Delivery Program 2025-2029

Delivery Program 2025-2029

TOWARDS HILLS

2050

DELIVERY PROGRAM 2025-2029 Year 1

1

The Hills Shire Council

About this document Council’s Delivery Program 2025-29, outlines our commitment to achieving 3 key values our community has told us will improve The Hills as a place to live, work and visit over the next 4 years. It also details how we will measure our performance to ensure we deliver the right services in the best possible way.

We will report publicly on our progress against this program every quarter to ensure we stay on track.

For information on the budget and specific actions and projects planned for 2025-26, please refer to our 2025-26 Operational Plan.

State plans and strategies Relevant regional plans and priorities

Joint Organisations Statement of Strategic Regional Priorities Plan

Community Strategic Plan

Other Council strategies and plans

Resourcing Strategy

Delivery Program Community Engagement Strategy

Operational Plan

•

Quarterly reviews

•

Annual Report

•

State of The Shire Report

Ongoing monitoring and review

Acknowledgment of Country We acknowledge the Darug people as the original custodians of the land on which The Hills Shire is located and where we conduct our business. We pay our respects to ancestors and Elders, past and present.

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Delivery Program 2025-2029

Contents

About this document

02

Message from our Mayor

05

Message from our General Manager

07

Vision and values

08

We are The Hills Shire

10

Our elected representatives

11

Key stakeholders

12

Service reviews

13

From the Chief Financial Officer 14 4 year budget

15

How to read this part of the plan 14 Enriched lifestyles

15

Connected people and places

23

Proactive leadership and governance

33

Glossary 38

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The Hills Shire Council

The Hills Shire

located within Greater Sydney

WISEMANS FERRY

LEETSVALE LOWER PORTLAND

The Hills Shire is in the north west of Greater Sydney.

While connected to the Central River City, centred around Parramatta, The Hills has strong links to the Eastern Harbour City and will grow connections to the future Western Parkland City and the Aerotropolis.

MAROOTA SACKVILLE NORTH

SOUTH MAROOTA

CATTAI

GLENORIE

MARAYLYA WINDSOR GABLES

MIDDLE DURAL KENTHURST

NELSON

VE RO NG NA AN

BOX HILL

NORTH KELLYVILLE

ROUSE HILL M

HORNSBY

GL EN HA VE N

M

BEAUMONT HILLS M

DURAL

KELLYVILLE NORWEST

M M BELLA VISTA

CASTLE HILL M M M

BAULKHAM HILLS

WEST PENNANT HILLS

BLACKTOWN NORTH ROCKS PARRAMATTA

4

Metropolitan Rural Areas

M Sydney Metro Strategic Centres Village/Town Centres Motorway (M2/M7) Hawkesbury River

Delivery Program 2025-2029

Message from the Mayor The Hills Shire has been one of Australia’s fastest-growing Local Government Areas for decades I am pleased to present The Hills Shire Council’s Delivery Program 2025-2029. This document shows how Council is working towards achieving the longterm vision set out in the Community Strategic Plan – Towards Hills 2050. This vision aims to ensure that The Hills Shire is a vibrant community, with a valued and nurtured environment, a growing shire and economy, timely provision and maintenance of infrastructure, and proactive leadership.

The Hills Shire has been one of Australia’s fastest-growing Local Government Areas (LGA) for decades. Council has proactively planned for sustainable growth by delivering infrastructure to support both current and future residents.

In 2025 our population is estimated at 218,264 residents and continues to grow rapidly. Our population growth rate of 4.36% surpasses the Greater Sydney average of 2.77%, and we are expected to have 326,725 residents by 2046.

The Delivery Program ensures we capitalise on the opportunities presented by our burgeoning community and to provide a strong foundation for its development. Our Hills Shire Plan places a continued emphasis on financial sustainability. This focus is essential for ensuring that we can shape our own future and maintain our strategic capacity.

It’s encouraging to note that the NSW Auditor General has assessed our Council as one of the most financially liquid councils, which is a point of pride for us all.

Some of our key priorities for this term is to focus significantly on traffic and transport. We aim to complete an assessment of existing bus services, emphasising connections to Metro stations and advocating for improvements as necessary.

Additionally, we will develop a concept plan and cost estimates for the future transport connection between Windsor Road and Carrington Road, in line with Council’s adopted Norwest Precinct Plan. This will assist us in advocating to Transport for NSW (TfNSW) for funding and applying for relevant grants.

Furthermore, Council’s Integrated Transport and Land Use Strategy will be updated as part of the Local Strategic Planning Statement. This review will include strategies to encourage a shift in transportation modes, improve walkable areas, enhance connections to transport nodes and prioritise public transport improvements.

While Council recognises the need for more housing, we insist that any growth must be accompanied by the necessary infrastructure and services. We will continue to advocate for the NSW Government to prioritise funding for roads, schools, parks, playgrounds, and other essential facilities, especially in high-growth areas like Bella Vista, Kellyville, North Kellyville, and Box Hill. The Box Hill area needs critical government investment. Council will continue advocating for solutions to address the Box Hill Contribution Plan funding gap so we can deliver vital infrastructure.

Help shape our future Hills We all have a role to play in building a better Shire and I invite your feedback on the plans. Please see thehills.nsw.gov.au.

By working together, we can achieve more for our community.

Dr Michelle Byrne

Mayor mayor.byrne@thehills.nsw.gov.au April 2025

5

The Hills Shire Council

6

Delivery Program 2025-2029

Message from the General Manager Enriched lifestyles, connected people and places and proactive leadership and governance are the values of our residents I am pleased to present Council’s Delivery Program 2025-2029. It is our short-term efforts to help achieve our Towards Hills 2050 vision.

It’s an exciting time to be in The Hills. I’m proud to lead an organisation that is actively delivering projects and programs that will transform our growing Shire in a balanced and considered way.

