TOWARDS HILLS
2050 RESOURCING STRATEGY 2025-2035
Aerial view of local roads
The Hills Shire Council
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37
Long Term Financial Plan
Workforce Strategy
Contents
53 Asset Management Strategy
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Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
How to read
this part of the plan 10 Year Resourcing Strategy The Community Strategic Plan can only be
community’s goals in terms of time, money, assets,
achieved with sufficient resources. Council’s
and people over the long term. The Resourcing
Resourcing Strategy supports the Community
Strategy is reviewed every 4 years. It incorporates
Strategic Plan, Delivery Program and Operational
long term financial planning, workforce management
Plan by detailing how Council can help achieve the
planning and asset management planning.
Overview of the sub-strategies The Resourcing Strategy contains 3 sub-strategies.
10 year Long Term Financial Plan
4 year Workforce Strategy
10 year Asset Management Plan
Provides a decision-making tool
Provides a strategic and
Defines the requirements for our
that allows various assumptions
integrated approach to enable
assets to achieve the objectives
and sensitivity analysis to be
Council to better plan for and
of our Asset Management Policy
carried out, which will indicate
develop the workforce capabilities
and Asset Management Strategy.
the ability of Council to deliver
needed for the future and to
It contains information regarding
cost-effective services to our
achieve the medium to long term
the state of our current assets,
community into the future,
strategies outlined in the CSP.
how assets align to the services
within a framework of financial
This strategy sets out the level of
Council provides, life cycle
sustainability.
resources, capabilities and skills
management principles and how
required by Council’s workforce
they are applied, outcomes of
needed to achieve Council’s
life cycle modelling and required
actions.
forward funding allocations, asset category risk analysis outcomes.
These documents are based on our current levels of service At The Hills Shire Council, we’re dedicated to best practice financial management and long-term financial sustainability to achieve intergenerational equity. Council has developed this plan on behalf of the Hills Shire community and would like to express gratitude to the residents, community groups, businesses, and government representatives who contributed their insights. This Resourcing Strategy has been prepared in accordance with Section 403 of the Local Government Act 1993.
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The Hills Shire Council
Integrated planning and reporting framework The Resourcing Strategy outlines the resource considerations for the activities and actions specified in the Delivery Program and Operations Plan. Financial planning supports the delivery and realisation of Council’s vision, as set out in the Community Strategic Plan, while ensuring Council’s continued financial sustainability. The diagram below shows the relationship between Council’s plans and resourcing strategies.
State plans and strategies JO statement of strategic regional priorities plan
Relevant regional plans and priorities
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
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Resourcing Strategy
TOWARDS HILLS
2050
LONG TERM FINANCIAL PLAN
Bella Vista Farm Park
The Hills Shire Council
Contents
6
Introduction
07
Financial charter policy
08
Who are we
10
Economic profile
11
Challenges
14
Current financial position
16
Budget FY25-26
18
Council’s cash reserves
22
Sensitivity analysis
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Methods of monitoring
27
10 year long-term financial projections
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Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Introduction Most communities share similar aspirations: to be a great place to live, work and play, with the provision of essential infrastructure and services and job opportunities. Purpose of the Long Term Financial Plan The Integrated Planning and Reporting (IP&R) framework recognises that most communities share similar aspirations: to be a great place to live, work and play, with the provision of essential infrastructure and services and job opportunities. This IP&R framework allows Council to draw their various plans together, understand how they interact and maximise their efforts by planning holistically for the future. The Long Term Financial Plan (LTFP) is an integral
• sensitivity analysis highlighting factors/ assumptions most likely to affect the plan
• financial modelling for different scenarios • methods of monitoring financial performance. The LTFP is continually monitored and updated annually as part of Council’s commitment to delivering the aspirations outlined in the Towards Hills 2050 Community Strategic Plan. This plan is publicly exhibited for at least 28 days and any submissions received are considered before it is adopted by Council.
part of Council’s Resourcing Strategy. It supports the achievement of Council’s goals as identified in the Community Strategic Plan, Delivery Program and Operational Plan. This plan sets out what resources will be needed, ie time, people, assets and money to deliver essential services and infrastructure to the community. This LTFP works with the Workforce Management Strategy and Asset Management Strategy. Together these plans represent Council’s resource response to the Community Strategic Plan, Towards Hills 2050.
What is the Long Term Financial Plan? Every Council in NSW must prepare and adopt a 10 year Long Term Financial Plan. This plan serves as a tool for informing decision making and forecasting Council’s future financial position. It is not intended
Principles of sound financial management Under the Local Government Act 1993 Section 8B, councils must apply the following principles of sound financial management:
Responsible and sustainable spending Councils should ensure their spending is responsible and sustainable, aligning general revenue and expenses.
Investment in infrastructure Councils should invest in infrastructure that is responsible and sustainable, benefiting the local community.
Effective financial and asset management
also allows Council to identify financial issues at an
Councils must have effective financial and asset management practices. This includes sound policies and processes for performance management and reporting, asset maintenance and enhancement, funding decisions and risk management.
early stage and assess their long term impacts.
Intergenerational equity
to be rigid; instead, it acts as a guide for future actions. The modelling involved in this plan aims to help Council to mitigate any future financial risks and ensure prudent long term financial planning. It
The key elements of an LTFP include:
• projected income and expenditure, balance sheet and cash flow statement
• the planning assumptions used to develop the plan
Councils should consider intergenerational equity in their policy decisions. This involves evaluating the financial impact of decisions on future generations and ensuring the current generation bears the costs of services.
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The Hills Shire Council
Financial charter policy
To support sound financial management principles, this Council has adopted a Financial Charter Policy. The purpose of this charter is to outline the key financial objectives that align with the legislative requirements prescribed in Section 8B of the Local Government Act 1993. These objectives will ensure best-practice financial management, promote long-term financial sustainability and guide the development of Council’s Budget and Long Term Financial Plan.
1. Operational surplus
3. New or increased services
It is a high priority to budget for an operational
When new or increased service levels are
surplus before capital grants and contributions.
required, Council will seek new and additional
This ensures that total operating revenue for each
revenue sources beyond the current revenue
year is sufficient to cover:
structures. If no new revenue sources are
• total operating expenses (including
available, reductions or cuts to existing programs
depreciation)
• the provision in that year for repayment of principal on loans
• the proposed provisions in that year for transfers to reserves for future expenditure. Council will maintain a level of available equity
4. Cost recovery Council aims to recover the costs of providing its services whenever possible to ensure continued service provision to the community while maintaining financial sustainability.
to manage unexpected contingencies, such
• for services with a clear private benefit (private
as natural disasters and unanticipated legal
goods), full cost recovery will be pursued. If the
challenges.
activity is commercial, the goal will be greater
2. Capital expenditure
• priority will be given to capital expenditure on asset renewal over new capital projects to maintain existing infrastructure at expected service levels
• capital expenditure project proposals must include lifecycle cost evaluations that encompass construction, maintenance,
than full cost recovery
• for services that are public goods providing broad community benefits, zero cost recovery will be pursued
• for services that offer both private and broad community benefits (shared goods), the percentage of cost recovery will take community service obligations into account.
operations, and transfers to reserves for
5. Property development
replacement
When income is generated from property
• any new capital expenditure projects should
development activities, 50% of that income will
identify the source of funding and align project
be set aside in the land development reserve for
delivery with the timing of fund receipts
future development activities.
• borrowing for new capital projects will only be considered if a continuous income source can be identified to service the debt.
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and services will be necessary.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
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The Hills Shire Council
Who are we?
The Hills has a population of around 218,000 and 77,493 rateable properties. Council is responsible for providing a range of services, both regulated and discretionary to meet the community’s expectations and responsibly manage more than $5.9 billion worth of community assets (including investment properties). When preparing the Long-Term Financial Plan, many factors are taken into consideration and a vast array of research and statistics are analysed to forecast the likely revenue that will be available to meet the community’s long-term objectives.
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Suburbs
386KM2 Area
5.38
Persons per hectare - average density (2023)
77,493
Rateable properties
74,776
Dwellings 2025
$5.9billion
218,264
Population 2025 50.7% females 49.3% males (2021)
326,725
Population by 2046
in community assets (including investment properties) data source: forecast.id
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Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Economic profile
Forecast population
Level of local economic growth The estimated gross regional product (GRP) of The
year ending 30 June
Hills Shire for 2022-23 is $14.86 billion, accounting
49.69%
for 2.02% of New South Wales’ gross state product (GSP).
change 2025-46
This economic profile of The Hills Shire provides insights into the area’s role in the broader economy, identifies opportunities for economic development, and highlights the region’s strengths. The
218,264
223,903
263,136
315,891
326,725
2025
2026
2034
2044
2046
information presented is sourced from the Australian Bureau of Statistics and leading economic modellers in Australia (NEIR). The most recent data from each series can be found at Economy.id.
Population growth The Hills Shire LGA population growth is detailed
Source: Population and household forecasts, 2025 to 2046, prepared by .id (informed decisions), November 2024
right. Should the population grow faster than this rate, both service levels and rating income will be
Largest industry by employment
impacted.
Health care & social assistance
These increases have been taken into consideration when forecasting developer contribution income and expenditure, and any change in population growth will affect the planned capital expenditure provisions.
116,774 people living in The Hills Shire in 2023 were employed Local businesses
Jobs
24,755
88,518
in 2023
in 2023-24
Gross regional product $millions year ending 30 June
14,860
14,005
13,504
13,251
13,636
13,330
12,763
11,839
11,054
10,580
10,146
9,814
9,599
9,433
9,182
9,089
8,959
8,831
8,837
8,776
8,638
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023
Source: National Institute of Economic and Industry Research (NIEIR) ©2024. ©2023 Compiled and presented in economy.id by .id (informed decisions)
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The Hills Shire Council
Employment by industry type
Resident workers individual income, 2021 all industries - resident
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Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
The socio-economic indexes for areas The Index of Relative Socio-Economic Disadvantage, produced by the Australian Bureau of Statistics (ABS), is designed so that relatively disadvantaged areas (such as those with many lowincome earners) have lower index values. This index is derived from various attributes, including low income, low educational attainment, high unemployment, and jobs in relatively unskilled occupations. It reflects overall disadvantage rather than measuring specific aspects, such as Indigenous status or marital separation/divorce. A higher index value on the IRSED indicates that
The Hills Shire’s small areas and benchmark areas Area
2021 index
Percentile
West Pennant Hills
1119.1
100
Glenhaven
1118.6
99
Bella Vista
1116.2
99
Gables
1115.7
99
Beaumont Hills
1110.9
99
North Kellyville
1106.6
98
Central Ward
1106.4
98
Box Hill
1104.0
97
Kenthurst
1103.0
97
Kellyville
1101.2
97
an area is less disadvantaged compared to other
North Ward
1100.0
97
regions. For instance, an area with an index value
The Hills Shire
1098.1
96
of 1200 is considered less disadvantaged than one
East Ward
1093.8
95
with an index of 900 (Australian Bureau of Statistics,
West Ward
1092.5
95
2006, Socio-Economic Indexes for Areas (SEIFA
Rouse Hill
1090.3
94
2006), cat. no. 2033.0.55.001).
Castle Hill
1090.2
94
The chart on the following page illustrates the
Dural - Middle Dural
1089.2
94
distribution of the SEIFA in The Hills Shire Council
Annangrove - Nelson Maraylya
1086.8
93
areas. In 2021, the average index for all areas in The Hills was 1,098. This compares to 967.3 for
Baulkham Hills
1084.8
92
the Greater Western Sydney Region, 991 for the
North Rocks
1084.5
92
Penrith City Council area, 1,029.5 for the City of
Norwest
1084.2
92
Parramatta, 987.3 for Blacktown City Council and
Rural North
1081.7
91
1,082.2for Hornsby Shire. Source: Australian Bureau of Statistics, Census of Population and Housing 2021
Greater Sydney
1010.0
48
Australia
1001.2
42
New South Wales
1000.0
42
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The Hills Shire Council
Challenges Council’s Community Strategic Plan, Towards Hills 2050, highlights the challenges and opportunities facing our local government area. Some of the significant challenges are listed below. Population growth
could only charge developers a fixed rate per lot
One of the key challenges is population growth.
or dwelling within specific precincts. In 2013, the
This growth will significantly impact Council’s
government also introduced the Local Infrastructure
future finances. The Hills is set to experience a
Growth Scheme (LIGS) to cover the gap between
period of unprecedented growth, which will lead
these capped contribution rates and the actual costs
to a rising demand for infrastructure and services
of delivering infrastructure in the precincts. This cap
while putting a strain on our existing resources.
was lifted on 1 January 2021.
This situation also presents an opportunity for Council. To effectively accommodate this growth, we must plan for future local transport, services and places, as well as shape development that is sustainable, and aligns with the interests of the community. Council will continue to collaborate with the NSW government to ensure that investments in new schools, upgrades to major roads, and improvements to public transport infrastructure benefit our local area. Over the coming decades, the overall composition of our community will also change. This shift in demographics will require adjustments in the types of services to be provided by Council. A balanced approach will be essential in managing these evolving priorities. Additionally, we will need to manage community expectations, particularly for residents living in established areas compared to those in new development zones.
Developer contributions funding The Environmental Planning & Assessment Act allows councils to prepare Developer Contribution Plans to levy developers to provide public amenities such as open space, roads, bridges, footpaths, stormwater and more. Council currently has 13 contribution plans in place. When developer contributions are received, they must be recorded as revenue and held until the funds are used. The NSW Government placed a ‘cap’ on developer contributions until 2020, which meant that councils
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While Council received all gap funding from LIGS relating to Contributions Plan No.12 – Balmoral Road Release Area (CP12) and Contributions Plan No.13 – North Kellyville Precinct (CP13), it only received partial funding relating to Contributions Plan No.15 – Box Hill Precinct (CP15). Council did not receive gap funding for all capped consents issued before October 2019 under the CP15 plan. Council revised CP15 which was submitted to IPART for review in April 2023. This review was finalised in April 2024. In July 2024, the Minister for Planning and Public Places provided advice indicating that, although IPART recommended allocating 29% of the funding gap to the remaining 29% of the development, the Minister’s Delegate concluded that none of the gap could be allocated to remaining development. This decision was based on the assessment that the remaining development does not generate demand sufficient to cover more than 29% of the total infrastructure costs. As a result, there is a shortfall of approximately $182 million (in present value terms as of June 30, 2023) in CP15. Accordingly, Council has no choice but to consider delaying certain infrastructure in Box Hill or seek funding from other sources such as general rates revenue or grants. Council initiated an immediate review to update CP15 to include indexation for FY23-24 and to account for changes in circumstances such as the need for additional land, actual increases in
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
construction costs, and revised yield outcomes. This
Some fees are set by statute which is outside of
review significantly increased the funding gap to
Council’s control. These fees have never been
more than $207 million.
reviewed with the increases in costs. They have
Furthermore, the approved dwellings are only subject to the old contribution rate that was in effect at the time of their approval (with some rates capped at $30,000), rather than the current rate. More dwellings than initially forecast in the CP 15 have already been approved at these outdated
either not been indexed or changed for long periods. In addition, the stormwater management charge which was introduced in 2006-2007 has not been indexed at all. These costs have become substantial and have escalated significantly over time.
Some other challenges include:
rates, due to delays in the assessment process.
• managing land acquisition liabilities created
This situation further exacerbates the funding gap.
by the contribution plans in the new release
Rising costs
areas. Under the current legislation, councils
Given the current and anticipated inflationary market conditions, it is challenging for Council to achieve significant efficiencies. Various costs that impact Council are largely beyond its control. These costs
are required to acquire land listed under the contribution plans even though no contributions have been received from the developers
• adverse weather conditions can lead to the
include, but are not limited to, the Emergency
deterioration of assets, resulting in infrastructure
Services Levy, street lighting, planning and
backlogs
regulatory fees, election expenses, Valuer General
• ability to find skilled workers, particularly
fees, the Sydney Regional Development Levy, utility
planners, engineers, civil and parks maintenance
costs, and partially subsidised pensioner rebates.
staff as well as learn-to-swim instructors and
Additionally, Council faces audit fees payable to the
lifeguards
NSW Auditor General, insurance premiums, cyber security expenses, and more. Challenges such as supply chain issues, shortages
• the NSW Government has recently more than doubled Council’s housing completion target over the next 5 years.
of contractors, and global economic factors also significantly affect councils. The impact of natural disasters, including floods and heavy rainfall as well as bushfires, compounds these challenges.
‘Rate peg’ Council operates under a model where IPART sets a ‘rate peg’ which dictates the maximum percentage by which a council can increase its rates income for that year. As Council’s rate income is capped, Council must ensure best-practice financial management to control operating expenditures and continuously seek efficiencies. This disciplined approach enables Council to allocate sufficient funds for renewing its existing assets and planning for future commitments.
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The Hills Shire Council
Current financial position Under the Local Government Act 1993 and Local Government (General ) regulation 2021, Council is required to establish and maintain a system of budgetary control and Council’s income and expenditure needs to be monitored each month. During the year, as required by the Local
non-cash decrease of $43 million from the previous
Government (General) Regulation 2021, the
financial year primarily due to a reduction of $33
adopted income and expenditure are reviewed
million in the fair value of investment properties in
against the actual income and expenditure. Any
2023-2024. These valuations vary from year to year
variations are reported to Council every quarter.
and accounting standards require these non-cash
However this Council, unlike many others, reports
accounting entries to be recognised in the income
variations every month.
statement as income or expense depending on the
Monthly budget reviews and reports provide valuable insights into Council’s progress and
The financial statements include mandatory
performance. This valuable up-to-date information
disclosures of performance ratios within the
can identify and address potential problems, risks or
statement of performance measurement (financial
gaps, allowing for informed decision making. It also
performance) and the report on infrastructure
ensures that the plan is realistic, timely, accurate
assets (asset performance). The ratios include
and aligned with Council’s goals and priorities.
performance measures and benchmarks mandated
The Hills Shire Council continues to maintain a
by the Office of Local Government (OLG).
strong, stable financial position and is debt-free. It is
In FY 2023-2024, the following financial and asset
regarded as a top-tier council and is one of the most
performance ratios exceeded industry standards,
well-managed local government areas in Australia.
with the exception of own source operating revenue
This reputation is primarily due to the application
and rates and annual charges outstanding:
of sound financial management principles by both past and present councils and adherence to the financial charter. Council ensures that spending is responsible and sustainable, implements strict budgetary control at all operational levels, and invests in infrastructure for the benefit of the local community. In the most recent audited financial statements as of 30 June 2024, Council achieved an operating surplus of $162.6 million which includes capital grants and contributions. Of this, capital grants and contributions accounted for $154.6 million. These are mainly related to Section 7.11 and 7.12 developer contributions, subdivider dedications, non-cash contributions and other grants related to the delivery of capital expenditure such as Accelerated Infrastructure Grant, the Regional and Local Roads Repair Program (RLRRP) and State Voluntary Planning Agreement Program.
