to achieve?
7. Our community infrastructure is attractive, safe and well maintained.
8. Infrastructure meets the needs of our growing Shire.
Achievements
• Samantha Riley Drive Reserve, North Kellyville and Brindle Parkway Reserve, Box Hill officially opened.
• Withers Road Reserve and nature-themed play space opened in North Kellyville.
• New pocket parks have opened in North Kellyville at Kumbatine Crescent and Deepwater Circuit Reserve.
• New bridge over Strangers Creek in Kellyville.
• George Thornton Reserve upgrade completed.
• Council received $2.49 million for road safety projects under the Australian Government’s Black Spot Program for 2023-24.
• New reserves under construction include Stringer Road Reserve, Box Hill.
• New off-leash dog parks at Colbarra Place Reserve, West Pennant Hills and Indwarra Avenue Reserve North Kellyville.
• 28 reserves upgraded across The Shire.
• Dealt with an unprecedented volume of road repairs.
• Council is upgrading the intersection of Fontana Drive, Terry Road and Old Pitt Town Road, Box Hill to a signalised intersection.
Looking forward
• Conduct a strategic review of total field maintenance costs and cost recovery principles for grass sports fields including turf wickets and report back to council.
pp121-132
Outcomes – What do we aim to achieve?
9. Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action.
10.Encourage and educate people to live sustainably by facilitating resource recovery and minimising waste.
Achievements
• During 2023-24 FY, 1,203 development applications (not including modifications) were determined with a cost of works estimated in excess of $2.2 billion.
• Council's DCP was updated to include controls that ensure new development is 'EV Ready', ie they must be able to easily accommodate the installation of EV chargers in the future without requiring expensive retrofitting or electrical upgrades.
• Tree canopy coverage in The Hills has increased by 5.6% since 2019.
• 5,000 trees planted on National Tree Day.
• Council celebrated the discovery of a local platypus population during August 2023.
• Chemical Clean Out and E-Waste Plus events continue to be incredibly popular.
• Garage Sale Trail returned across 2 weekends in November.
• Council produced and delivered the annual waste and recycling calendar.
• Clean Up Australia Day at Caddies Creek Park Reserve.
Looking forward
• Update current DCP to include public domain and character controls is ongoing.
• A briefing on climate change and biodiversity will be provided to a future councillor workshop.
• A briefing on water quality monitoring and testing in our streams to be provided to a future councillor workshop.
Many of these challenges are not unique to our area and all of Sydney is under pressure to address them.
• The Hills now has some of the highest housing targets in NSW - managing a rapidly growing population.
• Engaging federal and state governments to provide for the needs of our communities, particularly in delivering infrastructure and transport in our growth areas. There is already a lag in the provision of government infrastructure to meet the needs of the existing population.
• Traffic congestion and managing parking for commuters, residents and employees around Norwest, Castle Hill and Rouse Hill town centres.
• Managing waste and resource recovery processing and disposal services in a market with limited competition and infrastructure availability.
• Managing the impact of a changing climate, especially increased temperatures and flood risks, on the community, and The Shire's infrastructure.
• Economic and technological changes.
• Ever evolving risks around cybersecurity
• Ensuring the safe, ethical, and responsible use of artificial intelligence (AI).
• Retaining the corporate knowledge of an ageing workforce.
• Recruiting and retaining highly skilled, experienced staff and deal with the additional work an increasing population generates.
• Managing financial sustainability in the long term.
Apart from working to address the challenges we face, council's priorities include:
• Delivering infrastructure in growth areas and more recreation facilities across The Shire
• Caddies Creek Stage 2
• Waterlane Reserve in Box Hill
• Fred Caterson Reserve
• Castle Hill Showground
• Horseworld
• upgrading roads
• delivering our DIAP in consultation with DIAP Reference Group.
IMAGE: Aerial view of Darling Mills Creek
Samantha Riley Drive Reserve
We officially opened Samantha Riley Drive on 23 September 2023, our first sports reserve in North Kellyville.
There was a massive community turnout for the occasion where the Rouse Hill Rhinos (Junior Rugby League) put on a BBQ and the Kellyville Supersonics provided cricket activities. Residents enjoyed free gelato, hot drinks and face painting.
The sports complex features:
• 4 multi-purpose rectangular natural turf sports fields that can also be reconfigured into 2 cricket ovals
• basketball half court
• 2 practice cricket nets
• local playground
• picnic facilities
• amenities building with accessible toilets, change rooms, kiosk, referee room and storage
• onsite carpark with 200 spaces
• concrete shared loop pathway around the fields.
This natural themed play space opened 19 August 2023. It features a turf kickabout zone, half basketball court, a shade-covered playground with swing set and pathways.
300 trees have been retained providing a habitat for birds, lizards and insects.
Brindle Parkway Reserve officially opened on Saturday 15 June 2024, the first sports reserve in Box Hill.
Sporting organisations such as Cricket NSW Sydney Thunder, Box Hill Bears Cricket Club and Motiv8 Sports ran interactive sports activities and council’s compliance team handed out free custom engraved dog tags.
Brindle Parkway Reserve features 2 rectangular turf playing fields that can be reconfigured into 1 cricket oval, a half-court basketball facility, 2 cricket practice nets, and a playground with picnic facilities.
The reserve also includes onsite parking with 128 spaces, pathways including a perimeter walking loop and an amenities building with
accessible toilets, change rooms, kiosk, referee room, and storage as well as planting of native trees and landscaping.
More room to be active at George Thornton Reserve
George Thornton Reserve reopened in early 2024 after 12 months of renovations. The renovations were funded by the NSW Government’s Greater Cities Sport Facility Fund, totalling $984,556. The reserve now has more space for cricket and football players, as well as for local residents to play and train. We added a third field and new cricket practice nets and also improved the lighting, irrigation, and drainage. A shared walkway around the site now connects it to the surrounding streets.
New offleash dog parks
Our network of off-leash dog parks welcomed new additions at Colbarra Reserve, in West Pennant Hills and the other at Indwarra Avenue Reserve in North Kellyville.
Strangers Creek Bridge
Council completed a new pedestrian bridge and shared pathway over Strangers Creek near Gormon Avenue Reserve in Kellyville.
The dedicated space for walkers and bike riders completes a key link between Arnold Avenue and Gormon Avenue. Users have a new vantage to appreciate the natural beauty of Strangers Creek.
Council adopted a Public Domain Strategy for The Shire on 26 March 2024. The strategy provides a guide for planning and developing public areas across The Shire. It will guide developers and help in the preparation of Public Domain Plans for strategic centres and review of The Hills DCP, keeping in mind specific objectives and outcomes. This will be done progressively.
Council adopted the Castle Hill Precinct Plan on 11 June 2024. This plan aims to strengthen Castle Hill as a vibrant regional destination and to diversify the range of activities within the strategic centre. This includes increasing housing capacity and creating more job opportunities that are in line with the skills of residents. The vision for Castle Hill builds on previous strategic work by council and the NSW government, as well as technical investigations focused on The Shire’s centres. These investigations provide insights into their unique features, roles, and functions in the region. The plan takes the planning process to a more detailed level, providing specific details for potential changes to planning controls and the infrastructure framework.
The Rouse Hill Strategic Centre Precinct Plan was adopted in November of 2023 after considering feedback from extensive consultation conducted in mid-2023. The plan is a vital strategic planning document that sets the framework and vision for the longterm development of the Rouse Hill Strategic Centre over the next 2 decades. It includes essential actions for stakeholders, including council, government, and landowners/ developers, to work towards this vision. The plan outlines how the strategic centre can grow to accommodate 4,400 dwellings (2,740 more than in 2016) and 12,500 jobs (8,800 more than in 2016) by 2041. This growth will help council achieve its objectives of increasing employment opportunities for the rapidly expanding residential population of The Shire.
Council adopted the Smart Places Strategic Framework in February 2024. The framework builds upon the overarching strategies outlined in the NSW Government’s directives and council’s Local Strategic Planning
Statement. The document aims to establish and communicate a strategic direction for the continued transformation of The Shire into a 'smart place' and facilitate further discussion, collaboration, investigation, decision-making and action by stakeholders.
Council will regularly review and adapt the framework as needed to keep up with technological advancements and new developments, ensuring it remains flexible for inevitable changes over time.
Council approved a forward-thinking Economic Growth Plan which targets the creation of 50,000 new jobs by 2041. It aims to boost tourism in The Hills’ rural north and capitalise on the skills of residents.
The plan was endorsed during an ordinary meeting of council on 10 October 2023, following a comprehensive 3 month public consultation process. The plan’s vision is to position the region as a hub for innovation, health and science.
Council reviewed the Hills Emergency Management Plan (EMPLAN) in 2024. The EMPLAN and all associated Consequence Management Guides (CMGs) were endorsed by the REOCON (Region Emergency Operations Controller)
Council received $2.49 million for road safety projects under the Australian Government’s Black Spot Program for 2023-24.
The Black Spot Program targets roads where crashes have occurred or are at risk of occurring.
• $1.9 million for Annangrove Road between Edwards Road and Kenthurst Road
• $380,000 for Langford Road/Davey Road, Dural
• $210,000 for Sanctuary Drive, Rouse Hill between Caddies Boulevard and Grandiflora Street.
$1.88M in funding for council projects
18 projects will be fast-tracked with funding received under the Australian Government’s Local Road and Community Infrastructure (LRCI) Phase 4 Program in The Hills Shire. $689,142 of the funding has been allocated specifically for road projects in rural, regional and outer urban areas. This funding will be
used to improve Chapel Hill Road, Sackville North and River Road, Lower Portland/Leets Vale, which were damaged during the March and July 2022 floods.
Council received other grant funding to start many important projects including:
• $8.9 million from TfNSW to repair roads damaged by severe weather last year. This is part of the Disaster Recovery Funding Arrangements (DRFA) program
• $2.6 million from TfNSW to build a 2.6km concrete shared path along Norwest Boulevard. This will connect the Metro Stations, bus stops, commercial centre, and Norwest Business Park and is part of the Get NSW Active program
• $259,250 from LGNSW/DPE to plant more street trees along Samantha Riley Drive in Kellyville. This is part of the Greening our City program.
Increasing tree canopy coverage
The tree canopy coverage in The Hills has increased from 23.5 percent to 29.1 percent since 2019, making us the council with the greatest percentage increase in canopy coverage in Sydney, following Penrith Council. This data comes from the NSW Government's tree coverage mapping and reflects Council's efforts to increase canopy cover through various initiatives such as street tree planting, park planting, community events, free plant giveaways, landscaping guidelines, design panels, and community workshops.
Local platypus discovery
Platypuses have been spotted in The Hills for the first time in years. Council partnered with Cattai Hills Environment Network (CHEN) to hold workshops educating residents on coexisting with these creatures as our community grows and local waterways become more crucial (p123).
Clean Up Australia Day
Council held a clean-up at Caddies Creek Park Reserve on Sunday 3 March, from 9am to 11am. The reserve is home to Caddies Creek, a thriving ecosystem and the recently discovered platypus population. Litter entanglement is one of the greatest threats to the platypus population.
E-waste plus collection event
Council collected old, unwanted, or broken electronic items (excluding whitegoods) and also trialled the collection of soft plastic, hard plastic, polystyrene, and textiles. The event held at Castle Hill Showground in March
2024, saw an impressive turnout, with more than 1,500 cars unloading an estimated 45 tonnes of e-waste and hard plastic, 4 tonnes of textiles, 100 cubic metres of polystyrene, and 75 cubic metres of soft plastics. Council plans to double the frequency of the program to twice a year.
The Growing Food for Wildlife Project, operating at our Community Environment Centre, was showcased on the ABC's Gardening Australia program on 10 November 2023. The project is communityled and community empowered, focusing on cultivating native plants to provide food for rescued wildlife in the care of local wildlife rescue groups (p123).
In April 2024, the NSW Government announced it would assume management of the Lower Portland Ferry. The ferry has historically been jointly funded by The Hills Shire Council and Hawkesbury City Council and managed by the latter.
The announcement comes after years of advocacy from both councils and local residents requesting that the ferry be managed by the NSW Government like other ferries on the Hawkesbury River.
With all ferry services in The Hills and the Hawkesbury under one authority, motorists can look forward to more seamless and predictable journeys, enhancing their travel experience. This also frees up funding for both councils to focus towards local infrastructure.
The NSW Government’s decision paves the way for greater collective local and state government investment in rural areas across The Hills Shire and the Hawkesbury. Transport for NSW will manage the ferry from 1 September 2024.
Council has continued to advocate for the NSW State Government to address the timely funding and delivery of necessary infrastructure to support residential growth, particularly regional transport upgrades and school infrastructure. Council has also continued to advocate for a planning framework that responds to market and community needs and expectations, particularly through its submissions on the NSW State Government’s suite of housing reforms.
The state government has recently announced an ambitious 5-year housing target for the Shire of 23,300 new homes to be completed by 2029. Following a mayoral minute on 11 June 2024 council has written to the Secretary of the Department of Planning, Housing and Infrastructure requesting reconsideration of the target, with a view to establishing a new target that clearly and logically demonstrates how industry and market can deliver.
Responding to a changing climate
Council acknowledges the risk that changes in climatic conditions presents to residents and the wider global community.
In recent years, our climatic condition has seen more heatwaves, bushfires, floods and other extraordinary environmental events.
Like every business and responsible organisation, responding to known, new and emerging risks is a fundamental part of successful performance.
Council completed a climate change risk assessment on 2 February 2023, through our insurance partner Statewide Mutual. Understanding the climate scenarios and what the LGA might be exposed to (currently or in the future), places council in a better position to make informed decisions and implement risk adaptation strategies concerning council assets.
This assessment has assisted council in thinking about a climate change adaptation and mitigation strategy. The strategy defines how council could adapt to, and be prepared for, the impacts of climate change within its means.
Environmental sustainability is a vital aspect of ensuring the long-term sustainability of The Hills Shire. The Integrated Planning and Reporting Framework incorporates environmental reporting into our corporate planning processes.
Council is committed to embedding sustainability principles into all areas of work, which includes sustainable planning, transport, design, food production, handling of waste, bushfire management and protection, and the way business is conducted.
Council have initiated a risk review across our operations regarding changing climatic conditions and will review our mitigation and adaptation controls moving forward. Council will also review options around sources of power, implementing our Food and Organics Waste Strategy and developing our climate policy including a sustainability road map.
Further information on how council is building the health and long-term sustainability of the natural and built environment in The Hills Shire can be found in Theme 5 - Valuing Our Surroundingspp121-132 of this Annual Report. This section shows how council values, maintains and enhances the natural surroundings and manages impacts through education and regulatory action.
IMAGE LEFT: Promoting our e-waste Plus event
Social sustainability - equity, access, participation, equal rights
Council is committed to social sustainability by promoting communities that are equitable, diverse, connected and democratic and that provide a good quality of life. Council is developing processes and infrastructure that meet the current needs of the community and those of future generations. Council offers a range of initiatives to build a vibrant community and prosperous economy (pp75-90) and the Cultural Action Plan on council’s website.
Our policies, strategies and programs aim to help The Shire’s ageing population, address inclusiveness, increase physical activity, ensure public health, improve food hygiene, and prevent violence against women and children.
The Hills community’s diversity is expanding. The largest changes in the reported ancestries of the population in this area between 2016 and 2021 were: Chinese (+8,311 persons); Indian (+7,505 persons); Australian (+2,817 persons); Filipino (+1,911); English (+1,231 persons) (p29).
The organisation’s success depends on a safe and healthy work environment for staff. Council aims to provide a healthy work/life balance and offers flexible work options. Policies and procedures are in place for health and wellbeing, learning and development, diversity and inclusion, equal employment opportunity, and codes of conduct (pp59-69).
The Hills Shire continues to have high volunteering and civic participation rates (pp69-70).
Our Disability Inclusion Action Plan (DIAP) is council’s commitment that people with a disability are welcomed, accepted, and respected in our community. The plan was developed in consultation with the wider community, to guide the decisions about ensuring the services and facilities council already provides are as accessible to and appropriate for people with disability as can be reasonably achieved. Several initiatives help support and encourage people with disabilities in The Hills community including improving the inclusivity of open spaces, recreational facilities, and sporting opportunities.
One initiative includes council’s first-ever external DIAP Reference Group. A passionate group of Hills Shire residents with professional or lived experience of disability have been chosen to form this group to support the implementation of the plan.
The DIAP Reference Group provides recommendations to ensure council’s services, infrastructure and community facilities are accessible to people with disability. The group's 7 members applied to join through an expression of interest process.
The sensory session to the Mayor’s Christmas Party for Children, gave children with disability or on the autism spectrum the opportunity to have free access to the event without crowds, queues and excessive noise.
Feedback was exceptional, with one mother remarking it was the first time her children could enjoy a ride or have their face painted (see p21 for details about council being recognised with an industry award for this event).
The sensory session was the result of consultation with community disability service providers.
Find out more about how council is building a safe, inclusive, and fair community in the Disability Inclusion Action Report 2023-24.
Domestic violence prevention & support for survivors
There has been a 10 percent increase in domestic violence across The Hills over the last 5 years. Council partnered with The Hills Police Area Command and the Hills Domestic Violence Prevention Network to start a high visibility campaign in December 2023. The campaign saw new ‘Stop Domestic Violence’ posters appear alongside our roads and in our restaurants, pubs and shops in The Hills.
Council is committed to promoting the economic sustainability of the local economy and ensuring the financial stability of The Hills Shire Council. A range of strategies and programs are in place that address sustainable growth, infrastructure, housing, and business development.
The Hills Shire Plan guides council and the community in managing and planning for the rapidly expanding population. Outcome 2 of the plan aims to attract investment to The Shire, which is the key business centre in the region.
Council operates in a dynamic economic environment, and its plans and strategies are designed to help existing industries increase capacity and capability. Additionally, council supports the visitor economy and encourages new investment and job opportunities for current and future generations.
Council is also committed to its own financial sustainability and applies sustainability principles to procurement, financial planning, and asset management. This includes implementing policies and strategies that ensure the organisation’s long-term viability. Information about council’s financial sustainability efforts can be found in the Financial Report, which is available for download on council’s website.
Each Australia Day council recognises remarkable individuals and groups who've made a positive impact on our community. The event recognises exemplary individuals and groups across 5 categories as outlined below. Winners were announced on Tuesday 16 January 2024.
Day
Community Group of the Year: Fit Kidz Foundation - Providing support to neurodiverse children and their families through occupational therapy, speech therapy, family support, and initiatives including the Stronger Together Conference.
Environmental Citizen of the Year: Lilly Schwartz - Advocate for the environment, founder of the Flora and Fauna of Hills/ Hornsby Facebook group, and organiser of a unique koala counting project.
Young Citizen of the Year: Aiza, Aish and Abdullah Khurram of Little Helpers on the Run - Organisers of activities for nursing home residents, including therapeutic art clubs, Lego clubs, and tea parties.
Senior Citizen of the Year: James ‘Jim’ Smith (AFSM) - Active member, leader, and mentor of Middle Dural Rural Fire Brigade for over 45 years, with significant contributions during interstate deployments for major fire events.
Citizen of the Year: Ellen KulbickiService Director of the Fit Kidz Foundation, committed to supporting Hills Shire families with neurodivergent children.
Council has been recognised for our achievements during 2023-24, highlighting the outstanding services and initiatives we have delivered to the community. The following are some key awards that demonstrate The Hills Shire Council’s leadership in local government.
Waves took out the award for Social and Community Infrastructure (Recreation Facility) at the 2023 UDIA Awards. The award recognises public realm projects state wide that allow community use and demonstrate leadership and innovation in delivering social infrastructure.
Waves is one of the highest quality aquatic facilities in the country and it is the largest project we have ever conducted as a council.
Waves has a real emphasis on being accessible and inclusive to all, and it has played a significant role in enhancing our community.
Council’s 2022-23 Annual Report received a Gold Award in the General Award category, the 7th consecutive Gold Award council’s Annual Report has received.
The ARA Awards are open to all private sector, public sector and not-for-profit sector
organisations in the Asia Pacific and commends organisations committed to accessible and transparent reporting. The awards offer organisations the chance to benchmark their reporting to global best practices.
RH Dougherty Events & Communication Award for Innovation in Special Events
Council won the RH Dougherty Events & Communication Award for Innovation in Special Events for the 2023 Mayor’s Christmas Party for Children Sensory Session, which is a special initiative designed to be less sensory stimulating and overwhelming.
IMAGE ABOVE: Australia Day celebrations at Waves Fiotness & Aquatic Centre
Council aims to maintain a robust and sustainable financial position, underpinned by a sound income base and an unwavering commitment to financial control.
The following information provides a plain English explanation of council’s financial statements and financial sustainability measures to be easily understood by readers who have no financial background. Council’s full Financial Statements 2023-24 are available at www.thehills.nsw.gov.au
$5,934.4M
$20.9M Budget surplus
Managing the money
During the 2023-24 financial year, council spent $308.24 million to provide direct services to the community, internal services to support and run council and additional services that benefit the community and renewal of existing infrastructure and new assets.
Council manages $5.7 billion worth of assets infrastructure including roads, bridges, halls, land, recreation and leisure facilities, drains, libraries and parks.
Money comes in $162.6M Operating surplus
Money comes in from rates on property, government grants, interest on investments, user charges and fees, and sometimes from council’s own businesses (p23).
Money goes out
Money goes out for construction, maintenance of roads, parks and buildings, and many other services to the community like libraries, child care, waste management, bush regeneration and tree improvement programs (p23-24).
$548.6M
& investments
Council has achieved an operating surplus for more than 20 years. Day-to-day costs incurred by The Hills Shire Council are less than the total revenue received. This means council has been able to keep on top of the capital works program while also addressing infrastructure needs. (see Chief Financial Officer’s Report p2 Financial Statements).
Council completed a wide range of major projects over the past 12 months from upgraded parks and play spaces to a brand new reserve. In 2023-24 we identified 3 capital projects as significant, some of which were under construction over multiple years. The projects selected are based on community interest or significance, and financial value.
This ratio continues to exceed the benchmark and shows council’s ability to contain operating expenditure within operating revenue.
This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions. As this council is experiencing rapid growth and will continue to in the future, this ratio is not meaningful. This is because the amount of income received from S7.11, and voluntary planning agreements (VPA) in addition to the non-cash subdivider dedications will continue to be significant over the next 10 to 20 years, resulting in the inability for council to achieve the 60 percent benchmark set by OLG. Excluding S7.11, VPA and subdivider dedications income, the ratio would be 82.93%, which is well above benchmark.
Own source operating revenue ratio excl. contribution plans, VPA & subdivider dedications
This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources. As The Hills is a growing council, most funding comes from developer contributions. This ratio is well above the benchmark when you exclude S7.11, VPA and subdivider dedications.
current ratio
This assesses the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of council.
This ratio measures the availability of operating cash to service debt including interest, principal and lease payments.
Council has no external borrowing and remains debt free since 2002. As a result of Accounting Standard AASB 16 leases, council is required to report leases (where council is the lessee).
Rates, annual charges, interest & extra charges outstanding ratio (%)
This assesses the impact of uncollected rates and annual charges on council’s liquidity and the adequacy of recovery efforts. This ratio has slightly missed the industry benchmark due to the current economic climate.
expense ratio (months)
This liquidity ratio indicates the number of months a council can continue paying for its immediate expenses without additional cash flow. Council is well above the benchmark of 3 months. Achieved well above benchmark
and
and
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and young people.
This ratio compares the proportion of funds spent on infrastructure asset renewals and the deterioration of assets measured by its accounting depreciation. Council is renewing its assets greater than the rate it is depreciating. It is above the benchmark of 100 percent and council continues to keep its infrastructure backlog to zero.
Council is renewing its assets
This ratio shows what proportion the backlog is against the total value of council’s infrastructure. Council adopted a funding strategy in 2011 to address the infrastructure backlog of $52 million using council’s reserve funds. The backlog was reduced to zero in June 2016.
This ratio indicates that council is spending greater than what is required in order to maintain assets in a satisfactory condition. This is also well above the benchmark as council simultaneously addresses and stops a backlog from growing.
The Hills is a unique area combining rural and urban areas. It’s located 30km to the Northwest of the Sydney CBD and adjoins the local government areas of Hawkesbury, Blacktown, Parramatta and Hornsby. It covers an area of 386km2. The arrival of the metro train line in 2019 has significantly influenced the area.
70 percent of the area is in the metropolitan rural area, suitable for agricultural production, semi-rural living, extractive resource industries, and tourism, providing beautiful views and landscapes. The remaining 90 square kilometers of The Hills Shire is urbanised land that has accommodated a significant share of Greater Sydney’s recent population, housing, and economic growth.
40,000 BCE
Darug Aboriginals inhabited the Shire until the early 1800s. 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. 1799
1804
The convicts rebelled 4 March and made a stand for freedom at the Battle of Vinegar Hill 5 March.
Joseph Foveaux was granted 300 acres which he sold to John Macarthur in 1801. John and Elizabeth Macarthur farmed sheep on this property before establishing them at Camden. Part of this land was later acquired by the Pearce family and became known as ‘Bella Vista Farm’.
1807
George Suttor of ‘Chelsea Farm’ Baulkham Hills, was the first person in the colony to produce oranges commercially. 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. 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. 1920s
Poultry and egg production replaced citrus and stone fruits as the main industry. 1923
A train service from Westmead to Castle Hill replaced the tram. It was extended to Rogans Hill in 1924.
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. 1961
Population of The Shire was 23,643. Urban development accelerated from this time.
1979
The first stage of Castle Towers Shopping Centre commenced with additions in 1982, 1989, 1993, 1999, 2001 & 2019 1980
The population of the Shire was 90,000. NSW Department of Environment and Planning began looking at the development of the Rouse Hill area. 1982
Council moves in to its administration building on Showground Road, Castle Hill. 2008
Council’s name changed to The Hills Shire Council in November. 2012
State government purchases Showground Road council administration building and surrounds for Sydney Metro Northwest rail. 2013
Council’s administration building, 3 Columbia Court, Baulkham Hills officially opens 15 December. 2016
Suburbs south of the M2 Motorway that were part of The Hills Shire Council are incorporated as part of City of Parramatta. 2019
Australia’s biggest public transport project, the Sydney Metro Northwest, officially opened to customers on Sunday 26 May.
We continually strive to improve our services. This involves encouraging active participation from residents and the wider community to establish needs and wants. Our community engagement methods and strategy are referred to as 'Have Your Say'.
Community consultation is how council understands what matters to the community. Council consults and engages with the community on relevant projects, plans, policies and documents. This helps to inform and involve the community in the decisionmaking process.
The community engagement and online services team supports other teams across council to run community engagement activities.
Council has a Community Strategic Plan (CSP) as part of the NSW Integrated Planning and Reporting Framework. The CSP includes council’s Community Participation Plan (CPP). The CPP tells the community how and when they can take part in planning matters that affect them. The CPP is required by the Environmental Planning and Assessment Act 1979.
The Local Government Act 1993 also requires council to have a Community Engagement Strategy. The CSP and CPP are part of this strategy. The strategy guides council on how to engage with the community when developing its plans, policies, programs and activities (except for routine administrative matters).
Community consultation occurs through online platforms, advisory groups, community surveys, questionnaires, focus groups, feedback, submissions, public forums, and individual consultations.
Council’s key online tools for community consultation include the 'Hills Have Your Say’ subsite supplying information on current projects, proposed development and changes to key documents and policies (resident feedback is collected via interactive engagement tools). The Hills Have Your
Community consultations conducted 2023-24
Say website was launched in April 2024, replacing the former have your say section on council’s main website. This new community engagement platform aims to build a more cohesive community with better opportunities for interactive online engagement.
Public exhibitions and consultations are usually advertised for a period of 28 days, for residents to participate with their feedback. The same opportunity is given to residents within the vicinity of a development proposal, where they have a chance to make a formal submission during the notification period. Residents are notified via letters and signs at the development site.
