Operational Plan 25-26

TOWARDS HILLS

2050

OPERATIONAL PLAN 2025-2026

The Hills Shire Council

Contents

Budget summary

3

Message from the General Manager

6

How our plans fit together Integrated planning and reporting framework

7

Vision and values

10

What we do

12

Values Value 1 Enriched lifestyles Value 2 Connected people and places Value 3 Proactive leadership and governance

8

13 36 51

Statement of revenue policy 64

2

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Budget summary The budget summary is an overview of our budget

The Draft Budget FY25-26 projects an Operating

estimates for the term of the Delivery Program

Surplus of $23.4 million before transfers to

2025-2029.

Reserves. This Operating Surplus and funds

The budget for each financial year is reviewed annually and updated for the current financial year and for the remaining years of the Delivery Program.

equivalent to depreciation are transferred to reserves for the renewal of Council’s existing assets, resourcing required to deliver capital works projects and other future non-cyclical expenditure.

Following these proactive transfers to Reserves

This year’s budget forecasts $221.1 million

for the Draft Budget forecasts a Budget Surplus of

(including depreciation) in delivering recurrent

$55k.

operations such as but not limited to: roads, parks, and buildings maintenance, library services, community development and events, economic

The budget is presented in 3 main sections:

•

the operational result, which includes

development activities, regulatory services,

all operational income, expenditure and

subdivision and development activities and waste

depreciation

management services.

•

the capital result, which includes capital income

The Local Government Code of Accounting

and expenditure for capital projects throughout

Practice and Financial Reporting (The Code)

The Hills Shire

requires the inclusion of some income received as income for the year, even though the associated expenditure may be incurred in future periods. As the Statutory format reflects a somewhat misleading

•

funding movements which includes funding allocated to and from restricted cash reserves during the financial year.

result, the Management Reporting format uses

The amount of capital expenditure will vary from

matching principles to monitor Council’s financial

year to year based on the periodic receipt of

performance. The table on the next page details

significant external grants, developer contributions

the comparison between the Statutory Format and

(including dedicated assets).

Management Reporting Format.

4 year budget forecast summary The overall forecast for this term of Council is a budget in excess of $1.4B 2025-26 Budget

2026-27 Forecast

2027-28 Forecast

2028-29 Forecast

Operational expenditure (including depreciation)

221,128

227,774

235,939

245,191

Capital expenditure

69,933

135,037

140,388

126,974

Total

291,061

362,812

376,327

372,165

3

The Hills Shire Council

Where will the money come from?

Council’s sources of revenue Total income 2025-26 (Statutory format)

$313M

Rates and annual charges

20%

Grants and contributions - capital

50%

7%

Grants and contributions - operating User charges and fees

6%

Interest and investment revenue

6%

Other revenue

11%

Where will the money be spent?

Total operating and capital expenditure excluding depreciation 2025-26

$261M 4% A vibrant community

18%

A valued and nurtured environment A growing Shire and economy

44%

29%

Timely provision and maintenance of infrastructure Proactive leadership

5%

4

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Budget summary Budget Summary FY 25-26

Statutory Management Statutory Management format Format format Format $,000 $,000

Income from continuing operations Rates and annual charges User charges and fees Interest and investment revenue Other revenues Grants and contributions provided for operating purposes Grants and contributions provided for capital purposes Net gains from the disposal of assets Transfer from internal restrictions

155,776 33,029 19,749 17,280 21,175 64,721 1,156 -

155,776 33,029 15,591 17,280 21,175 1,695

Total income from continuing operations

312,887

244,546

Expenses from continuing operations Employee benefits and on-costs Materials and contracts Depreciation and amortisation Other expenses Total expenses from continuing operations

88,579 72,483 30,401 29,666 221,128

88,579 72,483 30,401 29,666 221,128

Operating result from continuing operations Add back: depreciation and amortisation Budget surplus before transfer to reserves Less transfer to asset related reserves Less transfer to other reserves Budget surplus

91,758

23,418 30,401 53,819 (42,026) (11,738) 55

Capital Expenditure Budget Summary

$,000

Capital purchases Capital works Section 7.11 works Investment property expenditure

5,324 37,940 25,969 700

Total capital expenditure

69,933

Source of funds: Sale of plant assets Grants and contributions Capital works and other reserves Stormwater charge Externally Restricted S7.11 Reserves Total Source of Funds

(1,428) (4,570) (37,336) (630) (25,969) (69,933)

FY 25-26

5

The Hills Shire Council

Message from the General Manager Our annual Operational Plan outlines the actions we will carry out in the coming year to achieve the objectives and long-term goals in our 10-year Community Strategic Plan and 4-year Delivery Program.

I am pleased to present Council’s 2025-26

I am proud of the innovative projects and programs

Operational Plan. This document forms part of our

being delivered across the organisation that are

2025-29 Delivery Program and builds on the work

working to transform our region in a balanced,

that Council delivered throughout the 2024-25

sustainable and considered way. With accountability

financial year. It outlines the actions and projects

at the heart of what we do, our progress will be

that Council will deliver over the next 12 months,

reported to the community each quarter, as we

linking back to our principal activities identified in

remain aligned to our delivery program and our

our 4-year Delivery Program. It is an exciting time

community’s aspirations for our Shire.

for The Hills Shire. Our region is undergoing a major transformation that is creating more local jobs and vibrant places, better transport, improved access and safety, as well as enhancements to help nurture our environment.

Our vision is to create enriched lifestyles and connected people and places through proactive leadership and governance.

Michael Edgar General Manager

6

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

How our plans fit together

The Community Strategic Plan - the community’s plan for its future The Community Strategic Plan (CSP) is Council’s primary strategic plan, outlining the community’s vision and goals for a 10-year period. Developed through community consultation, it includes measurable outcomes to guide Council’s activities and ensure benefits to the community.

The CSP provides a framework for ongoing review and improvement, holding Council accountable with regular updates on progress. It promotes strategic planning, enhances

community participation, fosters collaboration, and clarifies goals for measurement.

The CSP answers 4 key questions: 1.

2.

3.

4.

Where are we now?

Where do we want to be in 10 years?

How will we get there?

How will we know we have arrived?

It addresses social, environmental, economic, and civic leadership.

4-year Delivery Program The Delivery Program outlines medium-term actions to achieve CSP outcomes, detailing key activities aligned with strategic goals and community collaboration. It integrates elements of the Resourcing Strategy, including the Long Term Financial

Plan, Asset Management Strategy, and Workforce Plan. The program lists capital projects, accounts for maintenance costs, and ensures financial projections align with the LTFP’s 10-year outlook.

Annual Operational Plan - the outputs The Operational Plan outlines Council’s actions for the coming year to achieve the objectives and longterm goals of our 10-year Community Strategic Plan and 4-year Delivery Program. It details how these actions will be funded through the annual budget, including Council’s Statement of Revenue Policy, which specifies proposed rates, fees, and charges.

This plan serves as a roadmap for Council and integrates key

components of the Resourcing Strategy, such as the Long Term Financial Plan, Asset Management Strategy, and Workforce Plan.

Additionally, it identifies measures to assess the effectiveness of the projects and programs, focusing on outputs. Progress will be monitored through the monthly Budget Review Statement, quarterly reviews of The Hills Shire Plan and the Annual Report.

10 Year Resourcing Strategy – the inputs The Community Strategic Plan requires adequate resources for effective implementation. Council’s Resourcing Strategy outlines how it will support the community’s long-term goals through time, money, assets, and personnel. Reviewed every four years, it includes financial, workforce, and asset management planning.

7

The Hills Shire Council

Integrated planning and reporting framework

This document, Council’s 2025-26 Operational Plan, sets out our role in delivering the 3 values our community told us will improve The Hills as a place to live, work and visit over the next 12 months. This document should be read in conjunction with our 2025-29 Delivery Program.

The 2025-26 Operational Plan details the specific actions and projects we plan to deliver during the next 12 months (1 July 2025 – 30 June 2026). These actions are listed under the relevant strategy, principal action and activities.

This document also includes our 2025-26 annual budget and Statement of Revenue Policy.

We will report publicly on our progress against our 2025-26 Operational Plan every quarter to make sure we stay on track.

State plans and strategies Relevant regional plans and priorities

JO statement of strategic regional priorities plan

Community Strategic Plan

Other Council strategies and plans

Delivery Program Community Engagement Strategy

Operational Plan

•

Quarterly Reviews

•

Annual Report

•

State of The Shire Report

Ongoing monitoring and review

8

Resourcing Strategy

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

9

The Hills Shire Council

Vision and values We want to find out your thoughts on the vision and values below. Do these reflect your aspirations for the Hills? Do the values resonate with what you know about your local area?

•

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.

10

Vision

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

Operational Plan 2025-26Delivery | Hills Shire Plan 2025-2029 Program

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 the work of 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 local government area changes. We listen, engage and advocate with respect, honesty and fairness. We always and prioritise our resources to meet the needs of the community and improve their quality of life.

Strategic direction:

PLG1. Proactive leadership 11

The Hills Shire Council

What we do for our community Asset Lifecycle Benchmark Costings Asset Systems Management and Audits

Extractive Industry

Budget Reviews

Financial Management

Building Certificate Applications

Fire Safety Inspections

Building Inspections (Certification)

Fitness and Gym

Building Maintenance

Fleet and Workshop

Buildings Management and Property Leasing

Food Premises/Public Health Regulations

Bushland Maintenance

Geographical Information System

Capital Works and Maintenance Planning

Grants

Capital Works Delivery Capital Works Review and Reporting Cemetery Services Child Long Day Care Services

Project Supervision Property Development Public Officer Public Relations Rates Records and Information Management Recreational Infrastructure Management and Planning Recruitment Services Release and Precinct Planning

Hall Booking, Venue Hire

Release of Subdivision Certificates (Linen Plans)

Heritage Assessment

Revenue and Expenditure

Hills Community Care

Road Restorations and Maintenance Planning

Home Care Services

Roads Infrastructure Management and Planning

Children’s Programs (Libraries)

Home Library and click and collect services

Citizenship

Inspections and Solutions

Civic and Community Events

Integrated Planning and Reporting

Community and Recreation Facility Operation

IT Data Management, Infrastructure, Security, Solutions

Community Engagement and Online Services

Land Acquisitions

Statutory Financial Statements

Land Information System

Strategic Engagement and Building Assets Planning

Community Nursery Community Outcomes

Learn to Swim and Squads

Rural Fire Services SES and LEMO Salary Structure Shire Presentation and Construction Social Day Programs

Leasing

Strategic Engagement and Civil Assets Planning

Companion Animals Control

Legal Advice, Representation, Support and Training

Subdivision Applications Assessment

Construction Certificate and Complying Development Certificate Assessment

LEP and DCP Development and Management

Construction Certification Assessment (Dwellings and Ancillary Buildings)

Litigation Management

Community Transport

Library Services

Subdivision Construction Plan Assessment and Inspections Survey and Design Sustainability Swimming Pool Safety