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revaluation movement from the prior year.
1.
Operating performance ratio
2.
Unrestricted current ratio
3.
Debt service cover ratio
4.
Cash expense cover ratio
5.
Buildings and infrastructure renewals ratio
6.
Infrastructure backlog ratio
7.
Asset maintenance ratio
8.
Costs to bring assets to agreed service level
The own-source operating revenue ratio measures how much a Council relies on external funding sources like grants and contributions. Given the rapid growth that this Council is experiencing and will continue to see in the future, this ratio is not meaningful. This is because the amount of income received from local infrastructure developer contributions, and voluntary planning agreements in addition to the non-cash subdivider dedications will continue to be significant over the next 10 to 20 years. Consequently, Council is unlikely
When capital income amounts are excluded, the
to meet the 60% benchmark set by the Office of
operating surplus is $8.0 million. This represents a
Local Government (OLG). If these amounts were
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
excluded, the ratio would exceed this benchmark,
which is above the maximum benchmark of 5%.
reaching 82.93%.
Although Council staff have been working towards the recovery of these outstanding amounts such
The rates and annual charges outstanding
as contacting customers, setting up payment plans
percentage assesses the impact of uncollected
and sending reminder notices, this trend highlights
rates and annual charges on liquidity as well as the adequacy of recovery efforts. The outstanding percentage has increased from 5.49% ($6.95 million) to 6.41% ($8.74 million) in FY 23-24,
the cost-of-living pressures facing both residents and business owners. Council staff will continue their recovery efforts and it is expected that this situation will improve over the next financial year.
The data below is as per our previous Financial Statements:
24.7%
26.2%
7.5%
Valuing our surroundings
$220.9M
Proactive leadership Delivering and maintaining infrastructure Shaping growth
19.0%
22.7%
Building a vibrant community and prosperous economy
5.2%
Council’s sources of revenue
6.8% 8.1%
Total operating expenditure 2023-24
Total income 2023-24
40.3%
$383.5M
6.0%
Rates and annual charges Grants and contributions - capital Grants and contributions - operating User fees and charges
33.6%
Interest and investment revenue Other revenue
Finance outcomes Category name
2019-20 ($M)
2020-21 ($M)
2021-22 ($M)
2022-23 ($M)
2023-24 ($M)
Operating surplus
$173.3
$112.6
$207.7
$226.5
$162.6
Operating revenue
$318.7
$294.7
$364.4
$394.2
$383.5
Operating expenditure
$145.4
$182.0
$156.7
$167.7
$220.9
Cash & investments
$432.0
$471.5
$423.0
$477.0
$548.6
Other current assets
$27.8
$27.0
$30.0
$36.6
$38.7
Non current assets
$3,725.5
$3,826.7
$4,176.6
$5,766.5
$5,889.4
Total liabilities
$67.5
$116.0
$152.1
$144.3
$166.3
Net assets/equity
$4,117.8
$4,209.2
$4,477.0
$6,135.7
$6,310.4
(includes non-current cash)
(excludes cash)
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The Hills Shire Council
Budget FY 25-26
and future forward estimates In planning for the financial year 2025-26, and
Council must levy ordinary rates on all rateable
beyond, we have applied the principles of sound
land within its local government area, based on
financial management including the financial
independent valuations provided by Property NSW
objectives contained in the financial charter. We’ve
on behalf of the NSW Valuer General. These land
also considered the various plans and policies
valuations reflect the unimproved value of the
that impact Council’s finances. The long-term
property i.e. excluding the value of any house or
financial plan continues Council’s commitment to
buildings or improvements.
maintaining strict control over its financial position and performance. This achievement has been continually demonstrated through strong operating results for more than 23 years.
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 examining its
A detailed breakdown of Council’s FY 25-26 Budget
rating approach to effectively address the population
is provided in Council’s Operational Plan. This plan
growth that is expected. We will continue to explore
forms the basis of the future financial projections
options to enhance the fair and equitable distribution
in the Long Term Financial Plan (LTFP). The
of the rates burden for all our ratepayers.
underlying financial summaries in this LTFP are designed to represent the most likely scenario, that is ‘business as usual’, and is known as the draft model. A separate sensitivity analysis has also been included to demonstrate the changes that could affect future projections.
Each year, Councils’ ordinary rates income is increased by a ‘rate peg’ set by the Independent Pricing and Assessment Tribunal (IPART), as delegated by the Minister for Local Government and following the Local Government Act, 1993, and the Local Government (General) Regulations 2021. This
We have made assumptions on factors that are
rate peg represents the maximum amount by which
beyond our control, such as consumer price index/
a council can raise income from rates.
inflation, local government award salary and wage increases, as well as other relevant indices gathered from Deloitte’s Access Economics. This has assisted us in the preparation of the LTFP.
Rates income Rates income is the main source of revenue for Council for the 2025-26 financial year, contributing to 44 % of the total recurrent income (based on the management format of the budget). Under Sections 497 to 536 of The Act, The Hills Shire Council has established a rating structure that generates ordinary rates through a combination of a fixed base amount and an ad valorem amount. The fixed base amount allows 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. This approach helps to “flatten” rates across different ratepayers.
For FY 25-26, the rate peg has been determined to be 6.2%. For future years, the rate peg will be estimated by considering, at a minimum, wage increases along with factors such as inflation and anticipated population growth. Further details on Council’s rating categorisation, rating structure, pensioner concessions, and war widow rebates can be found in the statement of revenue policy included in the operational plan.
Domestic waste management charge The Local Government Act 1993, requires domestic waste to be a full cost recovery service. This means that all costs associated with the administration, collection, recycling, disposal, treatment and community education can be recovered from residential ratepayers. Section 504 (3) of the Local Government Act 1993 states that income generated from charges for domestic waste management must
The ad valorem rate is based on the land value of
not exceed the reasonable cost of providing these
rateable property which is a measure of wealth and
services.
the ratepayer’s ability to pay.
For the 2025-2026 financial year, the total costs are estimated to be $47.7 million, and it is proposed
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Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
that the Waste Management Charge will be set
Interest and investment revenue
at $605 for a standard service. Projections for
Interest earned from investments will depend on the
future financial years are based on estimated
total amount of cash held by Council, interest rates
population growth and increases in costs primarily
and the timing of cash receipts and expenditures.
in line with inflation. Adjustments have also been
Council invests funds according to the most recent
made for known contract variables and expected
Ministerial Order issued by the NSW Minister
changes to the Waste Tipping Charge. This tipping
for Local Government. As per Council’s adopted
charge, mandated by Section 88 of the Protection
Investment Policy, investments must be made
of the Environment Operations (POEO) Act 1997,
in a way that protects the investment portfolio.
requires licensed waste facilities to pay a levy to the
This includes managing credit risk and interest
government for all waste received at their facilities.
rate exposure within identified thresholds and
Stormwater management service charge
parameters to ensure the best financial outcome for
The stormwater management service charge is
ratepayers and the community.
levied under Section 496A of the Local Government
This plan utilises information such as the current
Act 1993.
portfolio rate as well as information from Deloitte
The charges remain at $25 per residential property,
Access Economics to determine future projections
$12.50 per residential strata unit, and a pro-rata rate
for interest on investments based on forecast cash
of $25 for every 350m or part thereof for business
balances over the life of the plan.
properties.
Other revenue
2
The annual stormwater management charge provides funds to manage the quantity and quality of the stormwater network. Council collects approximately $1.8 million each year to improve its stormwater networks. For 2025-2026 and beyond, income is based on the number of assessments with projected population growth.
User charges and fees Non-statutory user charges and fees are determined by applying Council’s adopted pricing principles outlined in the Financial Charter Policy and based on applying user-pays principles. These charges are determined annually, published in the fees and charges section and incorporated into the annual operating budget.
Other revenue mainly comprises income from regulatory functions, and bus shelter advertising, which is driven by activity and determined by fixed contracts. It also includes property leases which have fixed increases based on the lease agreements. Future projections for other revenue are based on anticipated increases in the Consumer Price Index (CPI).
Grants and contributions - operating and capital Council received grant funding for recurrent operations and capital expenditure from federal and state government agencies. Most of the operating and capital grants are received to fund specific programs, services or projects. This plan incorporates known committed grants and
When setting the fees, Council assesses the cost of
a conservative allowance for capital grants and
providing the service, whether the goods or service
contributions is assumed for future years. Future
are offered on a commercial basis, takes into
operating grants are based on current levels being
account the usage of facilities and applies principles
maintained with CPI increases.
of competitive neutrality.
One of the significant operating grants received
Statutory fees and charges are driven and set by
is the Financial Assistance Grant (FAG) from the
legislation which limits Council’s ability to recover
federal government. This general purpose grant is
the full cost of its services.
paid to councils under the Commonwealth Local
For FY 25-26, fees have generally been increased
(Financial Assistance) Act 1995. The allocation
in line with the Rate Peg from IPART. For future years, it is assumed that fees will rise, with CPI projections.
of funds to councils is based on a formula that considers factors such as population size, the amount of infrastructure being maintained, and the relative disadvantages faced by different councils. For 2025-2026, FAG is estimated at $8.4 million.
19
The Hills Shire Council
Contributions from developers are collected under
growth and the introduction of new infrastructure -
Sections 7.11 and 7.12 of the Environmental
also play a significant role.
Planning and Assessment Act to support the provision of essential public infrastructure. These contributions are levied according to the contribution plans adopted by Council. The level and timing of contributions may vary, as they are largely influenced by market conditions and the timing of development activities. It is important to manage the cashflow of these funds to ensure that associated expenditure is contained within the amount of funding held. As highlighted on page 14 of this LTFP, Council faces specific challenges in relation to the funding gap identified for CP15 Box Hill Release Area. It is important to note that funds collected by Council under these contributions plans are placed in an externally restricted reserve and can only be used for the purposes for which they were received. Any additional amounts earned from their investment such as interest on these funds must also be restricted.
Employment costs Employment costs predominantly consist of salaries and wages, employee leave entitlements, superannuation and workers compensation. This accounts for 40% of our total operating costs.
employer superannuation contributions on behalf of its employees. The amount of employer superannuation contributions depends on whether an employee is part of an accumulation scheme or a defined benefit scheme. The primary difference between these schemes lies in the level of contributions. For Council employees in the accumulation scheme, Council is required to follow the compulsory employer superannuation contribution limits. On 29 March 2012, the proposed increase in Superannuation Guarantee entitlements received Royal Assent and became law. This means that the Superannuation Guarantee contributions (SGC) began to increase annually since July 2014 (9.5%). The SGC applicable for 2025-2026 and beyond is 12% (as per published data from the Australian Tax Office) The Defined Benefit Scheme requires its members to contribute a percentage of their salary to superannuation. This percentage is reviewed and changed by employees on an annual basis. Council’s contribution is calculated using a specific formula which takes into consideration the
The forecasts for employment costs reflect the
percentages nominated by the employees, and the
assumptions and strategies contained within the
employee’s salary.
Workforce Strategy. The financial impacts of issues
Materials and contracts
such as an ageing workforce identified in the Workforce Strategy have been addressed in the LTFP by managing the employee leave entitlements reserve.
Materials and contracts represent a significant proportion of total operating expenditure, accounting for approximately 33%. These costs are impacted by many factors including economic conditions,
Salaries and wages are based on the Local
market competition, and availability of resources
Government State Award. The current Award which
and raw materials. Generally, the plan allows
expires on 30 June 2026 includes a 3.0% increase
for increases in accordance with CPI. As new
and an additional Award payment of approximately
infrastructure is developed, the plan allows for future
0.5%. The budgeted employment cost for 2025-
growth in expenditure as more assets come on
2026 is $88.6 million. We have assumed that
board.
increases of 3.0% will continue for the remainder of the life of the plan.
The majority of the expenditure in this category relates to domestic waste services, aquatic
Other factors influencing employment costs are
services, information technology and maintenance
movements within the grading system as part of the
of infrastructure assets such as roads, parks,
annual performance review process, changes in the
buildings, footpaths and drainage systems. These
level of the superannuation contributions, workers’
services are delivered through service contracts.
compensation rates and increases in staff numbers driven by operational needs - such as population
20
Council is required to make compulsory
Council has a significant amount of infrastructure assets totalling $5.9 billion. The Asset Management
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Strategy within the Resourcing Strategy ensures
The statutory contributions to the state government
that Council develops, implements, and administers
are influenced by factors outside of Council’s
a service-centric, community focused and
control. In recent years the increases set by the
sustainable Asset Management Plan. This strategy
state government have been significantly higher
provides estimates of the planned maintenance
than CPI. Utility costs have also risen considerably
and renewal for each of the major categories of
over the years and as more and more facilities
infrastructure assets which is linked to the LTFP.
come on board with the rising energy charges, an
Expectations for increasing levels of service,
appropriate level of funding has been provided.
and new or upgraded community assets will lead
Capital expenditure
to future cost pressures. Proper planning and
Council has an extensive capital works program
management of Council’s assets are essential to
consistent with prior financial years, with a
ensure that services are provided at an appropriate
forecast budget of approximately $1.3 billion for
level. This, together with ongoing reviews of
the construction and renewal of new and existing
contracts and services, will aim to alleviate some of
infrastructure and facilities over the next 10 years.
these increasing cost demands.
This significant capital program requires careful
Depreciation
planning and financial management. It is integrated
Depreciation of assets is a non-cash expense that
with the Asset Management Strategy plans, to
essentially spreads the cost of a tangible or physical
ensure that delivery is achievable while maintaining
asset over its useful life. The amount an asset is
operational service standards.
depreciated in a given period is a representation of how much of its value has been utilised.
The capital works program for existing assets is prioritised and based on asset condition, usage,
In this plan, annual depreciation is projected to
community need and risk factors. Further details are
increase by an average of 3.0% per annum based
contained in Council’s Asset Management Strategy.
on estimated capital expenditure in future years. The actual depreciation expense in future years will be impacted by future asset revaluation methods and timing as stipulated by relevant accounting standards. Depreciation is not affected by other factors such as CPI and will only change if asset values, useful lives, or the acquisition or disposal of assets occur.
New assets are predominantly related to new release areas under the Section 7.11/S7.12 Contribution Plans. Developer contributions funded expenditure of $26 million in 2025-2026 and $1.6 billion over the life of the plan is mainly based on providing the necessary infrastructure in the Box Hill precinct, Balmoral Road and North Kellyville release areas, Bella Vista, Kellyville, Norwest and
It is best practice in financial management to
Showground station precincts. These works are
ensure that an amount equivalent to depreciation
staged and dependent on activity, timing or cash
is allocated towards the renewal of assets on an
flow and can span over multiple years.
annual basis.
Other expenses Other expenses mainly consist of expenditures related to the contribution to other levels of government such as the emergency services levy, utilities, street lighting, insurance, communication charges and recurrent project-related expenditures e.g. providing community events, library programs etc. Generally, this type of spending increases in line with the Consumer Price Index (CPI); however, expenditure patterns and trends are monitored to ensure adequate funds are allocated.
21
The Hills Shire Council
Council’s
cash reserves Restricted cash reserves are funds set aside by Council to meet regulatory requirements. These funds are allocated for future projects or activities to safeguard Council from unexpected increases in expenditure, and to meet long-term financial obligations. Council’s cash reserves are predominantly classified into the following:
• • •
Externally restricted reserves Internally restricted reserves Unrestricted cash
Externally restricted reserves
Internally restricted reserves
These funds are those where there is a legislative or contractual obligation to use the funds for the purpose for which they were paid to Council and these funds must be expended for the specific purpose defined and cannot be used for general operations. These include Section 7.11/Section 7.12 developer contributions, voluntary planning agreements, domestic waste and specific purpose unexpended grants.
These funds are those that are restricted by resolution of Council. These restrictions are to fund future commitments and longterm obligations and have been established for a specific internal purpose. Council has internally restricted funds for the following activities, but not limited to: infrastructure, plant replacement, land development, election, insurance, workers compensation, employee leave entitlements etc.
Unrestricted cash These funds are not restricted for a specific purpose and are held to cover day to day operational needs and must be sufficient to satisfy Council’s short term obligations. These funds are viewed as a buffer against unexpected events, losses of income, fluctuations with cashflow and unforeseen circumstances. Council must aim to ensure unrestricted cash balances remain at a positive and acceptable level.
22
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Sensitivity analysis and financial modelling
The LTFP contains a number of assumptions based
Sensitivity analysis
on various sources including legislation, inflation
The LTFP contains a number of assumptions based
rates, and salary and wage increases. Although
on various sources such as legislation, inflation,
these assumptions inform the LTFP, it is important
current service provisions and wage markets.
to note that Long Term Financial Plans are
Variations in these assumptions during the life of
inherently uncertain and subject to change.
the plan may have a significant impact on Council’s future financial plans.
Any fluctuations in these assumptions during the
The assumptions in the draft model have been
life of the plan may have a significant impact on
tested for sensitivity to both favourable and
Council’s future financial outlook.
unfavourable fluctuations in revenues and
The draft model presents a ‘business as usual’
expenditures. While there may be numerous factors
scenario, which forms the basis of Council’s LTFP.
beyond the Council’s control that could influence its
It is built on a range of assumptions that are
finances, this specific analysis focuses on the rates
considered the most likely to occur over the next 10
income, employee costs and material and contract
years and is contained in the financial reports in the
costs, assuming all other variables remain constant.
LTFP.
Sensitivity analysis 1: rates income Rates are capped by IPART. If the rates peg increases by 1.0% per annum from 2026-2027, then the impact on the rates income would be as follows:
Rates income 190,000 180,000 170,000
$
160,000 150,000 140,000 130,000 120,000 110,000 100,000
2025-26
2026-27
2027-28
2028-29
2029-30
rate peg + 1%
20252026
2030-31
2031-32
2032-33
2033-34
2034-35
base scenario
20262027
20272028
20282029
20292030
107,077 112,234
117,642
123,313
107,077 113,357 119,995
20302031
20312032
20322033
20332034
20342035
129,259
135,495 142,034 148,891 156,082
163,623
127,012
134,430
142,270 150,556
159,313 168,568
178,349
3,699
5,170
10,422
14,726
Base scenario Rate peg + 1% Rate peg + 1% movement
-
1,122
2,353
6,775
8,522
12,487
23
The Hills Shire Council
Sensitivity analysis 2: employee costs Salary and wages are driven by the NSW Local Government Award. The current Award expires on 30 June 2026 and we have assumed an annual award increase of 3% for 2026-2027 onwards. If the Award fluctuates by + 0.5% from 2026-2027 onwards, then the following will impact Council’s budgeted employment costs.