Our vision for The Hills is to create a place where people can connect. Our community spirit is enriched by a variety of spaces and things to do, that serve as the foundation for a fulfilling life and opportunities for everyone. We are dedicated to planning proactively for the next generation, collaborating with our community and partners to make the best decisions for The Hills, guided by transparency and fairness.

This plan is focused on the future, and there is cause for optimism about what that future holds.

I know it will continue to be a challenge to address significant issues such as traffic and transport and to facilitate the speed and scale of growth in our Shire.

These are challenges, that Council will continue to address. While Council can act on some of these matters, we will need the support of other levels of government and sections of the community.

Council will continue to advocate strongly for our share of state and federal funding to deliver critical infrastructure including road upgrades, footpaths, cycleways, open space, sporting fields, schools, public transport and community amenities to support our growing population.

Our Community Strategic Plan includes 5 strategic directions that reflect the kind of future The Hills Shire residents envision and that we will help shape and deliver. These strategic directions focus on what’s important to our community - a vibrant community, a valued and nurtured environment, a growing shire and economy, timely provision and maintenance of infrastructure and proactive leadership.

We already have many transformative projects underway to enrich our lifestyles. These include the construction of the community facility and sporting reserve at Anthony Skarratt Reserve, Box Hill and major road upgrades such as the widening of Annangrove Road from Edwards Road to Windsor Road, Box Hill.

The framework established through our vision, values and strategic directions will serve as the foundation for the services we deliver, the facilities we provide, the partnerships we form, and the advocacy we pursue over the coming years. Not every decision made by Council will be universally popular, but we will always approach our work with the best interests of the broader community in mind.

We look forward to working with the community in the years ahead to secure the best possible future for The Hills Shire.

Michael Edgar General Manager

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The Hills Shire Council

Vision and values

•

a future that makes sensible use of resources to strengthen economic, social and environmental performance

•

a future that puts us in a position to be able to respond to a changing environment and other risks as they exist and emerge

•

a future that protects the fundamentals of our quality of life: clean air, water, health, life expectancy, things to do, education and access to meaningful employment

•

a future that connects people physically and in other ways within and beyond The Shire

•

a future that protects The Garden Shire, a constant reminder of how we value our surroundings

•

a future that embraces a well governed, safe and thriving community that can meet its needs for a healthy long life.

We will work hard but can only achieve this vision through strong collaboration across government and the private sector. We are already clearly advocating for our ambitions, both in person and through our local strategic planning statement, supporting strategies, precinct plans, infrastructure plans and those to come, such as the arts and culture strategy.

Towards Hills 2050 brings these together into a single, cohesive vision to support all the work we do.

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Vision

Toward Hills 2050 is a shared vision for moving toward a more equitable and sustainable future:

Delivery Program 2025-2029

Enriched lifestyles

Values

This value is at the heart of who we are and why we invite everyone to participate in the community life of The Hills Shire. By finding common ground through shared stories, cultures, histories and interests, we can foster a more connected and inclusive community.

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

High quality, affordable community facilities and spaces are where people form community connections.

People feel safe living in The Hills and connected to others. We invest in our people, businesses, facilities and spaces to support active lifestyles no matter people’s age or circumstance.

Strategic directions:

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

Connected people and places The Hills Shire is a place where people can work near where they live and have plenty of things to do, helping to make both personal and economic connections.

Thriving local businesses are the backbone of a productive economy and more people can work locally with a greater diversity of jobs across both traditional and emerging industries. Through our Economic Growth Plan we will continue to create economic opportunities for more people.

People have plenty of options other than their car – public transport, cycling and walking paths – to connect them to schools, jobs and services, locally and across Greater Sydney. We will continue to advocate for state-led solutions such as motorways to remove through-traffic from our local roads.

Strategic directions:

CPP1. A growing shire and economy CPP2. Timely provision and maintenance of infrastructure

Proactive leadership and governance This value defines how we plan, act and are accountable for our decisions.

Our long-term resilience relies on being proactive and responsive about how our community and the LGA changes. We listen, engage and advocate with respect, honesty and fairness. We always prioritise our resources to meet the needs of the community and improve their quality of life.

Our financial sustainability is paramount. We will continue to understand the lessons of the past to maintain a strong financial discipline. As a well resourced council we have the strategic and operational capacity to provide essential local government services that match community need.

Strategic direction:

PLG1. Proactive leadership 9

The Hills Shire Council

We are

The Hills Shire Council 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% of people agree that The Hills Shire Council is doing a good job. In NSW as a whole, 57% of people agree their local council is doing a good job, compared with 47% for the state government and just 39% 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 98 playing fields, 170 playgrounds, 11 off-leash dog parks

•

45 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

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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 billions of dollars worth of infrastructure and public assets in your community.

Delivery Program 2025-2029

Our elected representatives West Ward

Clr Frank De Masi Deputy Mayor clr.demasi@thehills.nsw.gov.au

Dr Michelle Byrne Mayor mayor.byrne@thehills.nsw.gov.au

Clr Rosemarie Boneham

clr.boneham@thehills.nsw.gov.au

Clr Immanuel Selvaraj

clr.selvaraj@thehills.nsw.gov.au

North Ward

Clr Mitchell Blue

clr.blue@thehills.nsw.gov.au

Clr Jacob Jackson PSM clr.jackson@thehills.nsw.gov.au

Clr Dr Mila Kasby

clr.kasby@thehills.nsw.gov.au

Central Ward

Clr Reena Jethi

clr.jethi@thehills.nsw.gov.au

Clr Jerome Cox

clr.cox@thehills.nsw.gov.au

Clr Tina Cartwright

clr.cartwright@thehills.nsw.gov.au

East Ward

Clr Samuel Uno

clr.uno@thehills.nsw.gov.au

Clr Alan Haselden

clr.haselden@thehills.nsw.gov.au

Clr Jane Grevtseva

clr.grevtseva@thehills.nsw.gov.au

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The Hills Shire Council

Council's key stakeholders

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:

Why our stakeholders are important

Why we are important to our stakeholders

Provide guidance on values, engagement and feedback

Provide civic leadership representation, services and facilities. Generate sustainable growth and return to the community