Control of Unauthorised Development

Local Traffic Management

Corporate Advertising

Long Term Financial Planning

Council Meetings

Major Projects

Tender Evaluation and Contract Administration

Council services at libraries

Meals on Wheels

Trades Maintenance

Councillor and GM Support

Media Relations

Traffic and Transport Planning

Customer Contact Centre

Occupation Certificates for Building

Training

Debt Recovery

Organisational Development

Tree Planting and Maintenance

Developer Contributions

Parking and Vehicle Enforcement

Developer Contributions Modeling

Parks and Open Space Vegetation Maintenance

Trees and Bushland Management (Private)

Development Application Assessment Development Monitoring Drainage (Private Property)

12

Environmental Monitoring and Regulation

Payroll Planned Civil Maintenance

Earth Moving and Haulage

Planning Instrument Management and Rezoning Applications

Economic Development

Policies and Delegations

eLibrary

Pool Operations

Employee Relations

Printing

Environmental Education and Projects

Procurement

Technical Review and Advice

Waste Contract Management, Contaminations Management, Illegal Dumping Waste and Cleansing Waterways and Stormwater Planning Western Sydney Infrastructure Grants Program Work Health and Safety

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Enriched lifestyles EL1. A vibrant community

Business unit responsible

Strategies 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

Children’s Services Communications and Marketing Community Venues Community Services Hills Community Care Library Services Parks and Bushland Maintenance Waves Fitness and Aquatic Centre

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

Emergency Management

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

Community Services Civic Events Forward Planning

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

Community Services

EL2. A valued and nurtured environment

Business unit responsible

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

Environment and Public Health

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

Environment and Public Health

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

Civil Maintenance

Regulatory Services

Sustainability

Forward Planning Sustainability

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

Development Assessment

EL2.5 Promote sustainable waste management and resource recovery

Resource Recovery

Subdivision and Development Certification

13

The Hills Shire Council

Principal activity - Children’s Services Delivery Program strategy: 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

Delivery Program action: EL1.1.2 Provide quality and cost effective long day care services for children, at no cost to Council

Activity

Description

Manage child care centres

Develop Council’s 5 long day care centres for sustainable outcomes, while maintaining high quality and accessible services within our growing LGA

Provide long day care to children Balcombe Heights, Castle Glen, Ellerman, Eurambie Park and Excelsior child care centres

Manage Council’s 5 long day care centres to exceed National Quality Standards

Compliance with regulatory bodies, and reconcile and manage debts

Complete compliance reporting to regulatory bodies, including monthly updates to internal financial control

Marketing to promote to increase occupancy

Marketing through digital and social channels

Performance measures Occupancy ratio (CCC)

87%

Program operates within budgeted expenditure

100%

Customer satisfaction

95%

FY25 $000

Summary

FY26 $000

5,152 Employment costs

5,687

1,222 Materials and contracts

925

46 Utilities

38

82 Insurance

84

86 Other

115

6,589 Total direct costs 386 Internal costs and recovery 6,975 Total costs

6,849 330 7,179 0

-40 Investment revenues

-48

-274 Grants and contributions

-226

-6,661 User charges and fees

-7,051

-6,975 Total revenue

-7,325

0 Transfer to reserves

0 Operating (surplus) / deficit 47.39 FTE staff 14

Target 2025-26

146

0 46.53

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Civic Events Delivery Program strategy: EL1.3 Recognise and value our community’s local heritage and culture

Delivery Program action: EL1.3.1 Collaborate with local stakeholders to showcase and promote regional heritage and culture through diverse and multifaceted platforms

Activity

Description

Facilitate Council run community events

Manage and facilitate the community event program to enhance culture, tourism and the quality of life within The Hills Shire

Facilitation of community run events

Facilitate the event application process to encourage events and ensure they are safe and comply with legislation

Citizenship

To coordinate the planning and conduct of citizenship ceremonies in accordance with the requirements of the Australian Citizenship Act 1948

Performance measures

Target 2025-26

Customer satisfaction across event attendees

90%

Event assessment feedback (days)

<10

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

FY25 $000

<150 waitlisted

Summary

FY26 $000

325 Employment costs

360

1,378 Project costs

1,469

9 Insurance

10

1,712 Total direct costs 341 Internal costs and recovery 2,052 Total costs Grants and contributions 0 Total revenue

1,839 358 2,197 -20 -20

2,052 Operating (surplus) / deficit

2,177

$000 Project

$000

299 Australia Day

308

230 Banner and Christmas program, Main Street

237

38 Citizenship

39

43 Civic receptions

45

79 Community Christmas party

82

42 Community events

43

33 Corporate events

33

120 Lantern Festival

124

0 NAIDOC Week event

50

298 Orange Blossom Festival

307

195 Stage and equipment

201

1,378 Total 3.0 FTE staff

1,469 3.0 15

The Hills Shire Council

Principal activity - Communications and Marketing Delivery Program strategy: 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

Delivery Program action: EL1.1.3 Enhance the delivery of the Council’s communication to the community by leveraging emerging platforms and advanced technologies and community engagement EL1.1.10 Continue to apply the Community Engagement Strategy

Activity

Description

Reports and publications

Engage the community and promote Council programs, services and activities through well presented and branded promotional materials that are accessible to different groups of people in the Shire

Community engagement

Leverage new and emerging platforms to maximise engagement with the community

Public relations

Proactively inform residents of Council’s activities and services through targeted campaigns and promotional activities

Website management

Create and maintain a platform that provides customers with easy access to information and enhancing their experience with Council

Performance measures Customer satisfaction

90%

Social media growth

>15% p.a

Increase Engagement HQ registrations

FY25 $000

>30%

Summary

FY26 $000

692 Employment costs

717

292 Project costs

321

15 Insurance

16

50 Other

50

1,049 Total direct costs 301 Internal costs and recovery

1,104 327

1,350 Total costs

1,431

1,350 Operating (surplus) / deficit

1,431

$000 Project

$000

0 Campaigns

26

0 Design

26

10 Engagement strategies

33

53 Photo and video production

32

88 Public relations

52

141 Publications

134

0 Website development

16

Target 2025-26

18

292 Total

321

5.0 FTE staff

5.0

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Community Services Delivery Program strategy: EL1.1 Promote accessible and inclusive community services and access to a network of quality recreational spaces and facilities to support leisure, arts, cultural and educational opportunities for people of all abilities, ages and cultural backgrounds EL1.3 Recognise and value our community’s local heritage and culture EL1.4 Create places and programs that support a safe community

Delivery Program action: 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 EL1.3.1 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

Activity

Description

Community development

Foster the growth of community groups and enhance engagement to address the diverse social needs and challenges within the Hills, thereby enriching residents’ quality of life

Manage the community grants program

Provide financial assistance for the community through grants and donations, to build capacity and support the arts, culture and community sectors within the shire

Volunteer management

Support Council’s volunteer program to grow community connections with council through education, community involvement and up skilling opportunities

Performance measures

Target 2025-26

Customer satisfaction across community events and programs

80%

Customer satisfaction with new grant training program

90%

Volunteer satisfaction

80%

continued over page

17

The Hills Shire Council

Principal activity - Community Services continued

FY25 $000

18

Summary

FY26 $000

766 Employment costs

796

243 Project costs

250

226 Donations and community grants

233

24 Insurance

26

1 Other

1

1,260 Total direct costs

1,306

3,080 Internal costs and recovery

3,066

4,340 Total costs

4,372

-813 Grants and contributions

-837

-813 Total revenue

-837

3,527 Operating (surplus) / deficit

3,535

$000 Project

$000

0 Community development general project

5

89 DOCJ targeted early intervention project

92

73 Seniors, disability and multicultural

51

65 Volunteers program

67

16 Youth program

35

243 Total

250

5.0 FTE staff

5.0

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Community Venues Delivery Program strategy: 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

Delivery Program actions: 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

Activity

Description

Manage community facility hire

Ensure effective hire of community facilities

Manage sporting venues

Mange sports field allocations and effective utilisation of sporting facilities to meet customer needs

Manage cemeteries

Coordinate the sale of interment sites, oversee interments, and resolve enquiries from customers in relation to Council’s cemeteries

Performance measures Utilisation of community venues Cemetery sales

FY25 $000

Target 2025-26 >35% > budget

Summary

FY26 $000

1,371 Employment costs

1,422

52 Materials and contracts

51

179 Project costs

184

Payments to government

22

7 Insurance

8

2 Other

2

1,612 Total direct costs

1,689

6,903 Internal costs and recovery

7,265

8,515 Total costs

8,954

-3,812 User charges and fees

-5,144

-3,812 Total revenue

-5,144

4,702 Operating (surplus) / deficit

3,810

$000 Project

$000

76 Cemetery miscellaneous works

78

103 Community facility upgrade

106

179 Total

184

11.10 FTE staff

11.10

19

The Hills Shire Council

Principal activity - Emergency Management

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

Delivery Program actions: EL1.2.1 Provide and maintain support for emergency services and bush fire services in order to respond effectively to any type of emergency

Activity

Description

Support emergency services

Provide an effective LEMO and coordinate Council’s response to emergency incidents in a safe and timely manner

SES operations

Facilitate and support the operations and activities of The Hills Shire State Emergency Service unit

Emergency management

Support of Local Emergency Management Committee (LEMC) members and observers with the management and operation of the LEMC

Performance measures Completed actions from Bushfire Risk Management Plan (Ex) Provide executive support facilities for the LEMC and the Local Emergency Operations Controller and Chair

FY25 $000

90% >3 per annum

Summary

FY26 $000

267 Project costs

267

3,648 Payments to government

3,464

1,238 Contribution to RFS (NSW)

1,177

2 Insurance 30 Other 5,185 Total direct costs 1,141 Internal costs and recovery

2 31 4,941 988

6,326 Total costs

5,929

-422 Grants and contributions

-432

-7 Other revenues

-7

-429 Total revenue

-439

5,897 Operating (surplus) / deficit

5,490

$000 Project

$000

4 Disaster management community awareness

4

3 Emergency management

4

19 RFS brigade

19

80 RFS community safety

60

30 RFS learning and development

50

119 RFS operations and volunteer support

119

11 SES operations

267 Total 0* FTE staff * SES and RFS staff are not employees of Council

20

Target 2025-26

11

267 0*

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Hills Community Care

Delivery Program strategy: 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

Delivery Program action: 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

Activity

Description

Community transport

Improve the quality of life of aged and less mobile residents in our community by providing door to door transport assistance

Food services

Improve the quality of life for aged and less mobile residents in our community by providing quality home delivered food services

Home modifications

Improve the quality of life for aged and less mobile residents in our community by providing home modification and maintenance services, including lawn care, repairs, and gardening

Domestic assistance

Improve the quality of life for aged and less mobile residents in our community by providing in home domestic assistance

Allied health

Improve the quality of life for aged and less mobile residents in our community by providing occupational therapy services

Centre based programs

Improve the quality of life for aged and less mobile residents in our community by providing recreational and centre based programs and social engagement