Employment costs
125,000 120,000 115,000
$ 110,000 105,000 100,000 95,000 90,000 85,000
2025-26
2026-27
2027-28
2028-29 base scenario
24
2029-30
2030-31
2031-32
2032-33
2033-34
2034-35
employment costs + 0.5%
20252026
20262027
20272028
20282029
20292030
20302031
20312032
20322033
20332034
20342035
Base scenario
88,579
90,651
93,390
96,220
99,157 102,198 105,035
108,260
111,576
115,043
Employment costs + 0.5%
88,579
91,097
94,308
97,640 101,109 104,712 108,136
111,989
115,970
120,139
Employment costs + 0.5% movement
-
446
919
3,730
4,393
5,096
1,420
1,952
2,514
3,101
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Sensitivity analysis 3: material and contract costs Material and contracts are impacted by many factors including economic, and market conditions, availability of resources and raw materials. Generally the plan increases in line with CPI. If materials and contracts fluctuate by + 1% from 2026-2027 onwards, the impact would be as follows:
Materials and contracts 115,000 110,000 105,000
$
100,000 95,000 90,000 85,000 80,000 75,000 70,000
2025-26
2026-27
2027-28
2028-29
2029-30
base scenario
2030-31
2031-32
2032-33
2033-34
2034-35
material costs +1%
20252026
20262027
20272028
20282029
20292030
20302031
20312032
20322033
20332034
20342035
97,501 100,684 103,924
Base scenario
72,483
77,721
81,123
84,229
87,331
90,258
93,988
Material and contract costs +1%
72,483
78,466
82,650
86,576
90,537
94,365
99,039
103,539
107,755
112,076
Material and contract costs +1% movement
-
745
1,527
2,346
3,206
4,107
5,050
6,038
7,071
8,152
25
The Hills Shire Council
There may be a number of risks associated with any long term financial planning predictions. Risk can be minimised by regular review of LTFP assumptions, incorporation of risk assessment in all major project reviews, and modelling of scenarios. The following is a range of identified external risks that may also impact on the LTFP should they eventuate as they could result in a significant change in operating revenue or expenditure and the need to review service levels:
Interest on investments
Similarly, while contribution caps have been lifted
Investments are placed and managed in accordance
entirely, in order to levy full contribution rates,
with Council’s adopted investment Policy No. 5
contribution plans must be endorsed by the State
and in compliance with the Local Government Act.
Government following a review by the Independent
Interest on Investments is subject to movements
Pricing And Regulatory Tribunal. This process can
in interest rates and the amount available to be
be lengthy and timing is also outside Council’s
invested. Service levels and capital expenditure are
control.
impacted by fluctuations in interest rates.
Rate pegging
managing land acquisition liabilities that are created
Changes in rate pegging will impact revenue
by these contributions plans. Under the current
forecasts and the levels of service provided.
legislation councils are required to acquire land
Inflation
listed under the Contribution Plans even though
Changes in inflation will impact both revenue and
no contributions have been received from the
expenditure.
Developers.
Employee costs
State and federal funding
Changes in employee costs will impact both
Budget reductions in state and federal governments
revenue and expenditure.
may impact future funding provisions of grants and
Termination patterns will impact both the employee leave entitlements’ reserve and liability, superannuation costs, workers compensation costs as well as recruitment and training costs.
Capping of developer contributions While the Developer Contributions cap of $30,000 per dwelling introduced by the State Government in September 2018 had been removed on 1 July 2021, Council continues to face a funding risk as a result of not being able to receive the full gap funding from the State Government relating to CP15. However, Council has been granted $68 million of Accelerated Infrastructure Funding (AIF) from the State Government into CP15 and $3 million into CP12. Council is actively seeking options to address the funding gap in CP15.
26
Another major challenge faced by Council is
contributions.
Cost shifting, global issues and legislative changes Continued increased cost shifting from other levels of government may adversely impact current expenditure levels of Council. Global issues impacting cost and supply of material, market and economic conditions, changes in legislation or state policy decisions.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Methods of monitoring financial performance Financial health indicators
Ratio
What is being measured
2023-24 Benchmark actual ratio
Operating
Measures Council’s achievement of containing
0% or greater
17.05%
performance ratio
operating expenditure within operating revenue
Own source operating Measures Council’s fiscal flexibility. It is the
60% or
53.36% or
revenue ratio
greater
82.93%
degree of reliance on external funding sources such as operating grants and contributions
(excluding S7.11, VPA and subdivider dedications)
Unrestricted current
Assesses the adequacy of working capital, i.e.
ratio
the ability to meet debt payments as they fall
1.5x or greater 2.85x
due Debt service cover
Measures the availability of operating cash to
ratio
service debt including interest, principal and
2x or greater
141.08x
5% or less
6.41%
38.33 months
lease payments Rates, annual
This assesses the impact of uncollected rates
charges, outstanding
and annual charges on Council’s liquidity and
percentage
the adequacy of recovery efforts
Cash expense cover
This liquidity ratio indicates the number of
3 months or
ratio
months Council can continue paying for its
greater
immediate expenses without additional cash inflow Building and
This ratio compares the proportion spent on
100% or
Infrastructure
infrastructure asset renewals versus the assets’
greater
renewals ratio
deterioration
Infrastructure backlog
This ratio shows what proportion the
ratio
infrastructure backlog is against the total value
108.31%
2% or less
0%
182.27%
of Council’s infrastructure assets Asset maintenance
A ratio above 1.0 indicates Council is investing
100% or
ratio
enough funds within the year to stop the
greater
infrastructure backlog growing Cost to bring assets
Estimated cost to bring assets to an agreed
to agreed service
service level set by Council
0%
level
27
28 (54,190) -
87
(52,069) -
55
Total budget result - SURPLUS
Net investment property
Investment property Transfer (to)/from reserves Capital expenditure - Castle Mall improvements
87
-
55
-
-
24,262 (94,119)
65,820 4,035 69,855
34,370 (36,281) -
1,912 1,912
-
700 (700)
-
(39,258) (25,969)
60,151 5,077 65,228
Section 7.11 & VPAs Income Interest received/(expense) Operating result
Transfer (to)/from reserves Capital expenditure Net Section 7.11 & VPAs
33,369 (37,940) -
4,570 4,570
Capital works Grants & contributions Operating result
Transfer (to)/from reserves Capital expenditure Net capital works
-
1,480 (4,637) 3,157
54,277
52,124
1,427 (5,324) 3,896
247,436 (193,159)
2026-27
242,852 (190,728)
2025-26
Net capital purchases
Capital purchases Sale of assets Capital purchases Transfer (to)/from plant reserves
Recurrent operations Income Expenditure Operating result Transfer (to)/from reserves Transfer (to)/from prior years grants Recurrent operations net result - surplus
BUDGET SUMMARY
financial plan
10 year
78
-
-
-
28,657 (98,507)
66,748 3,103 69,851
-
36,441 (38,353)
1,912 1,912
-
1,407 (3,528) 2,121
78
(58,695) -
58,773
256,927 (198,154)
2029-30
2030-31
2031-32
89
-
-
-
11,024 (79,998)
66,477 2,497 68,974
38,336 (40,248) -
1,912 1,912
-
1,793 (6,728) 4,934
89
(61,856) -
61,945
266,867 (204,922)
81,727 1,345 83,072
41,285 (43,197) -
1,912 1,912
-
1,295 (4,196) 2,901
84
(72,376) -
72,460
287,364 (214,904)
82
-
-
-
84
-
-
-
6,943 47,685 (77,098) (130,757)
68,003 2,152 70,155
39,757 (41,668) -
1,912 1,912
-
1,912 (4,675) 2,764
82
(67,350) -
67,432
276,561 (209,129)
78
-
-
-
17,909 (96,303)
78,018 375 78,394
42,880 (44,791) -
1,912 1,912
-
1,312 (3,729) 2,417
78
(77,691) -
77,769
298,250 (220,481)
Figures below are shown in thousands
2027-28 2028-29
91
-
-
-
(8,716) (63,361)
71,877 200 72,077
44,530 (46,441) -
1,912 1,912
-
1,239 (4,950) 3,711
91
(78,855) -
78,946
306,872 (227,926)
2032-33
1,912 1,912
1,412 (3,607) 2,194 -
73
(91,848) -
91,921
331,163 (239,242)
2034-35
76
-
-
12,274 (80,560)
68,130 156 68,286
73
-
-
(14,924) (54,374) -
69,109 189 689,298
46,241 48,035 (48,153) (49,946) -
1,912 1,912
-
1,998 (5,197) 3,199
76
(85,898) -
85,974
318,729 (232,755)
2033-34
The Hills Shire Council
155,776 33,029 15,591 17,280 21,175 1,695 244,546
Income from continuing operations Rates & annual charges User charges & fees Interest & investment revenue Other revenues Grants & contributions provided for operating purposes Transfer from internal restrictions Transfer from external restrictions
Total income from continuing operations
(41,374) (10,129) 87
(42,026) (11,738) 55
Transfer to asset related reserves Transfer to other reserves
BUDGET RESULT - SURPLUS / [DEFICIT]
78
(41,840) (12,358)
32,993 54,276
53,819
Budget surplus before transfer to reserves
31,392 51,590
21,283
20,198
23,418 30,401
Add back : depreciation & amortisation
Operating result surplus/ (deficit)
235,939
93,390 81,123 32,993 28,434
257,222
169,188 34,532 12,912 18,276 22,019 295 -
2027-28
227,774
90,651 77,721 31,392 28,012
247,973
162,009 33,660 12,474 17,786 21,508 537 -
2026-27
221,128
Total expenses from continuing operations
Expenses from continuing operations Employee benefits & on-oosts Borrowing costs Materials & contracts Depreciation & amortisation Impairment Other expenses 88,579 72,483 30,401 29,666
2025-26
(MANAGEMENT PLAN FORMAT)
RECURRENT OPERATIONS
financial plan
10 year
2029-30 2030-31
89
(14,742)
34,255 57,604 (42,773)
23,349
245,191
96,220 84,229 34,255 30,487
268,540
176,186 35,428 13,750 18,962 22,542 1,673 -
82
(43,876) (16,607)
60,564
35,691
24,873
251,998
99,157 87,331 35,691 29,819
276,871
-
183,499 36,348 14,199 19,437 23,078 310
84
(45,324) (19,282)
64,690
27,761 36,929
259,954
102,198 90,258 36,929 30,570
287,715
191,134 37,293 15,335 19,973 23,629 351 -
Figures below are shown in thousands
2028-29
78
(46,159) (22,043)
38,448 68,280
29,832
268,744
105,035 93,988 38,448 31,273
298,576
199,112 38,261 15,957 20,727 24,192 326 -
2031-32
91
(47,395) (21,936)
69,421
39,798
29,624
278,970
108,260 97,501 39,798 33,413
308,594
207,444 39,253 14,164 21,247 24,764 1,722 -
2032-33
76
(49,160) (24,781)
39,701 74,017
34,316
284,755
111,576 100,684 39,701 32,793
319,071
216,144 40,275 15,164 21,780 25,366 342 -
2033-34
73
(51,091) (27,799)
78,963
39,494
39,468
292,082
115,043 103,924 39,494 33,621
331,551
225,239 41,324 16,287 22,328 25,984 388 -
2034-35
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
29
30
Net funding
Grants & contributions provided for capital purposes Capital works reserve Unspent grants Stormwater management charge Other Internally restricted reserves
Funded by :-
-
37,173
37,940 -
2,803 29,191 768 4,411
4,570 27,679 630 5,060
66
Depreciations associated from CAPEX Program on new assets (funded from General Fund)
36,281 47
37,940
Total - capital expenditure
4,411 15,220 374 440 666 768 5,394 9,009
2026-27
Recurring maintenance associated from CAPEX Program on new assets (funded from General Fund)
4,226 13,837 325 1,120 805 3,177 5,636 8,814
2025-26
Buildings Roads Bridges Footpaths Traffic Bulk earthworks Stormwater drainage Parks Project delivery, design & estimating
Capital expenditure
CAPITAL WORKS
financial plan
10 year
-
38,353
1,912 31,147 794 4,500
110
47
38,353
4,500 16,590 392 462 699 794 5,663 9,252
2027-28
2029-30
2030-31
-
40,248
1,912 32,925 822 4,590
155
47
40,248
4,590 17,751 412 485 734 822 5,946 9,508
-
41,668
1,912 34,271 850 4,636
-
43,197
1,912 35,677 880 4,728
250
47
47 202
43,197
4,728 19,200 454 535 809 880 6,556 10,035
41,668
4,636 18,461 433 509 770 850 6,244 9,765
Figures below are shown in thousands
2028-29
-
44,791
1,912 37,146 910 4,823
299
47
44,791
4,823 19,968 477 562 849 910 6,884 10,318
2031-32
-
46,441
1,912 38,668 942 4,919
349
47
46,441
4,919 20,767 501 590 892 942 7,228 10,603
2032-33
-
48,153
1,912 40,249 975 5,018
401
47
48,153
5,018 21,597 526 619 936 975 7,589 10,892
2033-34
-
49,946
1,912 41,913 1,004 5,118
454
47
49,946
5,118 22,461 552 650 983 1,004 7,969 11,209
2034-35
The Hills Shire Council
117,946
Closing balance - S7.11
100,973 60,151 5,077 (25,969) 140,231
Closing balance - S7.11 & VPAs
22,285
S7.11 & VPAs Opening balance plus contributions plus interest less Capex
Closing balance - VPAs
less Capex
plus interest
plus contributions
Opening balance
21,366 919 -
79,607 60,151 4,158 (25,969)
S7.11 Opening balance plus contributions plus interest less Capex
VPAs
2025-26
Section 7.11 and VPA funds on hand
115,967
140,231 65,820 4,035 (94,119)
22,998
22,285 713 -
92,969
117,946 65,820 3,321 (94,119)
2026-27
1,512
Depreciations associated from S7.11 & VPA Capex (funded from General Fund)
94,119 3,177
25,969
Total S7.11 & VPA capital expenditure
11,068 12,077 36,513 3,156 31,306
65,820
2026-27
Recurring maintenance associated from S7.11 & VPA Capex (funded from General Fund)
10,757 12,916 903 1,194 200
60,151
2025-26
Community land Buildings Roads Traffic Bridges Footpaths Bulk earthworks Stormwater drainage Parks
S7.11 & VPA capital expenditure
Capital contributions
Operating income
SECTION 7.11 & VPAs - SUMMARY POSITION
financial plan
10 year
87,310
115,967 66,748 3,103 (98,507)
23,711
22,998 713 -
63,599
92,969 66,748 2,390 (98,507)
2027-28
2,310
4,745
98,507
33,421 700 13,972 29,347 835 3,697 5,025 11,511
66,748
2027-28
2029-30
2030-31
2029-30
3,291
7,131
77,098
11,058 5,399 8,596 1,513 3,781 38,114 8,637
68,003
2030-31
3,717
8,075
130,757
46,535 200 32,732 18,377 2,878 895 9,934 19,206
81,727
76,286
87,310 66,477 2,497 (79,998)
24,446
23,711 735 -
51,840
63,599 66,477 1,762 (79,998)
69,343
76,286 68,003 2,152 (77,098)
25,180
24,446 733 -
44,163
51,840 68,003 1,419 (77,098)
21,658
69,343 81,727 1,345 (130,757)
25,935
25,180 755 -
(4,277)
44,163 81,727 589 (130,757)
Figures below are shown in thousands
2028-29
2,886
5,967
79,998
36,674 301 10,699 8,247 358 5,529 18,190
66,477
Figures below are shown in thousands
2028-29
3,749
21,658 78,018 375 (96,303)
26,713
25,935 778 -
(22,964)
(4,277) 78,018 (403) (96,303)
2031-32
4,458
9,768
96,303
31,081 3,945 21,763 11,320 4,773 23,421
78,018
2031-32
12,465
3,749 71,877 200 (63,361)
27,381
26,713 668 -
(14,916)
(22,964) 71,877 (468) (63,361)
2032-33
5,071
11,200
63,361
4,120 18,113 6,931 6,974 1,967 4,306 20,950
71,877
2032-33
191
12,465 68,130 156 (80,560)
28,066
27,381 685 -
(27,874)
(14,916) 68,130 (528) (80,560)
2033-34
5,627
12,252
80,560
5,360 311 19,738 33,142 2,265 1,476 6,348 11,919
68,130
2033-34
15,115
191 69,109 189 (54,374)
28,767
28,066 702 -
(13,652)
(27,874) 69,109 (513) (54,374)
2034-35
6,283
13,299
54,374
3,948 17,272 9,021 1,758 10,261 12,114
69,109
2034-35
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
31
32 27,037
Net operating result before grants and contributions provided for capital purposes
* - Additional resourcing for growth in The Shire has been reflected in materials & contracts above
91,758
Operating result from continuing operations
Other expenses 221,128
30,401 29,666
Depreciation & amortisation
Total expenses from continuing operations
88,579 72,483
Employee benefits & on-costs
Materials & contracts
Expenses from continuing operations
312,887
1,156
Net gains from the disposal of assets
Total income from continuing operations
64,721
Grants & contributions provided for capital purposes
17,786
17,280 21,175
Other revenues
19,749
Interest & investment revenue
Grants & contributions provided for operating purposes
15,795
33,029
3,224
24,182
91,913
227,774
28,012
31,392
77,712
90,651
319,688
1,199
67,732
21,508
33,660
155,776
162,009
2026-27
Rates & annual charges
2025-26
User charges & fees
Income from continuing operations
INCOME STATEMENT
financial plan
10 year
4,792
24,517
93,177
235,939
28,434
32,993
81,123
93,390
329,116
1,140
68,660
22,019
18,276
15,302
34,532
169,188
2027-28
2029-30
2030-31
6,014
24,890
93,279
245,191
30,487
34,255
84,229
96,220
338,470
1,452
68,389
22,542
18,962
15,512
35,428
176,186
7,178
27,530
97,445
251,998
29,819
35,691
87,331
99,157
349,443
1,549
69,914
23,078
19,437
15,618
36,348
183,499
8,122
29,048
112,687
259,954
30,570
36,929
90,258
102,198
372,641
1,049
83,639
23,629
19,973
15,925
37,293
191,134
Figures below are shown in thousands
2028-29
9,815
30,569
110,498
268,744
31,273
38,448
93,988
105,035
379,243
1,063
79,930
24,192
20,727
15,957
38,261
199,112
2031-32
11,247
28,906
102,694
278,970
33,413
39,798
97,501
108,260
381,664
1,004
73,788
24,764
21,247
14,164
39,253
207,444
2032-33
12,299
35,592
105,633
284,755
32,793
39,701
100,684
111,576
390,388
1,618
70,041
25,366
21,780
15,164
40,275
216,144
2033-34
13,346
40,224
111,245
292,082
33,621
39,494
103,924
115,043
403,327
1,144
71,021
25,984
22,328
16,287
41,324
225,239
2034-35
The Hills Shire Council
483,450
Total current assets
6,283,884
6,767,334
Total non-current assets
TOTAL ASSETS
173,739
Total current liabilities
4,412,839 2,174,064
6,586,903
Retained earnings Revaluation reserves
Total equity
EQUITY
6,586,903
Net assets
180,431
6,691
TOTAL NON-CURRENT LIABILITIES
TOTAL LIABILITIES