• focus groups and workshops • publications • website • social media

Build capacity and drive the local economy

Provide and promote business

• focus groups and workshops • committees

Build trust and bridges to local communities through services

Provide support and partnerships

• events • website www.thehills.nsw.gov.au • published information

Provide economic benefit, generate employment opportunities and financial viability

Provide products, services and facilities

Customers

• customer satisfaction measurements • customer care and service

• website • publications • fact sheets • feedback forms

Provide us with feedback and utilise the services and products

Provide products and services at good value and quality

Employees and their representatives

• staff portal • staff briefings and onsite meetings • employee survey

• exit surveys • interviews • emails • newsletters

Central to the success of our business by providing valuable knowledge, skills and labour

Provide a fair, engaging and enriching work experience with career development and flexible work arrangements

Partners – regional and national

• contract management – account management relationships • regular engagement through site visits

Provide shared knowledge, cultural experiences, knowledge and resources

Provide advocacy, leadership, cultural vibrancy, and resources in line with policy and legislation

Other levels of government

• formal meetings • briefings • networks • correspondence • one-on-one meetings

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

Provide local strategies, partnerships and networks

• contract management – account management relationships

Provide good value and quality products and services

Provide fair access to business opportunities in line with policy and legislation

• media releases • briefings

Build and protect reputation and raise awareness of our services and facilities

Provide trend data as well as social, environmental, economic and governance information

Groups

How we engage

Residents and ratepayers

• public meetings • publications • website • social media • rates notices • community meetings

Business

Community groups and volunteers

Visitors

Suppliers

Media

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• information display or kiosk • public exhibition • annual report • phone surveys

• interviews • social media

Delivery Program 2025-2029

Service review

and continuous improvement Council is dedicated to continuously reviewing

Each service review will result in an improvement

and improving service delivery for our community.

plan when adjustments to service levels are

Our service review program enables us to monitor

necessary or efficiency opportunities are identified.

and adjust service levels and resources to ensure

The outcomes of our reviews will be presented in

that our services are sustainable, relevant,

our Annual Report each year.

contemporary, affordable, and aligned with community expectations and values.

This service review program builds on our culture

Council has identified the following services for review in 2025-2029:

•

Child Care

engaging team members to share their expertise in

•

Hills Community Care

order to enhance the efficiency and effectiveness of

•

Parks and Reserves

•

Property and rating system implementation

of continuous improvement and customer focus,

the services they provide.

Meaningful engagement with the community and

(this will involve the reconfiguration and

stakeholders helps shape the strategic direction of

reengineering of more than 300 business

our Shire, as well as inform the various policies,

processes) including the following:

plans, and programs that support this vision.

• Development Assessment • Development Monitoring • Subdivision • Compliance • Health and Environment • Rates and Waste Management • Land Information Services

The review draws on information from recent community and stakeholder engagement activities, including the 2023 Australian Liveability Census and our Community Satisfaction Survey results.

We are committed to implementing best practice engagement based on our principles of engagement and guided by the International Association of Public Participation.

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The Hills Shire Council

From the Chief Financial Officer Focused on best practice financial management and longterm financial sustainability to achieve intergenerational equity More information about Council’s finances can be found in the Long Term Financial Plan (part of The Resourcing Strategy). Details regarding budgets are included in the Operational Plan.

Council’s FY25-26 budget and Long-Term Financial

land, storm water management systems, and

Plan recognises our ability to continue to deliver

associated infrastructure. Therefore these assets

high-quality level services and infrastructure to

must be maintained to appropriate standards for our

our growing community both now and into the

community.

future. This year’s budget is reflective of Council’s commitment to achieving its goals and objectives outlined in the Community Strategic Plan.

Moreover, funding must be allocated each year for known commitments. The industry faces numerous challenges in achieving long-term financial

In preparing these budgets and forward estimates,

sustainability while continuing to provide adequate

Council is governed by the legislative ‘Principles of

infrastructure and services for the community.

Sound Financial Management’ outlined in Section

Changes to state government planning policies,

8B of the Local Government Act 1993. These

along with rising construction, insurance, and utility

principles apply to all councils and include:

costs - largely beyond Council’s control - pose

•

responsible and sustainable council spending that aligns revenue and expenditure

•

investment in responsible and sustainable infrastructure for the benefit of the community

•

effective financial and asset management and

•

achieving intergenerational equity

In addition, Council’s Adopted Financial Charter Policy underpins these legislative principles. Council achieves successful financial performance against industry benchmarks each year and maintains longterm financial sustainability.

challenges in achieving intergenerational equity while maintaining service levels. However, due to ongoing financial discipline and a strategic approach to infrastructure and service delivery while planning for growth, The Hills Shire Council is currently in a very strong financial position. It is regarded as one of the highest-performing councils in NSW. The Operational Plan offers further details about Council’s FY25-26 operational budget, itemising both income and expenditure by business program.

The Resourcing Strategy provides more information about Council’s Capital Works Program, detailed by

The FY25-26 budget forecasts total expenditure

asset class and project. The Long-Term Financial

of $291.1 million including capital works and an

Plan provides a 10-year projection of Council’s

operating surplus before transfers to reserves of

financial capacity and should be viewed as a guide

$23.4 million.

for Council to consider the impact of today’s actions

It is best practice financial management for Council

or opportunities on its future long-term sustainability.

to set aside funds each year from its generalpurpose income, equivalent to depreciation, to ensure the renewal of its existing assets. Council

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is responsible for community assets valued at

Aneesh Zahra

$5.9 billion, including buildings, roads, parks,

Chief Financial Officer

Delivery Program 2025-2029

4 year budget forecast summary 2023-24 Actual $,000

Budget Summary FY 25-26

Recurrent operations 207,329 Income

2024-25 Current Budget*

2025-26 Budget $,000

2026-27 Forecast $,000

225,522

242,852

2027-28 Forecast $,000

2028-29 Forecast $,000

247,436

256,927

266,867

(163,649) Expenditure

(189,064) (190,728) (193,159)

(198,154)

(204,922)

43,680 (46,531) 7,784 4,933

36,457 (36,718) 311 50

58,773 (58,695) 0 78

61,945 (61,856) 0 89

Operating result Transfer (to)/from reserves Transfer (to)/from prior year income & Section 7.11 Net result surplus

52,124 (52,069) 0 55

54,277 (54,190) 0 87

Recurrent operations are income and expenditure on providing Council’s core businesses on an ongoing basis.