In-home respite

Improve the quality of life for aged and less mobile residents in our community by providing in-home respite services as support

Performance measures

Target 2025-26

Breach notices for failing to comply with the Aged Care Quality Standards

0

Revenue expenditure ratio

>1

Customer satisfaction results

>90%

continued over page

21

The Hills Shire Council

Principal activity - Hills Community Care continued

FY25 $000

Summary

FY26 $000

3,539 Employment costs

3,773

3,289 Materials and contracts

3,645

482 Project costs 9 Utilities

9

47 Insurance

48

117 Other

92

7,482 Total direct costs 871 Internal costs and recovery 8,353 Total costs

7,910 1,044 8,954

-62 Investment revenues

-139

-6,622 Grants and contributions

-6,622

-1,555 User charges and fees

-1,905

-8 Other revenues

-8

-8,247 Total revenue

-8,674

-106 Transfer from reserves

0 Operating (surplus) / deficit $000 Project

22

343

-280

0 $000

25 HCC centre based annual dinner

35

276 Community transport activity costs

84

181 In home respite activity costs

224

482 Total

343

31.42 FTE staff

30.51

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Library Services Delivery Program strategy: 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

Delivery Program action: 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 cuttingedge technologies to enhance engagement and improve operational efficiency

Activity

Description

Library lending services

Deliver high quality physical and digital library collections in a range of formats that support the community’s needs

Library activities/ programs / courses

Encourage community participation in a diverse program of engaging activities that target a range of abilities, ages and cultures and support lifelong learning opportunities

Library information services and resources

Provide access to a wide range of information resources in hard copy and online to support general and educational needs of the community

Library customer service

Provide high quality customer service in person, by phone and online

Library spaces

Provide flexible and accessible library spaces (physical and virtual) that support community needs

Performance measures % of people who rate the library collection, physical and digital, as good or very good Number of events/activities/programs (number of attendees) >80% of new stock available for loan within 4 working days of receipt at the library

FY25 $000

Target 2025-26 85% >30,000 85%

Summary

FY26 $000

4,260 Employment costs

4,379

395 Project costs

421

98 Insurance

103

748 Other

762

5,501 Total direct costs

5,665

3,678 Internal costs and recovery

3,926

9,179 Total costs

9,591

-643 Grants and contributions

-653

-140 User charges and fees

-149

-71 Other revenues

-30

-855 Total revenue

-832

8,325 Operating (surplus) / deficit

8,759

$000 Project

$000

91 Book covers

110

10 Customer printing expenses

7

13 Holiday activities

13

22 Library online database

23

167 Library subsidy projects

189

17 Local priority grant

15

15 Oral history project

13

27 Promotional activities

17

33 Serials and newspapers

34

395 Total

421

38.84 FTE staff

38.84

23

Waves Fitness and Aquatic Centre, Baulkham Hills

The Hills Shire Council

24

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Waves Fitness and Aquatic Centre Delivery Program strategy: 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

Delivery Program action: EL1.1.5 Provide quality aquatic centre operations that incorporate a mix of customer satisfactions, safety and financial sustainability

Activity

Description

Pool and gym facilities

Ensure the effective use of Council’s Waves Fitness and Aquatic Centre to create a community and lifestyle hub that supports physical and mental wellbeing

Mange pool operations water quality and water safety

Comply with all Health Department regulations in relation to water quality and sanitation and provide a safe swimming environment for the public

Provide customer service and manage memberships

Provide a range of membership options to suit all lifestyles and ages via upfront and direct debit payment options

Provide learn to swim programs

Provide learn to swim and swim squad programs for adults and children

Performance measures Achieve forecasted visitations to the centre

Target 2025-26 > 500,000

NSW Health notifiable water quality breaches not actioned

0

Water safety incidents not actioned by staff

0

Fitness centre membership

>2,000

Learn to swim and swim squad enrolments

>1,500

FY25 $000

Summary

FY26 $000

3,806 Employment costs

3,959

1,238 Materials and contracts

1,369

919 Depreciation 1327 Utilities

732 1,096

101 Insurance

108

179 Other

219

7,570 Total direct costs 419 Internal costs and recovery

7,483 425

7,989 Total costs

7,908

-6,048 User charges and fees

-6,595

0 Other revenues

-5

-6,048 Total revenue

-6,600

1,941 Operating (surplus) / deficit

1,308

37.45 FTE staff

37.45

25

The Hills Shire Council

Principal activity - Environment and Public Health Delivery Program strategy: 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

Delivery Program action: EL2.1.1 Manage public safety and environmental health through implementation of education, encouragement and enforcement policies and actions 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

Activity

Description

Environment promotion and education

Inform the community of the environmental goals and achievements of council and build the capacity of the residents of The Hills Shire to be informed and active participants in moving the community towards sustainability

Environment and health regulation

Provide advice to the community and Council regarding environmental matters

Approvals, licensing and registration

Assess applications and monitor premises to ensure resident health and compliance with Council policies, as well as state and federal health and environmental legislation

Regulatory Inspections

Monitor the state of air, noise and water quality and take steps to remedy undesirable conditions and put in place preventative measures

Development application advice

Assessment and provisions on advice on environmental health and public health aspects of development applications, including the provision of related conditions of consent

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

100%

Development application advice provided within 21 calendar days

90%

FY25 $000

Summary

FY26 $000

1,589 Employment costs

1,624

72 Materials and contracts

74

4 Project costs

4

15 Insurance

16

5 Other

5

1,685 Total direct costs

1,723

1,069 Internal costs and recovery

1,169

2,754 Total costs

2,892

-445 User charges and fees

-450

-86 Other revenues

-70

-530 Total revenue

-520

2,224 Operating (surplus) / deficit

2,372

$000 Project

$000

4 Pollution monitoring and compliance

4

4 Total

4

11.80 FTE staff 26

Target 2025-26

11.80

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Sustainability Delivery Program strategy: EL2.2 Nurture and improve the quality of green spaces, natural built surroundings and waterways EL2.3 Embed resilience and adaptation by preparing for increased hazard risks such as flooding, bushfire and urban heat

Delivery Program actions: EL2.2.2 Implement initiatives to look after our biodiversity (flora and fauna) throughout the delivery of Council services subject to funding availability 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

Activity

Description

Sustainability policy

Develop and implement environmentally sustainable policy to assist council in performing its operations and services to best practice environmental standards

Energy and water projects

Evaluate and reduce the energy and water demand of Council properties and operations, in a cost effective and responsible manner conserving water, energy and associated costs

Biodiversity mapping

Update Council’s vegetation community map, create a database of flora and fauna records within the Shire, identify priority conservation areas and incorporate this information into a Biodiversity Conservation Plan

Tree management applications

Process applications under Council’s tree and bushland management provisions for the lopping, trimming and removal of trees on private property

Development assessment advice

Assessment and provision of advice on ecology, tree and landscape aspects, development applications including the provision of related conditions of consent

Performance measures

Target 2025-26

Tree applications processed in 10 days

90%

Development application advice provided within 21 calendar days

90%

continued over page

27

The Hills Shire Council

Principal activity - Sustainability continued

FY25 $000

Summary

FY26 $000

1,451 Employment costs

1,558

63 Project costs

55

251 Other subsidy

264

28 Insurance

29

1 Other

2

1,794 Total direct costs 365 Internal costs and recovery 2,159 Total costs

28

1,908 453 2,361

-77 Other revenues

-67

-77 Total revenue

-67

2,082 Operating (surplus) / deficit

2,294

$000 Project

$000

6 Bio diversity conservation

1

7 Community Environment Centre

7

32 Energy and water monitoring

33

13 Environmental education program

13

5 Feral animal control

1

63 Total

55

10.40 FTE staff

10.60

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Resource Recovery

Delivery Program strategy: EL2.5 Promote sustainable waste management and resource recovery

Delivery Program actions: EL2.5.1 Deliver safe, efficient, and cost effective waste, recycling, garden 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

Activity

Description

Domestic waste service

Provide a domestic waste management service for the collection and disposal/processing of household garbage, recycling, organics, and bulky waste including associated services and programs

Response to illegal dumping and littering

Partner with the RID Squad (Regional Illegal Dumping Squad) to investigate, educate and deter illegal dumping on public and private land

Waste and recycling projects

Undertake projects that contribute to a circular economy in line with the objectives and goals of The Hills Shire Council Resource Recovery Delivery Program

Community waste education

Educate and inform the community to raise awareness of waste and resource recovery matters, and to improve the performance of the kerbside garbage, recycling and organics bins and the bulky waste collection service

Development application advice

Assess and provide waste management advice on new planning and development applications including the provision of related conditions of consent

Performance measures

Target 2025-26

% customer satisfaction with the domestic waste service

80%

Development application advice provided within 21 calendar days

90%

continued over page

29

The Hills Shire Council

Principal activity - Resource Recovery continued

FY25 $000

Summary

FY26 $000

1,277 Employment costs

1,507

37,344 Materials and contracts

40,588

633 Project costs

1,019

9 Insurance

10

205 Other

43,149

4,164 Internal costs and recovery

4,596

43,633 Total costs

47,745

-42,794 Rates and annual charges

-46,860

0 User charges and fees

-20

-839 Other revenues

-865

-43,633 Total revenue

-47,745

0 Operating (surplus) / deficit $000 Project 60 FOGO implementation phase 1 20 FOGO implementation phase 2 0 Chemical clean-out / e-waste events RRDP

30

25

39,469 Total direct costs

0 $000 0 0 125

120 Conduct kerbside audits

100

198 Education program for the community

204

0 FOGO implementation phase 3

350

10 Medical syringe/sharp disposal service

13

100 RID Squad

110

125 Waste and corporate calendar

117

633 Total

1,019

8.93 FTE staff

10.93

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Development Assessment Delivery Program strategy: 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 actions: EL2.4.2 Determine development applications and land use applications in an efficient and effective manner

Activity

Description

Development assessment

Determine development applications in accordance with the provisions of the Environmental Planning and Assessment Act 1979, Environmental Planning and Assessment Regulations and the National Construction Code

Construction certificate assessments (Class 1 and 10)

Determine development applications in accordance with the provisions of the Environmental Planning and Assessment Act 1979, Environmental Planning and Assessment Regulations and the National Construction Code

State significant development advice

Participate in the stakeholder engagement process for state significant development applications Provide assessment and technical advice for the Department of Planning, Housing and Infrastructure as required

Customer service advice

Provide accurate information on a range of development related issues to customers either face to face, via telephone or in writing

Pre lodgement / planning enquiries / duty planning

Assist customers including residents, applicants and external authorities by providing advice on development matters

Legal matters

Respond to Land and Environment Court appeals

Performance measures % of development application's determined within 40 days (less STC days) Gross number of days taken to determine a development application (median)