Council’s ‘Hills Have Your Say’ e-newsletter keeps the community up to date on current and future community consultations and is sent to subscribers periodically (6 newsletters were sent out in the 2023-24) to ensure they are aware of the timing and/or progress of an exhibition and that they can provide feedback.
The e-newsletter informs subscribers on changes to legislation or infrastructure such as the announcement of traffic changes or planned major roadworks and currently has 2,600 subscribers.
The larger projects presented to the community for feedback are detailed on the next page.
What is the community satisfaction survey?
Every 2 years we randomly select residents from all areas of The Hills Shire and phone them to ask questions about what’s important to them and how satisfied they are with what council does.
The results of the survey are used to help us plan our business and develop the new Community Strategic Plan, Delivery Program and Operational Plan. The survey is managed by Micromex Research. The most recent survey was conducted in August 2023.
Engaging our community on what matters to them
Major topics involving community engagement:
Agritourism in rural areas
Exhibition period: 12 February 2024 to 22 March 2024
This planning proposal seeks to support agritourism and small-scale agricultural development and amends The Hills Local Environmental Plan (LEP) 2019.
No. submissions: 8
Draft review of council’s Community Participation Plan (CPP)
Exhibition period: 22 January 2024 to 20 February 2024
Council’s CPP outlines when and how the community can expect to participate in planning matters that affect them. It applies to plan-making and development assessment matters within The Shire (such as preparation of local strategies, precinct plans, local environmental plans, development control plans, contribution plans and assessment of planning proposals, planning agreements and development applications).
The CPP sits separately from council’s Community Engagement Strategy which guides how council listens to and engages more generally with the community.
Council is required to review its CPP every 4 years. It is proposed that the CPP becomes a standalone document (formally detached from council’s Community Engagement Strategy).
Various other minor amendments are also proposed.
No. submissions: 1
Draft Smart Places Strategic Framework
Exhibition period: 13 November to 11 December 2023
A framework to guide the continued transformation of The Shire a ‘Smart Place’ to live, work and visit through the implementation of new and emerging technologies. As technology becomes more integrated into our daily lives, it becomes more accessible and appealing. This shift requires active engagement and decision-making by our council about how digital infrastructure, technology, and various 'smart' initiatives can be used to better our lives.
No. submissions: 4
Draft Public Domain Strategy
Exhibition period: until 11 December 2023
The public domain provides an important space within urban environments for recreation, social interaction and cultural activity and can have significant impact on amenity, sense of place and liveability.
The Draft Public Domain Strategy sets the framework for future planning of the public domain across The Shire.
No. submissions: 2
Council's Community Engagement Strategy
Exhibition period: 12 October to 13 November 2023
A revised draft of The Hills Shire Council's Community Engagement Strategy was developed, along with a new Draft Community Engagement Policy and Draft Community Engagement Toolkit.
The documents aim to streamline council's community engagement processes, forming a foundation that keeps The Hills community and any relevant stakeholders looped in on any projects and matters that impact or interest them.
The documents have been drafted to align with the International Association for Public Participation’s Core Values and Community Engagement Spectrum.
These documents were adopted at the ordinary meeting of council, 6 February 2024
No. submissions: 6
2023-24 Annual Playground Renewal Program
Exhibition period: 19 April 2024 to 20 May 2024
Council invited the local community to provide feedback on the park designs of 7 playgrounds being renewed and upgraded as part of council’s capital works program.
No. submissions: 38
Have Your Say on Housing & Infrastructure
Exhibition period: 3 April 2024 to 31 May 2024
This community engagement campaign aimed to obtain the views of Hills residents on our Local Government Area's (LGA) current rate of development and what they believe requires focus on concerning infrastructure to support our community's growth.
No. submissions: 202
Arts and Culture Strategy
Exhibition period: 5 April 2024 to 7 June 2024
The strategy aims to increase opportunities for participation in arts and culture and for cultural expression, in a variety of forms. It will guide council’s planning and provision of arts and cultural infrastructure (facilities and venues) and arts and cultural activities, events, and programs. The strategy will be informed by community input and feedback and focus on addressing and responding to the needs, interests, and priorities of the growing and changing Hills Shire community.
No. submissions: 268
Revised Ward Boundaries
Exhibition period: 9 August to 2 September 2023
Section 211 of the Local Government Act 1993 requires council to review the ward boundaries if the ward with the highest number of electors is more than 10 percent larger than the ward with the least number of electors.
No. submissions: 0
Model Code of Meeting Practice
Exhibition period: 4 December to 30 January 2024
The Model Code of Meeting Practice provides the rules and procedures to govern the efficient and effective running of all applicable meetings of council.
No. submissions: 96
Draft Councillor & Staff Interaction Policy
Exhibition period: 7 December 2023 to 5 January 2024
Currently, councillor and staff interaction guidelines are shown in the Code of Conduct.
The NSW Office of Local Government
has issued a Model Councillor and Staff Interaction Policy, and while not mandatory, it is considered prudent and good governance to adopt such a policy.
No. submissions: 0
Draft Payment of Expenses & Provision of Facilities to Mayor & Councillors Policy
Exhibition period: 7 December 2023 to 5 January 2024
The objectives of this policy are to ensure compliance with the provisions of Section 252 of the Local Government Act 1993, by adopting a policy concerning the payment of expenses incurred, or to be incurred by, and the provision of facilities to the mayor, the deputy mayor and councillors in relation to the performance of the functions of civic office.
No. submissions: 0
Draft Child Safety Policy
Exhibition period: 23 November to 22 December 2023
The community was invited to make a submission on the draft Child Safety Policy. The purpose of the policy is to promote the health, safety, welfare and wellbeing of children and young people.
No. submissions: 0
NSW Government
Showground Precinct - State Significant Developments
Exhibition period: until 10 April 2024
2 state significant development applications available for the public to have their say on Castle Hill's Showground Precinct. Both applications are being assessed by the NSW Government with the consent authority being the Minister for Planning and Public Spaces or Independent Planning Commission.
NSW Government’s Explanation of Intended Effect: Changes to create low and mid-rise housing consultation
Exhibition period: until 23 February 2024
Council encouraged community submissions on this NSW State Government policy.
The proposed changes will apply to areas within 800 metres of metro stations and town centres such as Baulkham Hills Town Centre and Wrights Road in Kellyville. These changes could also affect our smaller village and neighbourhood centres.
It will allow for more development, including 2-6-storey apartments, terraces, and manor housing, to be built closer to or within some of our residential areas.
The Hills Shire Council exists to serve the community and its residents. Council is committed to engaging with stakeholders by responding to requests for information and services; conducting community engagement activities and building relationships with the community. See the table below:
Stakeholder groups Ways of engaging with our stakeholders
• public meetings
• publications
• website
Residents & ratepayers
• information display or kiosk
• social media
• rates notices
• community meetings
Business
Community groups & volunteers
Visitors
Customers
Employees & their representatives
Partners –regional/ national
Other levels of government
Suppliers
Media
Why our stakeholders are important to us Why we are important to our stakeholders
Provide guidance values, engagement and feedback.
• public exhibition
• Annual Report
• phone surveys
• focus groups and workshops
• publications
• website
• social media Build capacity and drive the economy in our community.
• focus groups and workshops
• committees Build trust and bridges to local communities through services.
• events • website www.thehills.nsw.gov.au
• published information
• customer satisfaction measurements
• customer care and service
• staff portal
• staff briefings and onsite meetings
• employee survey
• website
• publications
• fact sheets
• feedback forms
• exit surveys
• interviews
• emails
• newsletters
• contract management – account management relationships
• regular engagement through site visits
• formal meetings
• briefings
• networks
• correspondence
• one-on-one meetings
• contract management – account management relationships (pp158166)
• media releases
• briefings
Provide economic benefit, generate employment opportunities and financial viability.
Provide us with feedback and utilise the services and products.
Central to the success of our business by providing valuable knowledge, skills and labour.
Provide shared knowledge, cultural experiences, knowledge and resources.
Provide funding opportunities, services, planning direction, legislation and networks.
Provide good value and quality products & services.
• interviews
• social media Build and protect reputation and raise awareness of our services and facilities.
Provide civic leadership representation, services and facilities. Generate sustainable growth and return to the community.
Provide and promote business.
Provide support and partnerships.
Provide products, services and facilities.
Provide products and services at good value and quality.
Provide a fair, engaging and enriching work experience with career development and flexible work arrangements.
Provide advocacy, leadership, cultural vibrancy, and resources in line with policy and legislation.
Provide local strategies, partnerships and networks.
Provide fair access to business opportunities in line with policy & legislation.
Provide trend data as well as social, environmental, economic & governance information.
The Hills Shire Council exists to serve the community and its residents. Council is committed to engaging with stakeholders by responding to requests for information and services; conducting community engagement activities and building relationships with the community.
8,004
e-newsletter subscribers
Publications
124 media releases, articles and media alerts for use by metropolitan, local and specialist media platforms
Hills Focus contains information about council’s latest events, activities and news and is delivered to households across the Shire 3 times per year. The digital version is also updated monthly. Council produces many other publications including brochures, fact sheets, posters, and other material to support and promote council services, programs, events, and activities.
Digital communication & social media
Council’s website is a vital tool for providing information about council’s decisions and activities as well as providing a means for certain online payments and other transactions.
103,963 followers across council's digital platforms
Council distributed 17 e-newsletter campaigns in 2023-24 to a total of 8,004 subscribers.
We published 735 pieces of content on council’s Facebook, Instagram, X and LinkedIn pages In 2023-24.
Development related posts received the most engagement, particularly around the Bella Vista / Kellyville metro developments, the North Kellyville intersection upgrades, Brindle Parkway Reserve opening and our post about platypus being spotted in The Hills. Have your Say on our Arts & Culture Strategy was the most popular content on Instagram.
As can be seen in the statistics below, engagement is strong on social media channels.
14,21,113 total reach Our top post: Bella Vista / Kellyville metro development Reach: 58,000 1,416 interactions | 6,363 link clicks 525 comments
growth in new followers Our top post: Have your Say on our Arts & Culture strategy Reach: 18,908 | 30 shares | 82 likes 67,086 total reach
impressions
Our top post: Brindle Parkway Reserve opening Impressions: 4,209 1,704 link clicks
2.1 MILLION sessions
1.2 MILLION website users 2023-24
Council’s communications team manages a combination of proactive and reactive media opportunities on a range of topics, including capital works projects, growth and planning, innovation and sustainability, the natural environment, and community and cultural events.
With the overarching aim of protecting and enhancing The Hills Shire Council's reputation, the team issued 124 media releases, articles and media alerts for use by metropolitan, local and specialist media platforms in 2023-24.
We provided formal responses on behalf of the mayor and/or council to enquiries from media outlets and individual journalists on specific issues. There were close to 100 media enquiries.
Some of the major issues involving The Hills Shire Council in 2023-24 included:
• Platypus Month in The Hills – which aired on 10 News, ABC online and radio, in Timeout, Local Government News
• Native Wildlife Garden aired on Gardening Australia, ABC
• Lunar New Year appeared on SBS Chinese, Global Times China, Australian Chinese Daily, 2CR Radio, 2AC Radio, Radio 2000, People’s Daily online.
Council campaigned extensively in the media on the impact of the NSW State Governments revised housing targets on residents of The Hills Shire and wider North West Sydney area. Throughout 2023-24, council continued to advocate for changes to planning rules. Council’s density campaign culminated in various Channel 9 stories, Sydney Morning Herald articles, Telegraph, Hills to Hawkesbury.
This section describes council’s democratic and corporate governance arrangements and how we work with and deliver services for our community. Also covered in this section is information and key statistics about elected members.
Local government in Australia is 1 of 3 levels of government. It is also known as the third tier of government behind the federal and the state/territory governments. Local government (also called a shire or municipality) plays a critical role in providing essential services to the community. Each level of government makes laws and offers services to the community.
1
Federal / Commonwealth / Australian Government
Every state is part of Australia
The federal parliament, led by the prime minister, makes laws for all of Australia.
It deals with federal matters such as security, defence, immigration, Medicare, environment and foreign affairs.
• It raises money through taxing people and businesses
2 Territories
6States
State Government
Every local community is part of a state
The head of the state government is called the premier (chief minister in the 2 territories). Each state or territory has its own parliaments which make laws for that area.
The state manages public hospitals, public schools, police and ambulance service, fire brigades, prisons, public transport, state roads.
• The state receives more than half their money from the federal government and also collect taxes
In Australia, citizens over 18 years old are required by law to enroll and vote in federal, state, and local government elections. This includes by-elections and referendums. The purpose is to elect representatives who will make decisions on their behalf. The Australian Electoral Commission oversees each election to ensure that it follows election laws and remains politically neutral. The commission also implements protections to maintain the integrity of the election process.
NSW local government elections take place every 4 years. Residents and ratepayers of The Hills Shire vote to elect 12 councillors and the mayor on Saturday 14 September 2024. Electors cast a vote on who should be elected as mayor for the full 4-year term. 3 councillors are elected to each ward.
Source: Parliamentary Education Office current as of 9 August 2024
Local Government
Every person is part of the local community 550
Local councils are led by mayors or shire presidents. The governing body of councillors directs and controls the affairs of council while the general manager is responsible for day-to-day management
There are over 550 local councils around Australia, with 128 councils, 9 county councils and 13 joint organisations of councils in NSW.
Each council is unique in size and location, managing assets, and delivering services for their communities.
Local councils handle matters such as rubbish collection and recycling, sewerage, parks, sports fields and swimming pools, pet control, town planning, parking and local roads.
• They collect rates from all local property owners and receive funding from state and federal government
The Hills Shire Council exists as a body politic under the Local Government Act 1993 (NSW). The elected council consists of 12 councillors, plus the popularly elected mayor and must act in accordance with this act and the associated state and federal legislation. Councillors and the mayor are all elected by the people with the term usually every 4 years.
The Hills Shire Council geographic area is divided into 4 wards. Each ward is represented by 3 councillors. Ward boundaries are decided by population, to enable equal representation across the Shire.
Council’s role is to make the policies and decisions that create liveable places for people who live, visit, study, work and play in The Hills Shire. The mayor and councillors set council policy by considering community needs and aspirations. Being an elected community representative requires many hours of commitment at council meetings, task groups, community consultation, civic ceremonies and public meetings.
The councillors, as listed on the next few pages were elected 4 December 2021.
The general manager has the responsibility of the day to day management of council’s operations including ensuring all decisions of council are implemented without undue delay.
This is the second term that council has a mayor elected by the people rather than by fellow councillors. There is a total of 13 councillors on council. This is following the results of a constitutional referendum conducted in 2012.
ON
More than 100 countries are represented by the residents of The Hills, which is over 40% of the total population.
BELOW: Harmony Week celebrations at Bella Vista Pocket Park
Council joined forces with the Community Migrant Resource Centre and Landcom to host a Harmony Week event to celebrate diversity in The Hills Shire.
At the event, attendees enjoyed cultural experiences such as food, performances, and craft workshops.
These residents enrich our community with their unique culture, and contributions. Council looks forward to more opportunities to celebrate diversity in the future.
The mayor is considered to be the voice of the council and the leader of the community. The mayor is empowered by the Local Government Act 1993 (Section 226) to carry out civic and ceremonial functions of the mayoral office, which include presiding at meetings of the council.
Dr Peter Gangemi is popularly elected and will remain in office until the September election in 2024. The councillors elect a deputy mayor (in September each year) to act in the mayor’s absence e.g. chairing meetings and attending ceremonies on behalf of the mayor.
Mayor Dr Peter Gangemi is proud to be the mayor, having served on council for the last 12 years. Upon his election in 2012, he became the youngest councillor ever elected to The Hills Shire Council.
Now 38 years old, Peter holds a PhD in Mechanical Engineering and a Bachelor of Engineering in Mechanical Engineering with First Class Honours. In research, Peter specialised in submarine acoustics and vibration, authoring numerous publications. Prior to taking on the role of mayor full time, Peter worked as a Senior Acoustic Engineer for a leading consultancy specialising in environmental acoustics. Peter has served as an expert witness to the Land and Environment Court and is a member of the Australian Acoustical Society.
Peter has lived in Box Hill nearly his entire life, firstly on acreage and now in the new subdivisions with his wife and 2 children. Peter is proud to be a Liberal Party councillor, standing for conservative
values, smaller government, strong financial management, fighting against over development and maintaining The Hills way of life.
As the Mayor, Peter has been proud to lead a council that in this term has delivered a record amount of recreation projects and a record level of support for community groups. Council has also delivered a record amount of road rehabilitation projects over the last 2 financial years, as well as significant support for our business, rural and multicultural communities.
Peter is a director of the Western Sydney Academy of Sport, serves as the Chairperson of the Resource Recovery Task Group and is the Patron of the Hills Dog Club, Friends of The Hills Library and WEXPO. Peter is a member of the Box Hill Nelson, Annangrove and Glenorie Progress Associations and was previously The Hills Shire’s Youth Ambassador, Chair of The Hills Youth Committee and a member of The Hills Relay for Life Committee.
Elected to council 2021 0400 449 324
clr.blue@thehills.nsw.gov.au
Deputy Mayor Blue is a respected community leader and longterm resident of Glenhaven who has lived in The Hills for most of his life. He is an active local volunteer firefighter and current Chairperson of The Hills Bush Fire Management Committee. He was the founding chairperson of Friends of Glenhaven, a voice for the residents of Glenhaven. He is also a former chairperson, and now patron of Glenhaven Carols by Candlelight and is involved in other community groups. Clr Blue is employed in the civil construction industry.
“I love living in The Hills. It is a special place with so much to see and do. Having spent a considerable amount of time volunteering and representing my community, I value the importance of listening to and communicating with constituents and ensuring that their needs are met. It is important to provide a safe and enjoyable place for all to live. Ensuring we have appropriate infrastructure in place that is well maintained and an adequate number of parks and reserves to service the community is important to me. I am committed to financial prudence and forward planning for the future success of The Hills.”
Elected to council 2021 0400 552 041
clr.ellis@thehills.nsw.gov.au
Clr Virginia Ellis has lived and worked in The Hills area for over 35 years. With qualifications in biomedical science, she started and ran a successful medical research and production company in Castle Hill which won an award for business excellence. Since then, while juggling full-time work and a family she completed a law degree and has been admitted into the Supreme Court of NSW.
Virginia has raised both her children in The Hills and knows first-hand the benefits of raising a family in such a fantastic area. She intends to ensure that the nuances that make The Hills the area that it is are maintained so that other families can have the same experiences.
“I love this area, and I have seen it change and evolve over time. I hope that in my time on council, I can advocate for those, who like me, hope to see this area prosper and continue to be the envy of others. No other council area has the diversity of landscapes that we do here, and I feel really blessed to be a part of it."
Elected to council 2021 0400 597 538 clr.kasby@thehills.nsw.gov.au
Clr Dr Kasby is the first Greens councillor elected to the Hills Shire.
Mila is a lifelong Hills resident who attended local public schools, became a veterinarian and practice owner and lives with her family in the northern bushland area of The Hills. She has enjoyed improving the lives of pets and their families for years and is currently studying conservation management with a view of improving the outcomes for native wildlife.
Mila founded local Greenpeace group Hills 4 Climate Action and is a keen supporter of the Annangrove Environment Centre and CHEN’s work with platypus in The Hills. She is a member of the Kenthurst RFS and a strong advocate for the local community.
"We are fortunate to still have some incredible natural places and wildlife in The Hills so it's critical we protect this and support the health and wellbeing of our community, particularly as we face increasing pressures from development and climate change. We will have more heatwaves, fires and floods and we need to build resilient connected neighbourhoods - constructing our homes, roads, drainage and infrastructure to withstand more intense weather events, planting more street trees for shade, creating shared community gardens, and regenerating our bushland, waterways and wetlands - and we have so much to learn about caring for country from our Darug traditional custodians."
Elected to council 2021 0400 492 842 CastleHill@parliament.nsw.gov.au
Clr Hodges MP has been living in The Hills with his wife, Raylee for more than 30 years. He has 2 adult children and 1 grandchild.
Mark was elected as the Member of Parliament for the State Electoral District of Castle Hill on 25 March 2023. Mark was appointed as the Shadow Assistant Minister for Western Sydney on 11 May 2023, the Shadow Assistant Minister for Planning and Public Spaces on 28 July 2024, and the Shadow Assistant Minister for Housing on 28 July 2024.
Prior to being elected to the NSW Parliament Mark worked as a solicitor in his own practice. Mark holds a Bachelor of Laws (UTS), Master of Criminology (SYD), and a Master of Laws (SYD).
Prior to working as solicitor Mark worked as a police officer mainly in the police prosecuting and legal services branches. He was promoted to the rank of senior sergeant and at the time, he was the youngest senior sergeant in the history of the police force.
Mark has served on various Law Society of NSW committees including the Litigation Law and Practice Committee, Criminal Law Committee and Disclosure Committee. Mark has significant knowledge of local government.
Elected to council 2021 0475 451 869 clr.brazier@thehills.nsw.gov.au
Clr Brazier is a third generation and life-long Hills resident. She was the 2013 Hills Shire Youth Ambassador and member of the 2015 NSW Youth Advisory Council. She is passionate about issues concerning young people and preserving the unique heritage of The Hills.
Jessica has a professional background in business operations and marketing and has studied law at Western Sydney University.
It is important to Jessica that The Hills remains a sought-after location for families, providing quality and accessible community facilities such as sporting fields, parks, and playgrounds. As The Shire continues to grow, appropriate infrastructure is needed to ensure that residents can easily travel between home, work, and school.
Elected to council 2004 0414 482 000 clr.tonyhay@thehills.nsw.gov.au
Tony is currently the longest serving member on council and was elected as Mayor in 2006. Since 2004 Clr Hay served as a director of the Western Sydney Regional Organisation of Councils (WSROC) Ltd and as president from 2005-08.
He was a founding committee member of the Hills Relay for Life and served in various roles between 1999-2013 including chairman.
Clr Hay has worked as a consultant to government and university, has previously been appointed Deputy Chair of both the NSW State Labor Industrial Development and Energy Policy Committee and Finance and Economics Policy Committee. He has consulted on research and development technology and lectured on ethics at TAFE and served as a mediator with Community Justice Centres. He remains as a consultant mediator in commercial matters. He is an ambassador for various youth foundations and StreetMed Inc. and has served as a judge for the NSW Lions Youth of the Year competition for many years.
He has been a judge in the annual awards for excellence with the Urban Development Institute of Australia for Masterplanned Communities and High Rise Living in NSW. Clr Hay currently brings his experience from international study tours examining planning, civil construction, road networks, traffic management systems and local infrastructure needs that are required in modern masterplanned communities and transformative business centres.
Clr Hay was a founding Fellow of the Australian Institute of Company Directors and remains a member of the institute, he is a Justice of the Peace and an associate member of the Planning Institute of Australia. In 2014 he was awarded the Order of Australia Medal.
Elected to council 2021 0400 499 157 clr.cox@thehills.nsw.gov.au
Clr Cox has extensive local government experience as a former Hornsby Shire Councillor and local planning panel community representative. He is the owner of Mortgage Choice - Baulkham Hills. He grew up in the area and has been involved in various local community and sporting groups. Clr Cox hopes to continue our record of stable and prudent financial management to ensure council can continue to provide the highest quality services into the future.
Clr Reena Jethi BA, BEd, MA, MEd Clr Ryan Tracey
Elected to council 2017 0412 341 161 clr.jethi@thehills.nsw.gov.au
Reena Jethi is married with 2 boys and a local business owner committed to good governance and growing our local economy. A dedicated community leader, she has made significant contributions as a teacher, businesswoman, and public servant. Reena is serving a second term on The Hills Shire Council, making her the first Indianborn female councillor to achieve this milestone.
As the ex Deputy Mayor of The Hills Shire, Reena has been recognised for her commitment to enhancing the community, particularly through challenging times such as the COVID-19 pandemic. She has supported small businesses, advocated for open spaces, promoted sustainable housing, and improved local infrastructure. She is passionate about empowering women, promoting education, and fostering a healthy and vibrant local economy. Beyond her role in local government, Reena is actively involved in environmental initiatives and community development projects. She is committed to creating a sustainable and thriving community, where residents can enjoy better amenities and improved infrastructure. Her vision and leadership have been pivotal in making The Hills Shire a desirable place to live, work, and grow, ensuring that it remains a vibrant and inclusive community for all.
Elected to council 2012 0419 429 217 clr.tracey@thehills.nsw.gov.au
Having been elected in 2012 Councillor Tracey has extensive local knowledge around the issues and what matters to his local community, he is currently an executive for a large not for profit in the community services sector.
Clr Tracey understands the importance of actively engaging the community, participating in community events and showing his support for local groups through initiatives such as raising awareness around mental health and supporting fundraising initiatives for the Cancer Council.
Clr Tracey recognises the importance of balanced urban growth, advocating for much needed infrastructure, upgrades to roads, delivery of community facilities and enhanced services. His focus has also included protecting our rural areas and community zoned lands, protecting our natural environment and maintaining The Hills Shire quality of life. During his time on council as an active member of the Labor Party he has ensured that Council is supported to improve its engagement with First Nations people, protecting our heritage, commitment to the arts and action on climate change.
Elected to council 2021 0400 551 435 clr.boneham@thehills.nsw.gov.au
Clr Rosemarie Boneham, a resident of northwest Sydney for over 25 years, has successfully raised 9 children with her husband Gavin. They have also been successful small business owners for more than 20 years.
Clr Boneham has volunteered her time in parent and family education. She has served on the Board of Family Enrichment Australia and presented courses in Australia and New Zealand. She has volunteered in sporting groups, religious education, and visits to the elderly. She has studied pastoral care and acted as a school student mentor.
Having had 9 teenagers under her care, Clr Boneham has a unique perspective of the challenges young people face. She wants The Hills to be a safe and connected place for young people to enjoy. She is acutely aware of the financial pressures Hills residents experience and advocates for more affordable housing in The Hills while preserving the area’s character.
Clr Boneham represents council on the Western Sydney Academy of Sport helping children gain the benefits of focussed sport. She is passionate about preserving our natural environment, leading council’s push for a community recycling centre. She is honoured to serve The Hills community and is always happy to hear from residents.
Elected to council 2017 0439 013 343 clr.demasi@thehills.nsw.gov.au
Clr De Masi has lived in The Hills Shire since 1998 in Bella Vista with his wife and family. He has an Advanced Certificate in Management and a Bachelor of Business, Human Resource Management. He owns and operates 2 licensed post office businesses (1 located in The Shire). He represents other businesses in his field and has been a National Director and NSW State Chairman of the Australia Post Licensee Advisory Council. Clr De Masi is an advocate for promoting and growing businesses in The Hills to allow residents to live and work locally, having less time for travel and more time with family. Prior to this Clr De Masi had a senior role with Australia Post for over 21 years. He moved into small business after his role of Sydney Olympic Games Coordinator in 2000.
Clr De Masi is active in many fundraising events in the Hills. He has been the Area Chairman for The Hills Red Shield Appeal for 9 years alongside members of the Salvation Army. He is a committee member of Domestic Violence and Homelessness in The Hills, The Hills Winter Sleep Out and a supporter of Relay for Life and Jersey Day (organ donation).
Representations on council include Flood Plain Management Australia.
Elected to council 2021 0400 452 389 clr.burton@thehills.nsw.gov.au
Barbara has lived in The Hills for most of her life and raised children and grandchildren here. She loves the community lifestyle and environment. She has been involved in community life through volunteer activities in playgroup, parents associations, sporting clubs and cultural events. She previously served as a councillor for The Hills Shire Council 2008-12.
Barbara has a Bachelor of Medicine UNSW and Bachelor of Surgery and worked at Prince Henry and Prince of Wales Hospitals. She later worked in the construction industry in the family business. In recent years she completed a Diploma of Fine Arts from Meadowbank TAFE.
Barbara wants to ensure council’s policies are sustainable and lead to a better, safer and prosperous future for our children and grandchildren and wants council to commit to action on climate change.
Barbara wants to ensure council has people friendly services, particularly for youth, the elderly and people with a disability.