Capital purchases (4,966) Capital purchases Funded by: 1,716 Transfer (to)/from reserve & Section 7.11 3,249 Sale of assets (0)

(9,645)

(5,324)

(4,637)

(3,528)

(6,728)

7,245 2,400 0

3,896 1,427 0

3,157 1,480 0

2,121 1,407 0

4,934 1,793 0

Capital purchases are plant purchases and plant sales as per plant replacement program.

Capital works (43,296) Capital expenditure Funded by: 17,566 Grants and contributions 25,198 Capital works and other reserves 370 Stormwater management charge 163 Prior years income 0 Net result surplus / [deficit]

(158,754)

(37,940)

(36,281)

(38,353)

(40,248)

115,198 38,865 2,032 2,658 (0)

4,570 32,739 630 0 (0)

1,912 33,602 768 0 0

1,912 35,647 794 0 0

1,912 37,514 822 0 0

Capital works program is prepared using the principles detailed under the Asset Management Strategy. Detailed listing can be found in the section Asset Management Strategy.

Section 7.11 & VPAs 219,142 Brought forward - surplus/(deficit)

243,218

100,973

140,231

115,967

87,311

82,547 Income 11,253 Interest received/(expense) 93,800 Total income

61,116 11,535 72,651

60,151 5,077 65,228

65,820 4,035 69,855

66,748 3,103 69,851

66,477 2,497 68,974

(214,594) 101,275

(25,969) 140,231

(94,119) 115,967

(98,507) 87,311

(79,998) 76,287

(69,724) Capital expenditure 243,218 Section 7.11 balance surplus / [deficit]

Section 7.11 of the Environment Planning Assessments Act enables council’s to prepare developer contribution plans to provide public amenities such as open space, roads, community buildings etc. The contributions are levied via development consents. There are currently 13 contribution plans. Estimated outstanding future expenditure in the next 15 years amounts to $2.0 billion.

(2) 0 2 0

Real estate and investment property Hill Road development cost Castle Mall improvements Funded by: Transfer (to)/from reserve Net result surplus / [deficit]

(2,400) (1,700)

0 (700)

0 0

0 0

0 0

4,100 0

700 0

0 0

0 0

0 0

This section relates to a summary of property development activities related to investment properties and real estate.

(281,638) Total budgeted expenditure

(576,157) (260,660) (328,196) (338,543)

(331,895)

*As at April 2025

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The Hills Shire Council

How to read

this part of the plan Delivery Program The Community Strategic Plan (CSP) the community’s plan for its future The CSP is the highest level of strategic planning carried out 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 it provides to the community.

The CSP is organised under 3 values or key focus areas that reflect the community’s vision and values. The Delivery Program and Operational Plan use the same 3 key focus areas. These key focus areas provide clear strategic alignment between Council’s long-term, mid-term and annual planning and reporting.

The Delivery Program is a plan that covers the term of an elected council (4 years). To create the program, we look at the Community Strategic Plan and ask what strategies we can achieve over the coming term to bring us closer to the community’s vision and values, using the resources identified in the Resourcing Strategy.

To encourage continuous improvement the Delivery Plan identifies areas of service that Council will review during its term and consider the service levels expected by the community.

Council’s Delivery Program provides an overview of the core services, activities and projects Council will deliver in order to meet the needs of a changing and growing community, within the resources available under the Resourcing Strategy.

This strategic direction was reviewed in 2022 and again following the Council election in September 2024.

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.

Our Integrated Planning and Reporting Framework brings together all of Council’s plans. These interrelated plans reflect the community’s vision and guides Council to make the best-value decisions. It allows Council to draw its various plans together, understand how they interact and get the maximum leverage from their efforts by planning holistically and sustainably for the future.

Our 3 themes, which encompass 5 strategic directions, provide the framework for how Council organises its activities and the benefits provided to the community.

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Delivery Program 2025-2029

Enriched lifestyles Where do we want to be?

Strategic direction: EL1 A vibrant community This strategic direction drives our ambitions over the next 10 years and beyond to build a Shire that is inclusive, connected and healthy. People will be able to visit or live in vibrant and prosperous places that offer a diversity of services, entertainment, retail and jobs.

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

Where are we now?

Our guiding strategies and plans

This value is at the heart of who we are and why we invite everyone to participate in the community life of The Hills Shire. By finding common ground through shared stories, cultures, histories and interests, we can foster a more connected and inclusive community.

The following Council strategies and plans provide additional guidance and activities in assisting Council to deliver on this community outcome:

We invest in our people, businesses, facilities and spaces to support active lifestyles no matter people’s age or circumstance.

We know that people love living here – community surveys show us that 95% of residents agree that the Hills Shire is a good place to live.

• • • • • • • • • • •

Community Participation Plan Community Engagement Strategy Disability Inclusion Action Plan (DIAP) Cultural Action Plan Positive Ageing Strategy Library Services Strategy Community Safety Plan Child Safe Policy Development control plans Environment Strategy Resource Recovery Delivery Program

Key partners • • • • • • • • • • •

Local community groups and service providers Local sporting groups and clubs School communities Adjoining councils Create NSW Office of the 24-Hour Economy Commissioner NSW Department of Education Multicultural NSW NSW State Emergency Service NSW Rural Fire Service Fire and Rescue NSW

• • • • •

• • • •

NSW Reconstruction Authority NSW Department of Health Aboriginal land groups and organisations NSW Environment and Heritage NSW Department of Planning, Housing and Infrastructure NSW Department of Communities and Justice NSW Police Force Multicultural NSW NSW Office of Sport

•

• • •

• • • •

NSW Department of Climate Change, Energy, the Environment and Water NSW Environment Protection Authority NSW Food Authority Hawkesbury-Nepean River System Coastal Management Program (Steering Committee) Resilient Sydney Sydney Water Electricity providers Office of Local Government

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The Hills Shire Council

Enriched lifestyles Hills Shire Plan strategic direction EL1 A vibrant community MEASURES How will we measure success?