FY25 $000

Target 2025-26 70% 70

Summary

FY26 $000

4,488 Employment costs

4,548

296 Materials and contracts

304

62 Project costs

62

95 Insurance

101

104 Other

15

5,044 Total direct costs

5,030

3,425 Internal costs and recovery

3,788

8,469 Total costs

8,818

-3,500 User charges and fees

-3,700

-77 Other revenues

-81

-3,577 Total revenue

-3,781

4,892 Operating (surplus) / deficit

5,037

$000 Project

$000

62 DA local planning panel

62

62 Total

62

31.26 FTE staff

31.26 31

The Hills Shire Council

Principal activity - Regulatory Services Delivery Program strategy: EL2.1 Use effective regulatory strategies, local laws and compliance programs to manage public health and any negative impacts of development on the community

Delivery Program actions: EL2.1.2 Implement the Shire’s regulatory building, development control, tree management, fire safety and animal control functions

Activity

Description

Swimming pool inspections

The management of Council’s swimming pool inspection program The assessment of swimming pool compliance certificate applications

Investigation / enforcement / monitoring and land use enforcement

Investigate complaints of unauthorised building works, land use, illegal landfilling, bushland clearing and tree removal complaints and complaints relating to enforcement of conditions of consent The monitoring of building construction and site management issues Investigation of stormwater complaints

Building certificate assessments

Assessment and determination of building information certificates

Fire safety monitoring

Carry out inspections of premises and ensure compliance with fire safety regulations The management of Council’s annual fire safety statement program and external combustible cladding program

Animal management

Educate the community on responsible pet ownership, investigate nuisance animal complaints and maintain the companion animal program, including the impounding of animals and maintenance of a register of dangerous/menacing/nuisance dog declarations

Road related education and enforcement

Monitor on street and off street parking restrictions, including school zones and provide an educational and enforcement service to the community with respect to parking, vehicle load limits and abandoned vehicle offences

General investigations

Investigation of incidents applicable to public land, including unauthorised signage and asset defect investigations and the management of Council’s awning management safety program (awnings over public land)

Development application advice

Assessment and providing advice on development applications

Performance measures Gross days to determine building certificate applications

40

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

95%

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

80%

Customer requests - investigation of abandoned vehicles within 3 days

80%

Customer requests - investigation of animal nuisances within 5 days

80%

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

100%

Development application advice provided within 21 calendar days

90%

continued over page

32

Target 2025-26

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

FY25 $000

Summary

FY26 $000

4,222 Employment costs

4,432

113 Materials and contracts

117

44 Project costs

138

430 Payments to government

630

41 Insurance

43

35 Other

36

4,885 Total direct costs

5,396

1,472 Internal costs and recovery

1,827

6,357 Total costs

7,223

-945 User charges and fees

-829

-3,170 Other revenues

-3,850

-4,116 Total revenue

-4,679

2,241 Operating (surplus) / deficit

2,544

$000 Project

$000

19 Dog noise monitor

20

25 Heavy vehicle monitor

68

0 Portable cameras

50

44 Total

138

31.52 FTE staff

31.60

33

The Hills Shire Council

Principal activity - Subdivision and Development Certification Delivery Program strategy: 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 actions: EL2.4.1 Ensure the subdivision of new land meets all regulatory and policy requirements and enhances The Garden Shire image

Activity

Description

Development assessment

Determine applications in accordance with the Environmental Planning and Assessment Act 1979, Environmental Planning and Assessment Regulations and the Building Code of Australia (subdivision and small lot housing developments) Engineering part file comments/ advice

Customer service advice

Provide accurate information on a range of development related issues to customers either face to face, via telephone or in writing

Legal matters

Respond to Land and Environment Court appeals

Subdivision certification

Determine and certify post consent certificates for subdivision work or public domain work Determine complying development certificates (strata subdivision developments), subdivision certificates and strata certificates

Building certification

Determine and act as principal certifier for post consent certificates for building work (construction certificates) and complying development certificates

Development application advice

Provide engineering advice on development applications

State significant development advice

Participate in the stakeholder engagement process for state significant development applications Provide assessment and technical advice for the Department of Planning, Housing and Infrastructure as required

Performance measures Net median determination time for occupation certificates

<2 days

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

<85 days

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

FY25 $000

90%

Summary

FY26 $000

3,384 Employment costs

3,796

75 Materials and contracts

77

39 Insurance

42

5 Other

5

3,503 Total direct costs

3,920

1,846 Internal costs and recovery

2,076

5,349 Total costs

5,996

-550 Grants and contributions

-643

-3,752 User charges and fees

-3,945

-155 Other revenues

-159

-4,457 Total revenue

-4,747

892 Operating (surplus) / deficit 24.60 FTE staff 34

Target 2025-26

1,249 26.60

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

35

The Hills Shire Council

Connected people and places CPP1. A growing shire and economy

Business unit responsible

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

Economic Development

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

Economic Development

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

Forward Planning and Land Information

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

Infrastructure and Transport Planning

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

Western Sydney Infrastructure Grants Program

Asset Management and Parks

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

Asset Management and Parks

CPP2. Timely provision and maintenance of infrastructure

Business unit responsible

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

Building Maintenance Civil Maintenance Parks and Bushland Maintenance Shire Presentation and Fleet Waterways and Stormwater Asset Planning

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

Western Sydney Infrastructure Grants Program Capital Works Management Parks and Bushland Maintenance Shire Presentation and Fleet Waterways and Stormwater Asset Planning

36

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Asset Management and Parks Delivery Program strategy: CPP1.4 Support, promote and plan safe, efficient and resilient, transport options and travel behaviour, including walking and cycling, and better public transport and road connections CPP1.6 Plan for recreation and open space to meet the needs of the growing community

Delivery Program actions: 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 CPP1.6.1

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

Activity

Description

Asset systems management

Plan, forecast, develop and monitor community assets and asset management system and plans

Parks strategic asset management

Plan, forecast, develop and monitor parks assets and asset management system and plans

Performance measures Annual update of Asset Management Plans to take into account condition and critical levels of service Update of Strategic Asset Management Policy each term of Council % of planned asset condition inspections undertaken Median completion time for customer service requests Development application advice provided within 21 calendar days

Target 2025-26 100% 100% 85% 7 days 90%

FY25 $000

Summary

FY26 $000

1,616 151 23 64 1,854 971 2,825

Employment costs Project costs Insurance Other Total direct costs Internal costs and recovery Total costs

1,767 156 25 64 2,012 1,069 3,081

2,825 Operating (surplus) / deficit

3,081

$000 Project

$000

43 Playground inspections to Australian Standards 108 Strategic asset management (SAM) asset data condition inspection

44 112

151 Total

156

10.0 FTE staff

11.0

37

The Hills Shire Council

Principal activity - Economic Development Delivery Program strategy: CPP1.1 Support the development, growth and retention of business and industry, employment land and strategic centres CPP1.2 Support priority growth sectors including the visitor economy, advanced manufacturing, health and education so that more people live near quality jobs

Delivery Program actions: 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

Activity

Description

Business support

Support new and existing local businesses and assist them to grow, through activities including new business welcome kits, business newsletters, business helpdesk program, educational workshops and events, networking opportunities, provision of information and demographic data and management of a local business register.

Investment attraction

Position and promote The Hills Shire as an attractive destination for business, investment and visitors. This includes both broad and targeted initiatives including the preparation of information and tools to facilitate decision making for investment in The Hills, marketing programs for the area and preparation of prospectus materials and pursuit of partnerships with Government, the local business chambers, industry and institutions in key industry sectors.

Performance measures

Target 2025-26

Number of workshops for local businesses

> 8 workshops p.a.

Businesses accessing help desk program

> 120 businesses p.a. with 85% + satisfaction

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

FY25 $000 282 213 9 505 100 605

38

Summary

> 40 initiatives p.a.

FY26 $000

Employment costs Project costs Insurance Total direct costs Internal costs and recovery Total costs

298 308 10 616 115 731

605 Operating (surplus) / deficit

731

$000 Project

$000

116 Building capacity of local business 0 Economic and demographic modelling 97 Investment attraction

127 105 76

213 Total

308

2.0 FTE staff

2.0

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Forward Planning and Land Information Delivery Program strategy: CPP1.3 Create capacity for a diverse range of housing in connected, vibrant, healthy places CPP1.5 Prioritise place making in neighbourhoods to create quality places for people

Delivery Program actions: 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 CPP1.5.1 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

Activity

Description

Local strategy, policy, precinct plans and place strategies

Research and prepare local strategic planning policies that align with, and respond to, state and commonwealth legislative directions and give effect to local planning objectives and priorities. This includes Council’s Local Strategic Planning Statement, housing, productivity and rural strategies and precinct plans and place strategies which set out longer term development, placemaking and infrastructure outcomes within strategically identified growth precincts. Forward Planning is also involved in advocacy to state and commonwealth government seeking and input into planning and policy reforms seeking to give effect to Council’s local planning objectives and priorities

Planning controls and guidelines

Monitor, update and manage Council’s planning instruments (Local Environmental Plan and Development Control Plan) to ensure the planning settings applicable to land reflect state and commonwealth legislative directions, Council’s statutory responsibilities and, to the maximum extent possible, Council’s local strategic planning objectives and priorities

Planning proposal (rezoning) applications

Assess and process applications which seek to amend the planning controls applicable to land within The Hills Shire. Typically these applications seek to change the permissible land uses and/or maximum permitted floor space ratio (density) and building heights on individual sites or areas of land.

Infrastructure contributions

Identify the local infrastructure (roads and traffic, parks, playing fields, drainage and community facilities) required to service new development areas and, where possible within Government policy and legislative frameworks, put in place contribution mechanisms that enable Council to collect funding from development towards the provision of this local infrastructure. This includes the preparation and review of Contributions Plans (Section 7.11 and Section 7.12) and negotiation of Planning Agreements

Planning certificates

Provide accurate planning information to customers with respect to properties within The Hills Shire through the issue of Section 10.7 Planning Certificates.

Land information and mapping

Allocation of property addresses (house and unit numbers, street names and suburbs) and update of Council’s property information and mapping data to reflect development, subdivision and planning controls that apply to land.