Barbara will fight for wellmaintained facilities, more playgrounds, more sporting fields, venues for performing arts and visual arts. More footpaths, bike paths and bike parking at transport stops. Barbara supports adopting a balanced long-term approach to appropriate development and protecting The Hills way of life.
Councillors must follow a Code of Conduct (Policy 2/2021-24 published on council’s website). This ensures they act in the best interests of The Shire and the residents they represent. The code sets high standards for their ethical behaviour and decision-making, defines councillors’ roles and responsibilities, and outlines the steps for making and investigating allegations of code breaches. It guides staff, councillors, and delegates to act in a way that enhances public and client confidence in council.
The Hills Shire Council holds meetings on the 2nd and 4th Tuesday of each month, except for December and January. The meetings start at 7pm in the council chamber at 3 Columbia Court, Norwest. Council meetings are open to the public, and residents can find the schedule, agendas, and minutes on council’s website. On the first Tuesday of each month, councillors have a workshop with council staff to discuss issues in a casual setting.
Residents and stakeholders in The Hills Shire can have a say in how the area is run by:
• voting for councillors every 4 years in the local government election
• arranging to speak at a council meeting about items on the agenda
• writing to or calling elected council members
• connecting with council on social media, such as Facebook, Twitter, Instagram, LinkedIn, and YouTube
• giving feedback on council’s Hills Shire Plan when it is reviewed annually
• providing input on other major projects or notified consents that are consulted or advertised throughout the year.
The Hills Shire Council is committed to involving its residents, stakeholders, and council staff in developing policies, plans, and delivering services for the community.
Councillors serve on both external and internal committees, as well as attend council meetings. These committees offer councillors an extra chance to voice their opinions on issues that are important to their communities.
External committees with The Hills Shire Council representatives:
• 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
• The Hills Youth Suicide Taskforce
• The Hills Community Safety Precinct Committee
• The Hills Accord
• NSW Public Libraries Association
• 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 had delegates or directors elected/appointed to the boards and/or the committees of:
• Hawkesbury River County Council
• NSW Government Joint Regional Planning Panel Sydney West Region.
Internal committees with councillor representatives:
• Audit Risk & Improvement Committee
• Local Traffic Committee.
Details of overseas visits by councillors, council staff or other persons representing council (including visits sponsored by other organisations) - Section 428(4)(b), cl217 (1)(a)
There were no overseas visits representing council during 2023-24.
Provision of equipment and facilities for councillors - cl 217(1)(a1)
Council can choose councillors to go to conferences and seminars. Council pays for all the costs like registration fees, travel, accommodation, and a sustenance allowance. Councillors go to these events to stay up to date on information about local government, town planning, governance, infrastructure, the community, and the environment.
Fees paid to councillors on boards/ trusts
Councillors have been appointed
council on the following boards or trusts:
The total of $71,612 by councillors on conferences, seminars and education included an amount of $18,950 for interstate visits by councillors to attend conferences and seminars.
The meeting schedule throughout 2023-24 was:
• first Tuesday of the month - workshop for councillors
• second and fourth Tuesdays of the month - ordinary council meetings (with some changes due to public holidays).
Council meetings held outside of the normal schedule are called extraordinary meetings.
Council must follow the rules of the Local Government Act 1993 and other relevant laws to be accountable to stakeholders such as residents, ratepayers, businesses, and government. This means giving the Minister for Local Government detailed reports, including an annual report, budget, council plan, and strategic resource plan.
Delegation of authority
Council staff and other authorised bodies can carry out various functions under the Local Government Act 1993 and related laws. The current delegations and authorisations granted by the elected council are listed in the delegations register, available on council's website.
According to Section 377 of the Act, the elected council can delegate the authority to the general manager to make most decisions and perform most functions necessary for daily council operations. The general manager can then further delegate functions to council staff or other authorised individuals.
Strategic risks are those internal or external events that could prevent council achieving the goals outlined in the Hills Future Strategic Plan. These risks include political, economic, environmental, climate, social, and technological factors, as well as competition, demand, and economic conditions.
The Audit, Risk and Improvement Committee (ARIC), previously called the Internal Audit Committee, is 1 of 3 mandatory governance mechanisms legislated by the Local Government Act 1993, the Local Government (General) Regulation 2021 and the OLG Guidelines (Risk Management and Internal Audit for local government in NSW) that council must have in place.
The ARIC is an advisory committee which independently reviews and advises council on the following aspects of its operations including:
• compliance
• risk management
• fraud control
• financial management
• governance
• implementation of the strategic plan, delivery program and strategies
• service reviews.
The committee also provides information to council for the purpose of improving council’s performance of its functions and provides advice on council’s internal audit activities.
The committee follows a formal charter approved by council and meets at least 4 times a year. One of these meetings is to review and approve council's externally audited financial statements and the audit opinion of the NSW Audit Office. Additional meetings can be scheduled if necessary.
During the 2023-24 period, the committee met 5 times on specific dates. The Audit, Risk and Improvement Committee Annual Report provides details of the committee meeting dates and member profiles. The membership and the number of meetings attended by each member in 2023-24 are as follows:
The activities of the ARIC in 2023-24 are detailed in the Audit, Risk and Improvement Committee Annual Report, available on council's website. In summary the ARIC reviewed independent reviews of:
• council's Risk Management Framework Maturity and compliance with Australian Standards and the OLG Guidelines
• the external quality review of Internal Audit and its conformance with the IIA Standards and the OLG Guidelines
• the maturity of the Fraud and Corruption Mitigation Framework with reference to ICAC better practice documentation
• council's cyber security practices.
The Audit Committee also received and reviewed:
• the 2023-24 Financial Statements and external audit arrangements with the Audit Office
• presentation on council's compliance framework
• capital works projects
• ARIC and Internal Audit Charters
• internal audit strategic and annual planning
• ARIC and IA recommendation implementation.
Internal Audit reports:
• review of THSC’s IT general controls
• payroll review
• review of toll management
• time recording/staff attendance
• THSC use of labour hire arrangements
• management of recruitment and terminations
• Fraud and Corruption Framework Maturity Assessment (outsourced)
• review of CP6 Extractive Industries (consent compliance/revenue)
• Transport for NSW Drives System Compliance.
Risk Management reports:
• council's risk registers
• council's risk appetite statement
• risk treatment plans
• state wide continuous improvement projects (buildings, parks, business continuity).
Since 2005, council has maintained an in-house internal audit function to assist in achieving its goals. This function is an independent assurance and consulting service which functions with the adopted Audit Charter and the adopted Strategic Internal Audit Plan.
The Audit Risk and Improvement Committee (ARIC) independently reviews the implementation of the adopted plan.
The internal audit plan concentrates on areas of significant risk, reflecting the council strategic planning. financial, compliance, operational, and information technology areas, and aligns with council's external audit processes and other external assurance received.
The key internal audit assurance activities conducted in 2023-24 are outlined above
(refer to ARIC). In addition, other internal audit activities conducted include:
• coordination of council's Governance Health Check
• credit card management review
• records management: classification of documents
• Transport for NSW HVSOIP compliance
• gap analysis - OLG Internal Audit and Risk Management Final Guideline - Financial Management in Mid Coast Council
- cyber security (CA checklist)
• review of risk culture
• review of the effectiveness of the THSC’s Faud and Corruption Mitigation Strategy –staff survey
• review and update of awareness training: fraud and corruption mitigation
• probity auditor/advisor: selective procurement and recruitment activities
• review and update of the ARIC and Internal Audit Charter.
In 2023-24, in line with better practice, an external quality assessment of internal audit was conducted by the Institute of Internal Auditors (IIA) which assessed the functions conformance with the internal audit standards and the OLG guidelines. This review is conducted every 5 years.
A presentation of the results was made by the IIA to the ARIC on 18 April 2024. The internal audit function was assessed as:
• generally conforming with the internal audit standards
• generally conforming with the OLG guidelines
• assessed maturity against the internal audit standards as implemented/managed.
‘Generally, conforms’ is the highest rating available.
Risk management Council's Risk Management Framework follows the ISO 31000:2018 standards and OLG guidelines.
The framework includes a risk management policy, adopted risk appetite statement, guideline, enterprise risk management strategic and annual plan, and supporting policies and procedures that complement risk management programs.
These programs cover fraud and corruption prevention, business continuity management, project management, and work health and safety management systems.
Council’s risk management system and processes are focused on achieving our
business goals and its maturity was externally assessed in 2023.This assessment was referred to, and reviewed by Management and the ARIC.
Key organisational risks include events such as, but not limited to,
• reduction and/or change to government funding priorities
• cyber-attacks
• major disasters with increased severity and occurrence
• changes to regulations and legislation that impact council operations
• infrastructure risks
• financial risk due to investments
• disruption to council services, delivery of council’s capital works program and advances in technology.
• funds and resources for risk management activities are budgeted, such as training staff in enterprise risk management principles.
Staff at all levels have clear responsibilities for managing risk. Council has established mechanisms for measuring and reporting risk performance.
The risk management function is a key part of council’s Enterprise Risk Management Framework providing internal leadership and advice on risk management matters.
Council's risk management function is also responsible for management of council's:
• Statewide Mutual Scheme protection and market placed insurances and claims management.
• Business Continuity Plan (BCP) including scenario training.
From 2021-22 council has managed its insurance portfolio by becoming a member of Statewide Mutual. Statewide Mutual is made up of more than 100 NSW councils and gives access to key insurance markets efficiently and economically. In addition the mutual provide mechanisms through its continuous improvement program to identify and implement better practices.
Cyber security is one of the top 5 strategic risks in any large corporation in Australia. Keeping operations running smoothly and protecting customer data and privacy is crucial for council. Most of the time, cyber security issues happen because employees don't know enough, and fixing the problems can cost millions of dollars. To deal with this, council has made sure that all staff know about cyber security, including new employees.
IT is implementing the ‘Essential Eight’ security strategies from the Australian Cyber Security Centre. This includes a range of measures such as application control to prevent unapproved and potentially unsafe software from running on THSC computers. We've also updated all computers and servers to be safe from cyber-attacks and put in antivirus software, firewalls, and privacy tools.
Council is committed to following the Government Information (Public Access) Act 2009 (the GIPA Act). The GIPA Act provides 4 ways to make information available to the public:
• mandatory disclosure of ‘open access information’
• proactive release of information
• informal release of information
• through a formal access application.
Council deals with a large volume of sensitive, confidential, and commercial information which makes the responsible management and disclosure of information crucial. Most of our information is stored on an electronic document management system to enable efficient retrieval, management, and editing of information. Additionally, the system allows for electronic assignment of documents and requests to the right officer.
For documents that cannot be stored electronically, council supports the continuum theory of recordkeeping and proactively manages its archival holdings.
Council is committed to the principles of sustainability and the process of continuous improvement. (p18-19).
Gifts are common in business, and it's normal for councillors and staff to receive them.
Council has a policy for handling the receipt of gifts and benefits. Any council official who receives a gift or benefit while performing their duties must fill out a declaration and obtain approval before adding it to the gifts/benefits register.
Councillors and council staff are encouraged to report what they believe to be unethical conduct within the organisation.
Council is required under the Public Interest Disclosures Act to collect and report on information about public interest disclosures (PIDs) (see p157).
Council's legal department is staffed by a qualified solicitor, boasting extensive knowledge and experience. The department delivers high-quality, in-house legal counsel to officers across a range of issues. The team also handles a varied assortment of legal matters providing council with expert advice on legislative and regulatory compliance.
See pp167-172 for details of legal proceedings conducted throughout the year.
Council has a complaints handling procedure that complies with the NSW Local Government Act and the National Competition Policy.
Council must check whether it is engaged in ‘significant business activities’ within the context of its operations and therefore whether it needs to apply the competitive neutrality principles.
To satisfy National Competition Policy, council applies the principles of competitive neutrality to its nominated Category 1 business activities, which include child care services.
The policy outlines council’s comprehensive strategy to reduce the risk of fraud and corruption It details the procedures and responsibilities needed to implement the policy.
The 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.
Council proactively reviews its Fraud and Corruption Mitigation Strategy and Framework annually. We also assess our Fraud and Corruption Mitigation Strategy biennially against best practices (Audit Office’s fraud control improvement kit) and provide ongoing awareness training to address potential gaps in processes and controls.
The 2024 staff survey indicated that most staff are not aware of any fraud or corrupt activities in the council and believe that little to no fraud or corruption occurs.
Where investigations have occurred in council, relevant staff believe that it has been dealt with effectively.
Council addresses areas where there is a perception that fraud or corruption could occur through ongoing awareness training.
‘Governance month’ topics introduced concepts such as profiles of fraudsters, fraud triangles and red flags. Council reviews all relevant ICAC investigation and research reports and other relevant regulatory reports to identify and address potential gaps in our processes and controls.
Council’s key perceived fraud and corruption risks continue to be nepotism in recruitment and the management of conflicts of interest Staff seem hesitant to report any suspected cases of corruption, whether it's within the organisation or from outside sources. We want our staff to report any suspicions of corruption as soon as possible without requiring concrete evidence. Early detection and reporting are crucial in preventing fraud and corruption.
Council is arranging awareness training concerning how to report suspicious behaviour and management of conflicts of interest (including in recruiting).
Our 5 child care centers and Waves Fitness and Aquatic Centre have established childsafe policies and comply with legislation. This year we implemented a comprehensive childsafe policy and educational resources across council. Council's Child Safe Policy can be accessed on our website and staff portal.
This section gives oversight into how our organisation is structured to best deliver services to the community and achieve our goals. It highlights council's responsibility for a wide range of functions and activities with information and key statistics about the executive management and staff. It also contains information about our workplace health & safety and council volunteers.
IMAGE: Road patching in Castle Hill
The executive management team consists of 6 senior staff. Each person receives a remuneration package comprising of salary, superannuation and motor vehicle costs. The total remuneration packages for council’s senior staff for the period 1 July 2023 - 30 June 2024 was $2,487,863. (*Executive figure includes council’s CFO and General Counsel.)
$466,605
$2,487,863
GROUP MANAGER, FINANCE & CORPORATE STRATEGY
B App Sci (ENV HLTH), Att.BLD insp
Michael commenced his local government career in 1986 as a Trainee Health and Building Surveyor. He holds a Bachelors Degree in Applied Science.
Michael has also been involved in academic roles with the University of Western Sydney, Western Sydney Institute of TAFE and the University of Technology related to local government and construction.
Michael joined The Hills Shire Council in July 2005.
Michael was appointed General Manager, 14 July 2017.
CPA, CIMA(London),
Chandi was appointed to the role of Group Manager – Finance & Organisational Performance in 2018 and has gradually built her career in local government since commencing with The Hills in 1989 as Management Accountant. In 1994, Chandi was promoted to Manager - Financial Planning & Internal Audit and further promoted to Corporate Strategist in 1998.
In 2014, Chandi’s role grew to Chief Financial Officer and part of Council’s executive team.
B Comm (Accounting Law); MCommerce (Accounting Finance) CPA
Aneesh has extensive experience in strategy, finance, and local government. She will help guide the organisation through its next phase of growth and make sure it's valuable for our community in the long term. Aneesh previously worked for The Hills, starting in 1996 when it was called Baulkham Hills Shire Council. She has also worked for Randwick and Ryde Councils, and most recently, she was the CFO for the City of Ryde, starting in 2022. Aneesh is a dedicated and ethical leader. She has a deep understanding of complex financial data, strategies, policies, systems, controls, and processes.
The general manager conducts the day-to-day management of council in accordance with the strategic plans, programs, strategies and policies of council. He ensures that council’s decisions are turned into action.
The general manager is responsible for employing all the other council staff and ensures the money that council receives is accounted for. The general manager employs group managers who in turn look after specific groups within council. Each group is responsible for a range of council services and activities.
The general manager is responsible to the councillors. Each group manager is responsible to the general manager and each staff member is responsible to a group manager.
GROUP MANAGER, CUSTOMER & COMMUNITY SERVICES
B App Sci (ENV HLTH), Grad Dip Local Gov. Management
Mark commenced his local government career at The Hills Shire Council in 1997 as a Trainee Health and Building Surveyor. Mark has held a number of positions within council’s planning area including; Health and Building Surveyor, Senior Environmental Officer and in 2004 was appointed as Sustainability Program Co-ordinator. He was promoted to ManagerEnvironment & Health in 2009.
Mark was appointed to the position of Group Manager Infrastructure and Works, August 2018 and in November 2023 he was appointed Group Manager Shire Strategy.
John joined The Hills Shire Council in January 2007 as Manager, Economic Development. In April 2014 he was appointed to the position of Group Manager Customer Services.
Prior to joining The Hills Shire Council, John was Manager, Industry Development at the Australian Industry Information Association and held management roles at Brisbane City Council and Cairns Region Economic Development Corporation. John also gained experience with various roles at Telstra including Regional Manager over a 17-year period.
John retired at the end of FY 2024. Chris Ireland commenced in the role from 15 July 2024
GROUP MANAGER DEVELOPMENT & COMPLIANCE
B. Arts (Major Human Geography) Dip Ed. Grad Dip Urban & Regional Planning
Cameron commenced his local government career in 1991 as a Town Planner. In 1998 Cameron was appointed to the position of Town Planning Coordinator at The Hills Shire Council. Cameron was promoted to Manager - Development Control in 2001.
In July 2009, Cameron was appointed to the position of Group Manager Environment and Planning. Cameron was appointed Group Manager Development and Compliance 1 July 2018.
GROUP MANAGER INFRASTRUCTURE & WORKS
Stephen commenced with Council in 2006 and has led many distinguished projects including Vinegar Hill Memorial Library, the purchase and fit out of council's administration building at Columbia Court and the knock down and rebuild of the award-winning Waves Fitness and Aquatic Centre.
Stephen has considerable local government experience at other councils as well as roles with the Olympic Coordinating Authority for approvals relating to the Sydney 2000 Olympics, private enterprise roles in building product and systems accreditation and in the delivery of major telco and fibre networks for Optus and Telstra.
Stephen was appoined Group Manager Infrastructure and Works in April 2024.
Council works hard to ensure all staff have equal access to available opportunities across the organisation, including learning and development, promotion and well being initiatives.
34 percent of council staff are also residents and interact with the community daily. This assists council to keep a finger on the pulse of community expectations of council and issues that need to be addressed.
Council works hard to ensure the community continues to enjoy a high-quality lifestyle while planning, managing the local environment and maintaining infrastructure within a framework of good governance that embraces open, transparent and accountable decision making.
Under the Local Government Act, council must re-determine its structure from time to time, particularly within the first 12 months following an ordinary election.
The last ordinary election of council occurred in December 2021. The organisational structure on pp54-55 was adopted on 27 September 2022. Council designed the structure in consultation with staff to create the most efficient and effective way for council to work into the future. It recognises the growth council is experiencing.
It shows the wide range of functions and activities required to deliver services and provide facilities to a rapidly expanding community. The organisational chart shows how these activities have been grouped. The next review will occur following the September 2024 ordinary election.
The councillors, as ‘council’, form the governing body of The Hills Shire Council, a public statutory body constituted under the Local Government Act 1993 (NSW). The best way to think of the role of councillors is that of a board of independent directors.
Day-to-day operations are the responsibility of the general manager and is required to ensure that council’s decisions are turned into action. The general manager is responsible for employing all other council staff and ensuring the money that council receives is accounted for. The general manager employs group managers who in turn look after specific groups within council. Each group is responsible for a range of council services and activities. The general manager is responsible to the councillors. Each group manager is responsible to the general manager and each staff member is responsible to a group manager (pp54-55).
Council can delegate some of its decisionmaking authority and functions to the general manager, in accordance with the Local Government Act 1993 (NSW) (s377-s381). The general manager is able, in turn, to delegate functions to nominated employees within The Shire’s staff establishment, enabling them to efficiently perform the responsibilities of their roles, enforce council’s regulations and finalise or negotiate various matters within parameters set by council. The Corporate Delegations Register records these delegations.
Council’s workforce is one of our most valuable assets. Our people care about our customers, our growing community and each other. They are highly skilled and experienced in their specific fields, allowing them to provide the outstanding services that our residents and businesses expect.
Our diverse staff collaborate across various sections of the organisation. Council is dedicated to attracting and retaining people with the right skills and abilities. We adapt to the evolving needs of our workforce and explore new ways of working to become an employer of choice. We regularly review how we allocate and use our resources to make sure they match our priorities.
Council supplements its resourcing by engaging contractors to assist in meeting seasonal demand and peaks and troughs in workloads. This ensures
that council can be agile in meeting the needs and expectations of our community.
Figure 2 illustrates council's established workforce in age bands. There is a wide range of ages employed, from 20 years to over 65 years of age. There is a clear demonstration of how council values, recognises and respects the contributions of people with different ages, backgrounds, levels of experience and perspectives. The average age of council staff is 46 years.
Figure 2: Permanent staff – age profile as at 30 June 2024
Employee turnover levels remain at a satisfactory level even though it was higher than our target of 10 percent.
Employee turnover during the 2023-24 financial year was 14.59 percent, which is on par with what is happening across the wider local government industry.
We have seen an increase in the quality and number of candidates apply for roles at council. Retention strategies are taking effect and attrition rates have stabilised. Small pockets of staff turnover may persist in areas such as Development Assessment, however, we have sufficient initiatives and action plans in place to dampen this movement where possible.
We plan and deliver effective succession planning for key senior staff to ensure our organisation is prepared for its next phase of growth. From the external market we recruited a CFO to lead council’s complex financial data, strategy and a new Group Manager Community & Customer Services. The Shire Strategy and Infrastructure & Works Group Manager roles were secured by internal appointments.
Council has a 4-year Workforce Strategy aligned with the goals of our Hills Future Community Strategic Plan as part of the Resourcing Strategy. The Workforce Strategy outlines how we will effectively serve the community by having the right people in the right positions. This document reviews how we manage our staff costs and engagement, as well as how we listen to, and meet the needs of our community. We continuously monitor and refine the strategy to align with the changing needs of our customers and staff.
The Employee Cultural Survey is an important tool for us to understand and improve our organisational culture. We surveyed staff in September 2023 with the results revealing that our staff were actively engaged in their work, with an engagement score of 69 percent a 3 percent improvement on the previous year. This score was slightly higher than the Global Government Benchmark (GGB) of 65 percent, but lower than the Australian All Industries Benchmark (AAIB) of 73 percent. The engagement score reflects the extent to
which our staff feel committed, motivated, and enthusiastic about their work and council.
The survey showed that our staff were positive about most factors that influence our organisational culture, such as leadership, communication, collaboration, learning and development, diversity and inclusion, and wellbeing. The next survey is due to be administered in 2025 with results to be reported in our next annual report.
We use the survey results to develop and implement action plans to enhance our culture and achieve our strategic goals. The results of the Employee Cultural Survey were communicated to the Joint Consultative Committee (JCC) and all teams in November 2023. We invited our staff to provide their input and suggestions on how to address these issues.
One of the actions we took was to introduce the well-being and performance planning and review process which aims to help our staff feel well at work and perform better by setting clear and realistic goals, providing regular feedback and recognition, offering learning and development opportunities, and supporting their physical and mental health.
Council respects and values the diversity of its staff and others in the workplace. We do not tolerate unlawful discrimination, harassment, or bullying. We support equal opportunity for all in our employment practices, including recruitment, selection, training, development, succession, and employment conditions.
We are committed to ensuring that all our current and future employees have a fair and rewarding career, free from any form of discrimination. Our Equal Employment Opportunity (EEO) policy statement and guidelines outline our objectives, actions, and
responsibilities as an EEO employer, and ensure that our employees are aware of their rights and obligations.
The general manager is responsible for implementing and coordinating the Equal Employment Opportunity Management Plan. This plan includes strategies that focus on:
• promotion of EEO and diversity principles
• maintaining workplaces free from discrimination, harassment, and bullying
• accessible policies and procedures
• grievance procedures.
Council promotes diversity in the workplace see figures 1- 4 on pp 59-60.
FOCUS ON
The Club is an integral part of the organisation's culture, providing fun activities & networking opportunities with colleagues.
Staff are members of the Social Club
Council’s Social Club is a committee run by staff, for staff. It is fully funded by employees and run by a representative committee of 12 staff from across the organisation.
The committee is elected annually at the Social Club’s Annual General Meeting held in February.
IMAGE BELOW: The winning team made up of staff from Customer Services & Venues at the annual Social Club Trivia Night
Employee Assistance Program (EAP)
Council cares about the mental health of its workers and provides health and wellbeing initiatives throughout the year. Council offers a free and confidential counselling service to all workers and their immediate families through Converge International. This is our Employee Assistance Program (EAP). EAP counsellors help staff to deal with changes, opportunities, and challenges.
Counsellors are experienced across a range of issues including personal and emotional stress, relationship or family matters, work-related stress, sleep concerns nutrition advice, grief and bereavement, mental health concerns, personal crisis or trauma and financial coaching.
Health & Wellbeing Expo
The Health and Wellbeing Expo was held in November 2023. This popular initiative provides staff with onsite wellbeing activities and an opportunity to reconnect.
Other initiatives available throughout the year, include skin cancer screening, flu vaccination and Hepatitis vaccinations for staff exposed to potential Hepatitis A and B hazards.
Smoke free workplace
Council is a smoke free workplace to protect the health, safety and welfare of staff and others. Smokers may only smoke/ vape in designated smoking areas.
Drug and alcohol testing
Council is a drug and alcohol-free workplace. To ensure the safety and wellbeing of workers and others council conducts random drug and alcohol testing, reasonable suspicion testing and incident testing.
R U OK? Day
Council supports and promotes R U OK? Day which is held each year in September. The day is a timely reminder to have genuine conversations about mental health and ask people if they’re okay.
Keeping our staff informed
Our staff newsletter showcases the stories, projects, and achievements of our people. It keeps staff updated and connected with what is happening in the organisation. The newsletter is a digital flip book sent out monthly. Staff across the organisation have embraced the newsletter which averages 450 reads per month for an average of 6.83 minutes. 62
Leave
Employees are entitled to:
• 20 days annual leave
• 15 days annual sick leave
• 2 days health & wellbeing leave
• long service leave after 5 years of continuous service in local government
• other leave, eg military leave to attend training or duty with the Australian Defence Forces and Rural Fire Service.
Remuneration
Staff are paid weekly in line with the salary system required by the NSW Local Government State Award. This is supplemented by an Enterprise Agreement (see right) negotiated with our staff and 3 unions. Staff also enjoy a modern office location, free parking, variable leave, an active social club, learning and development opportunities, proactive wellbeing initiatives, discounted aquatic and fitness centre membership and employee cycling facilitieslockers and showers.
Staff incentives
In accordance with council’s Enterprise Agreement 5, individual goals and targets have been established and set for staff which are linked to organisational and individual performance bonuses.
Council will continue to review initiatives focused on attracting and retaining staff and promoting the many benefits of working in local government.
Learning & development
Council has a demonstrated commitment to developing staff through continuing initiatives such as an education assistance program, trainee and apprentice employment, and annual training needs analysis.
Staff have access to a wide variety of training activities including attendance at short courses, professional conferences, and seminars. Council also provides educational assistance to staff to help them to achieve recognised qualifications.
Council conducts a mix of face-to-face learning to e-learning where delivery is online, flexible, and innovative.
Overall,each employee averaged 9.46 hours of training in 2023-24
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 outcomes
• maintain best practice workplace, health and safety
• improve the organisational performance standards
• improve 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 will commence 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.
Finding and retaining good staff is a challenge for any organisation. We value our staff who have dedicated many years of service to our organisation. They bring experience and knowledge that are vital for our success.
Every year, we celebrate staff who have reached 15, 20, 25, 30 or 35 years of continuous service with council. This year, we will honour staff for their service milestones in July 2024 and report in the 2024-25 Annual Report.