STRATEGIES What will we do to get there?

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

Increased use of Council services and facilities



• Number of participants in library

Cultural asset utilisation rates



• Community satisfaction with children

Increased community satisfaction with Council services and facilities



• Community satisfaction with services and facilities for older people

Less crowded primary and secondary schools



• Community satisfaction with support

Increase in people feeling they can access those services

EL1.1 Promote accessible and inclusive community services and access to a network of quality recreational spaces and facilities to support leisure, arts, cultural and educational opportunities for people of all abilities, ages and cultural backgrounds



• Per capita voluntary participation



• Number of identified neighbourhood

Increased number of identified neighbourhood safer places



• Community satisfaction with

Bushfire mitigation plan implemented

TARGET

QUALITY OF LIFE INDICATOR



events and programs

and youth services and facilities

for volunteer organisations

safer places

emergency services

Increase in people who say they are aware of natural hazards and responses

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

Delivery Program 2025-2029

Current ongoing actions



Reportable actions



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

25-26

26-27

27-28

28-29

EL1.1.1

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









EL1.1.2

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









EL1.1.3

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









EL1.1.4

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









EL1.1.5

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









EL1.1.6

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









EL1.1.7

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









EL1.1.8

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









EL1.1.9

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









EL1.1.10

Continue to apply the Community Engagement Strategy









EL1.1.11

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



EL1.1.12

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



EL1.1.13

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



EL1.2.1

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









EL1.2.2

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



19

The Hills Shire Council

Enriched lifestyles Hills Shire Plan strategic direction EL1 A vibrant community (continued)

20

MEASURES How will we measure success?

STRATEGIES What will we do to get there?

• Community satisfaction for provision

Increased community participation in cultural events

EL1.3 Recognise and value our community’s local heritage and culture



• Community satisfaction - heritage

Increased community satisfaction with heritage assets



• % of number of crimes reported per



• % of people who feel safe in public

Increased percentage of residents who feel safe in public spaces

TARGET

QUALITY OF LIFE INDICATOR

 

of community events • % people who agree or strongly agree that they have easy access to entertainment/cultural facilities buildings - protection of heritage values and buildings

100,000 people - malicious damage to property places during the day

Reduced rates of crime per capita

EL1.4 Create places and programs that support a safe community

Delivery Program 2025-2029

Current ongoing actions



Reportable actions



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

25-26

26-27

27-28

28-29

EL1.3.1

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









EL1.4.1

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









EL1.4.2

Review of the Purple Flag program and if applicable to areas within the Shire, present findings to a councillor workshop



EL1.4.3

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



21

The Hills Shire Council

Enriched lifestyles Hills Shire Plan strategic direction EL2 A valued and nurtured environment

TARGET

QUALITY OF LIFE INDICATOR



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

MEASURES How will measure success?

Increased community satisfaction with how Council responds to public health and environmental compliance matters General absence of adverse fines or findings against Council



• Number of air complaints received by

 

• Number of noise complaints received by



• Total direct and indirect greenhouse gas



• Total energy consumption by Council

 

• Total water consumption by Council (kL) • Number of threatened species known in



• Total potable water consumption for the



• Implementation and adaptation actions

Council Council

• Number of water pollution complaints received and actioned by Council from Council (CO2-e tonnes)

Performance against a suite of sustainability measures

STRATEGIES What will we do to get there?

EL2.1 Use effective regulatory strategies, local laws and compliance programs to manage public health, public safety and any negative impacts of development on the community

EL2.2 Nurture and improve the quality of green spaces, natural built surroundings and waterways

Improved waterway health to maintain a swimmable Hawkesbury-Nepean River

(gigajoules) including street lights

the Shire

entire Shire (kL)

to reduce risk rating of identified climate risks

Better consideration of climate and hazards in planning for infrastructure and services Increased urban tree canopy cover (includes bushland, street trees and trees on private property)

EL2.3 Embed resilience and adaptation by preparing for increased hazard risks such as flooding, bushfire and urban heat

Increased use of smart technology to monitor the environment

22



• Net median determination time for



• Net median determination time for



• % of advice on development applications

occupation certificates

subdivision and small lot housing development applications

(part files) processed within 21 days

Ongoing improvement to development controls and approval processes to meet regulatory requirements and community expectations around environmental performance

EL2.4 Embed sound governance and operational frameworks to manage new and existing development with robust policies, plans and processes that meets community needs and expectations

Delivery Program 2025-2029

Current ongoing actions



Reportable actions



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

25-26

26-27

27-28

28-29

EL2.1.1

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









EL2.1.2

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









EL2.1.3

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









EL2.2.1

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









EL2.2.2

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









EL2.2.3

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



EL2.2.4

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



EL2.3.1

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









EL2.3.2

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









EL2.3.3

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









EL2.3.4

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









EL2.4.1

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









EL2.4.2

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









23

The Hills Shire Council

Enriched lifestyles Hills Shire Plan strategic direction EL2 A valued and nurtured environment (continued)

TARGET

24

QUALITY OF LIFE INDICATOR



• Average amount of waste generated per



• Average amount of recyclables



• Average amount of garden organics



• Community satisfaction - domestic

household per week (kg)

generated per household per week (kg) generated per household per week (kg) garbage collection

MEASURES How will measure success?

Increased performance against suite of domestic waste measures Increased volume of domestic waste diverted from landfill Decreased consumption of electricity, gas and water (Council operations)

STRATEGIES What will we do to get there?