Preparation of customised mapping and spatial information

continued over page

39

The Hills Shire Council

Principal activity - Forward Planning and Land Information continued Performance measures Rezoning applications not supported by Council are upheld at Gateway Review (Ex)

70%

New re-zoning applications presented to Council in 12 weeks

>90%

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

80%

Section 10.7 certificates issued within 5 working days

>75%

Property updates completed within 2 days

>80%

FY25 $000

Summary

FY26 $000

3,373 Employment costs

3,493

78 Materials and contracts

80

55 Project costs

405

77 Insurance

81

2 Other

21

3,584 Total direct costs 938 Internal costs and recovery

4,080 1,154

4,522 Total costs

5,234

-1,059 User charges and fees

-1,123

-55 Other revenues

-50

-1,114 Total revenue

-1,173

3,408 Operating (surplus) / deficit

4,061

$000 Project

$000

0 Castle Hill Precinct Plan - focus area 4 Terminus Street West 5 Contribute funding for the Convict Trail 50 Design Advisory Panel

40

Target 2025-26

350 5 50

55 Total

405

23.35 FTE staff

23.35

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Infrastructure and Transport Planning Delivery Program strategy: 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 actions: CPP1.4.1 Continue to implement the identified actions in the adopted Bike Plan CPP1.4.6 Advocate for government commitment to the funding and delivery of regional road upgrades, including existing State Infrastructure Contribution (SIC) items in greenfield areas and upgrades to the regional road network identified within the Regional Traffic Modelling for Norwest and Castle Hill Strategic Centres CPP1.4.7 Develop a project plan, underlying resource plan and timeframe for critical road projects for new release and older urban areas CPP1.4.8 Work with the NSW State Government to finalise the timeframe for the major road arterial upgrade

Activity

Description

Street lighting

Provide street lighting to the Hills Shire

Traffic management

Investigate and resolve road safety, traffic and pedestrian management issues

Civil design management of roads, bridges and traffic facilities infrastructure

Plan, design, develop civil design of road, bridges and traffic facilities infrastructure

Capital works projects

Manage design projects and prepare construction designs, approvals and estimates of costs

Community consultation for the proposed works in the Shire

Advise residents impacted by proposed works

Performance measures Design/approval works to be completed within the time and budget allocated Consultation undertaken for all projects as required LED street lights as a percentage of the street lighting network % of requests / customer service requests responded to Number of days to provide comments on DAs for planning proposals

Target 2025-26 90% 90% planned >prior year (towards 100%) 7 days 21 days

continued over page

41

The Hills Shire Council

Principal activity - Infrastructure and Transport Planning continued FY25 $000

Summary

FY26 $000

1,418 Employment costs

1,469

52 Materials and contracts 48 Insurance 4,025 Utilities

50 3,000

135 Project costs

124

196 Other expenses

201

5,874 Total direct costs

4,898

108 Internal costs and recovery

42

54

192

5,982 Total costs

5,090

-751 Grants and contributions

-778

-1,545 Other revenues

-1,708

-2,296 Total revenue

-2,486

3,686 Operating (surplus) / deficit

2,604

$000 Project

$000

3 Promotion of cycleway facilities

3

51 Road safety projects

51

81 Pavement geotechnical investigations

70

135 Total

124

9.0 FTE staff

9.0

17.0 FTE (capitalised)

17.0

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Western Sydney Infrastructure Grants Program Delivery Program strategy: CPP2.2 Provide new and renovate or renew infrastructure in a timely manner that meets the needs of our growing Shire

Delivery Program actions: CPP2.2.1 Deliver 10 year capital works for civil infrastructure, parks, buildings and stormwater

Activity

Description

Western Sydney Infrastructure Grants Projects

Manage the delivery of Council’s projects within the NSW Government’s WSIG Program, formerly known as ‘West Invest’.

Manage the, community consultation, administration and acquittal of Council’s WSIG Program projects

Performance measures Design/approval works to be completed within the time and budget allocated Consultation undertaken for all projects as required

FY25 $000

Target 2025-26 90% 90% planned

Summary

FY26 $000

463 Employment costs

143

463 Total direct costs

143

463 Total costs

143

463 Operating (surplus) / deficit

143

2.0 FTE staff

2.0

Horseworld site, Maralya

43

The Hills Shire Council

Principal activity - Waterways and Stormwater Asset Planning Delivery Program strategy: CPP2.1 Manage and maintain a inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services CPP2.2 Provide new and renovate or renew infrastructure in a timely manner that meets the needs of our growing Shire

Delivery Program actions: 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 CPP2.2.1 Deliver 10 year capital works for civil infrastructure, parks, buildings and stormwater

Activity

Description

Constructed waterways strategic asset management

Plan, forecast, develop and monitor waterway assets and prepare and review asset management plans for stormwater infrastructure and natural waterway systems

Natural waterways strategic asset management

Plan, forecast, develop and monitor waterway assets and asset management system and plans

Development application advice (PFs)

Assess and provide advice on development applications

Stormwater levy and grant

Plan, scope and develop projects and activities utilising stormwater management service charge

Waterways capital projects

Manage waterways capital projects and provide advice

Flooding advice and information

Provide information and advice related to flooding to internal and external parties

Performance measures

Horseworld, Maraylya

Amount of budgeted levy spent Design projects completed on time and on budget Development application advice provided within 21 calendar days

44

Target 2025-26 >90% >90% 90%

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Waterways and Stormwater Asset Planning continued FY25 $000

Summary

FY26 $000

960 2,119 815 24 0 54 3,972 655 4,627 -1,739 -22 -1,761

Employment costs Depreciation Project costs Insurance Payments to government Other Total direct costs Internal costs and recovery Total costs Rates and annual charges Other revenues Total revenue

997 2,068 580 26 26 55 3,752 730 4,482 -1,839 -23 -1,862

2,866 Operating (surplus) / deficit

2,620

$000 Project

$000

100 50 35 150 35 0 100 110 0 0 50 135 50

Condition assessment - natural waterways urban areas Condition assessment - gross pollutant trap (GPT) documentation Coastal zone management plan Basin condition and risk investigation - Sierra Place/Gooden Drive Before You Dig Australia (BYDA) Condition assessment - roadside table drains and swales DA/PLP part referrals flood modelling reviews Dams surveillance inspections Flood risk assessment and management Flood warning and gauging Stormwater asset network upgrade SW system urban asset condition assessment Urban overland flood study program - flood planning area

0 0 0 30 35 50 50 30 80 20 100 150 35

815 Total

580

6.0 FTE staff

6.0

continued over page

45

The Hills Shire Council

Principal activity - Building Maintenance

Delivery Program strategy: CPP2.1 Manage and maintain a inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services

Delivery Program actions: CPP2.1.2 Our community buildings, parks, gardens and bushland are safe and maintained to agreed standards

Activity

Description

Reactive maintenance of community buildings

Cleaning, electrical and plumbing repairs, service and mechanical services and lifts, cleaning and disposal of rubbish, security and supply of electricity, gas and water of community and operations centre buildings

Planned maintenance of community buildings

Complete the annual approved building planned maintenance programs within the agreed time frame

Performance measures

Target 2025-26

Customer requests completed on time (buildings infrastructure maintenance)

>90%

Maintenance contracts renewed on time

>90%

Buildings planned maintenance tasks completed on time and budget

75%

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

FY25 $000

>3.5/5

Summary

FY26 $000

1,055 Employment costs

1,127

6,576 Materials and contracts

6,747

5,529 Depreciation

5,161

0 Other subsidy

173

1,740 Utilities 375 Insurance

1,466 396

15,275 Total direct costs

15,070

-15,275 Internal costs and recovery

-15,070

0 Total costs

0

0 Operating (surplus) / deficit

0 0

9.0 FTE staff

46

9.0

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Capital Works Management Delivery Program strategy: CPP2.2 Provide new and renovate or renew infrastructure in a timely manner that meets the needs of our growing Shire

Delivery Program actions: CPP2.2.1 Deliver 10 year capital works for civil infrastructure, parks, buildings and stormwater

Activity

Description

Capital works contract administration

Undertake procurement processes in accordance with legislation and Council guidelines for the construction of community infrastructure projects including tendering, contract preparation and administration

Project management capital works

Project manage capital works projects through the construction phase including time, cost, quality and stakeholder management

Performance measures

Target 2025-26

Achievement of project delivery target date1

>90%

Customer requests completed within timeframe

>90%

FY25 $000

Summary

FY26 $000

385 Employment costs

387

45 Insurance

48

5 Other

5

436 Total direct costs

440

-436 Internal costs and recovery

-440

0 Operating (surplus) / deficit

0 2.0

21.0 FTE (capitalised)

21.0

Stringer Road Reserve, North Kellyville

2.0 FTE staff

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

and approvals

47

The Hills Shire Council

Principal activity - Civil Maintenance Delivery Program strategy: CPP2.1 Manage and maintain a inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services

Delivery Program actions: 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

Activity

Description

Maintenance of civil infrastructure

Maintenance of roads, bridges, footpath, kerb/ gutter, stormwater infrastructure and street furniture

Maintenance of parks infrastructure

Maintenance of playground and exercise equipment, BBQs, seating, shelters and park furniture

Restorations

Manage road opening applications and permanent repairs following public utility works in Council’s road reserves and parks

Emergency response

Coordination of Council's after hours emergency response for the infrastructure and works team

Flood warning and gauging

Management and maintenance of Council's flood warning and gauging infrastructure

Inspections and solutions

Asset defect and condition inspections, renewal planning

Performance measures % customer requests completed on time

>85%

Average time taken to clean pits/pipes

<21 days

Average time taken to fill a pothole

<6 days

Response time to customers for asset inspection requests

<14 days

% of street sweeping schedules completed within agreed service levels

>85%

% of public place cleaning schedules completed within agreed service levels

>85%

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

>90%

Average time taken to remove orphan waste

<14 days

FY25 $000

Summary

FY26 $000

5,519 4,872 14,662 329 130 9 25,520 4,200 29,720 -1,991 -80 -2,071

Employment costs Materials and contracts Depreciation Payments to government Insurance Other Total direct costs Internal costs and recovery Total costs Grants and contributions Other revenues Total revenue

5,740 5,440 15,821 18 137 8 27,164 4,345 31,509 -2,103 -90 -2,193

27,649 Operating (surplus) / deficit 50.0 FTE staff

48

Target 2025-26

29,316 50.0

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Parks and Bushland Maintenance Delivery Program strategy: CPP2.1 Manage and maintain an inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services

Delivery Program actions: 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

Activity

Description

Turf sportsfield mowing and renovations

Maintenance of turfed sports facilities and renovation of the sporting fields and irrigation systems

Synthetic sportsfields

Maintenance, grooming and repairing of the synthetic turf

Maintenance of passive recreation reserves

Mowing, gardening, tree, and bushland maintenance of reserves

Vegetation maintenance of roadside, drainage easements, gardens and mowing of rural nature strips

Maintenance of garden areas, including roadside vegetation maintenance

Tree planting, tree maintenance and pest control

Maintenance of trees on public land. Pest control

Bushland maintenance

Works undertaken to maintain and regenerate bushland. Including weed management, track maintenance and feral animal control

Bushfire mitigation

Managing asset protection zones, fire trails and other bushfire mitigation works

Bushcare volunteer and nursery management

Managing bushcare volunteer groups, management of the Bidjiwong Community Nursery

Performance measures

Target 2025-26

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

100%

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

>85%

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

>85%

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

>85%

FY25 $000

Summary

FY26 $000

8,115 3,333 2,467 1,136 0 215 1 15,267 4,208 19,475 -320 -320

Employment costs Materials and contracts Depreciation Utilities Other subsidy Insurance Other Total direct costs Internal costs and recovery Total costs Grants and contributions Total revenue

8,128 3,817 2,559 1,350 128 227 1 16,210 4,397 20,607 -394 -394

19,155 Operating (surplus) / deficit

20,213

77.60 FTE staff

75.60 49

The Hills Shire Council

Principal activity - Shire Presentation and Fleet Delivery Program strategy: CPP2.1 Manage and maintain an inclusive, attractive safe diverse range of sustainable road corridors and other infrastructure and services