Servicing more residents, more efficiently, using less staff
Figure 8: Population to staff (number of residents to every staff member)
Group 7 Metropolitan Fringe Councils
All figures have been sourced from OLG 'Your Council Report' at June 2023, except THSC figure is at 30 June 2024
It is still a tight labour market for experienced engineers, urban and town planners, human resource professionals, building surveyors, project managers and some outdoor roles. Difficulties in attracting applicants is a widespread problem in many industries and critical service and supply chain impacts are occurring.
Staff turnover
One of the indicators of staff satisfaction is staff turnover, which we monitor and track regularly. We also conduct employee exit surveys to collect feedback from departing employees about their work experience and areas for improvement. The main reasons for leaving council, according to the exit surveys, are career opportunities, new challenges, job growth, promotion, and remuneration.
The turnover rate for the 2023-24 financial year was 14.59 percent, which is slightly lower than the previous year. This rate is consistent with local government as an industry.
We also recognise that some turnover is beneficial for the organisation, as it allows us to recruit new talent with fresh ideas and perspectives that can enhance our skills, knowledge, and capability.
We have an ageing workforce and the prospect of a future loss of corporate knowledge and skill with impending retirements. To address this we have the following in place:
• a working to retirement initiative that encourages key staff to talk with us about their future and in some cases, we have implemented a phased retirement to assist in the transition
• to ensure seamless financial leadership, council approved a dedicated CFO (senior staff) position to help manage the increasing complexity of council’s financial operations. This position will eventually transition to the group manager position, with a number of senior managers nearing retirement. This change optimises cost efficiencies, maintains long-term financial sustainability, and supports risk mitigation strategies.
The safety, health & wellbeing of our people and the community we serve is our number one priority.
Safety management framework
The Hills Shire Council is committed to ensuring the health and safety of its workforce and workplaces. Council strives to embed a strong safety culture in the organisation and promote a mindset of awareness, continuous improvement, and accountability.
Council’s safety strategic objectives include:
• our managers take responsibility for ensuring the safety of their teams
• our workplace is psychologically healthy
• our staff are engaged in protecting the safety and well-being of themselves and each other
• our managers are actively engaged in reducing incidents in the workplace and getting injured staff back to work quickly.
Council also provides a safe operating environment for its visitors and is focused on improving its safety record. The safety management system has identified priority areas. While council is proud of its safety record, the hard work of all needs to continue to always ensure the safety of all staff and customers.
Safety is promoted within the organisation by:
• employees being aware of their role and responsibility under council’s policies and relevant legislation
• individual acceptance of accountability and responsibility for safe conditions and behaviour
• effective identification of risks
• council wide safety targets are being identified and agreed
• safeguarding the health and safety of our workforce and communities - flu vaccinations.
Our safety performance
As an organisation, statistics are showing that we have become more proactive in submitting hazard and incident reports. Although there has been an increase in reporting, there still has been an overall reduction in serious injuries/workers compensation claims. It is evident that we are continually assessing risks and taking responsibility and accountability to act on these.
The LTIFR (Loss Time Injury Frequency Rate) for 2023-24 is 5.9 percent which is an incredible positive result for council and one of the lowest percentages from previous years. Trends show that we are continuing to strengthen and build a safety conscious culture within the workplace.
We continued to implement our online WHS system, WHS Monitor. The system is accessed through the staff portal or via the app which staff can download to their phone or iPad. This is the most efficient way to report an incident, register a hazard or complete a risk assessment.
The annual Safety Day shows that building safety awareness through targeted training and regular, ongoing SPOT checks has resulted in positive progress in this area.
Our annual StateCover self-audit and insurance assessment indicated an above average overall WHS performance of 88.9 percent, with an 8 percent increase from the previous year. Due to changes in the audit process between years, overall performance scores cannot be directly compared and are indicative only.
Changes to the StateCover Mutual WHS audit process for 2023-24 will ensure active participation at the top executive level and require an action plan outlining 3 priority actions to be signed off by senior management and actioned during the year.
Worker’s compensation Council utilises a proactive case management approach through early intervention and working closely with the injured workers/ treatment providers to facilitate return to work plans for staff and provide suitable duties through temporary workplace adjustments. In addition, the adoption of a more collaborative working relationship with staff to address and mitigate WHS hazards, build knowledge and awareness around injury prevention and increasing WHS awareness has attributed to positive outcomes in the workers compensation area.
Regular proactive measures help to minimise the probability of an incident taking place. These include ergonomic assessments, SPOT checks, SWAT checks, toolbox talks, quarterly workplace inspections, Safe Work Method Statements (SWMS) and risk assessment reviews, chemical audits, first aid checks and reviewing of policies and procedures. There has been a marked increase in proactive measures across the board.
As staff have returned to the office after the work from home years of COVID, there has been a rise in COVID, influenza and RSV cases.
Incidents - by cause
The Joint Consultative Committee (JCC) looks at both workplace health and safety concerns and employment relation matters that require review and consultation between management and staff. The committee promotes safety, a positive working environment, performance improvement and ensures the rights of all employees are maintained.
The JCC is made up of staff representatives, union delegates, and management representatives to discuss issues affecting the workplace.
The committee meets monthly, working collaboratively with all members to perform functions under the Workplace Health & Safety Act 2011 as well as the Local Government Award and council’s enterprise agreement.
Council’s 4-year Workforce Strategy outlines how the organisation will deliver ‘best value’ services to the community by ensuring the right people are in the right jobs at the right time. This document examines the measures taken by council to carefully monitor both staffing costs and employee engagement, against a backdrop of community engagement and customer satisfaction levels.
It provides a strategic and integrated approach to enable council to better plan for and develop the workforce capabilities needed for the future and to achieve the medium to long term strategies outlined in the community strategic plan. This strategy sets out the level of resources, capabilities and skills required by council’s workforce needed to achieve council’s actions.
Council is committed to achieving growth and ensuring that staff remain motivated and focused on the important roles that they perform.
The Wellbeing, Safety and Development schedule for 2024 aims to involve and engage staff on strategies to support their wellbeing, improvements in safety and provide development opportunities to build capability and confidence in a complex and busy work environment.
Council will continue to invest in initiatives that recognise that safety and wellbeing is a shared responsibility like the wellbeing and performance planning check-ins and ensure that individual contributions are recognised through these processes.
1,037
Registered council volunteers 2023-24
"Being the Youth Ambassador is a great platform to organise youth events, raise issues that are important to young people & lead volunteers"
Members of the Hills Youth Army at Caddies Creek Park Reserve in Kellyville join in the Clean Up Australia Day initiative
According to 2021 Census data, Hills residents volunteer more than the Greater Sydney average (13.7 percent of Hills residents are volunteers compared with 11.6 percent of Greater Sydney residents).
Each year volunteers with council and across The Hills community perform a wide range of tasks across many different organisations. Volunteering opportunities are available with council for those aged 16 years and over.
The Hills Shire Council volunteers support a range of services including:
• Justices of the Peace
• Friends of the Hills Libraries
• The Hills Youth Army
• S355 Advisory committee members
• bushcare, community nursery and environment centre
• Hills Community Care
• council events.
The Sydney Hills Youth Ambassador Program is open to young people aged 15 to 24 who live in The Hills Shire.
The Youth Ambassadors actively participate in community events, speak at council functions, guide The Hills Youth Army, promote youth opportunities, and represent council at relevant events throughout their 12-month ambassadorship.
In 2023-24, The Hills Shire Youth Ambassadors were Eva Pulvirenti and Deanna Stevens.
“I feel extremely grateful for the opportunity to represent and advocate for my fellow young people in the amazing Hills Shire Council. The leadership skills I have acquired in the role have helped me in my day-to-day life,” Eva Pulvirenti.
The Hills Youth Army
The Hills Youth Army is dedicated to empowering young people aged 15-24 through volunteer opportunities and connections with their local community. The Hills Youth Army assists with a range of local events and fundraising activities such as Orange Blossom Festival, the Garage Sale Trail, Sydney Country Music Festival, Paws in the Park, Hills Relay for Life, Mental Health Campaigns, The Mayoral Sleep-out, and Australia Day. Council offers educational opportunities and mentorship programs for all members.
Volunteer training
Council provides training opportunities for volunteers and aims to grow volunteerism across The Hills Shire. The program allows volunteers to choose what they would like to participate in across 8 streams, including visitor services, and Hills Youth Army.
Volunteers have access to free training courses and classes including first aid and CPR courses, yoga and aqua aerobics classes at council’s Waves venue.
Council’s volunteers were recognised for their commitment to The Hills community at a special awards ceremony at the Pioneer Theatre during National Volunteer Week (20-26 May). Council also holds a Christmas party to celebrate our volunteers.
Volunteers can assist with stage management, logistics, theming, set up, staging, merchandising, customer services, providing information and coordinating entertainment. Major events can include Australia Day and Orange Blossom Festival.
Council’s Hills Community Care provides important services to the aged in the Hills Shire. Volunteers assist with:
• food services (Meals on Wheels)preparing and delivering meals to elderly and frail-aged people
• home maintenance - assisting elderly people in maintaining their garden by doing tasks such as pruning bushes and mowing the lawn
• community transport - providing transport assistance to elderly or frail aged people either by car or as a bus driver on council’s community transport bus.
The Hills Shire Council operates a Community Environment Centre that is open on Thursdays and Saturdays. The centre holds workshops and events during the week and on weekends. Volunteers are needed to help with the vegetable garden, waterwise native garden site, workshops, events, providing visitors with advice, community outreach and other environmental projects.
Bushcare volunteers are protectors of our fragile bushland environment and preserve natural flora and fauna and remove harmful elements. No experience is necessary as volunteers receive on-site training for weed removal, planting, and seed collection. It’s a hands-on role.
The council managed nursery is a place where volunteers can learn about the native flora of The Hills Shire, participate in propagating native plants and attend environmental workshops. Volunteers receive training and experience in all aspects of nursery work including seed saving, propagation of indigenous plants and work health and safety.
S355 Advisory Committee Network
Council has given delegated authority to a number of committees to advise on some of council’s facilities and reserves, including, Balcombe Heights Estate; Castle Hill Showground; Heritage Park and there is also a Bushland Conservation Committee.
"The Hills Shire is fortunate to have a large and dedicated group of volunteers who have a critical role in helping Council provide important services to the community, while forming lasting friendships and connections and learning new skills."
This section of the report outlines Council’s Integrated Planning and Reporting Framework and our approach to strategic and corporate business planning. Council’s progress and performance is reported against each outcome area as stated within the Hills Future Community Strategic Plan 2024-2034.
IMAGE: Our Community Engagement Strategy was revised and adopted by council
Councils in NSW are required by law to develop short, medium, and long-term plans to meet the needs of their community and operate sustainably. The Integrated Planning and Reporting Framework (IP&R) ensures the community’s big picture ambitions become operational realities.
IP&R combines all of council's plans and helps council make decisions in the most cost-effective way. The IP&R Framework is illustrated in the diagram below and includes a community strategic plan, delivery program and operational plan. It also encompasses a suite of informing documents to effectively manage the Shire's assets, shape council's workforce and develop long-term financial sustainability (resourcing strategy).
Community engagement plays a vital role in the development of these plans
The community strategic plan must reflect the values and desires of our residents for our Shire. The IP&R process starts with community engagement, working directly with the public to ensure their concerns and aspirations are consistently understood and considered. See p31 for more information about community engagement.
The integrated planning process allows council to prioritise projects based on the needs and direction provided by our community, and ensures that our projects align with the community’s values and vision for The Hills Shire. The IP&R process encourages alignment between local, regional and state priorities and plans.
Community Strategic Plan (CSP) - the community’s plan for its future
The CSP is the highest level of strategic planning taken on by council and describes the community’s vision and aspirations for a period of 10 or more years. The plan is a result of community consultation and provides a clear set of measurable outcomes to achieve the community’s vision. The outcomes provide the framework for how council organises its activities and the benefits provided to the community.
The CSP provides the organisation with a mechanism for continuous review and improvement. Council is held accountable through regular updates to the community on progress towards the achievement of outcomes identified in the Community Strategic Plan.
The plan promotes strategic planning, and sustainability, strengthens social planning
and community participation, strengthens participation from other agencies and organisations, provides goals and directions for the community and enables the achievement of council’s goals and objectives to be measured.
The CSP addresses 4 key questions for the community:
• Where are we now? - community profile/ council resources
• Where do we want to be in 10 years’ time? - community vision - outcome
• How will we get there? - strategic objectives, inputs and actions
• How will we know when we have arrived?
- reporting processes, CSP indicators –high level
The CSP addresses social, environmental, economic and civic leadership.
• A connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing.
• Well informed local and potential companies about the range of employment opportunities, locations and business intelligence about the region.
• Sound governance that values and engages our customers and is based on transparency and accountability.
• Prudent management of financial resources, assets and people for long term sustainability.
• Well planned and liveable neighbourhoods that meets growth targets and maintains amenity.
• Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle.
• Our community infrastructure is attractive, safe and well maintained.
• Infrastructure meets the needs of our growing Shire.
• Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action.
• Encourage and educate people to live sustainably by facilitating resource recovery and minimising waste.
Medium term actions and inputs that contribute to CSP outcomes.
The Delivery Program is based on the CSP objectives. It is a statement of how each new council will deliver on the CSP priorities during its term. It details the principal activities (actions, projects, services) of council, driven by strategic goals and service levels developed with the community ie what’s achievable and supported by the Resourcing Strategy, partnerships, and grant funding.
The Operational Plan outlines the actions council will carry out in the coming year to bring us closer to achieving the objectives and long-term goals in our 10-year Community Strategic Plan and 4-year Delivery Program.
The Operational Plan explains how we will fund these actions with a detailed annual budget, along with council’s Statement of Revenue Policy, which includes the proposed rates, fees, and charges for that financial year.
• it’s a road map for council and considers and integrates relevant elements of the Resourcing Strategy (Long Term Financial Plan (LTFP), Asset
The document is publicly exhibited for at least 28 days and adopted by 30 June.
• considers and integrates relevant elements of the Resourcing Strategy (LTFP, AMS and Workforce Plan)
• lists all capital expenditure projects and considers all ongoing maintenance costs
• resourcing implications have been addressed
• financials in DP match the 4-year projections in the LTFP.
Management Strategy (AMS) and Workforce Plan)
• identifies suitable measures to determine the effectiveness of the projects, programs and actions undertaken –measured in terms of outputs rather than outcomes
• progress is monitored via the Quarterly Budget Review Statement (QBRS) and Annual Report.
Exhibited for at least 28 days, and submissions received by council in that period must be considered, before the final Operational Plan is adopted by council.
The Community Strategic Plan can only be achieved with sufficient resources. Council’s Resourcing Strategy supports the Community Strategic Plan, Delivery Program and Operational Plan by detailing how council can help achieve the community’s goals in terms of time, money, assets, and people over the long term. The Resourcing Strategy is reviewed every 4 years. It incorporates long term financial planning, workforce management planning, asset management planning, information technology management, and plant and fleet management.
* not available at time of publication
The community outcomes we aim to achieve
1. Ensure a connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing.
2. Attract investment to our Shire - the vibrant key business centre in the region.
Where are we now?
Our community enjoys a healthy and active lifestyle, that is accessible and safe. The Hills is known as a family-friendly community with access to health care and support services and a variety of educational opportunities. We have an engaged community with high rates of volunteerism.
Council functions that address our
&
Outcome Area 1.
Ensure a connected and inclusive community with access to a range of services and facilities that contribute to health and wellbeing
Delivery Program strategies that contributed to the overall achievement of Outcome Area 1:
1.1 Provide quality library resources, programs and facilities for leisure, cultural & education opportunities.
1.2 Through strong partnerships provide and support safety activities in relation to bush fire management and other emergency services to foster a safe community.
1.3 Facilitate the provision of services across the community.
1.4 Recognise and value our community’s local heritage and culture.
What have we done towards achieving our actions?
1.1
Providing quality library resources, programs and facilities
The libraries run by council provide high-quality contemporary services and welcoming public spaces. They offer access to information, knowledgeable staff, promote social inclusion, help in bridging the digital divide, encourage lifelong learning, and serve as meeting places for a wide range of community activities. The 4 libraries offer extensive physical and online collections, programs and events for all ages, home library services, council services, local studies, family history and books in community languages.
852,686 in-person visits were made to our libraries in 2023-24, a 13.7 percent increase from 2022-23. In 2023-24 we held 110,545 active memberships,
We loaned 1.5 million items and continued to engage online with our digital visitation and engagement, with 207,185 visits to the library website.
Providing a diverse program of library services to encourage lifelong learning
The libraries welcomed 33,842 attendees at 1,118 in-person and outreach programs and events including author talks, school holiday programs, English conversation, craft and book groups. Children’s early literacy sessions, including storytimes, baby bounce, toddler time and sensitive sessions are held regularly at all branches.
The Year One Reading Club is designed to help students in Year One improve thier overall reading skills and encourages them to become habitual readers. 790 children in Year One participated in the program in 2023.
The Local Studies team put together a podcast of Hills Voice Online oral history interviews. The interviews related to The Hills Shire‘s history were added to the Podbean platform, which has ties with the most popular podcast directories.
As well as producing new content, we are rereleasing the previous recordings in a monthly podcast. Our team works hard to make this great content more accessible to the public. Now, you can listen to these interviews anywhere and anytime through Podbean or subscribe to Apple Podcasts, Spotify, Google Podcasts, and more.
Implement leading edge technologies to support the provision of a range of library and multimedia resources and services
A new way to borrow books was introduced with the Waves Bookshelf (pictured above). Located at Waves Aquatic and Fitness Centre, library members can browse and borrow from a collection of popular books for children and adults during the operating hours of the facility.
We launched an updated, improved library app, designed to enhance the users library experience. The app allows users to easily browse, borrow and explore our extensive collection. Borrow books with just a few taps by using the new self-service borrowing feature.
New touch tables with height and angle adjustability have been installed at Castle Hill and Vinegar Hill Memorial Libraries. Loaded with historical maps, aerial photos and historical subdivision plans they are a visual way to research the history of the Shire.
1.2
Provide and maintain support for emergency services and bush fire services in order to respond effectively to any type of emergency. Emergency management is a legislative requirement for local government. The Hills Local Emergency Management Committee is responsible for the preparation of plans in relation to the prevention of, preparation for, response to, and recovery from emergencies in The Hills Shire LGA. Council provides regular updates on our website regarding road closures due to storm activity and flooding.
In 2024, the RFS created a thorough training program. The service finished reviewing district trainers, assessors, and coordinators, and have confirmed volunteer members for these positions for the next 3 years.
Council reviewed the Hills Emergency Management Plan (EMPLAN) in 2024. The EMPLAN and all associated Consequence Management Guides (CMGs) were endorsed by the REOCON (Region Emergency Operations Controller)
1.3
Provide quality and cost effective long day care services for children, at no cost to council
Council owns and operates 5 not-for-profit long day child care services for children aged 6 weeks to 5 years. Our services are rated as either exceeding or meeting the National Quality Standard.
The children’s services program achieved year to date occupancy of 87 percent, despite reduced demand for services at Ellerman Child Care Centre. Strong customer satisfaction results of 95 percent are testament to the service’s excellent reputation in the community.
Continue to manage State and Federal funding to provide quality, cost effective services for the frail aged through the Home and Community Care Program, at no cost to council
Hills Community Care provides aged care services funded by the Australian Department of Health and Aged Care. The service caters to an average of 2,000 clients each year providing home delivered meals, in-home respite care, house cleaning, gardening, lawn mowing, community transport, centre based day respite, social support groups, home modifications, maintenance and allied health services.
Council called for expressions of interest to be part of the first ever Hills Shire Disability and Inclusion Reference Group.
The reference group will inform council on how to ensure our services, infrastructure and facilities are as accessible and welcoming as possible.
Provide skills to volunteers and sports clubs to enable them to have increased opportunities to participate in community programs
Council provides training opportunities for volunteers and aims to grow volunteerism across The Hills Shire. The program allows volunteers to choose what they would like to participate in across 8 streams, including visitor services, and the Hills Youth Army.
Volunteers have access to free training courses and classes including first aid and CPR courses, yoga and aqua aerobics classes at council’s Waves venue. see p82
Provide annual grants for organisations that address events that connect the community; domestic violence prevention and recovery; mental health and suicide prevention and community participation opportunities in The Hills Shire
Not-for-profit community groups in The Hills Shire can receive a much-needed funding boost through the 2023-24 Annual Community Grants Program.
More than $150,000 in funding from The Hills Shire Council’s Annual Community Grants Program was dispersed among 16 deserving organisations who successfully applied for grants of up to $15,000. The community groups receiving this round of funding provide services for CALD (culturally and linguistically diverse) residents, neurodivergent families and people of all abilities. We also have groups who foster musical talent, organise wonderful events for our community and provide information to rural residents.
1.4
Work with event promoters to attract significant events to council owned facilities in The Hills Shire
March 2024 marked 220 years since one of the most significant events in Australia’s history: the clash between the redcoats and convicts during a major uprising in the middle of Castle Hill. The 1804 convict uprising was commemorated with an immersive battle re-enactment at Heritage Park in Castle Hill on Saturday 2 March.
The event was organised by the Hills District Historical Society in partnership with the Castle Hill Heritage Park Advisory Committee and with support from council. This anniversary event allowed residents to learn more about the region’s early colonial history.
Recognising our heritage and culture
A life-sized steel soldier silhouette and plaque are now on display outside Waves Fitness and Aquatic Centre in Baulkham Hills. The permanent 2 metre installation is an interpretive tribute to the dedication and sacrifice of current and past servicemen and women. It also acknowledges the former pool’s history as a war memorial when it was originally called ‘The Shire of Baulkham Hills War Memorial Swimming Centre’.
Outcome Area 2.
Attract investment to our Shire - the vibrant key business centre in the region
Delivery Program strategies that contributed to the overall achievement of Outcome Area 2:
2.1 Promote an awareness of the region’s business opportunities and provide information and support to attract new investment and jobs.
2.2 Support existing businesses and business networks to increase business capacity and capabilities to grow jobs.
2.3 Supporting visitor economy in The Sydney Hills for planned growth.
Economic Growth Plan
In October 2023, council adopted the Economic Growth Plan, a strategic roadmap aimed at fostering economic development, creating jobs, and attracting investment within the region. This plan outlines key actions that council will take to achieve its vision of a thriving, dynamic local economy.
By focusing on supporting local businesses, developing workforce skills, and promoting the Shire as a prime business destination, the plan sets a clear direction for sustainable growth.
What have we done towards achieving our actions?
2.1
Promote The Sydney Hills as a business location to support an increase in local employment opportunities for residents
Council has been working to create more job opportunities through various initiatives. The Jobs Skills and Employment Pathways Forum connected students with local businesses, which will help them in finding future employment. The Leadership Forums brought together business leaders to address regional challenges and opportunities.
WEXPO showcased council’s commitment to business growth by offering workshops and networking opportunities. The Sydney Hills Local Business Awards, supported by council, recognised outstanding businesses, including the Disability Inclusion Award. In addition, programs such as Generation STEM and the Aviation Careers Job Skills Program have been promoting career pathways to ensure that local residents are prepared to take advantage of emerging job markets.
2.2
Provide business tools and economic information to existing and potential businesses to better enable them to prepare business plans
Council remains dedicated to supporting businesses through essential resources and services. The Business Help Desk provided free one-on-one consultations to help businesses at all stages, from start-ups to large businesses. The Hills Business PSI Survey offered crucial insights into business performance and market conditions, helping inform strategic decisionmaking. Additionally, the Marketing Make-Over Program provided intensive, 4 week mentoring for local businesses, enabling businesses to refine their marketing strategies and boost visibility. These initiatives equip businesses with the tools and knowledge needed to develop effective plans and succeed in a competitive market.
2.3
Provide educational, informational and connective services for business to better prepare them for opportunities and innovation
Council offered a range of educational programs to support business growth and innovation. Our Business Education Series provided targeted workshops for businesses at different stages of development. Council partnered with the Australian Taxation Office to offer free online courses on essential business topics like financial management. The Digital Solutions Program offered customised mentoring on digital tools, while the Business Health Check sessions provided strategic advice through Service NSW. As part of Small Business Month, council hosted workshops on optimising online presence, empowering local businesses to innovate and grow in an increasingly digital landscape.
Work with local and regional tourism bodies to implement destination management plan outcomes
Council collaborates with local and regional tourism bodies to enhance visitor experiences and promote the area's rich history. One of the main attractions iss Roughley House - 'The Pines' and the Visitor Interpretation Centre, offering an immersive look into life from 1856 through 4 generations of the Roughley family. Visitors can tour, book and explore the house, gardens, and surrounding historical sites.
Council also works with Destination NSW, participating in the NSW First Program to help local businesses promote world-class experiences.
• Tapping into the skills and ideas of Council’s volunteers for the benefit of the community.
• Facilitating community services to tackle the community changes and issues prevalent.
• Ensuring existing and potential Hills companies are fully informed about local business opportunities and the suite of business intelligence Council offers can assist with their business growth and site location decisions.
• Encourage event promoters to hold major events and support community events for residents to enjoy.
• Continuing to develop media strategies that include all methods of communicationprint, social media, online etc.
1.3.5 Investigate the feasibility of providing a second aquatic centre along with the update of the Recreational Strategy.
1.3.6 Investigate the feasibility of a performing arts centre.
Regular meetings with Western Parkland City and Central River City Councils ensure cross-promotion and growth of the region’s visitor economy.
1.3.7 Undertake a feasibility study on child care centre operations.
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 a future councillor workshop.
1.3.9 Provide support for youth activations around metro stations and youth hotspots with $30K funding from the donations budget.
1.4.1 Work with event promoters to attract significant events to Council owned facilities in The Shire.
1.4.2 Undertake further investigation for the approval process and estimated cost for a commemorative statue and a briefing will be provided to a future councillor workshop.
1.4.3 Investigate with Reconciliation Australia the steps to develop a project plan and resourcing.
1.4.4 A briefing on sites and costs for upgraded signage on the heritage of an area or asset will be provided to a future councillor workshop.
Since 1999, the Year One Reading Club has promoted literacy and ignited the imaginations of over 17,000 Year One students.
2024 marked 25 years of The Year One Reading Club helping children to develop a love of reading.
It’s such an important stage for children to soak up all the learning they can. The Year One Reading Club helps make reading an enjoyable habit.
Year One Reading Club is free to join at any of The Hills Shire Library branches. Library staff visit year one students at local Hills schools to tell them about the library. Participants receive a logbook when they join, then a sticker each time they visit their local library to borrow, as well as rewards along the way.
Investigate the feasibility of providing a second aquatic centre along with the update of the Recreational Strategy.
Investigate the feasibility of providing a performing arts centre.
Not yet commenced. Will form part of the Recreation Strategy review. It will expand on the content in the current Recreation Strategy relating to aquatic facilities which broadly identifies a new aquatic facility needed by 2036 to complement the projected population growth.
Council is currently developing an Arts and Culture Strategy with consultants currently finalising an evidence pack, collating and analysing community/ stakeholder engagement. The feasibility of a performing arts centre is being examined as part of this strategy.
Undertake a feasibility study on child care centre operations.
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 a future councillor workshop.
Currently engaging a suitable architect to deliver designs that will form part of the business case for possible expansion of operations at Balcombe Heights Child Care Centre.
Council is currently developing an Arts and Culture Strategy with consultants currently finalising an evidence pack, collating and analysing community/ stakeholder engagement. The consideration of a stage is being examined as part of this strategy.
FOCUS ON Our awardwinning fitness and aquatic centre, Waves located at Baulkham Hills is a vibrant social and recreational hub for the community.