1,313 5,379
Payables Borrowings Provisions
Non-current liabilities
149,756 23,984
Payables Borrowings Provisions
Current liabilities
LIABILITIES
15,723 6,070,233 197,342 586
Receivables Infrastructure, property, plant & equipment Investment property Other
Non-current assets
35,000 408,628 29,193 9,748 881
2025-26
Cash & cash equivalents Investments Receivables Inventories Other
Current assets
ASSETS
STATEMENT OF FINANCIAL POSITION
financial plan
10 year
6,678,816
4,504,752 2,174,064
6,678,816
185,597
6,856
1,352 5,504
178,741
154,196 24,544
6,864,413
6,387,810
16,285 6,173,597 197,342 586
476,603
35,000 400,736 30,237 9,748 881
2026-27
6,771,993
4,597,929 2,174,064
6,771,993
191,703
7,068
1,397 5,671
184,635
159,349 25,286
6,963,696
6,495,590
16,937 6,280,725 197,342 586
468,106
35,000 391,030 31,447 9,748 881
2027-28
2029-30
2030-31
6,865,272
4,691,218 2,174,064
6,865,282
198,970
7,294
1,452 5,843
191,675
165,623 26,052
7,064,242
6,588,622
17,591 6,373,103 197,342 586
475,620
35,000 397,328 32,663 9,748 881
6,962,717
4,788,653 2,174,064
6,962,717
204,197
7,510
1,489 6,021
196,688
169,840 26,848
7,166,914
6,676,674
18,255 6,460,491 197,342 586
490,240
35,000 410,715 33,896 9,748 881
7,075,404
4,901,340 2,174,064
7,075,404
210,527
7,741
1,535 6,206
202,787
175,116 27,671
7,285,931
6,818,344
18,951 6,601,465 197,342 586
467,587
35,000 386,771 35,188 9,748 881
Figures below are shown in thousands
2028-29
7,185,902
5,011,838 2,174,064
7,185,902
217,226
7,963
1,585 6,378
209,263
180,824 28,439
7,403,128
6,925,210
19,691 6,707,591 197,342 586
477,918
35,000 395,727 36,562 9,748 881
2031-32
7,288,596
5,114,532 2,174,064
7,288,596
225,326
8,220
1,646 6,574
217,106
187,794 29,312
7,513,922
7,000,679
20,442 6,782,309 197,342 586
513,243
35,000 429,657 37,956 9,748 881
2032-33
7,394,229
5,220,165 2,174,064
7,394,229
231,084
8,462
1,687 6,775
222,622
192,412 30,210
7,625,313
7,095,291
21,224 6,876,138 197,342 586
530,022
35,000 444,984 39,409 9,748 881
2033-34
7,505,474
5,331,410 2,174,064
7,505,474
238,200
8,724
1,738 6,986
229,476
198,327 31,149
7,743,674
7,164,271
22,040 6,944,303 197,342 586
579,403
35,000 492,850 40,924 9,748 881
2034-35
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
33
34 120,267
Net cash provided (or used in) operating activities
(68,505) 51,762 391,867 443,628
117,946 22,286 4,082 14,935 238,912 45,468 443,628
Net cash provided (or used in) investing activities
Net change - increase/(decrease) in cash & cash equivalents
Plus cash & cash equivalents at beginning of year
Cash & cash equivalents at end of the year
- External restrictions (s7.11) - External restrictions (vpa) - External restrictions (unexpended grants) - External restrictions (waste) - Internal restrictions (reserves) - Unrestricted
Total cash & investments
Representing:
(135,037)
(700) (69,233)
435,736
92,969 22,999 4,082 14,935 252,351 48,401
435,736
443,628
(7,892)
(133,558)
1,480
1,427
Receipts: Sale of infrastructure, property, plant & equipment Payments: Purchase of investment property Purchase of infrastructure, property, plant & equipment
Cash flows from investing activities
(87,896) (75,948) (27,373)
(86,306) (72,100) (29,509) 125,666
160,790 33,406 15,795 89,240 17,652
2026-27
153,093 32,460 19,749 85,896 16,983
2025-26
Receipts: Rates & annual charges User charges & fees Interest & investment revenue received Grants & contributions Other Payments: Employee benefits & on-costs Materials & contracts Borrowing costs Other
Cash flows from operating activities
STATEMENT OF CASHFLOWS
financial plan
10 year
426,030
63,599 23,712 4,082 14,935 267,691 52,012
426,030
435,736
(9,706)
(138,981)
(140,388)
1,407
129,275
(90,090) (79,045) (27,705)
167,769 34,243 15,302 90,678 18,123
2027-28
2028-29
2029-30
2030-31
432,329
51,840 24,447 4,082 14,935 280,263 56,762
432,329
426,030
6,298
(125,180)
(126,974)
1,793
131,479
(92,395) (81,702) (29,572)
174,757 35,141 15,512 90,930 18,808
445,715
44,163 25,180 4,082 14,935 297,915 59,441
445,715
432,329
13,387
(121,530)
(123,442)
1,912
134,917
(96,233) (85,613) (29,233)
182,043 36,060 15,618 92,993 19,283
421,770
(4,277) 25,935 4,082 14,935 317,983 63,112
421,770
445,715
(23,946)
(176,855)
(178,149)
1,295
152,909
(98,751) (88,104) (29,841)
189,605 36,995 15,925 107,267 19,814
Figures below are shown in thousands
430,728
(22,964) 26,713 4,082 14,935 340,563 67,399
430,728
421,770
8,958
(143,511)
(144,823)
1,312
152,469
(101,468) (91,638) (30,491)
197,481 37,948 15,957 104,122 20,558
2031-32
464,656
(14,916) 27,381 4,082 14,935 359,931 73,244
464,656
430,728
33,929
(113,513)
(114,752)
1,239
147,442
(104,008) (94,635) (32,430)
205,783 38,939 14,164 98,552 21,077
2032-33
479,984
(27,874) 28,066 4,082 14,935 384,089 76,686
479,984
464,656
15,328
(131,911)
(133,910)
1,998
147,239
(108,356) (98,770) (32,170)
214,408 39,951 15,164 95,407 21,605
2033-34
527,850
(13,652) 28,768 4,082 14,935 412,362 81,356
527,850
479,984
47,866
(106,515)
(107,927)
1,412
154,381
(111,176) (101,469) (32,827)
223,422 40,991 16,287 97,004 22,148
2034-35
The Hills Shire Council
60.00% 55.00% 50.00%
4.00 3.00 2.00
4.00%
This ratio shows what proportion the infrastructure backlog is against the total value of Council’s infrastructure assets.
2026 2027 2028 2029 2030 2031 2032 2033 2034 203 5
This ratio compares the proportion spent on infrastructure asset renewals versus the asset’s deterioration.
0.00%
Benchmark: maximum 2%
2026 2027 2028 2029 2030 2031 2032 2033 2034 203 5
10.00%
20.00%
30.00%
Infrastructure backlog ratio
Benchmark: greater than or equal to 100%
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
120.00%
140.00%
160.00%
180.00%
200.00%
Building & infrastructure renewals ratio
Benchmark: minimum 1.5
Assesses the adequacy of working capital and its ability to satisfy obligations in the short term.
Asset Performance Indicators
This ratio measures Council’s achievement of containing operating expenditure within operating revenue.
Benchmark: greater than or equal to 0%
0.00%
2.00%
Benchmark: minimum 1.0
2026 2027 2028 2029 203 02 031 2032 2033 2034 203 5
This is a measure which compares actual versus required annual asset maintenance. A ratio above 1.0 indicates Council is investing enough funds to stop the infrastructure backlog from growing.
-
0.50
1.00
1.50
2.00
Asset maintenance ratio
This measures Council’s fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions.
Benchmark: greater than or equal to 60%
2026 2027 2028 2029 2030 2031 2032 2033 2034 203 5
65.00%
5.00
6.00%
2026 2027 2028 2029 2030 2031 2032 2033 2034 203 5
70.00%
6.00
8.00%
45.00%
75.00%
1.00
80.00%
7.00
2026 2027 2028 2029 2030 2031 2032 2033 2034 203 5
85.00%
8.00
12.00%
2026 2027 2028 202 92 030 203 12 032 2033 2034 203 5
Benchmark: minimum 1.10
202 62 027 2028 2029 2030 2031 2032 2033 2034 203 5
This assesses the extent to which Council is expanding its asset base through capital expenditure on all assets (new and existing) as opposed to total depreciation.
-
2.00
4.00
6.00
Capital expenditure ratio
This liquidity ratio indicates the number of months Council can continue paying for its immediate expenses without additional cash inflow.
Benchmark: greater than or equal to 3 months
0
5
10
t 20 h s 15
35 M 30 o n 25
40
90.00%
10.00%
45
95.00%
Cash expense cover ratio
9.00
Own source operating revenue ratio
10.00
Unrestricted current ratio
14.00%
Operating performance ratio
Financial Performance Indicators
Performance Indicators
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
35
The Hills Shire Council
36
TOWARDS HILLS
2050 WORKFORCE STRATEGY 2025-2029
The Hills Shire Council
39
40
41
Staff values
Introduction
Workforce snapshot
42
44
46
Employee engagement
Organisation structure
The workforce strategy
47
49
50
Strategic action plan
Challenges and opportunities
Measuring success
Contents
38
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
The Hills Shire Council serves over 200,000 residents, visitors, and workers each day. We are dedicated to supporting both our community and our employees. Our staff play a crucial role in delivering essential services and infrastructure for our growing shire. They work in a variety of fields, including finance, engineering, town planning, childcare, marketing, property, and leisure and recreation, among others.
Staff values Our Council values serve to create a safe, happy workplace and build a stronger organisation. They provide purpose and guide behaviour. • Honesty - we tell the truth and obey the law • Integrity - we treat others with respect and take responsibility for our own actions • Loyalty - we are committed to providing the best outcomes for our community • Leadership - we positively influence each other to deliver our best work • Safety - we look out for the physical and psychological safety of each other
39
The Hills Shire Council
Introduction The Workforce Strategy is a key element of the Resourcing Strategy. It sets out the human resourcing requirements and organisational culture needed to achieve the outcomes of the Community Strategic Plan. State of The Shire now
Who we are
The Hills Shire Council provides a diverse range of services and facilities to the rapidly
218,264
growing community in North West Sydney.
People living in The Shire 2025
4.36%
326,725
Population growth 2022-23
Forecast population by 2046 115,081 new residents, or 54.37% growth, between
only 2.77% for Greater Sydney
2024 and 2046
The population is projected to reach 326,725 by 2046. This growth will lead to higher building density, increased demand for new infrastructure, and additional pressure on existing resources and facilities. Recently, the population growth rate has surged, resulting in more residents moving in sooner than anticipated. This rapid influx has created challenges for Council in keeping pace with the
Households
necessary infrastructure development.
52.1%
In response, the Hills Shire Council has taken
couples with children much higher than the Greater Sydney average of 34.4%
proactive steps to enhance productivity. It effectively utilises its team members’ resources,
Average no. of people per household
offering services to the local community at
The Hills LGA 3.11 Greater Sydney average 2.68
approximately 2.8 full-time equivalents (FTE) per 1,000 residents. In comparison, the
Dwellings
average rate for Group 7 (metropolitan fringe) councils in New South Wales for the 2023-2024
74,776
period is 4.6 FTE per 1,000 residents. Council
in 2025
achieves this level of efficiency by engaging contractors for tasks that are more cost-
Employment
effective or outside its core capabilities.
Local jobs
88,518 in 2023-24
Unemployment
2.7% in 2024
0.76 jobs to worker ratio – this means fewer jobs than resident workers, with the biggest divergence in knowledge industries.
Bachelor or higher degree
40.5%
of residents Greater Sydney average 33.4%
40
Length of service Our voluntary turnover rate is currently at 14.59%, which aligns with the industry average. Council’s length of service data has remained consistent with trends observed over the past 5 years. The largest group of employees has between 0 and 5 years of service, with a gradual decline in numbers as years of service increase.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Workforce snapshot
Components
2024
2023
2022
2021
2020
Full-time (FTE)
590.00
572.00
549.00
544.00
527.00
Part-time (FTE)
88.44
85.47
65.08
53.97
52.15
Total (FTE) including vacancies
678.44
657.47
614.08
597.97
579.15
Employees active (FTE)
606.27
570.96
563.56
555.97
540.70
Average staff vacancy (FTE)
72.17
86.51
50.52
42.00
38.45
Total (FTE) including vacancies
678.44
657.47
614.08
597.97
579.15
297.70
282.51
274.18
267.07
258.35
(49%)
(49%)
(49%)
(48%)
(48%)
14.59%
15.00%
15.00%
12.21%
11.09%
Type of employment
Female representation Female staff members
Turnover* Turnover - all staff
Permanent staff – age profile as at 30 June 2024 3.8% 8.4%
Gender breakdown
26.1% 9.2%
20-25 26-30
13.5% 14.2%
49%
31-35
female
36-40 41-45
10.2% 14.6%
46-50
51%
51-55
male
over 55
Generational distribution
1946-1964
1965-1979
1980-1994
1995-2009
26.1%
28.9%
33.0%
12.1%
BOOMERS
X
Y
Z
BABY
GEN
GEN
GEN
34%
of staff live within The Hills Shire
41
The Hills Shire Council
Employee engagement
Employee engagement refers to the energy and passion an employee brings to their work, their level of connection to the organisation, and their willingness to exert extra effort to enhance both individual and business performance. It is essential to foster a positive work environment to retain talented team members.
Enterprise Agreement Council staff have worked under an Enterprise Agreement since 2009. It provides staff with working benefits beyond those covered by the Local
Each year, Council conducts employee engagement, which
Government (State) Award. The
is a vital tool to identify the engagement, motivation and
ongoing EAs aim to:
satisfaction of employees and to understand the highest impact areas of opportunity. Our survey focuses on:
• • •
communication recognition professional development
•
work life balance
• • • • •
engagement team work performance wellbeing culture
We surveyed staff in November 2024 with the results revealing that our staff were actively engaged in their work, with an engagement score of 73% a 4% improvement on the previous year. This score was 9 percentage points higher than the Government Australia Benchmark of 64%, and 2% higher than the All Industries Global Benchmark of 71%. The engagement score reflects a positive increase in overall engagement and the extent to which our staff feel committed, motivated, and enthusiastic about their work and Council. The survey showed that our staff were positive about most factors that influence engagement such as leadership, communication, collaboration, learning and development, diversity and inclusion, and wellbeing. The results reflect that employees know what they need to be successful in their roles and understand how their work contributes to the goals of Council. The next survey is due to be administered in 2025 with results to be reported in our next annual report.
• improve customer service • maintain best practice workplace, health and safety • improve the organisational performance standards and productivity Council facilitates improved performance from its employees by: • providing structured performance monitoring and improvement opportunities through team meetings • providing links between performance indicators and community outcomes • promoting better understanding of customer service expectations • rewarding improved performance and productivity. Council’s EA6 commenced in 2024. The agreement offers easier access to health and wellbeing days, an additional day of bereavement leave above the Award; funeral attendance leave; special leave due to natural disasters; additional leave to
The results of the Employee Cultural Survey are
participate with voluntary emergency
communicated to all team members and feedback is invited
management activities; purchased
to identify focus areas for improvement. We use the survey
leave; and to and from work journey
results and feedback to develop and implement action
cover; as well as other benefits.
plans to enhance our culture and achieve our strategic goals. The well-being and performance planning and review
In exchange for these benefits staff have been asked to provide increased efficiencies and safety.
process is an example of an initiative implemented to help
42
our staff feel well at work and perform better by setting
The agreement is due to be
clear and realistic goals. It provides an opportunity for
renegotiated in 2027.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
regular feedback and recognition, offering learning
Wellbeing safety and development
and development opportunities, and supporting
Council is committed to fostering growth and
employees physical and mental wellbeing.
ensuring that team members stay motivated and
Joint Consultative Committee
focused on their important roles.
The Joint Consultative Committee (JCC) addresses
The wellbeing, safety, and development initiatives
both workplace health and safety concerns as well
for 2025 aim to actively involve and engage team
as employment relation matters that need to be
members in strategies that support their wellbeing,
reviewed and discussed between management and
enhance safety, and provide development
staff. The committee promotes a safe and positive
opportunities. These efforts are designed to build
working environment, encourages performance
capability and confidence in a complex and busy
improvement, and helps ensure that the rights of all
work environment.
team members are upheld.
Council will continue to invest in initiatives
The JCC consists of staff representatives, union
that recognise safety and wellbeing as shared
delegates, and management representatives
responsibilities. Programs such as wellbeing and
who work together to address issues affecting
performance planning check-ins will help ensure
the workplace. The committee meets monthly to
that individual contributions are acknowledged and,
collaborate on functions outlined in the Workplace
where possible, integrated into our practices.
Health & Safety Act 2011, the Local Government Award, and the council’s enterprise agreement. The JCC plays an active role in the negotiation of the enterprise agreement.