Delivery Program actions: 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

Activity

Description

Public place cleaning

Cleaning of public amenities, CBD/ mainstreets, playgounds and graffiti removal from public infrastructure

Public place waste collection

Collection of waste from public bins in parks and along roadways

Street sweeping

Sweeping of roads, CBD/ mainstreets, carparks and shared paths

Fleet maintenance

Carry out maintenance on all of Council's fleet - major plant, motor vehicle, bushfire plant, minor plant and Hills Community Care plant, including purchases and sales

Fleer procurement and disposal

Oversee the procurement and disposal of Council's large and small plant assets, including motor vehicles, trucks, bushfire equipment, and Hills Community Care plant, while providing expert advice and information

Performance measures

50

Target 2025-26

% of customer requests completed on time

<14 Days

Average time taken to remove orphan waste

<14 Days

% of street sweeping schedule completed within agreed service levels

>85%

Scheduled plant maintenance completed on time

>90%

% of workshop customer requests completed on time

80%

% of major plant replaced on schedule

90%

% of purchasing of motor vehicles on schedule

90%

FY25 $000

Summary

FY26 $000

3,650 2,972 3,172 377 324 107 10,602 -5,185 5,417 -445 0 -70 -515

Employment costs Materials and contracts Depreciation Payments to government Insurance Other Total direct costs Internal costs and recovery Total costs User charges and fees Grants and contributions Other revenues Total revenue

3,887 2,902 3,172 378 319 107 10,765 -5,098 5,667 -435 -74 -80 -589

4,902 Operating (surplus) / deficit

5,078

33.60 FTE staff

34.60

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Proactive leadership and governance PLG1. Proactive leadership

Business unit responsible

Strategies PLG1.1 Facilitate strong 2-way relationships and partnerships with the community, empowering local community involvement in planning and decision-making

Corporate Management

PLG1.2 Collaborate and advocate across government and with the private sector to achieve local priorities

Corporate Management

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

Customer Service

PLG1.4 Embed sound governance and operational frameworks that ensure accountability to the community and meet legislative requirements

Corporate Management

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

Human Resources and Wellbeing

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

Financial Management and Reporting

Executive Services Information Technology and Business System Development

Financial Management and Reporting

Property Development and Management

51

The Hills Shire Council

Principal activity - Corporate Management Delivery Program strategy: PLG1.1 Facilitate strong 2-way relationships and partnerships with the community, empowering local community involvement in planning and decision-making PLG1.2 Collaborate and advocate across government and with the private sector to achieve local priorities PLG1.4 Embed sound governance and operational frameworks that ensure accountability to the community and meet legislative requirements

Delivery Program actions: 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 PLG1.4.2 Review and maintain an effective risk management framework and strategy reflecting AS ISO 31000:2018 and the OLG guidelines PLG1.4.3 Implement an internal audit strategic and annual program reflecting the current IIA standards and the OLG Guidelines PLG1.4.5 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

Activity

Description

Corporate management

Provide strong and forward-thinking leadership to respond to challenges, provide a healthy and a safe workplace to guide staff and deliver sustainable operations and innovate with its partners to create positive outcomes for the current community and future generations within legislative frameworks

Risk management

Review periodically Council’s risk appetite statement and relevant policies and procedures, increase its risk management maturity, manage insurance claims, and risk management culture across all of Council, monitoring and updating Council’s risk registers, communicating key risks and controls to management and the ARIC, updating and testing Council’s Business Continuity Plan

Internal audits

Supports Council, ARIC, and management to add value and improve Council’s operations by providing independent objective assurance and consulting advice.

Report to ARIC on an adopted audit plan, developed reflecting Council’s risk environment. In addition, it supports Council’s culture of accountability, integrity, and continuous improvement by undertaking annual health checks (governance, risk culture etc), proactively coordinating gap analysis of released regulatory and better practice reports (ICAC, AO other), undertaking compliance reviews and investigations (where required)

Legal matters

Manage litigation matters through a combination of in-house representation and referral to panel law firms where appropriate. Provide legal advice to all levels within the organisation concerning all areas of Council’s functions

Performance measures Audits completed in annual audit program

90%

Implemented annual risk management plan

90%

Legal advice actioned within 14 days of instructions or as requested

90%

Local court prosecutions actioned within 14 days of instructions

90%

continued over page

52

Target 2025-26

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

FY25 $000

Summary

FY26 $000

4,644 Employment costs

5,020

791 Materials and contracts

791

260 Project costs

252

261 Payments to government

270

72 Other subsidy

77

77 Insurance

82

156 Other

248

6,262 Total direct costs

6,740

-1,207 Internal costs and recovery

-1,188

5,055 Total costs

5,552

-67 Other revenues

-90

-67 Total revenue

-90

4,987 Operating (surplus) / deficit

5,462

$000 Project

$000

111 ARIC panel members

21

40 Internal auditor co-sourcing

130

31 Legal set up

33

3 Research and development

3

45 Risk management - excess public liabilities

45

30 Risk management - excess vehicles

20

260 Total

252

18.60 FTE staff

19.20 53

The Hills Shire Council

Principal activity - Customer Services

Delivery Program strategy: 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

Delivery Program actions: PLG1.3.1 Provide integrated technologies to improve customer services across the organisation and the community by leveraging on advanced 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

Activity

Description

Building advisory service

Paraprofessional preliminary advice for development enquiries and manage the lodgement of applications submitted through the NSW Planning Portal

Face to face customer service

Customer services delivered across the counter at Council’s administration centre

Telephone customer service

Customer services delivered over the phone through Council’s contact centre

Records and information management

Sort and distribute all general correspondence, including the processing of all forms of documents into corporate systems and electronic routing to relevant officers for action and information. Coordinate the retention and disposal of Council’s records

Performance measures Average customer wait time (seconds)

<100 sec

Grade of service - customers reach an officer within 30 seconds of joining the queue

>=80%

Average days for DA lodgement within state mandate (excluding subdivision applications)

<7 days

FY25 $000

Summary

FY26 $000

3,639 Employment costs

3,787

13 Project costs

13

55 Insurance

58

161 Other

197

3,868 Total direct costs

4,055

-3,868 Internal costs and recovery

-4,055

0 Operating (surplus) / deficit $000 Project

0 $000

13 Records lifecycle management

13

13 Total

13

33.66 FTE staff

54

Target 2025-26

33.66

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Executive Services

Delivery Program strategy: 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

Delivery Program actions: 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

Activity

Description

Public access to government information

Provide public access to Council information and data to meet the requirements of the Government Information (Public Access (GIPA)) Act

Support services to governing body

Provide support to the Mayor and Councillors to facilitate their civic leadership duties and ensure the governing body have access to relevant information, and assistance to enable them to fulfil their obligations to lead, govern and serve the community. Prepare and organise for Council elections every 4 years and organise Councillor induction and professional development programs

Facilitate Council meetings

Prepare agendas, business papers, and minutes and coordinate Council meetings and provide administrative support for Council meetings.

Customer complaints handling

Investigate and respond to complaints and maintain complaints register including code of conduct complaints and the provision of a support framework for this and other serious complaints received

Corporate governance

Provide essential corporate governance support to the organisation including promoting sound governance policies and procedures throughout the organisation. Manage and oversee Council’s governance framework including developing, maintaining, monitoring, and promoting policies, guidelines, procedures and registers on compliance framework such as delegations, conflict of interest, gifts and benefits, governance health checks, and other governance related requirements

Performance measures Average number of business days taken to process formal GIPA applications

Target 2025-26 15

Publication of Council meeting minutes and recordings within 3 days.

100%

Annual maintenance and update of Council’s policies on time and as per legislative requirements

100%

Delegation register maintained accurately and reviewed regularly

100%

% of actions completed as per Local Government Governance Check

100%

% of complaints handled within current service standards

100%

continued over page

55

The Hills Shire Council

Principal activity - Executive Services continued

FY25 $000

Summary

FY26 $000

805 Employment costs

769

21 Materials and contracts

21

40 Depreciation

52

1,309 Project costs

111

43 Insurance

45

941 Other

902

3,159 Total direct costs

1,900

-892 Internal costs and recovery

-864

2,267 Total costs

1,036

-10 User charges and fees

-9

-10 Total revenue

-9

-952 Transfer from reserves

0

1,305 Operating (surplus) / deficit

1,027

$000 Project

$000

1,200 Election costs

56

0

35 Councillors information brochure

35

74 Printing materials - stationery and copy charges

76

1,309 Total

111

4.60 FTE staff

4.0

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Financial Management and Reporting Delivery Program strategy: PLG1.4 Embed sound governance and operational frameworks that ensure accountability to the community and meet legislative requirements PLG1.6 Maintain a strong financial position to support services and strategies and achieve long-term financial sustainability

Delivery Program actions: PLG1.4.1 Implement, manage and review the IP&R Framework, provide regular progress updates of The Hills Shire Plan and provide quality services and operations that meet all legislative requirements and statutory responsibilities to support the delivery of this plan PLG1.4.4 Implement effective contract management and procurement practices 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

Activity

Description

Contract and procurement management

Ensure best practice procurement and contract management focused on value for money, optimised risk allocation and improved supplier performance and continuous improvement in the provision of services and infrastructure for the community

Manage Integrated Planning and Reporting (IP&R) requirements

Develop, review, and implement Council’s Community Strategic Plan, Delivery Program, Resourcing Strategy, Operational Plan and Fees and Charges including the Statement of Revenue Policy to ensure compliance with Integrated Planning and Reporting requirements.

Perform quarterly reviews of Council’s Delivery Program and Operational Plan and produce Council’s Annual Report, and the End of Term Report (after Council elections)

Financial performance, management, and reporting

Monitor, review and report on Council’s finances to ensure compliance with statutory requirements including the production of Council’s Annual Financial Statements. Manage Council’s cash reserves to ensure cashflow is maintained, is in compliance with relevant legislation and reserve movements are as per Council resolution. Provide financial advice, support and information to the organisation.

Developer Contributions and Voluntary Planning Agreements Financial Management

Manage, monitor and report on Developer Contributions and Voluntary Planning Agreements income and expenditure including cash flows.

