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.