EL2.5 Promote sustainable waste management and resource recovery

Delivery Program 2025-2029

Current ongoing actions



Reportable actions



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

25-26

26-27

27-28

28-29

EL2.5.1

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









EL2.5.2

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









EL2.5.3

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









EL2.5.4

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









EL2.5.5

Develop and implement a Resource Recovery Strategy









EL2.5.6

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









EL2.5.7

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









25

The Hills Shire Council

26

Delivery Program 2025-2029

Connected people and places Where do we want to be?

Strategic direction: CPP1 A growing shire and economy This strategic direction drives our ambitions over the next 10 years and beyond to implement good growth planning that creates desirable places for people to live in, work in and visit. As we plan for different housing types and densities, we’ll also be planning for the new jobs that match people’s skills and abilities.

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

Where are we now?

As we plan for an increase in population numbers, we will require a greater diversity of housing, meeting our targets in a way that matches what the community wants. Given its role, the NSW Government needs to plan for higher density housing in the right locations, creating great places with plenty of activity and opportunities to connect and have access to transport and services.

Our guiding strategies and plans The following Council strategies and plans provide additional guidance and activities in assisting Council to deliver on this community outcome: • • • • • • • • • • • • • • • • • • •

Bike Plan Footpath Strategy Local Environment Plan 2019 Local Strategic Planning Statement Housing Strategy Recreation Strategy Productivity and Centres Strategy Integrated Transport and Land Use Strategy Environment Strategy Rural Strategy Economic Growth Plan Smart Places Strategic Framework Castle Hill Precinct Plan Norwest Precinct Plan Rouse Hill Precinct Plan Public Domain Strategy Development Control Plans Plans of Management Asset Management Strategy

Our major centres - Norwest, Castle Hill and Rouse Hill - will provide a mix of jobs in industries of the future, so fewer people have to travel out of the area for work. Other employment areas that offer a mix of jobs include Annangrove Road Employment Area and Box Hill Business Park.

Key partners • • • • • • • • • • • • • • • • • • • • • • •

Local businesses and chambers of commerce Western Sydney Business Connection Development industry Universities and education providers NSW Department of Planning, Housing and Infrastructure Office of the 24-Hour Economy Commissioner Universities, education providers and school communities Investment NSW Destination NSW Development industry Adjoining councils NSW Department of Planning, Housing and Infrastructure Housing Delivery Authority Homes NSW Transport for NSW Local community groups Development industry NSW Department of Education NSW Department of Health Create NSW Office of the 24-Hour Economy Commissioner Local sporting groups and clubs NSW Office of Sport

27

The Hills Shire Council

Connected people and places Hills Shire Plan strategic direction CPP1 A growing shire and economy

TARGET

QUALITY OF LIFE INDICATOR

  

• Number of businesses • Number of jobs • > 120 businesses per annum with 85% + satisfaction

MEASURES How will measure success?

STRATEGIES What will we do to get there?

Increased community satisfaction with Council’s business partnerships and economic development initiatives

CPP1.1 Support the development, growth and retention of business and industry, employment land and strategic centres

Increase in the no. of business ABNs to Council

  

• Gross regional product • Total output sales • Number of visitors to The Sydney



• % population living and working in

  

• Community satisfaction - range of

 

Hills

The Hills Shire

shopping facilities • % people who agree or strongly agree they have easy access to local shops • % people who agree or strongly agree they have easy access to major shopping centres

• Community satisfaction - low density housing development • Community satisfaction - medium density housing development

Percentage increase in gross regional product for the Hills Shire Increased proportion of residents working in the Hills Shire Increased employment in priority industry sectors (health care and social assistance; professional, scientific and technical services; manufacturing; education and training)

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

Increased satisfaction with access to a range of shopping and community services

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

Planning capacity available to meet or exceed NSW Government housing targets Increased mix of housing types including larger apartments and lot sizes as a percentage of developments Increased housing in strategic locations such as around Metro stations Increased level of community satisfaction with the quality of new development

28



• Population who walk, cycle or use

 

• % people who agree or strongly

public transport to get to work

agree they have easy access to work

• Kilometres of dedicated walking and cycling trails constructed per year

Increased in public transport use for journey to work

CPP1.4 Support, promote and plan safe, efficient and resilient, transport options and travel behaviour, including walking and cycling, and better public transport and road connections

Delivery Program 2025-2029

Current ongoing actions



Reportable actions



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

25-26

26-27

27-28

28-29

CPP1.1.1

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









CPP1.1.2

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









CPP1.1.3

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









CPP1.1.4

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









CPP1.2.1

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









CPP1.3.1

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









CPP1.3.2

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









CPP1.3.3

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









CPP1.4.1

Continue to implement the identified actions in the adopted Bike Plan







CPP1.4.2

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

 

CPP1.4.3

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

 29

The Hills Shire Council

Connected people and places Hills Shire Plan strategic direction CPP1 A growing shire and economy (continued)

TARGET

QUALITY OF LIFE INDICATOR

 

• Road traffic major injuries per

MEASURES How will measure success?

CPP1.4 Support, promote and plan safe, efficient and resilient, transport options and travel behaviour, including walking and cycling, and better public transport and road connections (continued)

100,000

• Population pedestrian injuries and fatalities, per 100,000 population

    

• Community satisfaction - built

environment - overall zoning and presentation of the Shire • % people who agree or strongly agree their neighbourhood has a friendly atmosphere • % people who agree or strongly agree they have easy access to health and medical services • % people who agree or strongly agree they have easy access to schools

• Community satisfaction - streetscape

STRATEGIES What will we do to get there?