Regularly review and update contribution plans to ensure contribution rates reflect current market and economic conditions

Supplier and debtors management

Process supplier invoices and ensure payment occurs within Council’s standard payment terms. Ensure that any debts owed are collected accurately and on time

Manage Council's investments and taxation functions

Ensure that funds are invested in accordance with Council's adopted Investment Policy. Manage Council's Goods and Services Tax and Fringe Benefits Tax requirements and ensure returns are submitted as per legislative requirements

Deliver effective and accurate payroll services

Maintain and manage payment of council staff in accordance with LG Local Government State award, ATO Australian Tax Office requirements, superannuation and workers compensation legislation. Process termination payments. Implement system updates in relation to legislation changes and maintain up-to-date and accurate records

continued over page

57

The Hills Shire Council

Principal activity - Financial Management and Reporting continued Annual levy rates and charges

Levy rates, waste management and stormwater management service charge in accordance with Council’s adopted Rating Structure and as per Local Government Act 1993 and Local Government General Regulations NSW 2021. Issue Section 603 certificates, maintain property transfers and recover outstanding rates and annual charges

Performance measures Contract renewals on time

90%

Maintain a register for new contracts awarded over $150k and keep it up to date and on time

100%

Operating performance ratio (operating revenue is sufficient to cover operating expenditure including depreciation)

> = 0%

% variation to budget (recurrent expenditure)

5%

% variation to budget (recurrent income)

5%

Levy rates and annual charges by due dates

100%

% of monthly and quarterly financial reporting requirements are completed and adopted with statutory time frames

100%

Annual Financial Statements are finalised and adopted within statutory time frames

100%

All IP&R planning and reporting requirements completed and adopted within statutory time frames

100%

Cash and investments in accordance with Council's investment policy

100%

FY25 $000

Summary

FY26 $000

4,025 Employment costs

4,454

143 Materials and contracts

178

101 Project costs

101

427 Payments to government

601

1,307 Pensioner subsidy 83 Insurance 1,069 Other

1,367 87 1,179

7,155 Total direct costs

7,967

-7,110 Internal costs and recovery

-7,967

45 Total costs

-0

-400 Investment revenues

-400

-385 User charges and fees

-432

-38 Other revenues

-38

-823 Total revenue

-870

-778 Operating (surplus) / deficit

-870

$000 Project

$000

1 Inventory damaged goods

58

Target 2025-26

1

100 Integrated Planning and Reporting - community engagement projects

100

101 Total

101

28.32 FTE staff

29.32

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Human Resources and Wellbeing Delivery Program strategy: PLG1.5 Create a safe and skilled workforce that delivers quality services that meet Council’s strategic direction and goals

Delivery Program actions: PLG1.5.1 Develop and implement people management strategies to support all groups to deliver community outcomes PLG1.5.2 Provide a safe and healthy environment for staff, contractors and the community

Activity

Description

Provide talent attraction and management services

Provide recruitment services within local government legislative framework and implement initiatives to attract and retain talent

Implement the Health and Wellbeing Plan

Implement initiatives to decrease lost time injury frequency and aspire to a zero-harm workplace. Conduct compliance audits and workplace inspections to focus attention and resources to eliminate risks and hazards

Facilitate improved performance

Provide managers with industrial relations and people management advice to assist the achievement of business outcomes

Foster and strengthen workforce capability

Implement learning and development programs to enhance workplace effectiveness and build leadership capability

Performance measures Average number of days lost to absences (unplanned leave)

Target 2025-26 <7 days

Lost time injury frequency rate

<11%

Percentage of staff retained

>90%

Safety incidents responded to within 24 hours

100%

Employee engagement

>80%

FY25 $000

Summary

FY26 $000

1,873 Employment costs

2,162

199 Project costs

243

12 Insurance

13

28 Other

20

2,112 Total direct costs

2,438

-1,982 Internal costs and recovery

-2,308

130 Total costs

130

-130 Other revenue

-130

-130 Total revenue

-130

0 Operating (surplus) / deficit $000 Project

0 $000

31 Cultural survey

34

38 Recognition scheme expenses

39

130 Workplace health and safety

170

199 Total

243

10.0 FTE staff

10.0 59

The Hills Shire Council

Principal activity - Information Technology and Business System Development

Delivery Program strategy: 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

Delivery Program actions: 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

Activity

Description

Business systems and digital transformations

Provide integrated IT systems and technologies to support council operations that are safe, functional, up to date, and support innovation

Digital transformation and user experience

Improve operational efficiency and user experience through digital transformation and innovation

Information technology resilience

Implement and maintain effective cyber security policy, controls and actions in that align with OLG Cyber Security Guidelines and Australian Cyber Security Centre Essential 8 Maturity Model

Core IT services and device management

Optimise and standardise core IT infrastructure, mobile devices and software version and access to reduce software and hardware footprint

IT governance and change management

Establish IT governance frameworks, policies, and procedures, and foster a culture of system champions with cross-functional collaboration, communication and change management

Performance measures IT projects completed within agreed timeframe

80%

Corporate systems uptime

>97%

IT incidents resolved within agreed timeframe

80%

continued over page

60

Target 2025-26

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Principal activity - Information Technology and Business System Development continued

FY25 $000

Summary

FY26 $000

3,965 Employment costs

4,731

4,168 Materials and contracts

5,233

705 Depreciation

835

277 Project costs

1,371

46 Insurance

48

848 Other

997

10,009 Total direct costs

13,215

-10,009 Internal costs and recovery

-12,129

0 Total costs

1,086

0 Transfer from reserves

-1,086

0 Operating (surplus) / deficit $000 Project

0 $000

202 Business requirement

208

75 IT minor expenses

77

0 Property and rating implementation (CiA)

1,086

277 Total

1,371

26.0 FTE staff

29.0

61

The Hills Shire Council

Principal activity - Property Development and Management Delivery Program strategy: PLG1.6 Maintain a strong financial position to support services and strategies and achieve long-term financial sustainability

Delivery Program actions: PLG1.6.2 Identify potential property related activities such as, development, divestment and acquisition opportunities to generate additional income to support service delivery and improve financial sustainability PLG1.6.3 Manage the property leasing activities for Council’s existing property portfolio to generate net returns to Council PLG1.6.4 Foster public and private investment to deliver major infrastructure to support the growth of the Shire

Activity

Description

Property management and leasing

Oversee the use, maintenance, and financial performance of Council-owned properties, while negotiating and administering leases to support community services, operational needs, and strategic objectives

Property development

Planning, upgrading, or redeveloping Council-owned assets to enhance service delivery, meet future operational needs, and align with strategic infrastructure and community goals

Land acquisition

Strategic purchase of property to support community needs, infrastructure development, and long-term planning objectives

Performance measures Occupancy of investment portfolio buildings

90%

Average condition of Council’s buildings

<2.0

Community buildings available for lease

90%

Increase rental revenue - year on year

4%

FY25 $000

Summary

FY26 $000

1,591 Employment costs

1,662

67 Materials and contracts

69

23 Project costs

352

18 Insurance

19

143 Other

62

Target 2025-26

254

1,842 Total direct costs

2,356

3,005 Internal costs and recovery

2,878

4,847 Total costs

5,234

-1,155 User charges and fees

-1,245

-8,862 Other revenues

-9,928

-10,017 Total revenue

-11,173

0 Transfer from reserves

-329

-5,170 Operating (surplus) / deficit

-6,268

$000 Project

$000

23 Structural reviews, planning drawings and material inspections

23

0 Cadwells Biobanking Management Plan actions

146

0 Sophia Doyle and William Joyce Management Plan actions

143

0 Targeted survey - Porters Road and Cadwells biobank site

17

0 Withers Road BioBanking Management Plan actions

23

23 Total

352

12.0 FTE staff

12.0

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

63

The Hills Shire Council

Statement of revenue policy

As per Integrated Planning and Reporting Requirements, the Statement of Revenue Policy must be included in an Operational Plan. The following information outlines how Council will generate its revenue for the 2025-2026 financial year and the major sources of revenue which fund Council’s operations.

Rate peg Each year the Independent Pricing and Regulatory Tribunal (IPART) sets the rate peg for councils in NSW. The rate peg determines the maximum percentage by which a council can increase its general income in the upcoming financial year, known as the estimated general income yield.

IPART’s rate peg methodology bases the rate peg for each council on several factors:

• • • •

the base cost charge (BCC) for its council group a catchup adjustment for election costs guarantee rate an Emergency Services Levy (ESL) factor if negative and a population factor

The BCC measures the percentage change in a basket of 3 key cost components reflecting councils’ primary expenditure in providing services to their communities. The 3 cost components are:

•

•

•

64

employee costs, which are measured by changes in the Local Government State (NSW) Award (when available) and adjusted for changes in the superannuation guarantee asset costs, which IPART considered, is best measured by the change in the Producer Price Index (PPI) for road and bridge construction.

In the absence of a publicly available forecast for the PPI, IPART applied an adjustment to the Reserve Bank of Australia’s (RBA) forecast change in the Consumer Price Index (CPI) to derive a forecast change in the PPI other operating costs, which are measured by the RBA’s forecast change in the CPI.

General rates General rates are the primary source of income for Council in the 2025-26 financial year. The rates set by Council are established in accordance with the Local Government Act 1993 and the Local Government (General) Regulations 2021.

The 2025-26 rate peg for the Hills Shire Council is 6.2%. The rate peg is comprised of a base cost change of 3.6%, an election cost adjustment of 0.2% and a population factor of 2.5%. The rate peg applies to the total general income and not each rate assessment.

Individual ratepayer rates are affected by other factors, such as land values determined by the Valuer General of NSW, and changes to zoning and planning instruments. Land valuations are currently based on the values as of 1 July 2022 and these are used to rate properties for the 2023-24, 2024-25 and 2025-26 financial years. New valuations as of 1 July 2025 will be provided to calculate ordinary rates in 2026-27.

Council must levy ordinary rates on all rateable land within its local government area, using independent valuations provided by Property NSW on behalf of the NSW Valuer General. The land valuations reflect the unimproved value of the property i.e. excluding the value of any houses, buildings or improvements.

Rating structure Under Sections 497 to 536 of The Act, The Hills Shire Council has adopted a rating structure that generates ordinary rates from a fixed base amount, along with an ad valorem amount which varies based on the land value of a property.

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

is primarily used for accommodation. Additionally, vacant land is considered residential if it is zoned or designated for residential use under an environmental planning instrument.

The base amount enables Council to charge all properties (subject to rating category) a sufficient levy to cover the cost of common services as well as basic administrative costs. It “flattens” out rates across the ratepayers. Under the Act, revenue generated from the base amount cannot exceed 50% of the total income of its respective rating category (Section 500 of Local Government Act 1993).

2. Farmland - base and ad valorem This applies to all rateable properties categorised as farmland within The Hill Shire Council LGA. The land is classified as farmland if it is a single assessment parcel of rateable land where the primary use is farming. Farming must have a significant commercial purpose or character, and it should be conducted for profit on a continuous or repetitive basis.

The ad valorem rate is based on the land value of rateable property which is a measure of wealth and the ratepayer’s ability to pay.

The rating structure is reviewed annually to ensure the equitable distribution of rates to properties through the application of the principles of benefit and ability to pay. Council is closely looking at its rating path and the best way to equitably align its rating structure to service the population growth that is expected. We will continue to explore options that will improve the fair and equitable distribution of rates burden for all our ratepayers.

3. Business - base and ad valorem This applies to all rateable properties categorised as a business The Hill Shire Council LGA. Land is categorised as business if it cannot be categorised as residential of farming or mining.

For 2025-26 Council’s rating policy is as follows:

The Hills Shire Council has 3 rating categories, residential, farmland and business. Each assessment must be categorised according to its dominant or permitted use. Within each category, a fixed base amount and an ad valorem amount are charged, calculated by multiplying the property’s rateable value by a specified percentage.