43
The Hills Shire Council
Organisational structure
Group Manager Finance & Corporate Strategy
Chief Financial Officer Human Resource & Wellbeing Performance
Information Technology
Governance & Public Officer
Financial Operations
Financial Control
Corporate Lawyer
Employee Relations
IT Solutions IT Infrastructure
Developer Contributions Modelling
Financial Management
Recruitment
Public Officer Procurement
Litigation management
Debt Recovery
Asset Lifecycle Benchmark Costings
Services Work Health & Safety Organisational Development Training
Geographical Information System
Revenue & Expenditure
IT Data Management Communications IT Security
Councillor & GM Support Council Meetings Policies & Delegations
Long Term Financial Planning Rates
Budget Reviews Statutory Financial Statements Integrated Planning & Reporting Salary Structure
Payroll
Legal representation Legal advice Legal support & training
Capital Works Review & Reporting
Printing
Group Manager Shire Strategy
Forward Planning
Infrastructure & Transport Planning
Property & Buildings
Asset Management, Waterways & Parks
Library
Waves Aquatic & Fitness Centre
Hills Community Care & Child Care
LEP & DCP Development & Management
Traffic & Transport Planning
Property Development
Library Services
Pool Operations
Hills Community Care
Survey & Design
Land Acquisitions
Asset Systems Management & Audits
Planning Instrument Management & Rezoning Applications Heritage Assessment Land Information System Release & Precinct Planning Developer Contributions Economic Development
44
Strategic Engagement and Civil Assets Planning
Strategic Engagement & Building Assets Planning
Roads Infrastructure Management & Planning
Buildings Management & Property Leasing
Local Traffic Management
Western Sydney Infrastructure Grants Program Major Projects
Capital Works & Maintenance Planning Recreational Infrastructure Management & Planning Rural Fire Services SES & LEMO Waterways & Stormwater Planning
Home Library & click & collect services Council services at libraries Children’s Programs eLibrary
Fitness & Gym Learn to Swim & Squads
Social Day Programs Meals on Wheels
Customer Service & Memberships
Community Transport Home Care Services Child Long Day Care Services
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Mayor & Councillors [Governing Body]
General Manager Group Manager Infrastructure & Works
Internal Audit & Risk
Shire Presentation & Fleet
Civil Works
Vegetation Works
Capital Works
Waste & Cleansing
Planned Civil Maintenance
Parks & Open Space Vegetation Maintenance
Capital Works Delivery
Shire Presentation & Construction Fleet & Workshop Building Maintenance
Trades Maintenance Earth Moving & Haulage Road Restorations & Maintenance Planning
Tree Planting & Maintenance Bushland Maintenance Community Nursery
Project Supervision Tender Evaluation & Contract Administration Technical Review & Advice
Inspections & Solutions
Group Manager Customer, Community Services
Group Manager Development & Compliance
Customer Services & Venues
Communications & Community
Regulatory Services
Environment & Public Health
Resource Recovery
Subdivision & Development Certification
Development Assessment
Customer Contact Centre
Media Relations
Control of Unauthorised Development
Food Premises/ Public Health Regulations
Subdivision Applications Assessment
Development Application Assessment
Development Monitoring
Environmental Monitoring & Regulation
Waste Contract Management/ Contaminations Management/ Illegal Dumping
Subdivision Construction Plan Assessment & Inspections
Construction Certification Assessment (Dwellings & Ancillary Buildings)
Records & Information Management
Community Engagement & Online Services Public Relations
Community & Recreation Facility Operation
Corporate Advertising
Hall Booking, Venue Hire
Civic & Community Events
Cemetery Services
Community Outcomes Grants Citizenship
Fire Safety Inspections Swimming Pool Safety Extractive Industry Building Certificate Applications Parking & Vehicle Enforcement Companion Animals Control Drainage (Private Property)
Trees & Bushland Management (Private) Sustainability Environmental Education & Projects
Release of Subdivision Certificates (Linen Plans) Construction Certificate & Complying Development Certificate Assessment Building Inspections (Certification)
Occupation Certificates for Building
45
The Hills Shire Council
The workforce strategy
Purpose of the workforce management strategy
Developing the workforce management strategy
The Workforce Management Strategy provides a
Strategic planning workshops are conducted at the
strategic framework to address our organisational
beginning of each new Council term. During these
needs, future planning, and resource requirements.
workshops, elected officials discuss and establish
Its goal is to align with the medium- to long-term
the strategic direction for Council, which is then
objectives outlined in the Community Strategic
translated into actionable items in the Delivery
Plan. This strategy is a key part of the Resourcing
Program for that term. The priorities set during
Strategy, which also includes the Long Term
these workshops are funded through the annual
Financial Plan and the Asset Management Strategy.
budget process, as outlined in the Long-Term
Together, these strategies support the aims of the
Financial Plan and the Operational Plan. These
Community Strategic Plan.
priorities are reviewed annually, and new ones may
The strategies and actions detailed in the Operational Plan are monitored and reported through the Delivery Program. This program is reviewed every four years and adjusted as
be added as deemed necessary by the elected officials. Additionally, interactive sessions occur each year during the budgeting process, as well as during monthly budget review meetings.
necessary to adapt to changing circumstances.
Business unit managers are consulted regarding
The Workforce Strategy aims to answer 3 important
workforce requirements needed to achieve the
questions:
priorities outlined in the Delivery Program. These
1.
How can we maximise the potential of our current human resources?
2. 3.
What additional human resources are What are the priority areas for our human
labour, casual labour, or contractors. These needs
resources?
are detailed in the draft budget under employment
Strategy include: an increase in the resident population
and beyond in the Long-Term Financial Plan. To develop the Workforce Strategy, the following points were considered: 1.
Delivery Program and councillor priorities
specialised or in-demand skills
2.
community expectations for projects and services
identifying future skill requirements that are not 3. 4.
maintenance of new and existing assets as the Shire grows
increasing workloads balancing the work-life needs of employees
infrastructure needs for population growth in line with state targets
knowledge loss due to employee resignations or retirements
• • •
costs for year 1 and projected expenses for year 2
challenges in attracting and retaining
yet known
•
workforce needs that align with strategic goals. Workforce requirements may include permanent day
the development of our Workforce Management
•
promoting open dialogue to identify essential
necessary to keep pace with growth?
Key trends and emerging issues considered in
• •
discussions involve both councillors and managers,
5.
comparison of current staffing levels with future needs
enhancing Council’s capacity for change 6.
identification of critical roles for Council success
7.
roles anticipated to be difficult to attract in the next 4 years
8.
skills and attitudes required for the desired workforce.
46
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Strategic action plan HR and wellbeing strategy
The HR and Wellbeing Strategy is linked to the Community Strategic Plan through:
Proactive Leadership and Governance Strategic outcome Create a safe and skilled workforce that provides quality services and that meet Council’s strategic direction and goals.
Action Develop and implement people management strategies to support all groups to deliver community outcomes. Provide a safe and healthy environment for staff, contractors and the community.
Outcomes
Objectives
A resilient
1. Maintain a culture that values and understands the role of workplace well-being in
workforce equipped to deliver results
driving performance, engagement and productivity 2. Attract team members for organisational fit with the capabilities to adapt to changing work dynamics and align with the HILLS values 3. Actively facilitate opportunities for team members to find meaning in their work through a clear understanding of the organisation's vision, their role and how their individual skills and capabilities add value to community outcomes 4. Implement initiatives to proactively address psychosocial risks and maintain a psychologically healthy workplace by implementing processes that monitor work environment and its impact on employee well-being and performance 5. Provide people policies and advice to ensure the workforce is engaged to achieve effective business outcomes.
Responsible
6. Collect and analyse data to improve employee engagement and generate action
use of human
plans that motivate improved productivity and performance, organisational
resources that
commitment and pride in the organisation
maximises productivity and performance
7. Engage and motivate team members by providing a workplace that values regular feedback and recognition of effective performance and positive behaviour 8. Create a culture of learning to build team members skills and competence developing capabilities to support organisational success 9. Continue to provide a recognition incentive scheme that rewards outstanding organisational and individual performance and positive workplace behaviours 10. Implement a suite of online learning tools and training packages to encourage selfinitiated learning opportunities aligned with organisational requirements
A workforce
11. Invest in our managers and coordinators providing leadership development
aligned with
opportunities to develop their confidence and capability to motivate and manage
leadership
their teams
priorities
12. Build leadership trust through regular communication from the executive team about the organisation’s performance and key projects to help team members understand how what they do aligns with the strategic direction
47
The Hills Shire Council
Safety and wellbeing of staff
Equal employment opportunity
The Hills Shire Council is committed to creating a
Council respects and values the diversity of its team
positive and proactive safety culture that enables
members and others in the workplace. We do not
managers and supports team members to be safe,
tolerate any unlawful discrimination, harassment, or
healthy, engaged, and productive at work. This will
bullying. We support equal opportunity for all, and
ensure Council’s strategic vision can be achieved.
this is evident in our employment practices including
Council has set 4 safety strategic objectives: 1.
Managers take responsibility for ensuring the safety of their teams
2.
the workplace is psychologically healthy
3.
team members are engaged in protecting their safety and well-being, as well as that of their colleagues
4.
managers actively work towards reducing incidents in the workplace and getting injured team members back to work quickly.
Council is focused on improving its safety record and providing a safe operating environment for
succession, and employment conditions. We want all our current and future team members to have a fulfilling career with The Hills Shire Council, free from any discrimination. Our Equal Employment Opportunity (EEO) policy explains our objectives, actions, and responsibilities for being an EEO employer and for making our team members aware of their rights as well as their responsibilities. The general manager has overall responsibility for ensuring EEO practices are implemented and adhered to and focus on the following:
all by monitoring priority areas through the Safety
•
Promotion of EEO and diversity principles
Management System. Council is proud of its safety
•
maintaining workplaces free from
record, however it also acknowledges that everyone needs to work hard to ensure the safety of all team
discrimination, harassment, and bullying
members and customers.
•
accessible policies and procedures
Safety is promoted within the organisation by:
•
grievance procedures
•
•
ongoing analysis of employment data.
Team members being aware of their role and responsibility under Council’s policies and relevant legislation
•
individual acceptance of accountability and responsibility for safe conditions and behaviour
•
effective identification of risks
•
identifying and agreeing on Council-wide safety targets.
48
recruitment, selection, training, development,
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Challenges
and opportunities The 2022 Local Government Workforce Skills and Capability Survey, reveals 9 out of every 10 Australian councils face jobs and skills shortages, highlighting the need for increased investment in our local government workforce. Labour supply
professional conferences, and seminars. Council
Attracting and retaining qualified and experienced
also offers educational assistance to team members
team members is an ongoing challenge for
to achieve recognised qualifications that will assist
Council. The challenge is further increased due to
them in their current or future career aspirations. As
unprecedented urban growth and development in
the work environment is constantly evolving, Council
our LGA, making it difficult to compete for suitable
is adopting more flexible learning and development
candidates.
approaches including e-learning, where delivery is
According to the 2022 Local Government Workforce
online, flexible, and innovative.
Skills and Capability survey, the most common
Employment costs
drivers of skills shortages are the inability to
The costs associated with employment for Council
compete with market remuneration, a shortage
staff will need to remain in line with the current long
of suitable skilled candidates, and location. The
term financial plan. One of the greatest challenges
skills that local governments are experiencing
on top of wage costs is the ability to ensure Council
shortages include engineers, urban and town
has the right skills in the right areas of the business
planners, building surveyors, project managers, and
and this comes in the form of training courses and
labourers highlighting the importance of knowledge
professional development expenses.
management and succession planning.
The below table details the operating employee
Knowledge management and succession planning
costs that will occur during the next four years.
40% of our team members are 50 years old or
Term Financial Plan and is subject to change.
Note: this information is based on Council’s Long
above. This has various implications that require careful planning. Council will develop and implement appropriate strategies in the next 4 years to attract a diverse workforce and manage the transfer of corporate knowledge. The persistent shortage of
Organisational workforce expenditure
skilled team members and recruitment difficulties
Employee benefits and on costs
also affect Council’s capacity to implement future workforce planning models.
Learning and development Team members are encouraged to take an active role in their own learning and development. To facilitate this, they have access to a wide range
2025-2026
$88,578,862
2026-2027
$90,650,584
2027-2028
$93,389,584
2028-2029
$96,219,765
of training activities including short courses,
49
The Hills Shire Council
Measuring success
The success of the Workforce Management Strategy is measured through the annual operational performance measures. By having ‘the right people in the right roles at the right time with the right skills’, the organisation can meet and exceed these organisation-wide targets. Suggested organisation-wide targets – 2025-2026 1.
Integrated Plans delivered on time:>95% or actions achieved in Delivery Program
2.
Community satisfaction score: new base line to be established 2025-2026
3.
Employee engagement: >80%
4.
Risk management maturity score:>85%
5.
Asset Maintenance Ratio: 100%
6.
Underlying financial result is better than budget.
How we’ll measure success Additionally, there are a number of workforce related lead indicators that are measured on a scheduled basis throughout the year. These include:
1. Increased staff job satisfaction 2. Increased average number of training hours per employee per year 3. Population to staff (number of residents to every staff member)
271
253
201 WILLOUGHBY
LIVERPOOL
BLACKTOWN
125 CITY OF SYDNEY
RANDWICK
HAWKESBURY
PENRITH
HORNSBY
The Hills Shire Council
174
193 CENTRAL COAST
CAMPBELLTOWN
Group 7 metropolitan fringe councils
50
216
232 215 CAMDEN
BLUE MOUNTAINS
not available
301
302
357 Servicing more residents, more efficiently, using less staff
All figures have been sourced from OLG 'Your Council Report' FY2023-24
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Workforce related lead indicators (continued) 4. Average number of days lost to absences (unplanned leave) GOAL
<7.00 days
Council’s EA6 offers easier access to health and wellbeing days, an additional day of bereavement leave above the Award; funeral attendance leave; special leave due to natural disasters; additional leave to participate with voluntary emergency management activities; purchased leave; and to and from work journey cover; as well as other benefits above that offered by the Local Government (State) Award.
5. Lost time injury frequency rate GOAL
<11.00 LTIFR
Council is performing better than the industry benchmark and has made significant progress over the past few years. There is good staff awareness around safety reporting and responsibility. Attention is focused on early intervention and proactive prevention strategies to build greater WHS awareness and confidence amongst staff.
6. Employee engagement GOAL
>80% engagement
The Employee Engagement Survey is an important tool to help Council understand and improve the organisational culture. Based on check-in and engagement surveys.
7. Percentage of staff retained One of the indicators of employee satisfaction is employee turnover, which we monitor and track regularly. We also conduct employee exit surveys to collect feedback from departing employees about their work experience and areas for improvement. The main reasons for leaving
GOAL
>85% retained
Council, according to the exit surveys, are career opportunities, new challenges, job growth, promotion, and remuneration.
8. Safety incidents responded to within 24 hours GOAL
There is good staff awareness around safety reporting and responsibility.
>95% reported
51
The Hills Shire Council
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Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
TOWARDS HILLS
2050
ASSET MANAGEMENT STRATEGY 2025-2035
53
Waves Fitness & Aquatic Centre
The Hills Shire Council
Contents
About this plan
55
Relationship with other plans
56
Asset management framework
57
Asset management policy
58
Assets critical to Council’s operations 59
54
Risk management strategies
60
Improvement actions
61
Projected resource requirements
62
Future demand
63
Asset management plans
65
Community buildings Civil infrastructure Waterways and stormwater Parks and recreational facilities Pathways
68 70 73 75 77
Works Program
79
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
About this plan
Overview
Background
The Hills Shire Council Asset Management Strategy
Council adopted a funding strategy in 2011 to
has been prepared in accordance with the state
address the infrastructure backlog of $52 million
government’s Integrated Planning and Reporting
using Council’s reserve funds. In 2016 the
Framework requirements. It covers the 10-year
infrastructure backlog was reduced to zero and has
period from July 2025 to June 2035.
remained at zero since. This is achieved through
Council is responsible for managing around $5.9 billion worth of infrastructure and community assets
our financial settings and by spending on assets above benchmark levels.
(including investment properties) that are used to
The asset maintenance ratio (below) indicates that
provide services to the community. These assets
Council spends equal or greater than the required
include roads, bridges, community buildings, land,
funds to maintain assets in a satisfactory condition.
recreation and leisure facilities, drains, libraries,
This is also well above the benchmark as Council
parks and playgrounds.
simultaneously addresses and stops a backlog from
Council invests significant resources in constructing,
growing.
maintaining, renewing and upgrading these assets to meet the needs of the community and enhance their quality of life. This strategy is a dynamic document that helps to guide Council’s activities and decision-making processes into the future.
Asset maintenance ratio achieved benchmark 19-20 20-21
The strategy is reviewed annually to ensure
21-22
applicability in the changing environment and to
22-23
incorporate community feedback.
23-24
1.58 1.63 1.75 2.20 1.82
≥1.0
Purpose The Asset Management Strategy aims to ensure that Council develops, implements, and manages a service-oriented, community-focused, and sustainable Asset Management Plan. This strategy offers strategic guidance for the planning, construction, maintenance, and operation of assets that are crucial for Council to provide services to the community. It ensures that assets are delivered and managed in a cost-effective manner, that services are offered at an appropriate level, and that the impacts of future assets are considered during the decision-making process. Additionally, the strategy guarantees that assets are maintained to an adequate standard for both current and future users. It also identifies and plans for long-term needs, both technically and financially.
55
The Hills Shire Council
Relationship with other plans
The Asset Management Strategy is one of the components of the Resourcing Strategy, linking with the following plans and documents in accordance with the NSW State Government’s Integrated Planning and Reporting (IPR) Framework (diagram below).
State plans and strategies JO statement of strategic regional priorities plan
Relevant regional plans and priorities
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
56
Resourcing Strategy
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Asset management framework
Our asset management framework follows key areas of asset management and guides our approach in the direction of future systems, processes and planning. Asset management aims to optimise services to the community at a cost and risk that is acceptable. To assist in undertaking this we have developed various planning tools, the primary being the Community Strategic Plan, along with our asset and risk management plans, as well as the Long Term Financial Plan. Implementation is guided by the Asset Management Strategy and Asset Management Policy.
Asset Management informs policy decisions Community Strategic Plan
Delivery Program
Where are we going?
What will we do in 4 years?
Annual Operational Plans What will we do each year?
Asset Management (AM) Planning and operating infrastructure
AM policy
AM strategy
AM plans
Financial plans
Knowledge to understand the present and plan for the future
Asset Management Strategy Infrastructure assets play a crucial role in planning and delivering Council services. Effective asset planning requires a well-informed Council, a
also helps Council engage with the community to strike a balance between service levels, risk, and costs, alongside the creation of Asset Management Plans.
management team and a supportive community.
This document outlines how Council will responsibly
Since many assets have a long lifespan and require
manage infrastructure assets over time and how
regular renewal, planning must consider the full
those assets contribute to meeting the community’s
costs involved in the lifecycle of each asset, to
needs. It has been prepared after reviewing
address both short and long-term needs.