2023-24 saw:
• continued growth in the swim squad with over 600 enrollments
• over 140,000 visitations to Waves during the summer period ( 5.7 percent on the previous summer)
• introduced exercise physiologist services onsite for clients with chronic conditions that require ongoing treatment to improve health
• First Australia Day Waves event held on 26 January including free barbecue, entertainment and pool inflatables
• 30 school swim carnivals conducted Jan/ Feb
Through strong partnerships provide and support safety activities in relation to bush fire management and other emergency services to foster a safe community
1.3 Facilitate the provision of services across the community
Provide and maintain support for emergency services and bush fire services in order to respond effectively to any type of emergency
1.3.1 Provide quality and cost effective long day care services for children, at no cost to council
1.3.2 Continue to manage state and federal funding to provide quality, cost effective services for frail aged through the Home and Community Care Program, at no cost to council
1.3.3 Provide skills to volunteers and sports clubs to enable them to have increased opportunities to participate in community programs
1.3.4 Provide annual grants for organisations that address events that connect the community; domestic violence prevention and recovery; mental health and suicide prevention and community participation opportunities in The Hills Shire
1.3.5 Investigate the feasibility of providing a second aquatic centre along with the update of the Recreational Strategy
1.3.6 Investigate the feasibility of a performing arts centre
1.3.7 Undertake a feasibility study on child care centre operations
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 a future councillor workshop
2.1 Promote an awareness of the region’s business opportunities and provide information and support to attract new investment and jobs 2.1.1 Promote The Sydney Hills as a business location to support an increase in local employment opportunities for residents
Support existing businesses and business networks to increase business capacity and capabilities to grow jobs
Supporting visitor economy in The Sydney Hills for planned growth
Provide business tools and economic information to existing and potential businesses to better enable them to prepare business plans
Provide educational, informational and connective services for business to better prepare them for opportunities and innovation
2.3.2 To work with local and regional tourism bodies to implement destination management plan outcomes
Obtaining citizenship in a new country is more than just an application process. It’s a transformative experience that can promise a new life chapter for individuals and their families.
Hills resident Elynaea Pancho’s journey to becoming an Australian citizen is a testament to this. Her connection with Australia was
“This citizenship will not only change my life but also the trajectory of our entire family and generations to come,” Elynaea said.
initially established through her work. Elynaea, originally from the Philippines, worked for an outsourcing company and managed Australian teams from her home country. Her expertise caught her organisation’s attention, and a temporary assignment in Australia turned into a 4 year stay, which led her to choose permanent residency. Elynaea became an Australian citizen on 26 January 2024.
The community outcomes we aim to achieve
3. Sound governance that values and engages our customers and is based on transparency and accountability.
4. Prudent management of financial resources, assets and people for long term sustainability.
Council’s is committed to delivering the outcomes of Hills Future, with a strong financial position that has continued over many years. Cyber security has been a big focus and council continues to be proactive in minimising risk. Our people are our biggest asset and we continue to engage with staff and foster health and wellbeing. Council provides what the community needs now and plans for the needs of future generations.
Council functions that address proactive leadership:
Outcome Area 3.
Sound governance that values and engages our customers and is based on transparency and accountability.
Delivery Program strategies that contributed to the overall achievement of Outcome Area 3:
3.1 Facilitating strong 2-way relationships and partnerships with the community, involve them in local planning and decision making and actively advocate community issues to other levels of government.
3.2 Provide prompt, complete, friendly and helpful advice and information to the community and respond in a timely manner meeting service standards for all service requests.
3.3 Ensure council is accountable to the community and meets legislative requirements and support council’s elected representatives for their role in the community.
What have we done towards achieving our actions?
3.1
Continue to apply The Shire’s Community Engagement Strategy
Council’s community engagement strategy was adopted in late 2023. A new online engagement platform was introduced in March. Council will complete a review of the community engagement strategy in late 2024.
Improve the delivery of council’s communication to the community
Council launched a refresh of our website’s homepage with a new look and feel and mega menu navigation.
Council’s new engagement website ‘Hills Have Your Say’ was also launched (see p31).
Identify other major infrastructure needs and start lobbying various levels of government
Developer levy policies
Mayor Dr Peter Gangemi took a public stand in the media, alongside residents, calling on the NSW Government to restore the ability of all councils to build basic facilities for communities in new housing precincts.
Council also highlighted how policies around developer levies have resulted in residential areas where families do not have access to swimming pools, libraries and community centres.
Council campaigned extensively in the media on the impact of residents of The Hills Shire and wider North West Sydney area. Throughout 2023-24, Mayor Dr Peter Gangemi continued to advocate for changes to planning rules. (see p17)
Council also requested an exemption from the NSW Government's proposed low- and mid-rise housing reforms due to the large number of new homes being zoned, approved, and built across the Shire.
3.2
Provide integrated technologies to improve customer services across the organisation and enhance e-requests.
Transforming the way we communicateMicrosoft Teams
Council’s telephone system completely shifted from Skype to Microsoft Teams in mid-December 2023.
Microsoft Teams offers various features, including chat, video, calling, document collaboration, and application integration. This innovative platform provides an entirely new way for council teams to work collaboratively. IT provided training sessions for all teams.
Provide quality localised customer services to all residents.
Customer Services and Venue Bookings recorded 181,208 customer interactions. 193,540 pieces of outgoing mail processed, 7,204 applications received, receipted and lodged, 303,207 hours booked at community venues and 173 burials across Castle Hill and Sackville cemeteries. Provide timely and comprehensive information to residents on council decisions, activities and its products and services.
Communications, marketing and engagement activities are delivered through a variety of traditional and digital platforms to ensure important information reaches our community about council activities, services, events, programs and council decisions to encourage awareness and participation. While advances in technology have opened up a multitude of channels allowing us to communicate with our community, there is still demand for printed communications across The Shire. Subsequently we sent out 3 edition of the Hills Focus magazine to provide relevant local information to residents.
3.3
Review and maintain effective risk management strategy.
see pp49-51
Implement an internal audit program.
see p50
Provide effective contract management and procurement management.
see from p158-166
Represent council in any court matters and ensure all activities carried out by council are in accordance with legislation.
see p167-172
Provide a safe and healthy environment for staff, contractors and the community.
Our LTIFR rate is the lowest it has been in the past 6 years, reflecting everyone’s commitment to our safety culture. We've also achieved a significant reduction in worker’s compensation claims and are more vigilant in submitting hazard and incident reports.
see p66 for more information
Provide good governance and administrative support for councillors and council meetings.
Transparent and ethical governance contributes to public trust and confidence in council decision making, and council is committed to this process.
All council/committee minutes and agendas were made available before their target deadlines and council achieved 100 per cent compliance to statutory requirements regarding minutes being signed.
Council ensured that 100 per cent of committee and council agendas were available to the public 72 hours prior to each relevant meeting.
Council ensured that 100 per cent of committee and council minutes were available on the council’s website within 5 working days.
Manage business information and council records as an asset to enable council to carry out its civic functions and comply with relevant legislation
We are implementing the IT Strategy to improve the safety and security of our data
and are reviewing the way we manage our records to comply with legal obligations. Much of our data is now stored in cloud-based environments and this is the future of our IT systems.
The possibility of a data breach (both within and outside the cloud) cannot be fully eliminated. To protect our data, and uphold the privacy of our residents and ourselves, it is crucial to store our records in the appropriate corporate locations.
In 2024, council took part in the Recordkeeping Monitoring exercise with State Records NSW. We are committed to improving our recordkeeping maturity, and to achieve this, we have introduced additional training for new staff, regularly published recordkeeping reminders, and launched a new intranet page dedicated to recordkeeping.
We were invited to represent local government on the Public Sector Advisory Committee to State Records NSW and Museums of History NSW. Our role is to support the implementation of the State Records Act 1998. As part of this, council has provided feedback on various recordkeeping issues affecting not only local government but also other NSW Public Offices.
Outcome Area 4.
Prudent management of financial resources, assets and people for long term sustainability.
Delivery Program strategies that contributed to the overall achievement of Outcome Area 4:
4.1 Council has a clear strategic direction that guides its decision making and creates a safe and skilled workforce that delivers high quality services and products.
4.2 Maintain a strong financial position that supports the delivery of services and strategies and ensures long term financial sustainability.
What have we done towards achieving our actions?
4.1
Apply IP&R Guidelines and monitor progress of The Hills Strategic Plan and provide quality services and operations that meet all legislative requirements and statutory responsibilities to support the delivery of this plan.
Community Strategic Plan
2023-24 marks the final year of the Delivery Program we are reporting on. Council has commenced a review of its short, medium, and long-term plans to meet the needs of the community and operate in a sustainable manner. This will include community engagement to ensure the community strategic plan reflects the values and desires of our residents.
Council's annual report continues to provide a comprehensive, open and transparent account of council's achievements, financial performance, strategic direction and governance practices. 202223 Annual Report acheived a 7th consecutive Gold Award from the Australasian Reporting Awards (ARA) see p21.
Develop and implement people management strategies to support all groups to deliver community outcomes.
The Employee Engagement survey was distributed to staff to complete. The survey provides important insights into what staff think, and feel, about working at council. The results of the survey help council to understand ways to improve staff working environments with the end goal to have a fully engaged and motivated workforce. See p61.
Health & Wellbeing Week was held in November 2023. Staff participated in initiatives focused on highlighting the importance of their wellbeing like heart health checks, vision checks, podiatry, musculoskeletal checks, nutrition and mindful eating.
Our annual Safety Day for outdoor workers is one of the tools that continues to help us improve our safety results. Our LTIFR rate is the lowest in the past 6 years, reflecting everyone’s commitment to our safety culture. This is a direct result of initiatives such as Safety Day that reinforce our commitment to identifying risks and solutions. see pp66-67 4.2
Manage council finances and provide financial services to ensure long term financial sustainability and the long term financial planning that supports council’s asset management strategies and overall performance.
General & Special Purpose Financial Statements
Our finance team’s hard work is extremely important to our council. It has helped us achieve positive financial results and complete the financial statements on time.
During 2023-24 council awarded 22 tenders with a total value of $42.92 million (contract value only minus contingency) see pp158-166
Identify potential development opportunities to generate additional income to support the funding of major projects.
Council continues to explore new avenues for income generation that can supplement its core funding. This strategy is designed to support the financing of significant future projects, ensuring sustainable growth and development. This is evident in Council’s strategic land acquisitions and projects.
Manage the property leasing activities to generate a recurrent source of income. This is achieved by actively marketing available opportunities to attract reliable tenants and negotiating favourable lease terms to ensure longterm occupancy. Additionally, implementing effective property management practices that help maintain the value of the assets and maximise rental income over time.
Undertake a review of the Community Engagement Strategy along with any budget implications as part of the next Delivery Program with any identified actions then being able to be considered for future budget allocations as required.
Community Engagement Strategy was reviewed and updated. A Community Engagement Policy and Toolkit were also developed to streamline and improve consistency in community engagement. The documents were adopted by council in February 2024.
The adopted documents are currently being reviewed as per the requirement to review all council policies within the first year of a new council.
• Maintaining financial sustainability in the long term.
• Continuing to inform and educate the community about the significant changes occurring in and around the Sydney Hills including the impacts of population growth and the Sydney Metro Northwest.
• Planning council’s workforce to better match resources to workload and deal with the additional work an increasing population generates.
• Adapting to new ways of working.
3.1.4 Undertake a review of the Community Engagement Strategy along with any budget implications as part of the next Delivery Program with any identified actions then being able to be considered for future budget allocations as required.
3.1.5 A briefing on Community Engagement and Communications will be provided to a future councillor workshop.
people who agree there are opportunities to have a ‘real say’ on
3. Sound governance that values and engages our customers and is based on transparency and accountability
3.1 Facilitating strong two way relationships and partnerships with the community, involve them in local planning and decision making and actively advocate community issues to other levels of government
3.1.1 Continue to apply The Shire’s Community Engagement Strategy
3.1.2 Improve the delivery of council’s communication to the community
3.1.3 Identify other major infrastructure needs and start lobbying various levels of government
3.1.4 Undertake a review of the Community Engagement Strategy along with any budget implications as part of the next Delivery Program with any identified actions then being able to be considered for future budget allocations as required
3.2 Provide prompt, complete, friendly and helpful advice and information to the community and respond in a timely manner meeting service standards for all service requests
3.3 Ensure council is accountable to the community and meets legislative requirements and support council’s elected representatives for their role in the community
3.2.1 Provide integrated technologies to improve customer services across the organisation and enhance e-requests
3.2.2 Provide quality localised customer services to all residents
3.2.3 Provide timely and comprehensive information to residents on council decisions, activities and its products and services
3.3.1 Review and maintain effective risk management strategy
3.3.2 Implement an internal audit program
3.3.3 Provide effective contract management and procurement management
3.3.4 Represent council in any court matters and ensure all activities carried out by council are in accordance with legislation
3.3.5 Provide a safe and healthy environment for staff, contractors and the community
3.3.6 Provide good governance and administrative support for councillors and council meetings
3.3.7 Manage business information and council records as an asset to enable council to carry out its civic functions and comply with relevant legislation
Council has a clear strategic direction that guides its decision making and creates a safe and skilled workforce that delivers high quality services and products 4.1.1 Apply IP&R Guidelines and monitor progress of The Hills Strategic Plan and provide quality services and operations that meet all legislative requirements and statutory responsibilities to support the delivery of this plan
4.1.2 Develop and implement people management strategies to support all groups to deliver community outcomes
4.2 Maintain a strong financial position that supports the delivery of services and strategies and ensures long term financial sustainability
4.2.1 Manage council finances and provide financial services to ensure long term financial sustainability and the long term financial planning that supports council’s asset management strategies and overall performance
4.2.2 Identify potential development opportunities to generate additional income to support the funding of major projects
4.2.3 Manage the property leasing activities to generate a recurrent source of income
Average number of business days taken to process formal GIPA applications. This target was not met due to the volume and complexity of the applications including the need for third party consultation. Legislative requirements and deadlines were met.
Human resources and wellbeing, average number of days lost to absences (Ex). This KPI was not met mainly due to the increase length of recovery required by staff before returning to work after work place injuries. However, our LTIF rate of 5.9 exceeds the industry benchmark.
Human resources and wellbeing, percentage of staff retained (Ex). Staff turnover has been a challenge for council this year which is consistent with the local government sector as a whole. There is a shortage of suitably qualified candidates due to the current employment market.
The Annual Community Grants Program focuses on delivering grants for community services in four main priority areas:
• Events, concerts, theatre, and arts programs designed to engage key community members that entertain the broader community
• Domestic violence prevention and recovery
• Mental health and suicide prevention
• Disability, youth, seniors, and cultural projects that support community participation opportunities
In 2023-24 council awarded over $150K to deserving community groups. Among these groups were the India Club – $12,500 for facilitating a forum with guest speakers that cover a variety of topics for people from diverse and multicultural communities to improve understanding of each other’s cultures.
Council of Indian Australians – $10,000 for hosting their Deepavali Fair to celebrate India’s largest festival Deepavali
5. Well planned and liveable neighbourhoods that meet growth targets and maintains amenity.
6. Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle.
ON 9.1% of Hills residents are of Indian ancestry The community outcomes we aim to achieve
Our precinct plans for strategic centres around the metro stations of Castle Hill, Rouse Hill and Norwest create a 20 year vision for new housing, jobs and, infrastructure. Key initiatives encourage growth and investment. The Hills has sufficient land zoned to meet and exceed housing supply targets, subject to delivery of housing by the development and construction industry.
Outcome Area 5.
Well planned and liveable neighbourhoods that meet growth targets and maintains amenity. Delivery Program strategies that contributed to the overall achievement of Outcome Area 5:
5.1 The Shire’s natural and built environment is well managed through strategic land use and urban planning that reflects our values and aspirations.
What have we done towards achieving our actions?
5.1
Implement developer contributions plans that adequately provide services and facilities to support our growing population
Council approved changes to Contributions Plan No. 15 – Box Hill Precinct (Amendment No. 6), which will start on August 19, 2024.
The updated plan includes $595 million for infrastructure works and $486 million for land acquisition. These changes were made to comply with the requirements of the Minister for Planning and Public Spaces, following the completion of the review by IPART.
Due to rising costs, the historical limit on contributions set by the State Government, and the recommendations of IPART and the Minister for Planning and Public Spaces, there is a funding gap of $182 million within the plan.
As a result, council is unable to fully finance the Works Schedule outlined in the plan. The funding gap will need to be addressed through other sources, such as general rates revenue or funding grants. Certain infrastructure provision under the plan may be delayed until adequate funding is available.
In light of the decisions made by IPART and the Minister, council will continue to explore the best approach to address the funding gap and ensure the completion of the outstanding infrastructure.
Update the local strategy to ensure our land use framework remains capable of delivering homes and job growth while reflecting our natural environment
See pp 15-16 re: Castle Hill Precinct Plan, Rouse Hill Precinct Plan, Public Domain Strategy, Smart Places Strategic Framework.
Council approved and adopted its Public Domain Strategy. This strategic document is intended
to drive better place-making and public domain outcomes. It provides a clear and consolidated set of objectives, principles and best practice guidance that will inform development plans and council’s decision making with respect to the public domain.
Agritourism
A Planning Proposal and Draft DCP for Agritourism in Rural Areas was finalised. The changes simplify the process for owners of properties classified as ‘farmland’ in rural areas under the Local Government Act 1995 and to use their land for small-scale agricultural development and agritourism. For instance, they can use it to start or expand their business to provide farm stays, retreats, and other activities. The adjustments can also help to promote tourism in the area, showcasing the best of The Hills.
Outcome Area 6.
Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle
Delivery Program strategies that contributed to the overall achievement of Outcome Area 6:
6.1 Strategically plan for the North West sector growth through the development and construction of transport infrastructure, integrated local roads, parks and other civil infrastructure.
What have we done towards achieving our actions?
6.1
Provide safe and orderly vehicular, pedestrian and bicycle traffic throughout The Hills Shire
Bike Plan
Council continues to support safe, convenient, and accessible transport options, including walking and cycling, which provide healthy recreational activities for our residents. Council’s Bike Plan seeks to support these outcomes and was adopted in 2023. The Bike Plan is a strategic document that is intended to assist council’s future decision-making for the active transport network throughout The Shire.
NSW State Government funding of approximately $3 million was recently made available for an off road shared pathway along the full length of Norwest Boulevard.
Roads
Regional roads around and through new release areas such as Box Hill, Box Hill North and
North Kellyville continue to be upgraded in accordance with the relevant development control plans and contributions plans.
Prepare asset management plans for all classes of assets in order to maintain a satisfactory condition
Asset Management Plans have been developed for civil assets (road infrastructure, footpaths, bridges), buildings, open space, and stormwater. The Asset Management Plans outline the strategy for managing council’s assets in a sustainable and satisfactory condition by considering lifecycle costs, levels of service and risk for existing and new infrastructure assets in the Shire.
Develop and maintain up-to-date asset systems for effective asset management of all infrastructure assets
Councils’ asset systems provide accurate and current data, enabling informed decisionmaking and efficient resource allocation. Asset condition audits, useful life reviews, and asset revaluation activities have contributed to maintaining the accuracy and completeness of information within the asset system.
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
Master Plans are reviewed and updated to reflect changing uses of facilities, and ensure they are relevant for the future. During the process, Council engages with the respective facility user groups including 355 Advisory Committees and sporting clubs, as well as the general community, through notifications, website links and information sessions, to receive feedback and input. Council is currently undertaking a review and update of Master Plans for Balcombe Heights Estate, Bella Vista Farm Park, Centenary of ANZAC Reserve and part of Crestwood Reserve.
Construction at Cockayne Reserve has commenced and is on track for completion in late 2024. It will include 2 pedestrian bridges and 2 local playgrounds, a concrete shareway, seating areas and associated landscaping.
A brand-new parkland (Water Lane Reserve) is in the works for Box Hill, with around 11.1 hectares set to undergo a transformation into one of the area’s premier green spaces, making it a central hub for sport and recreation. Water Lane Reserve will provide 2 natural turf fields, a children’s playground, pathways, a car park and amenities block with accessible toilets, change rooms and a canteen. It is currently in the detailed design and utility approval stage.
Work with the NSW State Government to finalise the timeframe for the major road arterial upgrade
Council has continued to advocate for the NSW State Government to address the timely funding and delivery of necessary infrastructure to support residential growth, particularly regional transport upgrades and school infrastructure. Council has also continued to advocate for a planning framework that responds to market and community needs and expectations, particularly through its submissions on the state government’s suite of housing reforms.
Council continues to advocate for an upgrade of Annangrove Road and a bypass at Round Corner. Transport for NSW have advised they have no current plans, proposals or investigations for a regional bypass.
Council received $1.88 million through the Australian Government’s Local Road and Community Infrastructure (LRCI) Phase 4 Program to fast-track 18 infrastructure projects. A substantial portion of the Phase 4 funding has been allocated specifically for road projects in rural, regional and outer urban areas. This funding will be used to improve Chapel Hill Road, Sackville North and River Road, Lower Portland/Leets Vale, which were damaged during the March and July 2022 floods.
Council officers continued to collaborate with NSW Government, as part of the Regional Traffic Modelling project, to assess capacity for growth and potential upgrades required within the Castle Hill and Norwest Strategic Centres.
Prepare an implementation program based on development activity for the development of critical road projects for new release and older urban areas
Council’s precinct plans identify a suite of required regional road upgrades for the Rouse Hill, Norwest and Castle Hill Strategic Centres. However, the delivery of the upgrades would primarily be the responsibility of the NSW Government.
Regional roads around and through new release areas such as Box Hill, Gables and North Kellyville continue to be upgraded in accordance with the relevant development control plans, contributions plans and as NSW State Government funding is made available. Works have commenced to construct a roundabout at the Edwards Road and Annangrove Road intersection. The construction of this interim upgrade of the intersection to a roundabout will help address current and ongoing traffic congestions and road safety issues.
Complete development of a Public Domain Strategy.
Undertake a review of public arts in The Shire along with any budget implications.
Council adopted its Public Domain Strategy for The Shire, 26 March 2024. The strategy provides a guide for planning and developing public areas across The Shire. It will help prepare Public Domain Plans for strategic centers and review The Hills DCP, keeping in mind specific objectives and outcomes. This will be done progressively.
Council completed a review of public arts in The Shire as part of the Public Domain Audit and Analysis completed by Aspect Studies in January 2021. A number of recommendations were made and have been incorporated into council's Public Domain Strategy, which was finalised and adopted by council on 26 March 2024. Public art is also being considered as part of the preparation of a draft Arts and Culture Strategy.
Develop car parking policy for council centres (Castle Hill, Rouse Hill, Baulkham Hills).
Provide a briefing to a future councillor workshop when information is available on options for the SES Headquarters site.
Consultant work completed in December 2020 provides an evidence base for council to consider changes to car parking policy settings and controls within the centres. Recommended changes to council's parking policy are set out in the precinct plans for Norwest, Rouse Hill and Castle Hill strategic centres. These formed the basis for changes to council's parking rates for centres within the Development Control Plan which were publicly exhibited in June and July 2024.
Information report providing update on SES Headquarters site included in business paper for councillor strategic planning workshop on 25 March.
• Improving transport links in the Shire.
• Responding to ongoing reform of the NSW planning systems.
• Providing for sustainable dwelling and employment growth that balances the needs of the economy, community and environment.
• Providing sufficient active open space over the next 2 - 3 years until new fields are constructed.
• Continuing to work with state and federal governments around infrastructure and transport needs to manage projected growth.
5.1.9 Develop a project plan, underlying resource plan and timeframe for the further development of the Terminus Street site.
5.1.10 A briefing on new depot options will be provided to a future councillor workshop.
5.1.11 A briefing will be provided to a future councillor workshop to include the pinch point items in section 7.12 CP after TfNSW traffic modelling is complete.
5.1.12 A briefing discussing potential options to encourage developers to allocate transitional housing for domestic violence victims will be provided to a future councillor workshop.
6.1.11 Conduct a traffic count on Annangrove Road usage and provide a briefing to a future councillor workshop on the impact of the North Connex on Pennant Hills Road. Traffic counts have been carried out for Annangrove Road. The impact of North Connex on Pennant Hills Road will be the subject of a future council report.
Undertake an affordable housing review with the scheduled review of the LSPS and Housing Strategy.
Council’s Local Environmental Plan (LEP) currently prioritises creating ample opportunities for new housing developments. With zoning provisions for up to 50,000 new homes, the focus is on offering a variety of housing types and sizes to meet diverse market needs, preferences, and financial capabilities. While these measures have begun to address housing affordability and diversity, council’s Housing Strategy acknowledges the need for further exploration into affordable rental housing and strategies to enhance housing affordability. Hill PDA consultants are preparing a viability assessment report to explore the viability of introducing an affordable housing contributions scheme in The Hills Shire. More information will be provided following the completion of this study.
Additionally, the NSW State Government has enacted social and affordable housing reforms across the state, effective from December 2023. These reforms grant developers bonuses in floor space ratio and building height—up to a 30 percent increase—for projects that include affordable housing units. The Hill PDA’s ongoing analysis will assess the implications of these statewide reforms and how they may complement or influence local initiatives like the Affordable Housing Contributions Scheme.
Prepare Draft Precinct Plan for Terminus Street site. The Castle Hill precinct plan has been adopted. Once finalised, council will receive advice and a resourcing plan to progress options for the site’s timing and feasibility. Several factors will influence council’s final decision on this site. This action will be closed and linked to the new 2024-25 Delivery Program Action. Develop a project plan, underlying resource plan and timeframe for the further development of the Terminus Street site with an estimated completion date of June 2026.
Provide a briefing to a future councillor workshop on neurodiverse facilities incorporated into the design of parks and playgrounds.
Provide a briefing to a future councillor workshop when information is available for council to consider updating the Recreation Strategy which includes tracks and trails and water based nature play.
Undertake a review of the location of existing community amenities and advocate as appropriate.
Briefing provided with report and presentation to June 2024 councillor workshop.
Initial review phase of Recreation Strategy to commence in August / September 2024. Current sports usage information to be collated utilising sports management students from UWS.
Council has conducted a review and analysis of council owned amenities and public toilets facilities in the LGA including at bus interchanges and commuter carparking. Key on track action completed
5.1 The Shire’s natural and built environment is well managed through strategic land use and urban planning that reflects our values and aspirations
5.1.1 Implement developer contributions plans that adequately provide services and facilities to support our growing population
5.1.2 Development proposals are assessed and respond to council’s strategic policy as contained with LEP and DCP
5.1.3 Update the Local Strategy to ensure our land use framework remains capable of delivering homes and job growth while reflecting our natural environment
5.1.4 Revisit Master Plan and then the town planning controls re Baulkham Hills Town Centre
5.1.5 Provide a briefing to a future councillor workshop when information is available on options for the SES Headquarters site
5.1.6 Undertake an affordable housing review with the scheduled review of the LSPS and Housing Strategy
5.1.7 Prepare Draft Precinct Plan for Terminus Street site
N/A* N/A* N/A* N/A* Population who walk, cycle or use public transport to get to work
6. Safe, convenient and accessible transport options and a variety of recreational activities that support an active lifestyle 25.0
6.1 Strategically plan for the North West Sector growth through the development and construction of transport Infrastructure, integrated local roads, parks and other civil infrastructure
6.1.1 Provide safe and orderly vehicular, pedestrian and bicycle traffic throughout The Hills Shire
6.1.2 Prepare asset management plans for all classes of assets in order to maintain a satisfactory condition
6.1.3 Develop and maintain an up-to-date asset systems for effective asset management of all infrastructure assets
6.1.4 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
6.1.5 Work with the NSW State Government to finalise the timeframe for the major road arterial upgrade
6.1.6 Prepare an implementation program based on development activity for the development of critical road projects for new release and older urban areas
6.1.7 Develop car parking policy for council centres (Castle Hill, Rouse Hill, Baulkham Hills)
6.1.8 Provide a briefing to a future councillor workshop on neurodiverse facilities incorporated into the design of parks and playgrounds
6.1.9 Provide a briefing to a future councillor workshop when information is available for council to consider updating the Recreation Strategy which includes tracks and trails and water based nature play
6.1.10 Undertake a review of the location of existing community amenities and advocate as appropriate
"It’s the friendships made, and knowing what is going on in the community and the reward of making people happy while giving back."
Marilyn Stoneham has served the Hills community for 45 years as a council volunteer at Meals on Wheels, as a Justice of the Peace, and as a member of the Castle Hill Heritage Park and Castle Hill Showground S355 Advisory Committees.