Council proposes to establish and levy the following ordinary rates for 2025-26:

•

Council will levy ordinary rates on farmland properties up to a maximum of 1% of the total permissible ordinary rate income

•

Council will levy ordinary rates on business properties up to a minimum of 10% of the total permissible ordinary rate income

•

the remaining permissible income will be derived from residential properties, with the residential base amount set at no less than 45% of the total permissible ordinary residential rate income.

1. Residential - base and ad valorem This policy applies to all rateable properties classified as residential within The Hills Shire Council LGA. A parcel of land is categorised as residential if it is valued as a single assessment and Proposed 2025-26 Rating Structure - Increase 6.2% Category

Number

Rateable

Ad Valorem

% of

Base

Income

%

Income

%

Estimated

Average

of Asse-

Value

Rates in

Total

Amount

from Base

Income

from Ad

Income

General

Rate

ssments

$

$

Rateable

$

$

from

Valorem

from Ad

Income

$

Base

$

Valorem

Yield $

Value Residential

73,574

76,529,718,234

0.00062800

92.99%

641.62

47,206,550

49.55%

48,060,663

50.45%

95,267,213

1,295

Business

4,352

5,257,667,504

0.00171282

6.39%

447.31

1,946,693

17.77%

9,005,438

82.23%

10,952,131

2,517

Farmland

146

512,238,000

0.00026135

0.62%

558.97

81,610

37.87%

133,873

62.13%

215,483

1,476

Total

78,072

82,299,623,738

2025-26 proposed rates Ad Valorem rates in $ Residential

0.00062800

100.00%

49,234,853

57,199,975

2025-26 estimated general income yield

Estimated general income yield per category

Notional Income

$100,220,814

Residential

89.51%

$95,267,213

$6,213,690

Business

10.29%

$10,952,131

$1,067

Farmland

0.20%

$215,483

100%

$106,434,827

Base amount $641.62

106,434,827

Business

0.00171282

$447.31

Rate Peg Increase

Farmland

0.00026135

$558.97

Catch-up entitlement

6.2%

$106,435,572

65

The Hills Shire Council

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The Hills Shire Council (THSC) does not give any guarantees concerning the accuracy, completeness or currency of its spatial and textual information held in or generated from its database. THSC therefore takes no responsibility for errors, omissions or inaccuracies on information found or provided.

Base cadastre copyright remains the property of Land and Property Management Authority NSW (LPMA). Year 2008 contour copyright remains the property of Department of Environment and Climate Change (DECC). Year 2011, 2017, 2019 & 2020 contour based on raw LiDar data from NSW Spatial Services.

2011 Aerial Photography and Cadastre modifications including Council generated data is subject to THSC copyright. Copyright of 2012 Aerial Imagery is with Vekta Pty Ltd (Vekta). Sinclair Knigh. Merz supplier of 2014 Aerial and Near Infrared Imagery. Copyright of 2016 & 2018 Aerial Imagery is with Jacobs Group (Australia).

NearMap April 2021 Imagery © NearMap. Copyright of Oct 2021 Aerial Imagery is with Aerometrex.

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Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Rating of subdivided/consolidated land

The Hills Shire Council will contribute 45% of this

Once a subdivision or consolidation plan is

rebate. Remaining 55% is reimbursed by the NSW

registered with the Register General and

Government.

supplementary valuations have been provided by the Valuer General, Council can levy rates and charges on a pro-rata basis starting from the registration date of the plan. Council will also adjust the rates and charges that were applied to the land prior to the plan’s registration.

If rates and charges have been paid in advance any credit amount will be refunded to the current landowner. Any unpaid rates and charges will be divided among the new parcels of land in the registered plan.

Aggregation of values of rateable land subject to rates containing base amounts or minimum rates

A pensioner rebate will be granted to eligible pensioners in proportion to the number of full quarters remaining in the financial year after application. Pensioner rebates will cease on the last day of a quarter after the date the pensioner rebate no longer applies e.g. sale of property or change of circumstances.

Council will grant a pensioner rebate for the current financial year and previous financial year only. No further concession will be available.

War widows rebate This voluntary rebate by The Hills Shire Council will grant up to a maximum of $125.00 per applicant

Council may add together the unit entitlements to a

even though they are not eligible for a rebate under

maximum of 2 car space lots and 1 storage lot, for a

The Local Government Act. The Hills Shire Council

Residential or Business categorised strata lot.

will contribute 100% of this rebate.

In accordance with section 548A of the Act, subject

Stormwater management service charge

to the limitations below. Council will aggregate on

The stormwater management service charge is

request from the owner:

levied under Section 496A of the Local Government

1.

Act,1993. Rateable properties are charged under

where the strata lots are used in conjunction with the unit, by the occupier of the unit

2.

the ownership of each strata lot noted on the certificate of title is exactly the same for each

3.

4.

the stormwater management service charge guidelines issued by the Office of Local Government under section 23A of the Local Government Act

strata lot

1993.

all lots are within the same strata plan, or strata

The annual stormwater management service charge

scheme, or the strata plan notes that the lots

provides funds to managing the quantity and quality

are used in conjunction

of stormwater run-off from the Hills Shire Council

the strata lots are not leased out separately.

catchment area with the aim of:

Applications for aggregation must be made in

•

writing Approved aggregations will come into effect from the start of the next quarter following receipt of the application and allow the issue of one rate

impacts on aquatic ecosystems

• •

notice on the aggregated values.

Pensioner concession The Hills Shire Council will provide eligible

minimising stormwater, litter and other pollution minimising flooding impacts utilising stormwater as a water resource for re-use

•

the restoration or rehabilitation of creeks and other waterways

pensioners with a rebate on combined rates and

It is proposed to levy the full stormwater charge,

domestic waste charges up to a maximum of

for 2025-2026, as set out in accordance with the

$250.00 in accordance with The Local Government

Local Government (General) Regulations (2021) as

Act, 1993 Section 575. Rebates will vary dependent

follows:

on the jointly liable eligible pensioners occupying the property.

67

The Hills Shire Council

Stormwater management levy type Land categorised as residential

Proposed charge $25.00 per rateable property

Strata lots categorised as residential

$12.50 per unit

Land categorised as business

$25.00 per 350 square metres of land

Strata lots categorised as business

the relevant proportion of the maximum annual charge that would apply to the land subject to the strata scheme if it were a parcel of land subject to business stormwater management charge, subject to a minimum charge of $5.00

The Stormwater Management Service Charge

Section 611 charges

will raise an estimated yield of $1.8 million in

Section 611 of the Local Government Act, 1993

2025-2026.

permits Council to charge persons who benefit

The Storm Water Management Charge was introduced in the 2006-2007 financial year and the prescribed charge has remained unchanged, with no scope for adjustments in line with inflation or

public land. Council has commercial arrangements captured under this provision and will continue to charge these in the 2025-2026 financial year

any other costs. Funds raised are forecast to only

Fees and charges

increase in line with the growth in the number of

The proposed fees and charges for 2025-2026 is

new assessments.

a separate document in the Hills Shire Plan. Non

Waste management charge Domestic Waste Management Services are provided on a full cost recovery basis. Costs are determined by contractor charges, tipping levy,

statutory fees and user charges are determined by applying Council’s adopted pricing principles outlined in the Financial Charter Policy and based on applying user pays principles.

Council costs and overheads necessary to manage

When arriving at the fee, Council assesses the

the service.

cost of providing the service, whether the goods or

The tipping charge is compulsory under Section 88 of the Protection of the Environment Operations (POEO) Act 1997 and requires licensed waste

service are provided on a commercial basis, usage of facilities and applying competitive neutrality principles.

facilities to pay to the government a levy on all

Statutory fees and charges are driven and set by

waste received at the facility. The levy aims to

legislation and Council has very limited opportunity

reduce the amount of waste being disposed of,

to recover the full cost of its services.

and to promote recycling and resource recovery.

The cost of the levy is transferred from the landfill operator to councils and other landfill users, and is reviewed each year.

The Domestic Waste Management Service Charge for 2025-2026 is levied under Section 496(1) of the Local Government Act 1993 and the standard service charge has been set at $605 per service, per annum.

See domestic waste fees in the Fees and Charges document (p56)

68

from having private facilities on, above or under

For FY 25-26, generally the fee has been increased in line with IPART’s Rate Peg. For future years, it is assumed that fees will rise, with CPI projections.

The fees set assist with setting the operating revenue budgets for the business units.

Operational Plan 2025-26 | Hills Shire Plan 2025-2029

Glossary Action a resourced critical project or action that will

DIAP Disability Inclusion Action Plan - identifies

be completed in a 1-2 year timeframe. Actions form

strategies and actions to help make The Hills Shire

part of the annual Operational Plan.

more accessible and inclusive as required by the

Ad valorem the method of calculating the amount

Disability Inclusion Act 2014 (NSW).

payable by multiplying the value of the land by a

EEO Equal Employment Opportunity is the

rate in the dollar.

principle that everyone should have equal access to

Capital budget Council’s planned expenditure on

employment opportunities based on merit.

purchase, sale or construction of items that will

Integrated Planning and Reporting Legislation

provide benefits in future years.

and Framework (IP&R) the IPR framework for

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

Local Government was introduced in 2009 as an amendment to the Local Government Act 1993.

The IP&R framework consists of a hierarchy of

Capital works projects to either renew, upgrade, or

documents including a long-term Community

construct assets owned by The Hills Shire community.

Strategic Plan, a Community Engagement Strategy,

Civil assets includes roads, drainage systems,

a Resource Strategy, a Delivery Program, and an

bridges, traffic facilities, footpaths, cycleways, signs

Operational Plan for each elected Council term. The

and street furniture.

IP&R framework was developed to assist councils

Community Strategic Plan identifies the long-term aspirations our community want to see delivered

to improve their long term community, financial and asset planning.

in The Hills Shire over the next 20 years. The ‘big

LEP Local Environment Plan shows the different

picture’ plan for the Shire.

development zones indicating where different types

Community outcomes are high level objectives

of development can occur within the Shire.

or aspirations of the community for the future of

LSPS Local Strategic Planning Statement sets

our Shire – the things that define more specifically

out the 20-year vision for land use in The Hills

what the long-term vision for our Shire will look like.

Shire Local Government Area (LGA). The LSPS

The outcomes are established by the community,

recognises the special characteristics which

through community engagement and feedback on

contribute to The Hills Shire’s local identity and how

their aspirations for the future of the Shire.

growth and change will be managed in the future.

Community Engagement Strategy outlines how

LTFP the purpose of the Long-Term Financial Plan

Council plans to and maintains regular engagement

is to express in financial terms the activities that

and discussions with its community and partners.

Council proposes to undertake over the medium

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. Delivery Program a strategic document with a minimum 4-year outlook, which outlines the key

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.

strategies the organisation will undertake to achieve the desired outcomes in the Community Strategic Plan.

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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.