Council’s service delivery practices, financial
To achieve effective asset management, it is important to develop an Asset Management Policy and Strategy that emphasises value for money. This
sustainability indicators, and asset management maturity, and aligns with Council’s vision for the future, as outlined in the Community Strategic Plan.
57
The Hills Shire Council
Asset management policy
Asset Management Policy
Principles
Council’s Asset Management Policy outlines
1.
Council’s vision and objectives for asset
enable it to deliver meaningful local government
management, in alignment with the Community
services and facilities at the required level of
Strategic Plan and relevant legislation.
service in the most cost effective manner
The purpose of this policy is to:
•
2.
• •
Works Engineering Australia (IPWEA) and the International Infrastructure Management
integrate asset management with Council’s
Manual (IIMM) prepared by the Association of
strategic planning
Local Government Engineering New Zealand
maximise value for money through lifecycle
3.
costing and performance measurement
• •
Council’s asset management methodologies are based upon the The Institute of Public
Establish principles for asset management that enable effective service delivery
assign accountability and responsibility for
all relevant legislative requirements are to be taken into account in managing our assets
4.
asset management is to be integrated into
service delivery
Council’s budgeting, planning and operational
promote sustainability to safeguard the needs
processes
of future generations. The vision of the policy is to ensure the long-term
5.
our assets will be inspected to assess condition
6.
community needs combined with the asset’s
financial sustainability of Council by balancing
condition decide priorities for asset provision,
community expectations for services with their
maintenance, renewal and disposal
ability to pay for infrastructure assets needed to
7.
the acquisition of new assets have regard to the
provide those services. Council will develop and
community’s needs as well as Council’s ability
maintain asset management governance, skills,
to fund future life cycle costs
processes, systems, and data to provide the level of service the community needs. This approach will result in the most cost-effective and fit-for-purpose assets, both now and in the future. Council acknowledges that assets are crucial to its service delivery to The Hills community. Council is committed to ensuring assets are appropriate for community needs and are maintained at the agreedupon levels of service within Council’s financial capacity. A full life cycle cost approach will be taken when acquiring future assets, deciding on asset renewal projects, and disposing of existing assets. Council’s assets will be managed through the strategic asset management plan, using technology, data, appropriate methodologies, industry practices and consultation with the community to make informed decisions regarding the allocation of resources for providing, maintaining, renewing, and disposing of assets.
58
Council is committed to providing assets that
8.
risk is considered in the development of asset management strategies and actions
9.
each category of assets will identify the weighted average ranking score to determine priorities.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Asset critical to Council’s operations Asset class
Description
Service standards
Buildings
Aged and disability service facilities, amenities
Provide a portfolio of public
and sports facilities, childcare and baby health
buildings and facilities required
centres, community centres, library facilities,
for a range of functional, social,
Rural Fire Service and SES headquarters,
educational and recreational
Council operational centres, recreational and
activities across The Shire.
cultural centres, rented properties, Scout and Guide halls and swimming pool buildings. Civil infrastructure
Roads, bridges (including road bridges, foot
Provide well maintained roads
bridges, major culverts and observation decks),
and bridges which allow
kerb and gutter, carparks, traffic management
convenient and safe access to
devices, street furniture, bus shelters and ferry.
all. An efficient transportation system which provides economic and social benefits for residents, businesses and visitors.
Waterways & stormwater systems
Stormwater pipes, stormwater pits and
Improve safety and the
structures, minor culverts, gross pollutant traps,
management of stormwater
open channels, dams, basins, swales and rain
and waterways to control local
gardens.
overland flooding, reduce adverse environmental impacts from stormwater runoff and mitigate the impact of other associated infrastructure and properties.
Parks & recreational facilities
Sporting facilities including play equipment,
Provides a variety of physical,
playground facilities and recreational facilities,
social and environmental
irrigation, park lighting, open space furniture and
activities via a network of open
water tanks.
space (passive and active recreational areas) to support the health and wellbeing of the community.
Pathways
Footpaths, cycleways, walkways and tracks.
Provides a safe and accessible pathway network that connects pedestrians to facilities in their community. Promotes and facilitates walking as an alternative to private vehicle usage and as a form of exercise and recreation.
59
The Hills Shire Council
Risk management strategies Impacts
Mitigation strategies
Buildings
adings
• Changing usage requirements • Potential hazards to the community • Population increase and changing
are considered critical for the on-going delivery of Council’s services
• Legislative requirements • Aging infrastructure • Increase in community expectations
• Routine asset assessments and defect inspections • Proactive maintenance programs and inspections • Planned renewal programs • Community engagement and service level agreements • Sustainability and cost reduction initiatives • Continuous improvement of Asset Management Plans
Civil infrastructure and pathways
atructure & Pathways
• Asset defects potentially creating
• Use of camera based automated pavement and
demographics
• Under or over utilisation of some buildings
hazards to the community
• Population increase and additional loading on roads
• Legislative requirements • Increase in community expectations • Ongoing development and construction work impacting assets.
• Increase in heavy truck movements
infrastructure data collection (laser profilometer and visual) for detailed assessments
• Routine asset assessments and defect inspections • Proactive maintenance programs • Planned renewal programs • Appropriate community engagement • Continuous improvement of Asset Management Plans
Waterways and stormwater
aer
• Flooding, scouring or surcharge due to
• Asset condition assessment through a CCTV and physical
insufficient hydrological capacity
• Sinkholes, subsidence or blockages to network
• Ongoing development and construction work impacting assets and waterways
Parks and recreation
• Playgrounds exceeding recommended useful lives
• Potential hazards to the community • Population increase and changing demographics
• Legislative requirements • Over utilisation of some parks facilities, particularly sportsfields
• Increase in community expectations • Growth in non-traditional sports 60
• Disaster Recovery Plan which focuses on buildings which
inspection program
• Investigation of the system to determine the hydrologic level of service
• Ongoing overland flow and flood investigations • Proactive maintenance programs • Planned renewal programs • Continuous improvement of Asset Management Plans
aer • Routine asset assessments and defect inspections • Annual safety audits of playgrounds • Proactive maintenance programs • Planned renewal programs • Sustainability and cost reduction initiatives • Continuous improvement of Asset Management Plans
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Improvement actions
The Asset Management Strategy proposes strategies to enable the objectives of the Strategic Plan, Asset Management Policy and Asset Management Vision to be achieved.
No. Action
Desired outcome
1
Develop and annually review Asset Management Plans covering at
Identification of services
least 10 years for all major asset classes.
needed by the community and required funding to optimise ‘whole of life’ costs
2
Develop a Long Term Financial Plan covering 10 years
Sustainable funding model to
incorporating asset management plan expenditure projections with
provide Council services
a sustainable funding position outcome 3 4
5
6
Incorporate Year One of the Long Term Financial Plan revenue
Long term financial planning
and expenditure projections into annual budgets
drives budget deliberations
Review and update asset management plans and long term
Council and the community
financial plans after adoption of annual budgets. Communicate any
are aware of changes to
consequence of funding decisions on service levels and service
service levels and costs
risks
arising from budget decisions
Report Council’s financial position at fair value in accordance
Financial sustainability
with Australian Accounting Standards, financial sustainability and
information is available for
performance against strategic objectives in annual reports
Council and the community
Ensure Council’s decisions are made from accurate and current
Improved decision making
information in asset registers, on service level performance and
and greater value for money
costs and ’whole of life’ costs 7
Report on Council’s resources and operational capability to deliver
Services delivery is matched
the services needed by the community in the annual report
to available resources and operational capabilities
8 9
Ensure responsibilities for asset management are identified and
Responsibility for asset
incorporated into staff position descriptions
management is defined
Implement an improvement plan to realise ‘core’ maturity for the
Improved financial and asset
financial and asset management competencies within 5 years
management capacity within Council
61
62
$ 16,851,949 $ $ 17,451,559 $
$ 34,303,508 $
$ 2,429,269 $ $ 4,690,000 $ $ 7,119,269 $
$ 24,095,906 $ $ 26,342,987 $ $ 50,438,893 $
Civil Assets(roads, traffic, � bridges, pathways & waterways)
Parks Infrastructure Asset Maintenance Asset Renewals Parks Infrastructure
ALL ASSETS (excluding Land) Asset Maintenance Asset Renewals ALL ASSETS (excluding Land) 27,232,964 $ 27,272,025 $ 54,504,990 $
3,691,490 $ 5,393,500 $ 9,084,990 $
36,031,853 $
18,564,828 $ 17,467,026 $
29,588,392 $ 29,100,393 $ 58,688,785 $
4,728,417 $ 5,663,175 $ 10,391,592 $
38,697,822 $
19,760,333 $ 18,937,489 $
31,326,405 $ 30,740,104 $ 62,066,510 $
5,164,883 $ 5,946,334 $ 11,111,217 $
41,125,252 $
20,921,205 $ 20,204,047 $
33,214,431 $ 31,903,451 $ 65,117,882 $
5,831,707 $ 6,243,650 $ 12,075,357 $
43,037,060 $
22,012,881 $ 21,024,179 $
35,007,045 $ 33,161,936 $ 68,168,981 $
6,194,929 $ 6,555,833 $ 12,750,762 $
45,186,813 $
23,309,044 $ 21,877,769 $
37,140,240 $ 34,472,707 $ 71,612,947 $
6,867,970 $ 6,883,625 $ 13,751,595 $
47,395,300 $
24,629,118 $ 22,766,182 $
39,203,939 $ 35,838,025 $ 75,041,964 $
7,671,862 $ 7,227,806 $ 14,899,668 $
49,440,451 $
25,749,591 $ 23,690,861 $
40,294,657 $ 37,260,215 $ 77,554,873 $
8,292,287 $ 7,589,196 $ 15,881,483 $
50,729,654 $
26,076,380 $ 24,653,274 $
41,256,475 38,737,258 79,993,733
8,627,427 7,968,656 16,596,083
52,200,959
26,550,457 25,650,502
6,078,591 5,118,100 11,196,691
FE 2034/2035
5,925,990 $ 5,017,745 $ 10,943,736 $
FE 2033/2034
5,782,486 $ 4,919,358 $ 10,701,844 $
FE 2032/2033
5,643,151 $ 4,822,900 $ 10,466,052 $
FE 2031/2032
5,503,072 $ 4,728,334 $ 10,231,405 $
FE 2030/2031
5,369,843 $ 4,635,621 $ 10,005,465 $
FE 2029/2030
5,240,317 $ 4,589,724 $ 9,830,041 $
FE 2028/2029
5,099,641 $ 4,499,729 $ 9,599,371 $
FE 2027/2028
4,976,646 $ 4,411,499 $ 9,388,146 $
FE 2026/2027
$ 4,814,688 $ $ 4,201,428 $ $ 9,016,116 $
FE 2025/2026
Asset Maintenance Asset Renewals
Civil Assets (roads, traffic, � bridges, pathways & waterways)
Buildings Asset Maintenance Asset Renewals Buildings
Asset Maintenance & Renewals
and timeframes
Projected resource requirements
The Hills Shire Council
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Future demand
Factors affecting demand include changes in population, demographics, consumer preferences, technology, economics, seasonal patterns, regulatory policies, vehicle ownership rates and environmental awareness. Northwest Growth Centre The Hills Shire is a part of the Greater Sydney Region’s Central City District which includes Parramatta, Cumberland and Blacktown local government areas. The district plays a vital role in providing housing and driving economic growth. It is expected that the population of the district will reach 1,521,500 people by 2036, which is an increase of almost 60% (550,500 people) compared to the district population of 970,000 in 2016. To cater for the growing demand for air travel from existing and future residents of the district, the Western Sydney Airport is being built. This airport is crucial to facilitating long-term growth in the region. Council is in support of planning and delivering key infrastructure items that will improve both vehicular and public transport connections to the Western Sydney Airport, including:
•
The M9 Motorway (Outer Sydney Orbital) extending from the Central Coast through to the Illawarra, west of the future airport
•
•
Other infrastructure projects that require a higher level of commitment to unlock potential, improve access to employment opportunities and support population growth include the Western Sydney light rail, which includes a connection between Parramatta and Castle Hill, and an arterial road connection via Annangrove Road to connect the North West Growth Centre to Hornsby or the Sydney CBD. The Department of Planning and Environment for the North West Priority Growth Area has completed work that shows the release area can accommodate 90,000 dwellings, which is 20,000 more dwellings than originally identified. Due to the increase in population and the additional demands this will place on the existing transport network, it is important to prioritise investigating and setting aside land for this arterial link. Traffic congestion is a major problem and is expected to worsen over the next 10 to 15 years as more than 60,000 planned dwellings are constructed in the North West Growth Centre. Investing in
the M12 Motorway providing a link to the
regional infrastructure through links and better
airport by connecting the M7 Motorway and the
direct access to motorways will be critical in freeing
Northern Road
up capacity on local roads, other than trains. With
continuation of the Sydney Metro to the south,
urban development and population growth of this
from Cudgegong Road to St Marys and the Western Sydney Airport. This rail infrastructure would connect into the South West Rail Link extension and would complete this ‘missing link’ in the rail network. These items have been identified for investigation over the next 10 years in the Future Transport 2056 Services and Infrastructure Plan (2018) by the NSW Government for Greater Sydney and Central City District.
scale, maintaining the rural character and lifestyle of The Hills Shire, accommodating this growth, and creating a sustainable environment, community, and economy for the benefit of the current and future populations pose significant challenges.
Impact of trends The expected growth in population, residential areas, business, and commerce has a direct impact on the demand for services. This increase results
63
The Hills Shire Council
in a higher demand for assets to support these services. Council faces some challenges in this
Community Buildings
regard, such as:
•
ensuring that there are enough funds to operate, maintain, and replace new assets
•
maintaining existing infrastructure to an acceptable level of service
•
•
Develop a buildings and facilities management strategy
•
encourage sharing of facilities with government agencies (i.e. schools).
keeping up with the demand for new and improved services from the growing
Civil Infrastructure
community
•
upgrading assets to comply with new environmental and safety standards
•
managing increased traffic congestion and dependence on motor vehicles
•
maintaining the quality of our environment, including open spaces and rural settings.
The projected increase in population will have a
• • • •
Continue lobbying the NSW Government to improve the capacity of the state road network promotion of public transport encouraging alternate modes of transport including cycling and walking conducting community education.
significant impact on the existing and future assets
Waterways and Stormwater Systems
of Council. The primary impact will be an increase in usage associated with the population increase. However, the less obvious challenge will be to ensure that the asset base is appropriate and necessary to meet the demands and requirements of the changing LGA profile. These challenges will not only centre on the capacity of the asset but also its appropriateness to provide a service to the
• • • •
Onsite stormwater retention (i.e. rain gardens and bio-swales) improvements in water quality control water sensitive urban design stormwater harvesting.
community.
Parks and Recreational Facilities
The rate of growth also challenges Council’s ability to add new infrastructure to the network. For example, in the Box Hill release area, Council is responding to community needs by accelerating the planned installation of new intersections in key capital and the recurrent maintenance expenditure.
• •
Demand management strategies
•
locations. However, this brings forward both the
Demand management strategies offer ways to maximise utilisation of existing assets by modifying customer demands instead of creating new assets.
64
•
Comply and implement a recreation strategy multi use of recreational facilities improved/upgraded lighting to maximise training opportunities encouraging public and private sector co-share infrastructure.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Asset management plans
Current state of our assets
Council’s infrastructure assets are valued approximately $2.4 billion (excluding bulk earthworks) as at 30 June 2024. Council also has $3.0 billion worth of land consisting of operational land, community land and land under roads. These assets support the delivery of services to the community.
Percentage of total replacement cost
Asset classes shown
The graph to the right shows the value of Council’s built assets by asset class, expressed as a percentage of the $2.7 billion gross replacement cost.
Civil Infrastructure, 58.87% Bridges & Pathways
* Community assets excluding land and bulk earthworks as at 30 June 2024.
16.51% Buildings
Book value - $2.4 billion*
Waterways & 17.45% Stormwater Systems
Community assets - replacement cost
Parks & 7.16% Recreational Facilities
$2.7B*
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The Hills Shire Council
A large portion of the assets owned by Council are
Council assessed the current replacement
relatively new and do not require significant renewal
costs of all assets belonging to the open
at this time. However, as these assets start to
space and recreation asset class in 2021-22,
age, Council will need to change the way they are
civil infrastructure, pathways, waterways, and
managed. To maximise the investment and ensure
stormwater drainage systems asset classes in
that money is being spent effectively, it is important
2023-24, and buildings asset class in 2023-24. The
to understand how these assets contribute to the
information provided in this Asset Management
provision of services.
Strategy is based on the outcomes of these
Every year, Council sets aside sufficient funds in the recurrent budget for capital improvements and renewal. This amount is separate from the funds
evaluations. The evaluations have also facilitated the implementation of better decision-making processes while preparing renewal works programs.
allocated for asset maintenance and transfers to
In 2022-23 and 2023-24, Council commenced a
asset replacement reserves.
new cycle of asset class condition assessment.
Funds are allocated to infrastructure based on the objectives outlined in Council’s Financial Charter:
•
•
Capital Works Renewal Program.
that existing infrastructure is maintained at
Asset condition
expected service levels. This is under Financial
The Hills Shire Council regularly inspects the assets it manages. The performance of an asset over
all capital expenditure project proposals
time is dependent on several variables that are not
undergo lifecycle cost evaluations, which
always directly related to material deterioration.
include construction, maintenance, operations,
These variables include design, construction,
and transfer to reserves for replacement, as per
climate, and loading, all of which may influence the
Financial Charter 3
asset’s condition. The most practical method of
identify the source of funds for new capital expenditure projects to reflect the timing of the receipt of funds, under Financial Charter 3
•
determine priorities in the development of Annual
Priority is given to asset renewals to ensure
Charter 3
•
The results from these inspections are used to
if a continuous income source can be identified to service the debt, borrowing will
evaluating the current functionality of an asset and determining its remaining useful life is by assessing its condition. A condition assessment has 3 key outputs:
•
be considered for new capital projects, as per
contributing to current performance in meeting
Financial Charter 3.
the designated standards of service
Asset valuation
•
potential (depreciation) and the remaining life
revalued to fair value in accordance with a staged approach as advised by the Office of Local Government. Valuations of Council’s infrastructure assets were conducted to comply with Australian Accounting Standards:
•
AASB13 – fair value measurement
•
AASB116 – property plant and equipment
•
AASB5 – assets held for sale
•
AASB136 – impairment of assets
•
Local Government Code of Accounting Practice and Financial Reporting.
it determines the fair value of these assets, considering the rate of consumption of service
Council’s non-current assets are progressively
66
It helps us understand how these assets are
for valuation purposes
•
provides valuable input into the strategic asset management process, particularly in prioritising renewal programs.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Condition rating of Council’s assets Condition rating
Description of condition
1 – Excellent/
No work required (normal maintenance)
very good
2 - Good
Only minor maintenance work required
3 - Satisfactory
Maintenance work required to return to accepted level of service
4 - Poor 5 - Very poor
Renewal required* Urgent renewal/upgrade required or asset requires replacement
Asset condition profile The graph (below) shows the overall condition of Council’s assets as a percentage of the overall replacement cost.