Increased satisfaction with the quality of the public domain

CPP1.5 Prioritise place making in neighbourhoods to create quality places for people

Reduced community complaints relating to maintenance, cleanliness and graffiti

appearance



• Community satisfaction with ovals and



• Increase in space for parks under



• % of park asset infrastructure rated

sporting facilities

Council’s care and control, calculated per m2 on an annual basis satisfactory

Meet or exceed Council’s benchmarks for the provision of open space and recreation such as playing fields, courts and indoor facilities Increased proportion of homes in urban areas within 400 m of open space Increased use of local open space Higher ratio of active recreation space per head of population

30

CPP1.6 Plan for recreation and open space to meet the needs of a growing community

Delivery Program 2025-2029

Current ongoing actions



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

25-26

CPP1.4.4

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



CPP1.4.5

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

CPP1.4.6

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

CPP1.4.7

Reportable actions



26-27

27-28

28-29













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









CPP1.4.8

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









CPP1.4.9

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









CPP1.4.10

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









CPP1.5.1

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









CPP1.5.2

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









CPP1.5.3

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









CPP1.5.4

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





CPP1.6.1

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









CPP1.6.2

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



CPP1.6.3

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



31

The Hills Shire Council

Connected people and places Hills Shire Plan strategic direction CPP2 Timely provision and maintenance of infrastructure

32

TARGET

QUALITY OF LIFE INDICATOR



• Community satisfaction - people satisfied

  

• Community satisfaction with public toilets • Community satisfaction with quality of



• Community satisfaction with community



• % of people who agree or strongly



• Community satisfaction - lighting of public

 

• % constructed stormwater system rated

with condition of residential roads surfaces

MEASURES How will measure success?

STRATEGIES What will we do to get there?

Maintain or increase community satisfaction with condition of civic spaces, buildings and public open spaces

CPP2.1 Manage and maintain an inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services

Increased community satisfaction with infrastructure keeping up with demand

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

parks and gardens

• Community satisfaction with playgrounds and play equipment centres and halls

agree they have easy access to sporting facilities areas

satisfactory

• % of natural waterways rated satisfactory

 

• Road assets rated in satisfactory

 

• Footpaths rated in satisfactory condition • Buildings rated in satisfactory condition

condition

• Community satisfaction with footpaths/ cycleways

Delivery Program 2025-2029

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



Reportable actions



25-26

26-27

27-28

28-29

CPP2.1.1

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









CPP2.1.2

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









CPP2.1.3

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









CPP2.2.1

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









33

The Hills Shire Council

34

Delivery Program 2025-2029

Proactive leadership and governance Where do we want to be?

Strategic direction: PLG1 Proactive leadership This strategic direction drives our ambitions over the next 10 years and beyond to shape the way we work. We will be proactive, accountable and transparent, working every day towards the betterment of our residents while being financially responsible and sustainable.

Where are we now?

To Council, proactive leadership is about professional conduct; good communication with our residents, local businesses and partners across government; giving people access to information; making the right financial decisions; and undertaking the highest quality long-term planning and engagement.

Our disciplined financial performance ensures we remain fit for the future, with the ability to invest in strategic initiatives that respond to evolving community needs. We will continue to make efficient use of the resources we have and keep costs as low as possible including rates and other taxes.

Our guiding strategies and plans The following Council strategies and plans provide additional guidance and activities in assisting Council to deliver on this community outcome: • • • • • • •

Community Engagement Strategy Internal Audit Plan WH&S Management Plan Communications and Marketing Strategy Workforce Management Plan Long Term Financial Plan Asset Management Strategies

Key partners • Local community groups and service providers • Local businesses and chambers of commerce • NSW Office of Local Government • NSW Department of Planning, Housing and Infrastructure • Development industry • Adjoining councils

• Western Sydney Regional Organisation of Councils • Australian Government • NSW Premier’s Department and Cabinet Office • NSW Office of Local Government • Transport for NSW • Local Government NSW • NSW Independent Pricing and Regulatory Tribunal

• NSW Department of Customer Service • NSW Information and Privacy Commission • NSW Electoral Commission • NSW Ombudsman

35

The Hills Shire Council

Proactive leadership and governance Hills Shire Plan strategic direction PLG1 Proactive leadership

TARGET

QUALITY OF LIFE INDICATOR



• Community satisfaction - people who agree



• Community satisfaction - level of

there are opportunities to have a ‘real say’ on issues communication and access to information

MEASURES How will measure success?

Increased satisfaction with the opportunities to have a ‘real say’ on issues and to access planning information Number of responses to engagement activities



• Community satisfaction with Council’s decision making

Increased satisfaction with Council’s advocacy performance on local issues Grant funding applied for and received

36



• Community satisfaction with Council’s



• % customer requests actioned within agreed service standards

Customer issues resolved at first contact



• Community satisfaction with Council’s

Higher Governance Health Check rating



• Council’s rating on the Governance Health

Number of ARIC meetings held annually

  

• % standards achieved in Operations Plan

Increased staff job satisfaction

100%

• Risk Management plans in place for all key

overall performance

professional conduct Check

• % actions achieved in Hills Delivery Program • Days lost due to workplace injuries and high priority risks

Increased satisfaction with Council customer service performance

Lost time injury frequency rate Increased average number of training hours per employee per year

STRATEGIES What will we do to get there?

PLG1.1 Facilitate strong 2-way relationships and partnerships with the community, empowering local community involvement in planning and decisionmaking PLG1.2 Collaborate and advocate across government and with the private sector to achieve local priorities PLG1.3 Promote excellent customer service through prompt, friendly and helpful advice and information to the community and meet service standards for all requests by leveraging on advanced technologies, business improvement and innovation PLG1.4 Embed sound governance and operational frameworks that ensure accountability to the community and meet legislative requirements

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

Delivery Program 2025-2029

Current ongoing actions



Reportable actions



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

25-26

26-27

27-28

28-29

PLG1.1.1

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









PLG1.1.2

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









PLG1.2.1

Advocate for public and private investment and grants to achieve local priorities









PLG1.3.1

Provide integrated technologies to improve customer services and experiences across the organisation and to the community by leveraging on advanced and secured technologies









PLG1.3.2

Manage business information and Council records as an asset to enable Council to carry out its civic functions and comply with relevant legislation