She has also volunteered for local organisations such as Castle Hill Neighbourhood Watch and Castle Hill Gazelles Netball Club. For Marilyn, volunteering is about the lasting friendships and connections made within the community.
Development application advice provided within 21 calendar days. The Waterways Team faced staffing challenges in the first quarter of 2024 due to leave and sickness. Additionally, they experienced software issues with Pathway for flooding-related part referrals.
FOCUS ON Kellyville & Bella Vista have been identified as accelerated precincts under the Transport Oriented Development Program.
The NSW Government's vision for Kellyville and Bella Vista includes 43,000 homes – most of them apartments.
This will result in population densities reaching 12,000 - 28,000 people per square kilometre in some parts of this emerging mini city – making sections of it more dense than Haymarket, Green Square and Rhodes. Significant investment in state infrastructure, such as schools and roads, which are already buckling under pressure is critical so that our area remains liveable into the future.
The community outcomes we aim to achieve
7. Our community infrastructure is attractive, safe and well maintained.
8. Infrastructure meets the needs of our growing Shire.
Council has prepared new strategic planning documents including a Local Strategic Planning Statement. This document updated council’s local strategy and the 20 year vision for land use in The Hills Shire and establishes the planning priorities for the area and how they will be met. It includes a new Housing Strategy that sets a vision for housing delivery and determines council’s 6-10 year and 20 year housing targets. Together the strategic work has informed changes required to Local Environmental Plan 2012.
Council functions that address delivering & maintaining infrastructure:
Civil
Outcome Area 7.
Our community infrastructure is attractive, safe and well maintaine
Delivery Program strategies that contributed to the overall achievement of Outcome Area 7:
7.1 Provide and maintain sustainable infrastructure and assets that enhance the public domain, improve the amenity and achieve better outcomes for the community.
7.2 Manage and maintain a diverse range of safe, accessible and sustainable open spaces and provide recreation, sporting and leisure activities and facilities.
What have we done towards achieving our actions?
Maintain The Hills Shire civil infrastructure including roads, footpaths, drainage, bridges and traffic facilities to agreed standards as set out in asset management plans
The Infrastructure and Works Teams have worked hard to restore the roads and parks network following repeated flooding events. Council has allocated substantial funds for road expenditures and has proactively secured contractors to utilise grant funds within the given timeframe.
Roads are returning to an acceptable condition, as evidenced by the decrease in complaints and claims. Customer service complaints for road maintenance peaked at 4,400 in 2022-23. As of early June 2024, complaints have decreased to 1,600, which is lower than the 2,500 complaints received in 2019-20. Pothole claims have also decreased from just under 160 last year to less than 20 this year. These statistics highlight the impact of the council’s approach to scoping, procuring, and delivering the repairs with a team comprising staff members from different portfolios.
Works have begun to upgrade Terry Road in Box Hill, aiming to create a more resilient and accessible route for residents and commuters after years of persistent flooding. The upgrade will involve raising the road’s surface and increasing drainage capacity under the road. Council continues to explore the use of technology to enhance resilience and safety during natural disasters, such as advanced warning systems, as outlined in the Smart Places Strategic Framework adopted in early 2024.
Our community buildings, parks, gardens and bushland are safe and maintained to agreed standards
Council managed buildings are maintained to extend their lifespan, ensure compliance with current regulations, and meet customer expectations. Our approach aims to preserve these assets for future generations while maintaining operational efficiency and safety.
Effectively manage the usage of sports fields in relation to their carrying capacity to facilitate sustainability
Council is monitoring utilisation and ground conditions and communicating with sporting clubs to maintain field suitability and sustainability for ongoing usage throughout the ongoing seasonal rotation of sporting codes.
Outcome Area 8.
Infrastructure meets the needs of our growing Shire
Delivery Program strategies that contributed to the overall achievement of Outcome Area 8:
8.1 Provide new and refurbished infrastructure in a timely manner that meets the needs of our growing Shire.
What have we done towards achieving our actions?
Deliver 10 year capital works for civil infrastructure, parks, buildings and stormwater Off-leash dog parks
Council added 2 new off-leash dog parks, bringing the total in The Shire to 9. The new dog parks are located at Colbarra Place Reserve in West Pennant Hills and Indwarra Avenue Reserve in North Kellyville.
Samantha Riley Drive Reserve
North Kellyville’s first sporting reserve opened in September 2023. The state-of-the-art facility features 4 multi-purpose fields that can be reconfigured into 2 ovals, an amenities building, change rooms, a kiosk, a referee room and a 200-space carpark. The complex includes cricket practice nets, shared pathways, a playground, a picnic area and a basketball half-court.
Brindle Parkway Reserve, Box Hill
The first sports reserve in Box Hill officially opened in June 2024.
The reserve includes 2 rectangular turf playing fields which can be reconfigured into 1 cricket oval, a half-court basketball facility, 2 cricket practice nets, and a playground with picnic facilities. The
reserve also includes onsite parking, pathways and an amenities building with accessible toilets, change rooms, kiosk, referee room, and storage as well as planting of native trees and landscaping.
Stringer Road Reserve, North Kellyville
Construction is nearing completion with the reserve set to open in late 2024. It will include 4 multi-purpose natural turf fields that can be reconfigured into 2 ovals, along with an amenities building with accessible toilets, change rooms, a kiosk, a referee room and storage.
New playgrounds constructed and opened at:
• Withers Road Reserve, North Kellyville
This new play space opened in August 2023
• Deepwater Circuit Reserve & Kumbatine Crescent - new pocket parks in North Kellyville opened in April 2023
Refurbished playgrounds: 28 reserves upgraded across the Shire
Park rejuvenation
George Thornton Reserve, West Pennant Hills reopened in February 2024 after 12 months of renovations, expanding opportunities for cricket players, footballers and residents to play and train.
Kenthurst Park extension.
Stormwater - see pp135-136
To conduct a strategic review of total field maintenance costs and cost recovery principles for grass sports fields including turf wickets and report back to council.
A report was taken to a councillor workshop during the first half of the financial year with a resolution to revisit cost recovery options with the new council in 2025.
Key on track action completed
• Improving pedestrian and cycleway links to the new railway station precincts.
• Managing demand for commuter parking around the new railway stations and major bus stops.
• Managing demand for employee and resident parking around the Castle Hill and Rouse Hill town centres.
• Delivering transport related infrastructure and new recreational facilities within the new residential land release areas in a timely manner.
• Balancing demands for on-street parking in local streets with concerns about safety. Looking Ahead
7.2.3 To conduct a strategic review of total field maintenance costs and cost recovery principles for grass sports fields including turf wickets and report back to council.
8. Infrastructure meets the needs of our
7.1 Provide and maintain sustainable infrastructure and assets that enhance the public domain, improve the amenity and achieve better outcomes for the community
7.1.1 Maintain The Hills Shire civil infrastructure including roads, footpaths, drainage, bridges and traffic facilities to agreed standards as set out in asset management plans
7.2.1 Our community buildings, parks, gardens and bushland are safe and maintained to agreed standards
7.2.2 Effectively manage the usage of sports fields in relation to their carrying capacity to facilitate sustainability
7.2.3 To conduct a strategic review of total field maintenance costs and cost recovery principles for grass sports fields including turf wickets and report back to council
8.1 Provide new and refurbished infrastructure in a timely manner that meets the needs of our growing Shire
8.1.1 Deliver 10 year capital works for civil infrastructure, parks, buildings and stormwater
The community outcomes we aim to achieve
9. Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action.
10. Encourage and educate people to live sustainably by facilitating resource recovery and minimising waste.
We are in the process of rolling out an LED lighting program, with half of the Shire’s streetlights now using energy-efficient lighting. We are supporting the installation of public charging infrastructure for electric vehicles.
Our annual Chemical CleanOut and E-waste drop off events continue to be incredibly popular and ensure tonnes of waste don’t end up in landfill. Council has also doubled the number of days our Community Environment Centre is open and is also investigating the feasibility of running a Community Recycling Centre in the Shire.
Outcome Area 9.
Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action
Delivery Program strategies that contributed to the overall achievement of Outcome Area 9:
9.1 Effective regulatory strategies, local laws, and compliance programs, manage public health and the impact of new and existing development on the community.
9.2Demonstrate leadership in sustainable environmental performance and manage environmental risks and impacts responsibly and provide education and regulatory actions.
9.3 Manage new and existing development with a robust framework of policies, plans and processes that is in accordance with community needs and expectations.
What have we done towards achieving our actions?
Manage the public and environmental health through implementation of education, encouragement and enforcement policies and actions
Implement the Shire’s regulatory building, development control, tree management, fire safety and animal control functions
See legislative reporting p138
Increasing the urban tree canopy cover
The Sydney Morning Herald reported that tree canopy coverage in The Hills has increased from 23.5 percent to 29.1 percent since 2019. The Hills experienced the greatest percentage increase in canopy coverage of any metropolitan council in Sydney other than Penrith City Council.
This data comes from the NSW State Government’s tree coverage mapping, which is the most comprehensive statewide study.
Council has worked hard to increase canopy cover through various initiatives including:
Local volunteers celebrated National Tree Day by planting 5,000 trees in less than 2 hours at Wheelie Park in Gables.
Hundreds of residents planted native grasses and trees to increase canopy cover and provide greater habitat for wildlife in our new release areas.
Council‘s Bidjiwong Community Nursery produces
local native plants for re-vegetation projects in parks and reserves across The Hills. The nursery also has a small permaculture garden.
While the nursery does not sell plants, residents are able to claim 4 free plants for their yards per year. These plants are native to Australia and local to the Hills Shire, making them suitable for our conditions, soil and local wildlife.
The community nursery grows more than 60,000 plants each year to give away at citizenship ceremonies, and other giveaways including our nursery giveaway program for ratepayers. We also plant trees in bushland reserves and donate to schools. All stock is grown in our nursery from seeds and cuttings collected by the staff.
1,294 trees were planted across 2023-24 in council‘s street planting program.
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
The evolving climate presents significant challenges for our Shire, affecting not only our residents and businesses but also the delicate balance of our natural ecosystems. Council is committed to taking the lead in guiding our community through these changes. We are dedicated to advancing our strategies for both mitigating and adapting to these changes. With a clear understanding of the implications, we will enhance our existing initiatives aimed at reducing electricity, fuel, water, and waste consumption. These efforts also include measures to protect biodiversity and implement adaptive strategies for disaster response, business continuity, and strategic infrastructure improvements.
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
Council recognises that our major sources of greenhouse gas emissions come from street lighting, electricity usage in buildings and sports fields, transportation, and natural gas consumption. In response, we have focused on enhancing energy and water efficiency. Installing solar panels on our buildings has been a key initiative. We have upgraded our drainage systems and implemented water recycling for field irrigation. Additionally, we have chosen more resilient plant species for landscaping, and prioritised increasing tree cover for more shade in our public spaces. A significant
project has been the transition of our street lighting to energy-saving LED bulbs, along with upgrading lighting in sports fields and buildings to be more efficient. Council has proactively invested in replacing outdated lighting with more energy-efficient options and has made strides in retrofitting our buildings for better heating, cooling, and overall operation, including installing more efficient hot water systems.
Implement initiatives to look after our biodiversity (or flora and fauna) throughout the delivery of council services subject to funding availability Council's Environment Strategy is a comprehensive plan that aims to protect areas of high environmental importance. It emphasises the crucial role of biodiversity and seeks to improve habitat connectivity and water quality, while also providing valuable recreational and educational experiences for the community.
We endeavour to enrich our open spaces with natural landscaping that harmoniously blends with the local environment. To achieve this we are working on integrating a biodiversity strategy with the Environment Strategy, which will involve recognising the importance of biodiversity, identifying its values, pinpointing threats, and determining areas for protection and revegetation. The strategy will outline actionable steps that council can take and will articulate a long-term vision for preserving significant public and private vegetation areas.
To preserve The Shire's biodiversity, we are committed to ensuring that endangered ecological communities and threatened species receive strong protection or appropriate compensatory measures.
Deliver a range of environmental learning opportunities for the diverse groups within the Shire
Local platypus discovery
Platypuses have been spotted in The Hills for the first time in years. To share this story and ensure their survival, especially as our community grows and our local waterways become even more important, council partnered with Cattai Hills Environment Network (CHEN) to bring workshops to educate residents on how to live side by side with these rare creatures. (p16)
The Growing Food for Wildlife project at the Annangrove Community Environment Centre has flourished since its inception. This sucess is a testament to the collaborative efforts of its founder and the local wildlife rehabilitation network. The project organises monthly working bees that serve as educational platforms for the community, imparting knowledge about indigenous gardening practices and local flora, and fauna. In recognition of its impact, the project was showcased on ABC’s 'Gardening Australia' in November 2023, highlighting its contributions to wildlife care and community engagement (p17).
Ensure the subdivision of new land meets all regulatory and policy requirements and enhances the Garden Shire image In 2023-24, council determined 150 subdivision and small lot housing development applications, approving the creation of 906 lots (excluding strata title). 1,792 lots were created at subdivision certificate stage.
56 percent of Post Consent Certificates (CC, CDC, OC, SWC and SC) were issued within 14 days (excluding stop-the-clock days), just below the performance measure of 65 percent.
The team completed 999 internal referrals for development applications. As of 27 June 2024 the number of outstanding referrals was 99, down from a peak of 166 in July 2023.
Determine development applications and land use applications in an efficient and effective manner
Council assessed and determined a total of 1,203 Development Applications (not including modifications) with a cost of works estimated at more than $2 billion.
A total of 1,027 Development Applications (not including modifications) were lodged with council for assessment with a cost of works estimated at more than $1 billion.
Outcome Area 10.
Services, information and education are provided to facilitate resource recovery, minimise waste and assist people to live sustainably
Delivery Program strategies that contributed to the overall achievement of Outcome Area 10:
10.1 Provide services, infrastructure, information and education that facilitate resource recovery and encourage commercial and residential waste minimisation.
What have we done towards achieving our actions?
Deliver safe, efficient, and cost effective waste, recycling, garden organics and clean up services
Domestic waste service
Council provides all residents with a residual waste (red bin), recycling (yellow bin) and bulky waste (clean-up). Urban residents also receive a garden organics collection service (green bin). Additionally, council provides various free resource recovery services and programs.
E-Waste Plus collection event
Council trialled a collection program for soft plastic, hard plastic, polystyrene, and textiles in addition to old, unwanted, or broken electronic items (excluding whitegoods).
On Saturday 2 March, a record amount of electrical waste was collected at Castle Hill Showground. More than 1,500 cars unloaded approximately 45 tonnes of e-waste and hard plastic, 4 tonnes of textiles, 100 cubic metres of polystyrene, and 75 cubic metres of soft plastics. Council plans to double the frequency of this program to twice a year.
Manage hazardous waste to minimise environmental harm
Household Chemical CleanOut
Residents can use this free service to safely dispose of various household chemicals that may cause harm if thrown in the regular garbage collection or poured down a drain.
In partnership with the NSW Environment Protection Authority (EPA), this year's event attracted over 2,700 participants and resulted in the collection of more than 95 tonnes of chemicals.
Provide innovative education and communication programs that encourage community behaviour change to conserve resources and reduce waste generation
Clean Up Australia Day
Council held a clean-up at Caddies Creek Park Reserve 3 March 2024. The reserve is
home to Caddies Creek, a thriving ecosystem and a recently discovered platypus population. Litter entanglement is one of the greatest threats to the platypus population.
Garage Sale Trail
Held across 2 weekends in November 2023, over 400,000 Australians shopped or sold at more than 14,000 garage sales across the nation. This resulted in saving over 3 million kgs of stuff from landfill and maximising the value of all the energy and resources that goes in to making the items we buy. More than 5,000 Hills residents participated in the event with an estimated 57 tonnes of materials reused rather than landfilled.
Community workshops
Council held 20 workshops to educate the community on how best to avoid and reduce waste. Topics included Living with Less, DeCluttering, Pickling and Preserving, and Zero Waste Christmas Decorations.
Waste calendar
Council's annual waste and recycling calendar provides residents with a handy reference of the waste collection schedule and helpful tips to encourage waste avoidance and recycling.
Develop and implement a Resource Recovery Strategy
The Resource Recovery Delivery Program 2022-2027 was adopted by council and is currently being implemented.
Investigate opportunity for the development of waste processing infrastructure in the North West region.
In partnership with regional councils, council investigated suitable sites for establishing waste processing infrastructure. This study aimed to identify locations that would optimise environmental and operational efficiency for future waste management facilities.
Investigate regionally based resource recovery solutions.
In collaboration with regional councils, a report was developed to evaluate regional waste contracting options. Council is actively exploring a variety of regionally-focused resource recovery solutions.
Investigate feasibility to co-collect food and garden organics (FOGO)
The NSW State Government has foreshadowed a mandate to co-collect FOGO in all households by 2030 in its Waste and Sustainable Materials Strategy. As part of our strategic planning, council has carried out a feasibility assessment on the introduction of the service.
How we progressed our 4 year actions
Update current DCP to include Public Domain and Character Controls.
On 26 March 2024, council adopted its Public Domain Strategy for The Shire. The strategy provides a framework for planning the public areas in the Shire. The strategy will help in preparing Public Domain Plans for strategic centres and reviewing The Hills DCP. These plans will be developed progressively, considering specific location-based objectives and outcomes.
Undertake a review and provide a briefing of Council’s DCP to consider provision of EV charging capability for residential development and develop guidelines to ensure providers are aware of Council’s requirement when EV infrastructure is proposed.
A range of concurrent policy issues were considered, including the Precinct Plans for Norwest, Castle Hill and Rouse Hill Strategic Centres, Public Domain Strategy, and Smart Places Strategic Framework. councillors were briefed on each issue. All of these policies were adopted by council as of July 2024.
A review of EV parking requirements has been completed as amendments to council's DCP were publicly exhibited in June and July 2024.
The amendments promote the inclusion of electric vehicle charging infrastructure in private developments across the Shire. Controls aim to ensure new developments have adequate electrical capacity, infrastructure, and cabling in place to support future electric vehicle charging, according to the market and individual landowners.
An additional report detailing the outcomes of the public exhibition and consultation was considered by council in August 2024 and the changes were adopted and are now in force.
• Managing the impact of changes in climatic conditions, especially increased temperatures and flood risks, on the community, and The Shire’s infrastructure and amenity.
• Managing the pressure on our natural and built environments and loss of biodiversity as a result of rapid ongoing urban growth and development and changes in climatic conditions.
9.2.5 Update current DCP to include Public Domain and Character Controls.
9.2.7 A briefing on climate change and biodiversity will be provided to a future councillor workshop.
9.2.8 A briefing on water quality monitoring and testing in our streams to be provided to a future councillor workshop.
94.0 15.0
• Proportion of registered premises (hairdressers, food shops etc) inspected annually
• Number of health standard violations in food outlets 9. Our natural surroundings are valued, maintained and enhanced and impacts are managed responsibly through education and regulatory action
• Customer requests for animal control responded to within service standards
• Emissions from council (CO2-e tonnes) diverted from landfill
• Total direct and indirect Greenhouse gas from council (CO2-e tonnes)
• Total energy consumption by council (gigajoules) including street lights
•
• % of days that air pollution index is in the poorhazardous range (%)
• Number of water pollution complaints
9.1 Effective regulatory strategies, local laws, and compliance programs, manage public health and the impact of new and existing development on the community
9.2 Demonstrate leadership in sustainable environmental performance and manage environmental risks and impacts responsibly and provide education and regulatory actions
9.1.1 Manage the public and environmental health through implementation of education, encouragement and enforcement policies and actions
9.1.2 Implement The Shire’s regulatory building, development control, tree management, fire safety and animal control functions
9.2.1 Implement proactive measures to minimise the impacts of a changing climate on council infrastructure and services, as well as the community subject to funding availability
9.2.2 Implement initiatives to decrease the energy and water use by council’s infrastructure and reduce greenhouse gas emissions from our operations subject to funding availability
9.2.3 Implement initiatives to look after our biodiversity (or flora and fauna) throughout the delivery of council services subject to funding availability
9.2.4 Deliver a range of environmental learning opportunities for the diverse groups within The Shire
9.2.5 Update current DCP to include Public Domain and Character Controls
9.2.6 Undertake a review and provide a briefing of council’s DCP to consider provision of EV charging capability for residential development and develop guidelines to ensure providers are aware of council’s requirement when EV infrastructure is proposed
9.3 Manage new and existing development with a robust framework of policies, plans and processes that is in accordance with community needs and expectations
9.3.1 Ensure the subdivision of new land meets all regulatory and policy requirements and enhances The Garden Shire image
9.3.2 Determine development applications and land use applications in an efficient and effective manner
10.1.5 Investigate opportunity for the development of waste processing infrastructure in the North West region
10.1.6 Investigate regionally based resource recovery solutions
10.1.7 Investigate feasibility to co-collect food and garden organics
Compliance
Customer requests - investigation of animal nuisances within 5 days
Customer requests - investigation of abandoned vehicles within 3 days > is better 80.00
Development Assessment
% of development applications determined within 40 days (less STC days)
Gross number of days taken to determine a development application (median)
Development Monitoring
Gross days to determine building certificate applications
% of swimming pool compliance certificate applications actioned within 10 business days
Inspection of pubs, clubs, entertainment venues and major hotel complexes that accommodate short term accommodation within 12 months
Customer requests - initial investigation of land use tasks within 7 days
Subdivision & Development Certification
%
% post consent certificates determined within 14 days (complying development certificates, construction certificates, occupation certificates, subdivision works certificates, compliance certificates,
Sustainability
track action required deferred
The inspection regime for pubs and clubs was deferred in the 2023-24 financial year due to resourcing issues. The resources were required for the completion of council’s External Combustible Cladding Program.
% of subdivision development applications determined within 60 days (less STC days).
KPI not met due to high residual caseload of applications and determination of older applications. The caseload of applications was reduced from 120 to 109 at the end of the financial year, presenting a good opportunity for improvement next financial year.
Development applications advice provided within 21 calendar days. The KPI was not met due to high residual caseload of applications. A high volume of internal referrals for DAs were completed (999) with the number of outstanding referrals reduced from 166 to 99 over the financial year. The reduction presents a good opportunity for improvement next financial year.
% post consent certificates determined within 14 days (complying development certificates, construction certificates, occupation certificates, subdivision works certificates, compliance certificates, subdivision certificates). This KPI was not achieved due to high volumes of complex applications such as Subdivision Works Certificates and a decrease in applications which typically have a faster processing time such as Occupation Certificates and Complying Development Certificates.
Resource recovery, development application advice provided within 21 calendar days. The YTD actual of 87.5 perecent is below the target of 90 perecent due to staff resourcing following a vacancy in October 2023 until January 2024. Other staff within the team assisted by performing additional duties in this time period. Since filling the vacancy the team has achieved over the 90 percent however the number of part files referred during that time were insufficient for the team to reach the target.
The renaming of Withers Road Reserve reflects Council's dedication to creating public spaces that resonate with the diverse history of the region.
During the October 24 council meeting, council proposed renaming Withers Road Reserve to 'Kiliiyurraa Reserve' in order to honor the area's First Nations heritage. 'Kiliiyurraa' means 'turpentine tree' in the local Dharug language. This proposal has been submitted to the Geographical Names Board.
The 2023-24 Annual Report was completed prior to 30 November 2024 and was given to the Minister of Local Government by that date
Council is required by law to provide the community with a variety of specific information. This part of the Annual Report adds to the information provided elsewhere in the document, giving a clear picture of council's activities. In this report, 'section' refers to the Local Government Act 1993 (the Act), and 'clause' refers to the Local Government (General) Regulation 2021 (the Regulations). The Act’s general reporting requirements are explained in section 428, and the Regulations in Clause 217(1). You can find copies of the Act and Regulation at www.legislation.nsw.gov.au
IMAGE: Council officers are scanning this dog to confirm the pets microchip
Council’s achievements in implementing the delivery program and the effectiveness of the principal activities undertaken in achieving the objectives at which those principal activities are directed – s428(1)
A report on council performance for 2023-24 using outcomes from The Hills Shire Council’s Delivery Plan 2021-24 is presented in Part 4 ‘Our Performance against the Delivery Plan’ from (p71).
Council’s achievements in implementing the Community Strategic Plan over the previous 4 years –s428(2)
The Community Strategic Plan is adopted by council. The 5 themes identified in the Community Strategic Plan are reported on a quarterly basis to council, in this Annual Report and any other communications with the community.
Modern Slavery - Section 428(4)(c) and (d) Modern Slavery Statement
Modern slavery is the exploitation of individuals for personal or commercial gain, prohibited under Article 4 of the UN Declaration of Human Rights.
Council is committed to complying with the Modern Slavery Act 2018 (NSW) by proactively ensuring that its operations and supply chains do not involve or contribute to modern slavery.
Council has implemented a 3 year action plan to be revised and reviewed at the conclusion of that period.
Council has formed an Anti-Modern Slavery Working Group (AMSWG) to carry out the following functions:
1. assist with the implementation of the strategy
2. maintain a register of complaints
3. maintain a register of contractual breaches of modern slavery
4. investigate and make recommendations in relation to modern slavery risks or breaches in council’s direct supply chain; and
5. meet every quarter and report to the executive quarterly.
Council expects suppliers to act ethically and fairly and to report any concerns regarding modern slavery in council’s direct supply chains to the AMSWG.
A full copy of council’s Modern Slavery Statement can be found on council’s websiteModern Slavery Statement (nsw.gov.au) Statement of Business Ethics
Copy of the Annual Report on council’s website - s428(5) www.thehills.nsw.gov.au/Council/DocumentsReports-Registers-and-Policies/The-HillsShire-Council-Annual-Report-Archive
Environmental upgrade agreementsAct s 54P(1)
The Hills Shire Council did not enter into any environmental upgrade agreements in 202324.
Special rate variation - special rate variation guidelines* 7.1
Council did not levy any SRV in 2023-24.
Professional development of mayor and councillors - Reg cl 186 (p47)
Details of overseas visits by councillors, council staff or other persons representing council (including visits sponsored by other organisations) - Section 428(4)(b), cl217 (1)(a) (p47)
Provision of equipment and facilities for councillors - cl 217(1)(a1) (p51)
Councillors seminar and conference expenses - cl 217(1)(A1) (part) (p47)
Contracts awarded exceeding $150,000
– cl 217(1)(a2)(i),(ii) (pp158-166)
Legal proceedings - Reg 217(1)(a3) (pp167-172)
Summary of resolutions made under section 67 concerning work carried out on private land includes:S428(2)(K)
Private Works and Financial Assistance cl217(1)(a4)
Council did not carry out any work on private land in 2023-24.
Contributions/donations - Reg cl 217(1) (a5) & Act s 35
The AMSWG is drafting a comprehensive set of internal procedures for all staff along with further and ongoing training material to ensure that all staff are capable of identifying and addressing the risks of modern slavery in council’s supply chains and/or operations.
In 2023-24 council provided $317,936 in
grants and donations to community groups, individuals and organisations.
Sponsorship Received In 2023-24 council received a Youth Week Grant for $4,924.
External bodies, companies and partnerships cl 217(1)(A6) & (A7)
External bodies exercising council functions Is limited to those organisations which exercised functions delegated by council. In 2023-24, there were no ‘External Bodies’ exercising functions delegated by council.
Hawkesbury River County Council 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.
Controlling interest in companies Council did not hold a controlling interest in any company either alone or in conjunction with other councils.
Partnerships, cooperatives and joint ventures Council was involved in the following relationships in 2023-24:
• Local Government NSW (LGNSW)
• Hawkesbury River County Council
• NSW Rural Fire Service
• The Hills Bushfire Management Committee
• RID Squad
• Greater Western Sydney Business Connection
• Floodplain Management Authorities
• Western Sydney Academy of Sport Advisory Forum
• NSW Public Libraries Association (NSWPLA)
• The Hills Community Safety Precinct Committee
• Hawkesbury-Nepean Local Government Advisory Group
• The Hills Accord
• Local Traffic Committee
• The Urban Development Institute Of Australia (UDIA)
• Parramatta River Catchment Group
• Local Planning Panel
Statement of activities undertaken to implement its EEO management plan - Reg cl 217(1)(a9)
For more information about our equal employment opportunity (EEO) management plan, please refer to the The Organisation section p61.