2.1%
16.3%
39.8%
41.8%
*Council sets the condition standards for each asset. Assets rated ‘poor’ are prioritised in the coming year’s Works Program.
Asset management legislative requirements
• •
NSW Local Government Act, 1993
• • •
NSW Roads Act, 1993
•
Dangerous Goods Safety Management Act, 2001
• • •
Disability Discriminations Act, 1992
•
Federal, Aboriginal and Torres Strait Islander Heritage Protection Act, 1984
•
Floodplain Development Manual – The Management of Flood Liable Land, NSW Government April 2005
•
Local Government (General) Amendment (Stormwater) Regulation 2006 under the Local Government Act, 1993
• • • •
Native Vegetation Act, 2003
• •
NSW Crown Lands Act, 1989
• •
NSW Heritage Act, 1997
•
NSW State Emergency and Rescue Management Act, 1989
•
NSW Water Management Act, 2000
•
Protection of the Environment Administration Act, 1991
•
Protection of the Environment Operations Act, 1997
• •
Rural Fires Act, 1997
NSW Work Health and Safety Act, 2011 Building Code of Australia Building Fire and Safety Regulation,1991
Electrical Safety Act, 2002 Federal Disability Discrimination Act, 1992
Noxious Weeds Act, 1993 NSW Civil Liability Act, 2002 NSW Companion Animals Act, 1998 NSW Environmental Planning and Assessment Act, 1979 NSW National Parks and Wildlife Act, 1974
Threatened Species Conservation Act, 1995
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The Hills Shire Council
Community buildings
No.
Current replacement cost
Aged and disability services
10
$14.62M
Amenities and sport
138
$68.73M
The average condition of Council’s buildings
Child care and baby health centres
19
$25.29M
Community centres (including Scout and Guide halls, recreational and cultural centres)
1.67
60
$104.81M
Council operational centres
19
$137.93M
Library facilities
4
$18.56M
Rented properties
21
$2.89M
Rural fire stations
22
$12.21M
condition assessment completed
Swimming pool buildings
3
$58.04M
in January 2019.
Asset type
Total current replacement cost of Council’s building assets
$443M
The condition of Council’s buildings is based on the average service potential index (SPI) of each component which has been derived from the most recent
Building condition 2.5 2
2.24 2.10
1.74
2.0
1.82
1.77 1.67
Service standard - priority ranking and identification of projects
1.63
1.5 1.00
1
Condition ratings are assigned to components of a building, which are then combined to calculate
0.5
an overall condition rating. The standard set by Council for all building assets is to achieve an
0
overall condition rating of either 1 or 2. It is understood that some
Community satisfaction with community centres & halls
68
23-24
70.2%
22-23
72.0%
21-22
72.0%
20-21
72.0%
buildings may receive a condition rating of 3. In such cases, a review is necessary to determine the work required to improve the asset’s condition to a rating of 2. Generally a building should not be in condition 4 unless it is designated as a special asset.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Council’s administration building at Columbia Court, Norwest
Building assets
Building assets
Building assets
Management of existing buildings
Management of proposed assets
Management of reactive works
The assessment of current building assets is carried out using the following combination of methods:
Proposals to add or remove buildings are assessed the following combination of ways:
Reactive capital expenditure requests are assessed the following combination of ways:
1. A strategic life cycle maintenance plan
1. The rolling 4 x year capital works plan
2. annual reviews of condition ratings and comprehensive assessments during asset class revaluations
2. section 7.11, Section 7.12 and grant funded works
1. The demand based on population and demographic data
3. site visits during strategic planning and project delivery 4. feedback by users or the community at large
3. land development plans 4. social and economic benefit analysis review 5. prioritised work via reactive requests
2. the participation, functionality and use expectations 3. the capital, operational and life-cycle costs 4. the overall risk profile 5. the current level of service
5. planned and reactive capital work requirements
To make informed decisions about the life cycle of its buildings, Council performed a high-level defect assessment as part of its ongoing monitoring process. The defects were categorised by priority and estimates were made for each defect repair. This helped Council understand its short to medium-term priorities and the associated costs of renewal to ensure that the expected level of service to the community could be delivered. This process was initiated in 2018-19 and is further refined each year to develop the rolling 4 x year capital works plan, as discussed above.
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The Hills Shire Council
Civil
infrastructure
Asset type
No.
Unit
Current replacement cost
Bridges
155
each
$167.60M
Bus shelters
130
each
$2.61M
The average condition of civil infrastructure
Carparks
142
each
$24.13M
1.87
Kerb and gutter
1,453.11
kms
$270.97M
Roads
1,056.13
kms
$851.27M
Traffic management devices
2,516
each
$61.20M
Civil infrastructure condition 2.85 2.5 2
Total current replacement cost of Council’s civil infrastructure
$1,378M
There are various methods utilised to undertake condition assessments for the civil infrastructure assets and is dependent on the asset class of the assets. Various methods of asset condition inspections that are currently implemented at The Hills Shire Council are discussed in the table below (left).
2.28 2.09
2.01
1.82
Priority ranking
1.69
Council’s Strategic Asset Management System, road classifications, community
1.5
requests, identified risks, and staff field observations, is used to develop the draft
1
4-year Works Program. Candidates from this program are validated, inspected, and prioritised based on their location and
0.5
associated risks. Council routinely undertakes level 1 visual
0
inspections of our bridges. Additionally, external consultants conducted a level 2
Community satisfaction with condition of residential road surfaces
structural inspections on various high-priority road bridges during the 2020-21 and 2016-17 periods.
23-24
62.0%
22-23
63.8%
21-22
63.8%
20-21
63.8%
The findings from these inspections and the corresponding action plans are incorporated into the bridge renewal and maintenance program, which also includes vegetation management. Council is continuously undertaking assessments of roads, kerbs and gutters, traffic devices, carparks and bus shelters.
70
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Roads
Kerb and gutter
Bridges
Condition assessment methodology:
Condition assessment methodology:
Condition assessment methodology:
Condition and defect assessment of Council’s roads using laser measured road network roughness and rutting surveys as well as video based inventory and condition survey using external consultants.
Video based inventory and condition survey using external consultants.
Comprehensive level 2 structural inspections on Council’s road bridges by external consultants and level 1 inspections of pedestrian bridges and observation decks by Council’s asset management team.
Traffic management devices
Carparks
Bus shelters
Condition assessment methodology:
Condition assessment methodology:
Condition assessment methodology:
Video based inventory and condition survey using external consultants.
Visual comprehensive inspections undertaken by Council’s asset management team.
Visual comprehensive inspections undertaken by Council’s asset management team for assets owned by Council.
New projects
into the Works Program, which outlines the road
Proposals for the construction of new civil
maintenance and improvement projects to be
infrastructure assets in North Kellyville, Balmoral
completed.
Road, Box Hill, and Gables are being made in
Council also conducts geotechnical investigations
conjunction with the release of development areas.
on selected roads to gather more detailed data
The funding for these projects will come from
about the underlying pavement structure, which
relevant contribution plans or voluntary planning
helps inform longer-term maintenance and
agreements.
treatment plans.
Identification of projects
While prioritising projects based on current road
Council collects detailed data on road conditions, including cracking, rutting, roughness, stripping, and surface defects. These factors are scored and analysed to determine the state of the road
conditions is effective in the short term, longer-term forecasting is more challenging due to unseen structural damage, the impact of weather conditions, and changing traffic volumes.
network. The scores from these assessments are
Funding for traffic safety projects is often obtained
incorporated into a decision-making matrix, which
from Federal or State Blackspot grants, which
helps identify the most suitable treatments for
target high-risk areas. In new development areas,
each road. Identified treatments are considered
traffic facilities are typically funded by developer
along with factors such as road defects, expected
contributions. In other areas, a combination of
traffic growth, past treatment history, and urban
grants and local council revenue is used to fund
growth. The identified treatments are incorporated
projects.
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The Hills Shire Council
Urban road segments
review of the treatments, along with feedback
• • • •
asphalt concrete correction resheet
from customers and road asset performance,
asphalt concrete resheet
help Council implement continuous improvement
full depth mill and fill
processes.
major patch and asphalt concrete correction
Prioritising projects using condition data ensures
resheet
that the most appropriate and cost-effective
patch and asphalt concrete correction resheet
treatments are carried out at the right time.
patch and rejuvenation
Prioritising projects beyond the first year can be
rejuvenation
challenging due to structural damage that is not
microsurfacing
visible during inspection, as well as other factors
1 or 2 coat spray seal
like prolonged wet weather and increasing traffic
• • • • •
Rural road segments
volumes.
• • • •
2 coat spray seal
Council’s strategic vision for traffic facilities is based
patch and 2 coat spray seal
on population growth and the monitoring of service
major patch and 2 coat spray seal
levels at intersections and carriageways. Projects
stabilisation and 2 coat spray seal
related to traffic safety are usually funded by federal
The results of this analysis are used to assist Council in the creation of its Draft Works Program and to update its Strategic Asset Management System for future use. Ongoing monitoring and
72
or state blackspot grants. In new release areas, traffic facilities are primarily funded by developer contributions, while in other areas of the Shire they are funded by grants and Council revenue.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Waterways and stormwater
No.
Unit
Current replacement cost
Stormwater pipes
664.03
kms
$335.82M
Stormwater pits
27,460
each
$99.48M
End of line channel structures
2,230
each
$4.16M
Flood mitigation structures
73
kms
$0.72M
Water sensitive urban design elements
30
kms
$0.09M
Gross pollutant traps
79
each
$2.03M
512
each
$25.87M
Asset type
Open drains and rain gardens
Waterways and stormwater asset condition 2.5 2.22
2.13 2 1.5 1.48
1
1.81 1.54
0.99
0.95
0.5
0
Community satisfaction with percentage of constructed stormwater system rated satisfactory 23-24
95.2%
22-23
96.2%
21-22
96.2%
20-21
96.0%
Total current replacement cost of Council’s stormwater network
$468M The average condition of waterways and stormwater system assets, based on the sample data collection
1.53 Stormwater drainage assets are durable assets mainly constructed beneath the surface level. This reduces the likelihood of network failures caused by human error or interference, unlike other asset classes. Council continuously monitors this system using both passive and active methods to ensure the network’s integrity. Passive monitoring involves CCTV or camera-based network surveys, which help identify issues such as cracking, spalling, joint displacement, or root intrusions. Active monitoring involves localised flood monitoring at the surface and assessing the indirect impact on assets, such as high moisture content in the road pavement. Council also conducts operational activities, including gross pollutant trap (GPT) and pit basket cleanups, to manage stormwater quality consistently. Since 2019-20, Council has been inspecting around 2% of the pipe network CCTV each year. When new subdivisions are created, CCTV assessments of the new stormwater drainage assets are required before they are transferred to Council. This ensures that the new assets meet Council’s design standards, comply with the work-as-executed drawings, and exhibit an acceptable quality of finish before they are transferred to Council.
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The Hills Shire Council
Priority ranking
Identification of projects
The criteria listed are utilised to evaluate
The annual waterways capital works program assesses
each asset. These scores then establish a
each project based on established risk criteria. The
priority ranking for comparison with all other
program should be flexible enough to include high-priority
projects.
projects that may arise after a storm or any unforeseen natural event.
Criteria Risk to life
3
Risk to property
2
Risk to infrastructure
2
Risk to environment
1
Known priority flooding problem Pipe/structure/waterway condition Known priority erosion hazard
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Weighting
2 1
Proactive intervention is essential to minimise potential consequences, but this can only be carried out once the condition and performance of the buried stormwater system is known. For example, the consequences may lead to urban flooding or surface subsidence due to structural or system failures within the buried stormwater system. There is also the risk of erosion and the total collapse of creek banks related to natural waterways. Council’s dam surveillance assessments also identify unscheduled projects that need to be included in the
2
program. As a result, the program must be responsive to
Maintenance hotspot
1
potential consequences while ensuring that listed projects
Customer requests
0
remain a priority.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Parks & recreational facilities
No.
Unit
Current replacement cost
Open space furniture
6,030
each
$42.33M
$192M
Playgrounds
170
each
$18.84M
The average condition of parks and recreational facilities
Recreational facilities
364
each
$98.12M
Water tanks
73
each
$3.11M
Irrigation
188
each
$9.28M
Park lighting
2,542
each
$20.56M
Asset type
Park asset condition
Total current replacement cost of Council’s parks infrastructure
1.48
Community satisfaction with playgrounds & play equipment
2.5 2
2.03 1.81 1.83
1.58
1.5
1.37 1.25
1
23-24
74.2%
22-23
74.2%
21-22
74.2%
20-21
74.2%
0.5
0
Community satisfaction with quality of parks & gardens
Community satisfaction with ovals & sporting facilities
23-24
74.8%
23-24
75.8%
22-23
76.6%
22-23
78.8%
21-22
76.6%
21-22
78.8%
20-21
76.6%
20-21
78.8%
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The Hills Shire Council
Asset condition Assets in this category are assessed by both internal and external resources. The asset management team at Council conducts ongoing asset and hazard assessments. For frequently used assets such as playgrounds and associated play equipment, external consultants are engaged
New assets Criteria Community demand (latent and expressed based upon needs analysis) Participation rates (monitored level of use for the activity or service)
each year to conduct thorough condition and defect
Current level of service
inspections. These assessments allow Council to
Risk of not proceeding (risk to reputation and/or service) Operating and lifecycle costs (affordability of the facility and/or service)
proactively manage its highly utilised and highpriority assets. As part of the open space asset revaluations, Council performed an asset condition assessment of all parks and recreational facilities in 2021-22, utilising both internal asset management team members and external contractors.
Priority ranking The criteria used to assess each asset are scored from 1 to 5. These scores are then multiplied by a weighting factor to provide a priority ranking for comparison against all other park projects.
Weighting 3 2 1 1 2
Renewal Criteria Function (the ability of the facility to continue to provide its identified function) Condition (the gap between current condition and service level) Risk of failure (the criticality of the component to the operation of the facility)
Weighting 3 2 4
Identification of projects Projects identified in the recreation strategy and through asset inspections are evaluated and ranked according to specific criteria for inclusion in the works program. Occasionally, projects that address safety issues or respond to significant community expectations and concerns are prioritised higher in the program.
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Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Pathways assets
No.
Unit
Current replacement cost
Footpaths
674.85
km
$140.89M
Shared pathways
142.56
km
$53.55M
The average condition of pathways
Walkway
18.55
km
$7.74M
1.44
Asset type
Total current replacement cost of Council’s pathway network
$202M
Council manages a large
Pathway asset condition
network of pathway assets. Regular assessments
2.5
are undertaken to ensure pathways safety
2
1.78
and functionality. The assessments help determine
1.5 1.45
the condition of pathways,
1.37
identifying issues such as cracks, uneven surfaces, or
1
other defects that may pose safety risks to users.
0.5
Using the data from assessments and factors such as risk, asset criticality and
0
location, Council determines the renewal priorities for
Community satisfaction with footpaths / cycleways
the pathway network. This ensures that resources are
23-24
64.0%
22-23
64.6%
21-22
64.6%
20-21
64.6%
allocated to the most critical areas that require attention.
Priority ranking The ranking system for footpaths follows a methodology similar to that used for other asset classes, but employs a slightly different mathematical approach. The evaluation process involves awarding points based on a checklist, with a predefined maximum score. The criteria related to location carry the highest weight in the assessment. While each criterion includes a risk analysis, the location significantly influences public safety.
77
The Hills Shire Council
New assets
Difficult to walk along over 30% to 75% of length
15
220
Moderately difficult to walk along over 75% of length
10
Footway wear
50
Moderately difficult to walk along over 30% of 75% of length
5
Terrain
50
Formation generally level and even
0
Traffic
75
Connectivity
20
Disability access
20
Criteria Location - incorporating risk (accumulative total - see below)
Weighting
Location
Score
Traffic More than 10,000 vehicles per day (vpd) no footpath on either side More than 10,000 vpd - existing footpath on one side
Score 20 15
30
5,000 to 10,000 vpd - no footpath on either side
15
30
5,000 to 10,000 vpd - existing footpath on one side
10
15
2,000 to 5,000 vpd - no footpath on either side
10
Within 25m of childcare centre
20
5
Within 1,000m of major shopping centre (12 shops or more)
2,000 to 5,000 vpd - existing footpath on one side
30
Less than 2,000 vpd
0
Within 500m of small shopping centre (less than 12 shops)
20
Within 500m of major sporting complex
15
Within 400m of playground
15
Within 250m of major bus route bus stop
15
Between 250m and 500m of major bus route bus stop
10
Within 250m of minor bus route bus stop
10
Within 250m of any other pedestrian generator
10
Outside above limits
0
Within 500m of retirement village/hospital Within 500m of school (with more than 100 students) Between 500m and 1000m of retirement village, hospital, school
Connectivity Connects isolated sections of footpaving (10 points for each end joined)
Score
Disability access Footpath provides access for known people with disability
Score
20
20
Identification of projects Council has devised a footpath strategy that outlines the roads where footpaths will be constructed on one or both sides, as well as the local roads that will not have any footpaths. This strategy aims to
Footway wear
Score
provide footpaths in the older urban regions of the
Well-worn along 75% or more of length
20
Shire that meet the standards of new subdivisions.
Well-worn in sections (30% to 75% of length)
15
Slightly worn along 75% or more of length
10
Slightly worn in sections (30% to 75% of length)
5
No significant wear evident
0
Disability access
20
The Sydney Metro offers residents of The Hills alternative transportation options. Council has collaborated with TfNSW and other relevant government agencies to establish an interconnected pathway network near these new stations. In 2022-23, Council will review its Pedestrian Access Management Plan (PAMP) and Bike Plan, which will enable the community to see the current network and contribute to shaping the future of the
Terrain Difficult to walk along over more than 75% of length (driveways, obstructions, tree roots)
78
Score 20
connected pathway network.