PLG1.3.3

Ensure councillors have access to relevant information and assistance to enable them to fulfill their obligations to lead, govern and serve the community

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PLG1.3.4

Investigate and provide a briefing to councillors on future new website solutions, along with the viability and financial implications of developing a Council App

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PLG1.4.1

Implement, manage and review the IP&R Framework, provide regular progress updates of The Hills Shire Plan and provide quality services and operations that meet all legislative requirements and statutory responsibilities to support the delivery of this plan

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PLG1.4.2

Review and maintain an effective risk management framework and strategy reflecting AS ISO 31000:2018 and the OLG guidelines

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PLG1.4.3

Implement an internal audit strategic and annual program reflecting the current IIA standards and the OLG Guidelines

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PLG1.4.4

Implement effective contract management and procurement practices

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PLG1.4.5

Provide legal support and advice to the organisation, represent Council in legal matters and effectively manage the use of external legal providers ensuring value for money

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PLG1.5.1

Develop and implement people management strategies to support all groups to deliver community outcomes

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PLG1.5.2

Provide a safe and healthy environment for staff, contractors and the community

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The Hills Shire Council

Proactive leadership and governance Hills Shire Plan strategic direction PLG1 Proactive leadership (continued)

TARGET

QUALITY OF LIFE INDICATOR



• Community satisfaction with long term financial planning for The Hills Shire

• Unrestricted current ratio • Debt service ratio • Building and infrastructure renewal ratio

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MEASURES How will measure success?

Financial sustainability benchmarks met or exceeded

STRATEGIES What will we do to get there?

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

Delivery Program 2025-2029

Current ongoing actions

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Reportable actions

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

25-26

26-27

27-28

28-29

PLG1.6.1

Manage Council finances, provide financial services and undertake long term financial planning that supports Council’s achievement of goals identified in the Community Strategic Plan, Delivery Program, Resourcing Strategy and Operational Plan to ensure long term financial sustainability and overall performance

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PLG1.6.2

Identify potential property related activities such as, development, divestment and acquisition opportunities to generate additional income to support service delivery and improve financial sustainability

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PLG1.6.3

Manage the property leasing activities for Council’s existing property portfolio to generate net returns to Council

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PLG1.6.4

Foster public and private investment to deliver major infrastructure to support the growth of the Shire

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PLG1.6.5

Provide a report to Council on changing Council’s rating structure for consideration to implement by July 2026

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The Hills Shire Council

Glossary Action A resourced critical project or action that will be completed in a 1-2 year timeframe. Actions form part of the annual Operational Plan.

Ad valorem The method of calculating the amount payable by multiplying the value of the land by a rate in the dollar.

ARIC Audit, Risk and Improvement Committee an advisory committee to Council. It was formerly known as the Internal Audit Committee.

Capital budget Council’s planned expenditure on purchase, sale or construction of items that will provide benefits in future years.

Capital projects A project that helps maintain or improve a civil asset, often called infrastructure.

Capital works Projects to either renew, upgrade, or construct assets owned by The Hills Shire community.

Civil assets Includes roads, drainage systems, bridges, traffic facilities, footpaths, cycleways, signs and street furniture.

Community Strategic Plan (CSP) Identifies the long-term aspirations our community want to see delivered in The Hills Shire over the next 20 years. As the ‘big picture’ plan for the Shire, the CSP identifies some outcomes that are beyond Council’s responsibilities. The CSP recognises that others in our community (individuals, businesses, governments and agencies) also contribute to future outcomes.

Community outcomes The community outcomes are high level objectives or aspirations of the community for the future of our Shire – the things that define more specifically what the long-term vision for our Shire will look like. The outcomes are established by the community, through community engagement and feedback on their aspirations for the future of the Shire.

Community Engagement Strategy Outlines how Council plans to and maintains regular engagement and discussions with its community and partners.

DA Development Application- a formal application submitted to Council for permission to carry out a new development.

DCP Development Control Plan - provides detailed planning and design guidelines to support the planning controls in the LEP.

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Delivery Program A strategic document with a minimum 4-year outlook, which outlines the key strategies the organisation will undertake to achieve the desired outcomes in the Community Strategic Plan.

DIAP Disability Inclusion Action Plan - identifies strategies and actions to help make The Hills Shire more accessible and inclusive as required by the Disability Inclusion Act 2014 (NSW) EEO Equal Employment Opportunity is the principle that everyone should have equal access to employment opportunities based on merit Function A team within a department that undertakes a particular set of activities.

Departments may have one or more functions.

Integrated Planning and Reporting Legislation and Framework (IP&R) The IP&R framework for Local Government was introduced in 2009 as an amendment to the Local Government Act 1993.

The IP&R framework consists of a hierarchy of documents including a long-term Community Strategic Plan, a Community Engagement Strategy, a Resource Strategy, a Delivery Program, and an Operational Plan for each elected council term. The IP&R framework was developed to assist councils to improve their long term community, financial and asset planning.

LEP Local Environment Plan - shows the different development zones indicating where different types of development can occur within the Shire.

LSPS Local Strategic Planning Statement - sets out the 20-year vision for land use in The Hills Shire Local Government Area (LGA). The LSPS recognises the special characteristics which contribute to The Hill’s local identity and how growth and change will be managed in the future.

LTFP The purpose of the LTFP (Long-Term Financial Plan) is to express in financial terms the activities that Council proposes to undertake over the medium to longer term to help guide Council’s future actions depending on the longer-term revenue and expenditure proposals.

Operating budget A record of annual transactions that are not capital (see capital budget).

WHS Work, Health and Safety involves the management of risks to the health and safety of everyone in the workplace.

Delivery Program 2025-2029

www.thehills.nsw.gov.au 3 Columbia Court Norwest NSW 2153 PO Box 7064, Norwest 2153 P +61 2 9843 0555 E council@thehills.nsw.gov.au If you do not speak English and need an interpreter, contact the Translating and Interpreting Service on 131 450 and ask them to call Council on 9843 0555.

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