Remuneration packages for the general manager and senior staff – Reg cl 217(1) (p57)
Statement of total number of persons who performed paid work on Wednesday
14 February 2024, including, in separate statements, total number of: - Reg cl 217 (1) (d)
Wednesday 14 February 2024 has been chosen as the ‘relevant day’ for councils to report on their labour statistics in their annual reports under Section 217 of the Local Government (General) Regulation 2021.
Number of people employed by council who are ‘senior staff’ for the purposes of the Local Government Act 1993: 7
Number of people engaged by council, under a contract or other arrangement with the person’s employer, that is wholly or principally for the labour of the person: 4
Number of people supplied to council, under a contract or other arrangement with the person’s employer, as an apprentice or trainee: 0
Stormwater levies and charges waterwaysReg cl 217(1)(e)
Council has continued designs for renewal works in the urban suburbs of The Shire and for new infrastructure in the developing areas of North Kellyville, Box Hill and The Gables, as well as redevelopment in metro station precincts.
Highlights of works undertaken by the Stormwater and Waterways Management Team during the first 9 months of FY 2023-24 include the following:
• Working with Hydrostorm Consulting, completed the detailed design of the Terry Road CR-B culvert crossing in Box Hill. The culvert crossing is being built.
• Working with J Wyndham Price, completed 80 percent detailed design of the Mount Carmel Drive CR-A culvert crossing in Box Hill. The culvert crossing is scheduled for construction in 2025.
• Significant progress on the following detailed basin design projects:
• Box Hill BH01 regional detention / bioretention basin system
• Box Hill KC01/KC02 regional detention / bioretention basin system
• Samantha Riley Reserve detention / bioretention basins
• Significant progress on the following catchment-wide drainage asset upgrade projects:
• Castle Hill North (CP17) catchment
• Wiseman Road, Castle Hill catchment
• Parsonage Road, Castle Hill catchment
• Orion and Goldmate, were involved in the design reviews, site inspections, defect identification/rectification and practical completion of the RGBH03A riparian corridor drainage and revitalisation works at 35-41 Boundary Road, Box Hill.
• In partnership with Before-You-DigAustralia (BYDA), responded to 19,564 dig enquiries related to council-owned stormwater assets.
• Working with Alluvium, completed the condition assessment of 285 tailouts within The Hills LGA.
• Working with Barker, Ryan and Stewart (BRS), completed the concept design for the 2 Samantha Riley Reserve detention and raingarden basins.
• For the third year of the 3 year engagement with Aqua Assets and Pipe Management Australia, completed CCTV and condition assessment of 18.2 km of council stormwater pipe assets and 569 pits.
• Completed the concept road design for the Centaurus Way section near the CR-G culvert crossing.
• Completed the relining and replacement of damaged / defective sections of the piped drainage system in Vincent Street, Baulkham Hills, working with various contractors.
• Assisted council’s capital works team in the delivery / construction of the following dry detention basins in North Kellyville:
• Springbrook Boulevard Reserve detention basin
• Kumbatine Crescent detention basin
• Working with Water Technology / Molino Stewart, completed the operation and maintenance plans for Gooden Drive and Sierra Place detention basins.
• Working with Water Technology / Molino Stewart, completed the risk reports for Gooden Drive and Sierra Place detention basins.
• Working with Geotesta, completed the geotechnical investigation for the keystone wall of Sierra Place detention basin.
• Working with H&M Civil, completed minor rehabilitation / renewal works for the following minor detention basins:
• Green Road (Alan Pearce) Reserve detention basin
• Henry Curtis Reserve detention basin
• Installed rain gauge within the Gooden Drive detention basin to inform dam emergency procedure implementation.
• Ongoing dam surveillance and inspection reporting of council’s 27 flood detention basins and 2 declared dams.
• Provision of part referral comments to various Development Applications (DA) and Planning Proposals (PPLP). The Waterways Team carried out flood impact assessment and flood modelling reviews of most DAs referred to the team.
• Provision of information/advice related to stormwater assets and flooding.
Companion Animals Act & Regulation – guidelines on the exercise of functions under The Companion Animals Act cl 217(1)(f)
The Hills Shire Council local government area has a high rate of companion animal ownership. See table below. Dogs Cats
According to the Companion Animals Act, 1998, council’s Community Safety Officers have the authority to handle issues related to companion animals. This includes dealing with dog attacks, nuisance animals, carrying out patrols in public areas to ensure compliance with laws such as leash requirements and cleaning up after pets, and overseeing declarations of menacing or dangerous dogs. The Hills Shire Council prioritises resolving animal complaints and requests for assistance promptly and efficiently. If a dog is found not under effective control in a public place without
an owner present, the Community Safety Officers are authorised to secure and impound the dog to ensure the safety of the community. Given the high rates of dog ownership in The Hills Shire Council area, our staff are committed to ensuring that everyone follows the rules to safeguard both residents and dogs.
Council has been actively engaging with the community to educate companion animal owners about their responsibilities under the Companion Animals Act, 1998. This approach aims to raise awareness about animal safety and the importance of effectively controlling animals in public places.
Responsible pet owners ensure that their dogs or cats are microchipped and registered, and they keep their contact details up to date. Council sends out mail every month to identified companion animal owners, reminding them of their obligation to have their pets microchipped and registered. The information emphasises that pets must be registered by 12 weeks of age or when ownership is transferred, whichever comes first. Microchipping allows stray or lost pets to be easily returned to their owners.
Council’s Regulatory Services team has officers dedicated to delivering field-based services associated with Companion Animal Management. A support officer provides administrative services for companion animal registration and register maintenance.
Council officers work on a rotating roster, which includes early mornings, late evenings, and weekends, to ensure effective management of companion animals. They are also on call after hours for emergency matters and may assist police and other authorities. The goal is to provide high-quality service to the public, comply with statutory requirements, and meet community expectations by responding to animal-related issues promptly.
If the Act is breached, council may choose to take enforcement action, which can range from issuing penalty notices and orders to prosecuting an animal owner through the local court for more serious offences.
Off leash areas
Exercise is important for dogs. Taking your dog to public places is a big responsibility. Council understands that many dog owners want areas where their dogs can be off-leash. In response to this, council has created freerun areas within various parks across the Shire. These areas are marked by a series of bollards with signs indicating the free run zones. Some free-run areas may have time restrictions to ensure the peace and quiet of nearby homes.
The Hills Shire Council designated off-leash dog areas can be found at:
• Balcombe Heights Reserve, Seven Hills Road, Baulkham Hills (within the fenced area)
• Bernie Mullane Sports Complex, Marella Avenue Kellyville (within the fenced area)
• Castle Hill Showground (lower dog arenas)
• Coolong Reserve, Coolong Street, Castle Hill (within the fenced area)
• Connie Lowe Reserve, Adelphi Street, Rouse Hill (within the fenced area)
• Crestwood Reserve, Peel Road, Baulkham Hills (within the fenced area)
• Rutherford Avenue Reserve, North Kellyville (within the fenced area)
• Indwarra Avenue Reserve in North Kellyville, ideal for smaller dogs
• Parraweena Avenue Reserve, Parraweena Avenue, Baulkham hills (between the hours of 4pm and 7pm, 7 days per week)
• Colbarra Place Reserve, Colbarra Place, West Pennant Hills (within the fence area)
Dogs must be on-leash at all times in all other parks and public places. Within designated off-leash areas, dogs must still be supervised by a competent person who is over 16 years of age. The person must be able to control the dog(s) using voice command, remove and dispose of all dog waste, have no more than 4 dogs under their control, and not allow restricted breeds or dogs declared as dangerous to use off-leash areas.
As per the Act, dogs are not allowed in certain places, regardless of whether they are leashed or under control. These places include children’s play areas, areas where food is prepared or consumed, school grounds, child care centres, and shopping centres with notices posted by the local authority stating that dogs are not allowed. Dogs are also not permitted in wildlife protection areas, which are public spaces designated by the local authority for wildlife protection and where dogs are prohibited.
Impounding facilities
Council uses Hawkesbury City Council's shelter facilities and website to help find homes for pets. They offer educational brochures to people considering adopting a pet to help them care for their new dog or cat. All animals sold from Hawkesbury Animal Shelter are required to be de-sexed. The pound collects statistics monthly and submits an annual report to the Office of Local Government. These are the statistics for the 2023-24 financial year.
Released to owners 20 32.8 4 8
Euthanased or died 9 14.8 14 31
Sold 21 34.8 45 43
Re-homed with rescue organisation 11 18 5 18
All attempts are made to re-home suitable animals. Only dangerous/restricted, ill or un-adoptable dogs or cats are euthanased. All rehoused pets are de-sexed, registered, vaccinated and micro chipped.
Enforcement
Council must report dog attacks to the Office of Local Government within 72 hours. In FY23-24, council received 139 dog attack incidents. After investigation, 75 of these incidents were confirmed as dog attacks and council took action by reporting them to the Office of Local Government.
Council’s Community Safety Officers issued nuisance, menacing and dangerous dog declarations for dog attack and nuisance dog complaints in 2023-24.
Nuisance orders issued
Dog at large in a public place
Dog endangers health of person/ animal
Dog noise
Menacing declaration / orders issued Attacks on animals 6
Attacked person 1
Dangerous declaration / orders issued
Attacks on person or animals 6
Total declaration / orders issued 45
73 penalty infringement notices were issued for breaches of the Companion Animals Act, 1998 of which:
No. Issued for:
1 Dog not wear collar and name tagnot dangerous/menacing/restricted dog
1 Fail to comply with menacing dog order - 2nd plus offence
1 Fail to comply with nuisance dog order - 1st offence
1 Fail to prevent dog from escapingrestricted dog
25 Fail to prevent dog from escapingnot dangerous/menacing/restricted dog
2 In charge of dog not under control in public place
4 In charge of dog which rushes at/ attacks/bites/harasses/chases any person/animal
1 Not identify companion animal as prescribed - not dangerous/menacing/ restricted dog
18 Not comply notice to register companion animal - first offence
1 Not notify change in registration/ identification information - not dangerous/menacing/ restricted dog
1 Owner of dangerous dog not under control in public place
4 Owner of dog not under control in public place
13 Owner of dog which rushes at/attacks/ bites/harasses/chases any person/ animal
Education
Council's Community Safety Officers attended several events this year to provide information on pet care, welfare, and responsible pet ownership to the community. Two new reserves opened in The Shire this year: Samantha Riley Reserve at, Kellyville; and Brindle Parkway Reserve at Box Hill. The reserve openings attracted large crowds, and the team held an education stand where visitors were given free leads to encourage the safe walking of dogs in public, custom engraved pet tags for identification, and pet toys for fun interaction that can reduce unwanted behaviour, such as barking dogs. Over 300 dogs were scanned for their microchips, and the microchip records were checked to ensure the correct details were recorded and up to date.
A significant number of dogs found in The Shire and taken to the Hawkesbury Animal Shelter are there because they either do not have current information on their microchip or are not wearing a collar and tag. Additionally, dogs can go missing, causing stress for both the pets and their owners. Many lost pets are taken to veterinary clinics by neighbors to be scanned for their microchip to locate their owners. The Community Safety and Compliance Team finds it valuable to attend community events, provide information, and
conduct microchip checks as an initiative to reconnect lost dogs with their owners. Under the Companion Animals Act, it is mandatory for dogs in public places to wear a collar with a name tag showing the dog's name and the owner's address or telephone number. Failing to adhere to this rule is considered an offence for the dog owner.
The Community Safety and Compliance team aims to increase compliance and promote responsible pet ownership within council's reserves. This is in response to frequent complaints about dogs being walked off-leash and owners not cleaning up after their dogs. The team has placed decal stickers at the entrances to popular reserves, such as Bella Vista Farm, Balmoral Reserve, Castle Hill Heritage Park, and Bernie Mullane. These stickers aim to remind owners to keep their dogs on a leash and to clean up after them. The stickers are highly visible and serve as a reminder for members of the community who regularly use these parks and reserves.
Cats
In New South Wales, according to the Companion Animal Act 1998, cats are allowed to roam freely and are not required by law to be kept inside a private property during the day or night. Cats must have identification that allows a local authority to determine the name of the cat and the owner's contact details. While council encourages cat owners to keep their cats within their property boundaries at all times, they cannot impose stricter regulations than those outlined in the governing legislation.
Cats are not allowed in declared wildlife protection areas and a cat may be considered a nuisance if it makes excessive noise or repeatedly damages property outside its designated area. To reduce the impact of roaming cats on wildlife and to help prevent cats from being taken to a pound or vet facility, council conducted a promotion of sending out cat collars with bells to owners who have paid the lifetime registration of their cat. While microchipping is common, the council also encourages cats to wear a collar and tag when in public places.
Dogs
The Hills has a high number of dog owners and council encourages all residents to learn more about how children can safely interact with dogs. Educating children and their families ensures that the relationship bewtween child and pet is not only emotionally and physically rewarding, but also safe. Our Community Safety Team runs a dog safety program that helps children to become better prepared when encountering dogs outside the home. The program is available to all primary schools in our local government area and is aimed at children aged 4-12 years old. It teaches them how to live safely with dogs. Council is dedicated to providing the community with relevant dog safety information to help prevent avoidable dog attacks. Feedback on the program has been positive and there have been requests for return visits.
Funding
Funding for council’s companion animal management is provided within the general Community Safety and Compliance Team budget.
Planning agreements - Environmental Planning & 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
VPA No. Date VPA name
3/2018/ VPA 10 Jan 2017
Castle Towers - Showground Road upgrade (6-14 Castle Street, Castle Hill)
4/2018/ VPA 12 Mar 2015 Box Hill North Precinct
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. The register must include:
• a short description of any VPA that applies to the area of council
• the date the agreement was entered into
• the names of the parties
• the land to which it applies.
Particulars of compliance with and effect of planning agreements in force during 2023-24 (see table below).
Description of benefits (calculation based on maximum lots per agreement excluding indexation)
Monetary contribution of $15 million to be paid to the RMS along with dedication of the relevant land towards Showground Road upgrade works.
Construction and dedication of all infrastructure items listed in CP16 Box Hill North Precinct totalling $220,035,736 in lieu of S7.11 contribution payments.
5/2018/ VPA 19 Jun 2018 Hills of Carmel Estate, Box Hill Precinct
Construction and dedication (including land) of various traffic and drainage works within CP15 totalling $43,928,088 in lieu of S7.11 contribution payments.
Status (as at 30 June 2024)
Benefits not yet delivered
Works and land totalling $97,234,019 delivered as at 30 June 2024
Works and land totalling $46,379,450 (indexed value) delivered as at 30 June 2024
7/2018/ VPA 13 Aug 2013 64 Mackillop Drive, Norwest
Monetary contribution of $798,096 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 2017
7 Maitland Place, Norwest
Monetary contribution of $4,532,719; construction and dedication (including land) of new local road connection through the site.
Monetary contribution of $798,096 paid and basin land dedicated as at 30 June 2024. The park is yet to be constructed
Benefits not yet delivered
11/2018/ VPA 25 Jul 2017 Lot 5 Commercial Road, Rouse Hill
12/2018/ VPA 11 Sep 2018 582 & 582A Old Northern Road, Dural
13/2018/ VPA May 2019
14/2018/ VPA 21 Aug 2019
8 Solent Circuit, Norwest
93-107 Cecil Avenue and 9-10 Roger Avenue, Castle Hill
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.
Monetary contribution of $1,086,000 comprising $1,026,000 towards local infrastructure upgrades and $60,000 towards local pedestrian access improvements.
Monetary contribution of $1.2 million towards local public infrastructure improvements.
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.
For any dwellings:
15/2018/ VPA 19 Dec 19
6-12 & 16-20 Garthowen Crescent, Castle Hill
$24,699.75 for 1-bedroom dwelling
$26,152.68 for 2-bedroom dwelling
$36,323.17 for 3-bedroom dwelling
$45,043.73 for 4-bedroom dwelling
16/2018/ VPA 18 Mar 20 40 Solent Circuit, Norwest
The total value of works was valued at $2.5 million and the monetary contribution at $16.14 million.
Benefits not yet delivered
Benefits not yet delivered
Benefits not yet delivered
Benefits not yet delivered
Monetary contribution of $5,052,838 (indexed value) paid as at 30 June 2024
Monetary contribution of $3,340,223 (indexed value) paid as at 30 June 2024
1/2022/ VPA 7 Sep 21 Circa Precinct, Bella Vista
Land dedication of $5.6 million and monetary contribution of $1 million for open space link to Bella Vista Farm Park. Plus developer contributions payable as a percentage of capital investment value of any development application. Monetary contribution of $1 million (indexed value) paid and land of $5.6 million dedicated as at 30 June 2024
2/2022/ VPA 8 Sep 21 2-4 Burbank Place, Norwest
Total monetary contributions payable at 3 percent of the construction cost of proposed development towards local infrastructure and public domain improvements:
- 2 percent within the precinct and its vicinity
- 1 percent 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
Description of benefits (calculation based on maximum lots per agreement excluding indexation) Status (as at 30 June 2024)
Monetary contribution calculated at 2.5 percent of the proposed cost of the proposed development plus $1,201,950 of works comprising $924,000 towards public plaza embellishment and $277,950 towards traffic and pedestrian upgrade along Brookhollow Avenue.
Benefits not yet delivered
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 $1.35 million and works totalling $2 million towards various specific embellishment and public access provisions.
1/2023/ VPA 22 Aug 22 21-23 Lexington Drive, Bella Vista
Benefits not yet delivered
2/2023/ VPA 31 Oct 22 14-16 Brookhollow Avenue, Norwest
Monetary contribution calculated at 2.8 percent the estimated construction cost for any portion of GFA over and above 20,400m2 approved in the existing DA towards local infrastructure and public domain improvements within the precinct and its vicinity.
Total monetary contributions payable at 3 percent of the construction cost of proposed development towards local infrastructure and public domain improvements:
- 2 percent within the precinct and its vicinity
- 1 percent within the immediate proximity to the land along Brookhollow Avenue.
3/2023/ VPA 20 Oct 22 55 Coonara Avenue, West Pennant Hills
Total monetary contribution of $2 million (based on 417 dwellings) and is to be calculated at $4,796.17 per dwelling.
Benefits not yet delivered
4/2023/ VPA 3 Oct 23
Benefits not yet delivered
Monetary contribution of $1,497,607 paid as at 30 June 2024
346-350 Old Northern Road, Castle Hill
Total monetary contribution of $690,000 towards updrade of Palisander Place Reserve ($180,000) and other local infrastructure ($510,000); constructions comprise a 60 metre deceleration lane on Old Northern Road ($100,000) and provision of a 1.2 metre wide concrete footpath ($90,000).
1/2024/ VPA 6 Nov 23 Gables – central playing fields embellishment
The developer to deliver a premierlevel hockey facility in lieu of the base level facility as per the original VPA.
Council to reimburse the developer up to a maximum value of $11.248 million, using the state VPA funding received by council (subject of a separate agreement between council and state government).
Benefits not yet delivered
Benefits not yet delivered
CP13North Kellyville CP13 NKNR03 Four lane upgrade Withers Road (Smalls Creek TO: Barry Road)Withers Road (CP13NKNR03)
CP13North Kellyville CP13 NKNR04 Barry Road (Bypass) and Withers RoadIntersectionConstruction (CP13NKNR04)
CP13North Kellyville CP13 NKNR05 Glenhaven Road from Samantha Riley Drive to Glenhaven Road Bridge, North KellyvilleFour Lane Treatment (CP13NKNR05)
CP13North Kellyville CP13 NKPOS04 Withers Road ReserveNorth KellyvillePathway (natural materials), fencing protection -(CP13NKPOS04)
CP13North Kellyville CP13 NKPOS05 Barry Road Reserve, KellyvillePathways and seating
CP13 NKT02 Signalisation of Withers Road, Barry Road and Proposed bypassNorth Kellyville (CP13NKT02)
CP15 ANNAN- GROVE RD Annangrove Road, Rouse Hill150m north of Withers Road/ The Water Lane to 160m north of Edwards RoadConstruction (CP15ANNAGROVERD)
CP15Box Hill Precinct CP15 BH01A Basin Designopposite Intersection Caspian St and Yakut St (CP15BH01A)
CP15Box Hill Precinct CP15 BH01B Basin Designopposite Intersection Memsie St and Hedgewood Drive (CP15BH01B)
CP15Box Hill Precinct CP15 BH01C Basin Designopposite Intersection Meydan St and Hedgewood Drive (CP15BH01C)
Box Hill Precinct CP15 BH02A Terry Road, Box HillBasin, Raingarden and Drainage StructureD&C (CP15BH02A)
CP15Box Hill Precinct CP15 BH02B Terry Road, Box HillBasin, Raingarden and Drainage StructureD&C (CP15BH02B)
(CP15BPC2)
CP15 BPC3 Annangrove Rd (Opp. Hno 342)BPC2GPTDesign (CP15BPC3)
The following infrastructure and capital works projects have been proudly funded by the NSW State Government.
Project
AH Whaling Reserve, Baulkham Hills - renew sportsfield lighting and power
Fred Caterson Reserve, Castle Hill - tennis courts shade structures
Mitchells Road, Sackville north embankment stabilisation
Pages Wharf Road, Sackville north embankment stabilisation
River Road flood damage pavement rectification
Regional and Local Roads Repair Program - various locations
Cattai Ridge Road, Cattai (from Boundary Road to Old Northern Road) - rehabilitation
Settlers Close, Castle Hill - rehabilitation
Chapel Hill Road, Sackville north embankment stabilisation
Annangrove Road, Kenthurst - installation of new breathing apparatus fill station
Box Hill Fire Station - facilities and tanker bay upgrades
The Hills RFS Fire Control Centre upgrade - office and operations room refurbishment
Rouse Hill RFS tanker bay extension
Sackville North RFS Training Centre construction
The Water Lane Reserve, Box Hill - sports complex development
Anthony Skarratt Reserve - stage one development
Cattai Creek Corridor revitalisation
Bernie Mullane Sports Complex - Livvie's playground upgrade
Central Playing Fields, Gables – construction of hockey complex
Norwest Boulevard from Windsor Road to Old Windsor Road - shared pedestrian crossing and cycleway
Annangrove Road, Rouse Hill - design works for reconstruction and road widening
Samantha Riley Drive, Kellyville - street tree planting scheme
Windsor Road, Baulkham Hills - construction and re-allocation of 2 bus shelters
Glenhaven Road (outside Glenhaven school) - signalised pedestrian crossing
Mason Road / Old Pitt Town Road / Nelson Road - roundabout construction
Annangrove Road and Edward Roads - roundabout construction
Terry Road, Box Hill - culvert crossing
The following infrastructure and capital works projects have been proudly funded by the NSW State Government in association with The
Shire Council.
Fred Caterson Reserve, Castle Hill - tennis courts shade structures
AH Whaling Reserve, Baulkham Hills - renew sportsfield lighting and power
Cattai Ridge Road, Cattai (from Boundary Road to Old Northern Road) - rehabilitation
Mitchells Road, Sackville north embankment stabilisation
Glenhaven Road (outside Glenhaven school) - signalised pedestrian crossing
Crown Land Funding Grants
• Department of Planning and Environment: Crown Reserves Improvement Fund - $9,900 (Ted Horwood Reserve)
• Rural Fire Services APZ: Bush Fire Risk Mitigation & Resilience Grant Funding$119,000 (various locations)
Carer’s Recognition Act - Carers Recognition Act 2010, s 8(2)
The Carer Recognition Act 2010 aims to increase recognition and awareness of the role carers play in providing daily care and support to people with disability, medical conditions, mental illness or who are frail aged. Council provides support in the form of our employee assistance program (p63), R U OK? Day and our health and wellbeing expo that is run once a year. Employees also have access to request flexible working arrangements and remote working to support their family / carer responsibilities.
Disability Inclusion Action Plan 2022-2023Disability Inclusion Act 2014, s 13(1)
We are committed to a socially just community where everyone has fair and equal access to services to achieve and maintain a decent lifestyle.
We acknowledge some people need more support than others. Our Disability Inclusion Action Plan was developed to make access to our services and facilities easier. Read more about our progress in the Our Performance section from p75 or download the report.
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.
Total value of all contributions and levies received and expended during the yearReg 218A(3)(a),(b)
Refer to Note F3 of the Financial Statements.
Swimming Pools Act & 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 drowning or near drowning incidents in private backyard swimming pools, including spa pools, in New South Wales. The program emphasises the importance of active supervision of children and compliant pool barriers/ fences for their safety. The program also identifies and rectifies non-compliant pools and raises awareness of swimming pool safety.
Swimming pool inspection program
Council adopted the Swimming Pool Inspection Program on 23 July 2013. The program requires council staff to inspect properties with swimming pools and spas for the following reasons:
1. inspection as a result of a complaint
2. inspection at the request of a pool owner
3. inspection at the request of a pool owner – sale or lease
4. inspection of a tourist, visitor, multi occupancy development
5. inspection of development applications which have not been finalised
6. referral of complaints from Council’s internal staff
7. inspection of a child care centre / family day care premises.
There is a statutory obligation under the Swimming Pools Act 1992 for council to inspect swimming
pools in its area in accordance with the adopted swimming pool inspection program. The Swimming Pool Inspection Program is relevant to all swimming pools regulated under the Swimming Pools Act 1992. A reference to a swimming pool also includes a spa pool.
The inspection program is due to be reported back to council however, as there are local government elections in September 2024, the program will need to be reported to the new council within 12 months of it being elected. Officers authorised under the Act carry out all inspections on behalf of council
There are 21,866 registered pools in The Shire. 8649 or 39.5 percent of those pools have been inspected for compliance by either council or a private certifier since the NSW Register was introduced (April 2016). 3,548 pools were inspected by council, giving us a market share of 41 percent.
The record of inspections for 2023-24 is as follows:
that apply in NSW, depending on when the pool was constructed:
• AS 1926-1986, fences and gates for private swimming pools which applies to pools constructed prior to 30 August 2008
• AS 1926.1 - 2007, swimming pool safety, Part 1 safety barriers for swimming pools which applies to pools constructed between 1 September 2008 to 30 April 2013
• AS1926.1 - 2012, swimming pool safety, Part 1 safety barriers for swimming pools constructed after 1 May 2013
The Act aims to protect young children by requiring pool owners to fence their pool and the immediate surrounding area. The fact that we have 3 sets of standards, depending on when the pool was built, is of concern. Our organisation has previously made submissions to a number of reviews of the Swimming Pools Act that these differing standards create confusion amongst property owners and certifiers alike, and in our opinion does not adhere to the intent of the Act or promote a clear understanding of pool safety. To have a provision of exemptions, purely dependent upon the date of construction does not adhere to the intent of the Act or more importantly provide the highest level of safety to the occupants of the site.
(tourist, visitor multiunit occupancy, child care and family day care premises)
of noncompliant pools from private certifiers
service requests (pool safety concerns)
Legislation impacts
Current legislative process calls for non-compliant swimming pools to be forwarded to relevant councils 6 weeks after the certifier’s inspection (if works have not been completed) or immediately when a significant risk is identified.
The laws applicable to pool fencing/child resistant barriers in New South Wales vary depending on when the pool was built and where the pool is located. There are 3 different pool safety standards
NSW Fair Trading has recently advised that all pools must meet the current standard (AS 1926.1 - 2012) unless there is proof that the pool and barrier were compliant before 31 August 2008. If the barrier does not meet the current standard, a compliance certificate cannot be issued, even if the barrier does not need major changes.
As a result, certifiers are finding more pools that are ‘significant risk’ or non-compliant with older standards and requiring them to upgrade to the current 2012 standard. Non-compliant pools are reported to councils after 6 weeks or immediately if they pose a significant risk. The Hills Shire Council has seen an increase in ‘significant risk’ pool reports following this advice.
The industry wants one single standard for pool fencing to reduce inconsistency among inspectors and officers. NSW Fair Trading’s interpretation of the standards and significant risk pools should be reflected in the AS1926 and the Swimming Pools Act and Regulation.
The general manager has written to the NSW Fair Trading Commissioner several times to express concerns about the 3 standards, the advice to private certifiers on significant risk pools, and the impacts on council staff who have to investigate and enforce them. The commissioner has responded that this issue will be considered in future reviews of the Swimming Pools Act 1992.
Education
The swimming pools inspection program is supported by various educational activities, such as information sessions, community meetings and media releases.
Council has developed resources and materials to raise awareness of pool safety among pool owners and the community. Council’s website has updated information on pool laws and links to relevant websites, such as the State Government Swimming Pool Register, facts sheets and checklists. Council must also make the Cardiopulmonary Resuscitation Guideline available on its website. Information has also been shared through local media outlets.
Mapping of data
Council regularly updates a mapping layer with data from council license details and the NSW Swimming Pools Register. The layer shows the location, registration and status of pools in the area. Aerial identification of pools has revealed many pools that are unregistered or unknown to council.
Resourcing
Since the creation of the NSW Swimming Pool Register in 2016 7,735 pools/spas have been inspected by council or private certifiers. Council’s pool inspectors are assisted by part-time admin officers. An audit of the pool inspection program in December 2021 found the need for an extra pool safety officer and group. An extra officer has been hired to help the 2 existing officers inspect pools. Since then, 478 more inspections have been done than last year.
Making information availableGovernment Information (Public Access) Act 2009, s 125(1) Government Information (Public Access) Regulation 2018, cl 8, Schedule 2
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.
Public interest disclosure (PID) - Public Interest Disclosures Act 1994, s 31 Public Interest Disclosures Regulation 2011, cl 4 (p51)
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.
CLASS 1 APPEALS
Leith Group 11 Nelson Road, Box Hill DA
James Litsas 17 Sherwin Avenue, Castle Hill DA756/2022/HA Appeal against refusal of the DA by LPP on 22 June 2022 related to a 5
Kenthurst Developments Pty Ltd 85 Gibbs Road, Kenthurst 1697/2016/ZD/C
Appeal against deemed refusal of application Section 4.55(2) modification to a subdivision creating 12 community title rural residential lots and 1 association lot (rural cluster) including contamination remediation to add an additional community title rural residential lot/ non-compliant maximum lot yield, adjust the subdivision layout, move the private road, move the fire trail and increase the development footprint. External - matter resolved $305.00
Lanham Developments
Pty Ltd, 204 Old Pitt Town Road, Box Hill 642/2023/HC
Mogul Stud Pty Ltd Lot 3 & 6 Mt Carmel Drive, Box Hill 343/2023/JP
Place Studio AU Pty Ltd 16-30 Dawes Avenue, 4-8 Hughes Avenue & 2-10 Cadman Crescent, Castle Hill 672/2023/JP
Yatinder Baghla 31 Kenthurst Road, Dural 765/2023/HA
Mario Sande 134-136 Showground Road, Castle Hill 156/2023/HA
Maroun Khattar 5 Rembrandt Drive, Baulkham Hills 1339/2022/HA
Aretean Pty Ltd
1-7 Gay Street, 1-6 Vivien Place and 12 Gilham Street, Castle Hill 1117/2023/JP
Appeal against the deemed refusal of a centre based child care facility for 128 children on proposed lot 103 in a subdivision of 204 Old Pitt Town Road, Box Hill under DA 549/2022/ZB. The proposal is defined as integrated development under Section 4.46 of the Environmental Planning and Assessment Act, 1979 to the NSW Rural Fire Service under the Rural Fires Act, 1997. External - matter resolved
Appeal against the deemed refusal of mixed use development including retail and commercial tenancies, detached car parking structure and at-grade parking. The determining authority for this application is the NSW Government's Sydney Central City Planning Panel. External - matter resolved
Appeal against the deemed refusal of residential flat building development containing 315 units. The determining authority for the application is the NSW Government’s Sydney Central City Planning Panel. External - matter resolved
Appeal against the deemed refusal of 1 double sided illuminated pylon sign. External - matter resolved
Appeal against the deemed refusal of centre based child care facility for 100 children. External - matter resolved
Appeal against the refusal of demolition of existing structures and construction of a centre based child care centre for 51 children. External - ongoing
Appeal against the deemed refusal of demolition of existing structures and construction of residential flat building and multi dwelling development under the provisions of SEPP Housing 2021. The determining authority for this application is the Sydney Central City Planning Panel. External - matter resolved
$10,598.00 costs recovered
$7,727.27
$19,250.00 costs recovered $13,500.00
$11,814.30 costs recovered $12,000.00
$$5,583.50
$34,644.50 costs recovered $82,000.00
costs so far $26,388.82
$35,281.00
Arkexpress Design
39-43 Highbury Road, North Kellyville 548/2023/HA
Centaran Holdings Pty
Ltd 582 & 582A Old Northern Road, Dural 256/2023/HC
KMA Developments
No.5 Stamford Bridge Avenue, North Kellyville 293/2023/ZD
Buildwell Australia 3 Pty Ltd 14 Telfer Road, Castle Hill 872/2023/ZA
Bridgewell and SLD Castle Hill Pty Ltd
38-40 Kathleen Avenue, Castle Hill 1139/2023/HA
UPG 122 Pty Ltd
34-36 Terry Road, Box Hill 1625/2022/JP
WSDC Box Hill Primitus Development Pty Ltd 13 Terry Road, Box Hill 846/2016/JP/A
James John Wheatley 513 Wisemans Ferry Road, Cattai 1522/2023/ZD
Zafer Kaya 123 Arnold Avenue, Kellyville 1587/2023/HA
Landen Dev No 11
257 McClymonts Road, Kenthurst 806/2023/ZD
Austech Development Group Pty Ltd
29 Annabelle Crescent, Kellyville 1301/2023/HA
Jian Zhang 25 Astoria Park Road, Baulkham Hills 89/2024/HA
Appeal against the refusal of centre based child care facility for 106 children. External - ongoing
Appeal against the deemed refusal of demolition of existing structures and construction of a torrens title/community title subdivision to create 27 residential lots with detached dwellings and associated works. The proposal is defined as integrated development under the provisions of Section 4.46 of the Environmental Planning and Assessment Act, 1979, as approval is required from the Rural Fire Service under the provisions of the Rural Fires Act, 1997. External - ongoing
costs so far $21,413.75
costs so far $19,148.99
Appeal against the deemed refusal of subdivision creating 13 community title residential lots and one association lot. External - matter resolved $78,005.00
Appeal against the deemed refusal of an infill subdivision creating 6 residential lots including new road, demolition and landslide risk stabilisation. External - ongoing
Appeal against the deemed refusal of demolition of existing structure and construction of a multi dwelling housing development and relocation of a heritage item. Externalongoing
Appeal against The Hills Shire Council’s deemed refusal of Development Application No. 1625/2022/JP for the construction of 8 residential flat buildings containing 637 apartments over basement car parking over 2 development lots on the land at 3436 Terry Road, Box Hill. External - ongoing
Appeal against The Hills Shire Council’s deemed refusal of Development Application No. 846/2016/JP/A of modification to an approved residential flat building. External - matter resolved
Appeal against The Hills Shire Council’s actual refusal of Development Application No. 1522/2023/ZD for carrying out of a subdivision creating 5 community title rural residential lots and 1 association lot (rural cluster). External - ongoing
Appeal against The Hills Shire Council’s deemed refusal of Development Application No.1587/2023/HA for the demolition of existing structures and identified trees, and construction of a 2 storey 90 place child care centre with car parking over basement level. External - ongoing
Appeal against The Hills Shire Council’s actual refusal of Development Application No. 806/2023/ZD for subdivision creating 5 community title rural residential lots and 1 association lot including demolition of some existing structures and dam dewatering (rural cluster). External - ongoing
Appeal against The Hills Shire Council’s deemed refusal of Development Application No.1301/2023/HA seeking consent for the demolition of existing structures and construction of a 2 storey 58 place centre-based child care facility with basement parking for 20 vehicles. External - ongoing
Appeal against The Hills Shire Council’s actual refusal of Development Application No. 89/2024/HA for the demolition of existing structures and constructions of a 50 place centre-based child care facility. External - ongoing
costs so far $68,952.30
costs so far
$19,585.51
costs so far
$45,713.50
$8,921.00
costs so far
$40,483.50
costs so far
$11,380.00
costs so far
$23, 962.21 costs recovered
$3,300.00
costs so far
$23,101.00
costs so far
$3,375.00
Amplitel Pty Limited 47A Blue Gum Road, Kenthurst 1227/2023/HA
MKWD One Pty Ltd 116 Old Pitt Town Road, Box Hill 503/2024/HA
Andrew Hanna 119-121 Showground Road and 11-13 Sexton Avenue, Castle Hill 357/2024/HA
UPG 345 Pty Ltd
1-19 Hughes Avenue, 20-36 Middleton Avenue and 34 Dawes Avenue, Castle Hill 717/2023/JP
Dib Symin 81 Castle Hill Road, West Pennant Hills 893/2024/LD
Zengxin Wang 12 Pearce Street, Baulkham Hills 221/2024/HA
Appeal against the refusal by the Local Planning Panel of Development Application 1227/2023/HA on 19 July 2023 for the construction of a new mobile telecommunications facility comprising a monopole, antennas, remote radio units, ancillary equipment and equipment shelter. External - ongoing costs so far $15,812.00
Appeal against The Hills Shire Council’s deemed refusal of Development Application No. 503/2024/HA for centre based child care facility for 135 children. External - ongoing
Appeal against The Hills Shire Council’s deemed refusal of Development Application No. 357/2024/HA demolition of existing structures, lot consolidation, tree removal and construction of a part 8, part 9 storey residential flat building containing 68 apartments over basement parking with associated landscaping, public domain works and stratum subdivision. External - ongoing
Appeal against The Hills Shire Council’s actual refusal of Development Application No. 717/2023/JP for the demolition of existing structures, consolidation of land, construction of 4 residential flat buildings consisting of 350 units, basement parking, landscaping, stormwater drainage and site works. External - ongoing
costs so far $3,828.00
costs so far $25,995.73
costs so far $5,582.17
Appeal against The Hills Shire Council’s deemed refusal of Development Application No. 893/2024/LD for the construction of a 3 storey dwelling with an inground swimming pool and external landscaping. External - ongoing costs so far $3,690.50
Appeal against The Hills Shire Council’s actual refusal of Development Application No. 221/2024/HA for the demolition of existing structures and construction of a centre based childcare facility for 82 children. External - ongoing
costs so far
$5,054.50
& Miller
30 Ashmead Avenue, Castle Hill
Khoudair & Khoudair
4 Homevale Place, North Kellyville
The applicants lodged a Class 2 appeal against a swimming pool direction issued on 26 May 2022. The direction sought that the applicants carry out works to the pool barrier to ensure its compliance with the relevant legislation and regulations. External - matter concluded
The applicants have lodged a Class 2 appeal against a combined Development Control Order, issued on 11 July 2023 by The Hills Shire Council, being an Orders No 3 and 11 issued pursuant to Division 9.34 (1)(a) of the Environmental Planning and Assessment Act 1979 (the Order). External – matter concluded
The order, by its terms, ordered the applicants to:
• Comply with Development Application 849/2019/LD and approved plans for the retaining wall and associated landscaping for the concrete inground pool.
• Demolish and remove the additional hard stand space and retaining wall (over height).
Sun Express Pty Ltd Local Court appeal against a penalty infringement notice. External – Matter ongoing.
Fines $6,000.00
Costs $1,951.00
TLZ Hills Group Pty Ltd Local Court appeal against a penalty infringement notice. External – Matter ongoing. Fines $6,000.00
Costs $0.00
Singh Local Court appeal against two penalty infringement notices. External
Matter ongoing. Fines $610.00
Schlyder Local Court appeal against a penalty infringement notice. External – Matter ongoing. Fines $6,000.00
Costs $0.00
13 Homes Pty Ltd Local Court appeal against a penalty infringement notice. External – Matter ongoing. Fines $8,000.00
IMAGE: Children at Ellerman Child Care Centre at Dural tend to the onsite vegie garden MATTER DESCRIPTION
Costs $0.00
This section includes indexes, a glossary and contact information.
The Global Reporting Initiative (GRI) is an international independent organisation that provides standards for sustainability reporting. These guidelines help us understand an organisation’s progress towards sustainability. Following the GRI process enables our council to fulfill reporting commitments in a transparent, consistent, and internationally credible framework. Council has selected GRI indicators that are most relevant to our activities.
• The GRI indicators that have been discussed in this report are referenced in the following table.
Organisational profile
2-1 Organisation details (name, ownership & legal form, location, country) pp28-29
2-2 Entities included in the organisation’s sustainability reporting -The Hills Shire Council
2-3 Reporting period, frequency and contact point About this report p4
2-4 Restatements of information (errors from last year) N/A
2-5 External assurance Financial statements Activities & workers
2-6 Activities, value chain & other business relationships Key stakeholders p34 Performance Overview p10-12
2-7 Employees The organisation pp54-68
2-8 Workers who are not employees Volunteers pp69-70 Governance
2-9 Governance structure & composition Governance pp46-52
2-10 Nomination & selection of the highest governance body Community leadership pp38-52 Council structure pp38-45 Committees and boards pp46, 48, 49
2-11 Chair of the highest governance body Mayor & councillors pp41-45
2-12 Role of the highest governance body in overseeing the management of impacts The role of council p39
2-13 Delegation of responsibility for managing impacts Governance councillors pp46-52
2-14 Role of the highest governance body in sustainability reporting Council endorsement of annual report
2-15 Conflicts of interest Code of conduct p46
2-16 Communication of critical concerns Council meetings p46
2-17 Collective knowledge of the highest governance body Council meetings p46
2-18 Evaluation of the performance of the highest governance body Accountability pp49-52
2-19 Remuneration policies
2-20 Process to determine remuneration
Human resource & welfare performance p64
Human resource & welfare performance p64
Disclosure
Strategy, policies & practices
Location of disclosures
2-22 Statement on sustainable development strategy Sustainability pp18-19
2-23 Policy commitments The role of council p39
2-24 Embedding policy commitments Integrated Planning & Reporting Framework p72
2-25 Processes to remediate negative impacts Governance p49
2-26 Mechanisms for seeking advice and raising concerns
Council meetings p46
Community consultation & engagement p31
2-27 Compliance with laws and regulations Legislative reporting pp134-172
2-28 Membership associations Partnerships, cooperatives & joint ventures p135
Stakeholder engagement
2-29 Approach to stakeholder engagement
Community consultation & engagement p31
Staff values p5
Community satisfaction survey p32
Council meetings p46
2-30 Collective bargaining agreements Enterprise agreement pp64, 68
Economic performance
201-1 Direct economic value generated and distributed
201-2 Financial implications and other risks and opportunities due to climate change
Financial statements Total revenue p22
Community financial report pp2227
201-3 Defined benefit plan obligations and other retirement plans Financial statements
201-4 Financial assistance received from government
Indirect economic impacts
Community financial report pp2227
203-1 Infrastructure investments and services supported Performance against Delivery Program pp72-133
203-2 Significant indirect economic impacts
Community financial report pp2227 Procurement practices
204-1 Proportion of spending on local suppliers
Anti-corruption
205-1 Operations assessed for risks related to corruption
Legislative reporting - contracts pp158-166
Governance framework pp46-52 Code of conduct p46
Complaints register p52
Audit and Risk Committee pp4951
205-2 Communication and training about anti-corruption policies and procedures Accountability 54-55
205-3 Confirmed incidents of corruption and actions taken None
Anti-competitive behaviour
206-1 Legal actions for anti-competitive behaviour, antitrust, and monopoly practices
None
of
Energy
302-1 Energy consumption within the organisation Valuing our surroundings pp121132
302-2 Energy consumption outside of the organisation pp121-132
302-4 Reduction of energy consumption pp121-132 Water
303-3 Water withdrawal pp121-132
303-5 Water consumption pp121-132 Biodiversity
304-2 Significant impacts of activities, products, and services on biodiversity pp121-132
304-3 Habitats protected or restored pp121-132
304-4 IUCN Red list species and national conservation list species with habitats in areas affected by operations pp121-132 Emissions
305-2 Energy indirect (Scope 2) GHG emissions pp121-132
305-5 Reduction of GHG emissions pp121-132 Waste
306-1 Waste generation and significant waste-related impacts pp121-132
306-3 Waste generated pp121-132
306-4 Waste diverted from disposal pp121-132
306-5 Waste directed to disposal pp121-132 Employment
401-1 New employee hires and employee turnover The organisation p60, 65
401-2 Benefits provided to full-time employees that are not provided to temporary or part-time employees covered in Local Government (State) Award Human resource & welfare performance p60-64
401-3 Parental leave covered in Local Government (State) Award
Occupational health & safety
403-1 Occupational health and safety management system The organisation - workplace health & safety pp66-68
403-2 Hazard identification, risk assessment, and incident investigation
403-3 Occupational health services
403-4 Worker participation, consultation, and communication on occupational health and safety
403-5 Worker training on occupational health and safety
403-6 Promotion of worker health
403-8 Workers covered by an occupational health and safety management system
Workplace health & safety pp66-68
Workplace health & safety pp66-68
Workplace health & safety pp66-68
Workplace health & safety pp66-68
Workplace health & safety pp66-68
Workplace health & safety pp66-68
403-9 Work-related injuries
Workplace health & safety pp66-68
403-10 Work-related ill health Workplace health & safety pp66-68
Training & education
404-1 Average hours of training per year per employee by gender, and by employee category The organisation p64 9.46 hours
404-3 Percentage of employees receiving regular performance and career development reviews 98.66%
Diversity & equal opportunity
405-1 Diversity of governance bodies and employees pp60-61
Child labour
408-1 Operations and suppliers at significant risk for incidents of child labour
Forced or compulsory labour
Policies developed see legislative reporting p134
409-1 Operations and suppliers at significant risk for incidents of forced or compulsory labour Policies developed see legislative reporting p134
Local communities
413-1 Operations with local community engagement, impact assessments, and development programs
Public policy
Stakeholders p34 IP&R p72-74 Community engagement pp31-34
415-1 Political contributions Grant funding pp135, 154-155 Proactive leadership pp91-102
Customer privacy
418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data Proactive leadership pp91-102
These documents can be accessed on council’s website.
• THSC Disability Inclusion Action Plan
• THSC Cultural Action Plan
• The Hills Shire Plan
• Workforce Management Plan
• Long Term Financial Plan
• Asset Management Strategy
• Capital Works Programs
• THSC Internal Audit Charter
• THSC Code of Conduct
• THSC Privacy Management Plan
• THSC Community Engagement Strategy
• THSC Community Participation Plan
• THSC Bike Plan
• THSC Footpath Strategy
• THSC LEP (Local Environment Plan) 2019
• THSC Development Control Plans
• THSC Local Strategic Planning Statement (LSPS)
• THSC Housing Strategy
• THSC Recreation Strategy
• THSC Contributions Plan
• THSC Productivity & Centres Strategy
• THSC Integrated Transport & Land Use Strategy
• THSC Environment Strategy
• THSC Rural Strategy
• THSC Public Domain Strategy
• THSC Plans of Management
• THSC Resource Recovery Delivery
ABS Australian Bureau of Statistics
AIF Accelerated Infrastructure Fund - part of the NSW Planning System Acceleration Program
ALGA Australian Local Government Association
ARA Australasian Reporting Awards
Asset management The process by which Council collects and maintains a comprehensive database of asset conditions to prioritise works funding and maintain existing assets at desired condition levels
Benchmarking Comparing performance with standards achieved in a comparable environment with the aim of improving performance
Capital works Projects to either renew, upgrade, or construct assets owned by The Hills Shire community
DA Development Application
Darug the traditional custodians of The Hills Shire area
DCP Development Control Plan
Delivery Plan A strategic document with a minimum 4-year outlook, which outlines the key strategies the organisation will undertake to achieve the desired outcomes.*
DIAP Disability Inclusion Action Plan
EAP Employee Assistance Program
EEO Equal Employment Opportunity
FINA International Swimming Federation
Financial year The financial year we are reporting on in this Annual Report is the period from 1 July 2023 to 30 June 2024
FOGO Food organics and garden organics
FTE Full-time equivalent. In relation to staff numbers this refers to a figure that is based on the wages for full-time staff
GIPA Government Information (Public Access) Act 2009 (NSW)
GST Goods and Services Tax
HCC Hills Community Care
ICAC Independent Commission Against Corruption
- agency of the New South Wales Government responsible for eliminating and investigating corrupt activities
IPART Independent Pricing and Regulatory Tribunal
*This is a legislative requirement
IP&R Integrated Planning and Reporting Framework
JCC Joint Consultative Committee
LEP Local Environment Plan. Shows the different development zones indicating where different types of development can occur within the Shire
LGA Local Government Area
LSPS Local Strategic Planning Statement
LTI A lost time injury is something that results in a fatality, permanent disability or time lost from work
Metropolitan fringe councils form part of Greater Sydney and have similar characteristics to metropolitan councils such as high density and high population growth. The majority of the stateplanned growth areas are in metropolitan fringe LGAs
OBF Orange Blossom Festival
OLG Office of Local Government
Operational Plan A document with a 1-year outlook that outlines the key activities to be undertaken to achieve the desired outcomes set out in the Community Strategic Plan.
PIDs Public Interest Disclosures
RFS Rural Fire Service
Risk management A discipline for developing appropriate procedures to reduce the possibility of adverse effects from future events
RLRRP Regional and Local Roads Repair Program
RMS Roads and Maritime Services
SES State Emergency Service
SoE State of the Environment Report
STC Subject to contract
Sydney Metro Fully-automated metro rail system providing a rapid transit link to the north-western suburbs of Sydney
TfNSW Transport for NSW
THSC The Hills Shire Council
VPA Voluntary Planning Agreement
WHS Work, Health and Safety
WSROC Western Sydney Regional Organisation of Councils
Access and inclusion 19, 77, 104
Acknowledgement of country 3
Artifical Intellengence (AI)
Asset management 74, 105, 113, 116
Audit and risk committee 48-50
Australia Day 20, 69, 70, 82
Awards 20-21, 70, 78, 83, 94
Biodiversity 12, 122, 123, 125
Bullying 61, 68
Business continuity 51
Calendar of events 83
Case studies 40, 62, 80, 82, 90, 102, 112, 114, 132
Challenges 13, 65, 79, 95, 106, 117, 125
Climate change 12, 13, 18, 49, 122, 125, 127
Code of conduct 46
Committees 46
Community engagement 31-33, 72, 92, 94, 95
Community funding/donations 10, 79, 134, 135
Continuous improvement 49-51, 64, 68
Contracts and procurement 19, 50, 94, 158-166
Council elections 7, 38
Council meetings 46, 48, 93
Corporate governance 46-52
Customer service 29, 92, 100, 116
Cyber security 13, 50, 51
Delegations 49, 58
Disability 6, 10, 19, 77, 78, 155
Diversity 6, 19, 40, 61
Economic development 27, 78, 88
EAP 63
Emergency management 16, 77, 113, 155
Enterprise agreement 64, 68
Environmental management 121-131
Equal employment opportunity 66, 67, 135
Events 10, 77, 79, 83
Executive team 60-61
FFinancial performance 22-27
Fraud & corruption 49-52
GGeneral manager 7, 56, 57, 58
GIPA 51, 100, 101, 157
Global Reporting Initiative index 170-173
Governance 46-52
Government policy 33
Grants 22, 23, 77, 102, 104, 135, 155
H, I
History 30, 76, 77
Human resources 59-65
Inclusion 19, 77, 104
Information management 51
Injuries 66-68, 98, 110
Integrated Planning Framework 72, 94, 99
Internal audit 49, 50, 97, 173
J, K, L
Key acheivements 10-12, 14-17
Legal 52, 101
Library services 8, 27, 75, 76, 84, 89
Local environment plan 32, 107, 109
Locations (council facilities) 181
M, N, O
Map 28, 39
Mayor 4, 41
Media coverage 35-36
Modern slavery 134
Organisational culture 61
Organisational structure 54-55, 58 P
Partnerships 34, 135
PIDs 51, 157
Population 19, 29, 30, 65, 114
Privacy 51, 93, 157
RRates 22, 23, 27
Recruitment & retention 60
Recycling 12, 121, 122, 124
Remuneration 47, 57, 64, 65, 135
Resource recovery 12, 16-17, 121, 122, 124, 128-129, 131
Risk management 49-51, 101
Rural Fire Service 16, 77, 135, 155
S
Social media 35-36, 88, 181
Service locations 181
Stakeholders 34
Statutory information 134-172
Staff 58-68
Stormwater 105, 110, 113, 135136
Strategic planning 15, 72-74
Sustainability 18-19, 51, 121-131
TTrainning 64, 70, 177
U, V
Values 5
Vision 5
Volunteers 69-70, 77, 88, 112, 122
Voluntary Planning Agreements 140-142 W
Waste 12, 16-17, 121, 122, 124, 128-129, 131
Waves 10, 21, 27, 52, 76, 77, 82, 89, 181
Website 35-36
WestInvest 113
Workers compensation 66-67
Workplace health & safety 66-68
Workforce profile 58-61
X, Y, Z
Your say 8, 31, 33, 35, 46, 92
Youth 10, 46, 69-70, 77, 79, 83, 102, 135
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.
Website
www.thehills.nsw.gov.au
E-request
24hr online customer request
Telephone
+61 2 9843 0555
Council’s Main
Administration Building
3 Columbia Court, Norwest 8.30am - 4.30pm Monday to Friday (excluding public holidays)
Email council@thehills.nsw.gov.au
Social Media
Facebook, X (formerly Twitter), Instagram & LinkedIn, YouTube
Post
The Hills Shire Council, PO Box 7064, Norwest BC 2153
DX 9966 Norwest
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 and Saturday 10am-2pm
+61 2 9654 3571 (during operating hours) | +61 2 9843 0533 (outside operating hours)
Waves Fitness & 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 & Good Friday)
+61 2 8848 6789
The Hills Shire Library Service
+61 2 9761 4520
Baulkham Hills Library
Railway Street, Baulkham Hills
Castle Hill Library
Cnr Castle & Pennant Streets, Castle Hill
The Hills Shire Community Centres
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
Long Day & Preschool
Child Care
+61 2 9761 5703
Ellerman Child Care Centre
Dural
cnr Pellitt Lane and Kenthurst Road, Round Corner, Dural
Balcombe Heights Child Care Centre
92 Seven Hills Road, Baulkham Hills
Castle Glen Child Care Centre
22 Gilbert Road, Castle Hill
Eurambie Park Child Care Centre
41 Coonara Avenue, West Pennant Hills
Excelsior Avenue Child Care Centre
189 Excelsior Avenue, Castle Hill
There are 60 community centres 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.
THE HILLS SHIRE COUNCIL
ANNUAL REPORT 2023-2024
Availability of our Disability Inclusion Action Plan 2022 - 2026
THE HILLS SHIRE COUNCIL
The Disability Inclusion Action Plan will be available digitally on www.thehills.nsw.gov.au and in hard copy, with versions available in large print and easy English.
Contact Us
The Hills Shire Council - Administration Building 3 Columbia Court NORWEST, NSW 2153
Mon – Fri | 8:30am - 4:30pm
Email council@thehills.nsw.gov.au
Phone 02 9843 0555
National Relay Service (TTY phone)
For people who are deaf, have hearing impairment and/or speech impairment contact through the National Relay Service, choose your access option and ask for The Hills Shire Council on 02 8850 5622 (TTY).
Interpreter
Telephone Interpreter Service (TIS) Ph: 13 14 50 Provide Client Code C020079 for an interpreter to help you speak with council.
Assisted Hearing System
An Assisted Hearing System operates within the Pioneer Theatre and at customer service at the council administration building.