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Works program KEY
2024-25 Original budget
2024-25 Feb 25 budget
2025-26 total
Bridges Bridges - renewal Bridges - new
R N
$150,000 $-
$300,000 $8,711,100
$325,000 $-
Bridges - new (funded by S7.11 Developer Contributions)
NS
$17,218,686
$13,179,859
$902,940
$17,368,686
$22,190,959
$1,227,940
Total - bridges Buildings Buildings - renewal
R
$3,865,000
$5,948,580
$4,201,428
Buildings - new
N
$-
$5,954,326
$25,000
Buildings - new (funded by S7.11 Developer Contributions)
NS
Total - buildings Footpaths Footpaths - renewal Footpaths - new
R N
Footpaths - new (funded by S7.11 Developer Contributions)
NS
Total - footpaths
$-
$2,690,000
$-
$3,865,000
$14,592,906
$4,226,428
$872,180 $605,000
$1,058,180 $3,360,370
$400,000 $720,000
$657,769
$3,893,633
$-
$2,134,949
$8,312,183
$1,120,000
$4,690,000 $945,566
Parks Parks - renewal Parks - new
R N
$1,910,000 $-
$4,912,517 $28,069,661
Parks - new (funded by S7.11 Developer Contributions)
NS
$1,400,000
$38,631,192
$200,000
$3,310,000
$71,613,370
$5,835,566
$25,260,094 $38,853,608
$13,836,559 $-
Total - parks Roads Roads - renewal Roads - new
R N
$12,371,250 $32,763,145
Roads - new (funded by S7.11 Developer Contributions)
NS
$20,238,592
$51,772,592
$-
$65,372,987
$115,886,294
$13,836,559
Total - roads Traffic Traffic - renewal Traffic - new
R N
$65,750 $525,000
$65,750 $18,385,436
$605,000 $200,000
Traffic - new (funded by S7.11 Developer Contributions)
NS
$18,154,267
$30,158,057
$12,915,681
$18,745,017
$48,609,243
$13,720,681
$1,670,000 $-
$2,356,202 $6,386,721
$2,285,000 $891,892
Total - traffic Waterways Waterways - renewal Waterways - new
R N
Waterways - new (funded by S7.11 Developer Contributions)
NS
Total - waterways Works done by VPA & WIK
$-
$10,658,057
$1,194,136
$1,670,000
$19,400,980
$4,371,028
$-
$694,760
$-
$112,466,639
$301,300,695
$44,338,202
* FY 2025-26 VPA & WIK will be brought in as/when required
GRAND TOTAL - CAPITAL WORKS (EXCLUDING LAND)
continued over page
79
The Hills Shire Council
2024-25 Original budget
2024-25 Feb 25 budget
2025-26 total
$20,904,180 $33,893,145 $57,669,314 $$47,508
$39,901,323 $109,721,222 $150,983,390 $694,760 $60,180,300
$26,342,987 $2,782,458 $15,212,757 $$10,756,719
$112,514,147
$361,480,995
$55,094,921
$8,166,455
$8,166,455
$8,814,099
$120,680,602
$369,647,450
$63,909,020
Reserve funds Section 7.11 & VPA Grants and/or contributions
$29,005,914 $57,716,822 $33,957,866
$45,157,347 $211,858,450 $112,631,653
$33,369,099 $25,969,476 $4,570,445
TOTAL SOURCE OF FUNDS
$120,680,602
$369,647,450
$63,909,020
SUMMARY BY CATEGORY (INCLUDING LAND) Renewal New New (funded by S7.11 Developer Contributions) VPA & WIK (works delivered as per VPA/WIK agreement) Land acquisitions SUBTOTAL - CAPITAL WORKS
KEY R N NS
Project survey and design, delivery and property acquisition staff costs GRAND TOTAL - CAPITAL WORKS SUMMARY BY FUNDING
80
2025-26 total
INVESTMENT PROPERTY (NOT PART OF CAPITAL WORKS PROGRAM)
2025-26 Budget
Castle Mall Shopping Centre, Castle Hill - improvements
$700,000
2025-26 INVESTMENT PROPERTY TOTAL
$700,000
Castle Mall reserve
$700,00
TOTAL SOURCE OF FUNDS
$700,000
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Bridges FY 2025-26 PROJECT
CP
Bridge renewal program Terry Road bridge over Killarney Chain of Ponds, Box Hill
15
D/C*
2025-26 BUDGET
C
$325,000
D
$902,940
2025-26 BRIDGES TOTAL
FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over) Boundary Road upgrade, Box Hill - bridges (CP15BRBRU)
$1,227,940
CP
D/C*
BUDGET as at FEB 25
15
C
$4,269,240
C
$8,231,100
15
D
$1,513,572
13
D
$859,189
D
$480,000
13
D
$189,494
13
D&C
$1,507,070
13
C
$4,718,346
Boundary Road upgrade, Box Hill - bridges (CP15BRBRUAIF) Boundary Road, Box Hill - bridge design (CP15BRBRU) Caddies Creek bridge (approach), North Kellyville - between Ross Place and Edwards Road - design (CP13NKB01) Castle Hill Showground, Castle Hill - pedestrian bridge (WSIG-WICR0734) - design Glenhaven Road cycleway bridge, North Kellyville (near Friends Place) - design (CP13NKCC05) Smalls Creek Cycleway bridge from Curtis Road to Farmers Circuit (CP13NKCW08) Withers Road, North Kellyville - over Smalls Creek (near Serene Place) - bridge upgrade - construction(CP13NKB02)
2024-25 BRIDGES BUDGETS AS AT FEB 2025 *D: Design | C: Construction | D&C: Design & Construction
81
The Hills Shire Council
Buildings FY2025-26 PROJECT FY 2025-26 PROJECT 3 Columbia Court, Norwest - upgrade of facility lighting control system
CP
D/C*
D/C* C
2025-26 BUDGET PROPOSED $250,000 BUDGET
Annangrove Park Environment Centre, Annangrove - roof replacement
C
Baker Crescent Shops - rejuvenation of street/shop front and McBurney Reserve (WICR0796)
C
$821,428
Balcombe Heights Estate, Baulkham Hills - design of new public amenities.
D
$25,000
Balcombe Heights Estate, Baulkham Hills - foundational subsidence design works for building 33
D
$40,000
Balcombe Heights Estate, Baulkham Hills - precinct painting program investigation and design
D
$60,000
Baulkham Hills Community Centre, Baulkham Hills - installation of solar pv system
C
$50,000
Baulkham Hills Community Centre, Baulkham Hills - roof replacement
C
$250,000
Baulkham Hills Library, Baulkham Hills - refurbishment of public use toilets within library
C
$120,000
Baulkham Hills Library, Baulkham Hills - replacement of vinyl flooring in book returns room
C
$80,000
Castle Grand Community Centre, Castle Hill - community centre flooring renewal
C
$120,000
Castle Grand Community Centre, Castle Hill - external facade corrosion treatment and painting
C
$250,000
Castle Grand Community Centre, Castle Hill - repurposing of memorial glass wall & fountain feature
D
$20,000
Castle Grand, Castle Hill - replacement of audiovisual equipment in the Tribute Room and Rebellion Room
C
$150,000
Castle Hill Library, Castle Hill - flooring renewal
C
$50,000
Castle Hill Showground, Castle Hill - bathroom, kitchenette and lunchroom amenities for metal storage building next to dog ring
C
$200,000
Castle Hill Showground, Castle Hill - poultry / pigeon pavilion general refurbishment works
C
$60,000
Dural Memorial Hall, Dural - flooring renewal
C
$220,000
Eurambie Child Care Centre, West Pennant Hills - replacement of boundary fencing
C
$40,000
Fred Caterson Reserve, Castle Hill - tennis club house roof & ceiling replacement works
C
$200,000
Glenhaven Community Centre, Glenhaven ventilation improvement works to vegetation works shed
C
$40,000
Kellyville Park, Kellyville - baseball amenities building renewal
C
$150,000
Kenthurst Park Reserve, Kenthurst - amenities club room lighting upgrade
C
$50,000
RFS Control Centre Headquarters, Kenthurst - facility renewal
C
$180,000
RFS Control Centre Headquarters, Kenthurst - headquarters, upgrade of solar pv system
C
$60,000
RFS Station, Glenorie - site infrastructure improvement works
C
$120,000
RFS Station, North Rocks - site infrastructure improvement works
C
$140,000
RFS Stations - painting program
C
$60,000
RFS Stations - signage upgrade works
C
$50,000
South Maroota Hall, South Maroota - floor refurbishment
C
$150,000
Vinegar Hill Memorial Library, Rouse Hill - replacement of flooring
C
$120,000
2025-26 BUILDINGS TOTAL *D: Design | C: Construction | D&C: Design & Construction
82
CP
$100,000
$4,226,428
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Buildings continued D/C*
BUDGET as at FEB 25
D&C
$3,084,687
C
$586,800
D&C
$280,000
D
$600,000
Horseworld, Gables - indoor recreation centre (WSIG - WILGA273)
D&C
$1,800,120
Ted Horwood Reserve community nursery - demountable building replacements
C
$1,000,000
Various buildings - CCTV upgrades
C
$100,000
D/C*
2025-26 BUDGET
Footpath and shared pathway renewal program
C
$300,000
Line marking and signposting of shared pathways
C
$100,000
Minor footpath connections and pram ramps program
C
$150,000
New footpath construction program
C
$570,000
FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over)
CP
Anthony Skarratt Reserve, Box Hill (formally Bligh Reserve) - Community Centre Columbia Court - Council Admin Building - replace roof top water proofing membrane system Columbia Court Building C - installation of truss rig and lighting equipment in glass atrium Horseworld, Gables - district facility - design (S94ACF0039)
94A
2024-25 BUILDINGS BUDGETS AS AT FEB 2025
Footpaths FY 2025-26 PROJECT
CP
2025-26 FOOTPATHS TOTAL FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over)
$1,120,000 CP
D/C*
BUDGET as at FEB 25
Baker Crescent Shops, Baulkham Hills - design and rejuvenation of street / shop fronts including McBurney Reserve (WSIG - WICR0796)
D
$178,167
Castle Hill Public School redevelopment works (DA 1070/2023/JP & 1070/2023/JP)
C
$86,000
Cattai Creek, North Kellyville - cycleways (S94ART0056)
94A
D
$390,150
Kumbatine Crescent Reserve, North Kellyville - near Cocoparra Circuit - pathway &
13
C
$442,936
D&C
$2,577,203
boardwalk - construction (CP13NKLOS06) Norwest Blvd from Windsor Road to Old Windsor Road - shared pedestrian/cycleway
2024-25 FOOTPATHS BUDGETS AS AT FEB 2025 *D: Design | C: Construction | D&C: Design & Construction
83
The Hills Shire Council
Parks D/C*
2025-26 BUDGET
Annangrove Park, Annangrove - renew sports field lighting
D&C
$350,000
Bernie Mullane Sports Complex Reserve, Kellyville - landscape and drainage works
C
$200,000
Caddies Creek Sports Complex, Beaumont Hills - upgrade drainage to trampoline
C
$20,000
Crestwood Reserve, Baulkham Hills - renew sports field lighting of fields 1&2
D&C
$330,000
Crestwood Reserve, Baulkham Hills - renew tennis court surfaces (6 courts)
C
$400,000
Eric Mobbs Reserve, Castle Hill - renew fencing at southern ends of field 1&2
C
$250,000
Fred Caterson Reserve - fields 1, 2 & 3 upgrade and refurbishment (WICR1150)
C
$945,566
Fred Caterson Reserve, Castle Hill - replace tennis court surfaces on courts 1 & 2, and rectify light spill on courts 1 & 2, and 3 & 4
C
$250,000
Glenhaven Reserve, Glenhaven - upgrade basketball court and associated drainage
C
$220,000
Hills Centenary Reserve, Rouse Hill - renew field lighting
D&C
$360,000
Martin Knight Reserve, Kellyville - renew BMX track
C
$380,000
Park furniture renewal program - shelters
C
$200,000
Park furniture renewal program - signage replacements
C
$50,000
Park furniture renewal program - tables and seats
C
$240,000
Playground renewal program
D&C
$960,000
D
$120,000
Ted Horwood Reserve, Baulkham Hills - pathway renewal and serviceability upgrade
C
$200,000
Turkeys Nest Reserve, Beaumont Hills - replace retaining wall and fencing
C
$280,000
C
$80,000
FY 2025-26 PROJECT
Rainforest Street Reserve, Box Hill - design
Turnbull Reserve, Box Hill - demolition of amenities building and water tank
2025-26 PARKS TOTAL *D: Design | C: Construction | D&C: Design & Construction
84
CP
15
15
$5,835,566
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Parks continued
CP
D/C*
BUDGET as at FEB 25
Anthony Skarratt Reserve, Box Hill - carpark and construction (CP15BHPF05)
15
C
$5,144,735
Anthony Skarratt Reserve, Box Hill - cycleways (CP15CYCLEWAYS)
15
C
$33,830
Anthony Skarratt Reserve, Box Hill - half width local road - Nelson Road frontage (CP15HWLRWORK001)
15
C
$470,923
C
$3,693,720
D
$500,000
Arnold Avenue Reserve, Kellyville - cycleway loop (LSCA580)
C
$100,000
Bernie Mullane Sports Complex Reserve, Kellyville - turf replacement - provide concrete
D&C
$150,000
D&C
$1,086,683
Castle Hill Heritage Park - well refurbishment (LSCA574)
C
$150,000
Castle Hill Showground - construction of arena (WSIG - WILGA307)
D&C
$1,147,500
D
$1,000,961
Castle Hill Showground, Castle Hill - detailed design stage 1
D
$146,093
Citadel Crescent Reserve, Castle Hill - geotechnical investigation for remediation of
D
$24,530
D&C
$4,439,572
D
$142,305
Glenhaven Oval, Glenhaven - renew lighting with 100 lux LED
D&C
$275,817
Gooden Drive Reserve, Baulkham Hills - renew athletic facilities (LSCA583)
C
$120,000
Kellyville Netball Complex, Kellyville - additional courts and floodlighting (LRCI Phase 4)
D&C
$240,000
D&C
$349,310
C
$40,000
15
D
$27,440
15
D
$100,000
13
D
$313,558
D&C
$1,400,083
15
D
$54,790
15
C
$4,225,766
C
$9,187,208
FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over)
Anthony Skarratt Reserve, Box Hill - play space (NSW Public Legacy Grant) Anthony Skarratt Reserve, Box Hill - sports field and carpark - detailed design
15
(CP15BHPF05)
slabs, retaining walls and drainage (LRCI Phase 4) Bernie Mullane Sports Complex, Kellyville - Livvie's Playground Stage 3 (WSIG WICR0802)
Castle Hill Showground - Stage 1 - arena, recreation and carpark - design (CP19LP3)
19
slope instability Fred Caterson Reserve, Castle Hill - expansion (3 fields, carpark, amenities, light)
19
(CP19PF1) Fred Caterson Reserve, Castle Hill - Fields 1, 2& 3 upgrade and refurbishment design (WSIG - WICR1150)
Kellyville Netball Complex, Kellyville - additional courts and floodlighting (S94AOE0051)
94A
Kenthurst Park, Kenthurst - upgrade irrigation bore (LSCA577) Mason Drive Reserve, Box Hill - Mason Drive/Capricorn Parkway intersection - design (CP15LOCALBHLP07) McCall Parkway Reserve, Box Hill - opposite intersection of Terry Road and Rubidea Street - design (CP15LOCALBHLP09) North Kellyville Public School - synthetic playing field - Near Hezlett Road and Curtis Road - design (CP13NKLPF03) Parraweena Reserve, Baulkham Hills - remediation works Rainforest Street Reserve, Box Hill - The Water Lane/Grandhill Parkway intersection design (CP15LOCALBHLP08) The Water Lane Reserve, Box Hill - playing fields (CP15BHPF06) The Water Lane Reserve, Box Hill - playing fields (CP15BHPF06000AIF)
2024-25 PARKS BUDGETS AS AT FEB 2025 *D: Design | C: Construction | D&C: Design & Construction
85
The Hills Shire Council
Roads D/C*
2025-26 BUDGET
AC sheeting program
C
$2,750,000
Annangrove Road, Annangrove - rehabilitation
C
$694,721
FY 2025-26 PROJECT
CP
Bus shelter renewal program
C
$100,000
Car park renewal program
C
$375,000
Cattai Ridge Road, Cattai - rehabilitation
C
$500,000
Crack sealing program
C
$100,000
Green Road, Castle Hill - rehabilitation
C
$200,000
Heavy patching program
C
$2,900,000
Kerb and gutter reconstruction program
C
$300,000
Line marking program
C
$200,000
Resealing program
C
$1,500,000
River Road - rehabilitation
C
$126,838
Roads rehabilitation program
C
$3,700,000
Samantha Riley Drive, Kellyville - rehabilitation
C
$200,000
The Parkway, Beaumont Hills - rehabilitation
C
$190,000
2025-26 ROADS TOTAL FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over)
$13,836,559
CP
Annangrove Road between Edwards Road and Kenthurst Road - rural length treatments
BUDGET as at FEB 25
C
$1,900,000
Annangrove Road, Rouse Hill - 150m north of Withers Road/ The Water Lane to 160m north of Edwards Road - construction (CP11SA13)
11
C
$6,134,037
Annangrove Road, Rouse Hill - 150m north of Withers Road/ The Water Lane to 160m north of Edwards Road - construction (CP15ANNAGROVERD)
15
C
$7,328,623
C
$24,356,403
D
$633,182
C
$5,129,778
Annangrove Road, Rouse Hill - from Windsor Road to Withers Road/The Water Lane intersection - road upgrade - construction Boundary Road, Box Hill - Boundary Road upgrade to urban collector standard - design (CP15BOUNDARYRD)
15
Boundary Road, Box Hill - bridge and road approaches over Killarney Chain of Ponds Creek - construction Castle Street upgrade, Castle Hill - Grand Way to Pennant Street (CP17CHNRT11)
17
D
$912,081
Cattai Ridge Road, Glenorie - rural length treatment (S94ART0063)
94A
D&C
$1,162,991
Commercial Road East, Rouse Hill - upgrade - design (CP08CPS2)
08
D
$268,049
C
$3,276,964
Commercial Road/Brocklebank street intersection, Box Hill - traffic signals Edwards Road to Ross Place, North Kellyville - road and bridge upgrade design (CP15BRNKB01)
15
D
$87,934
Glenhaven Road from Samantha Riley Drive to Glenhaven Road Bridge, North Kellyville - 4 lane treatment (CP13NKNR05)
13
D
$408,945
D&C
$1,512,159
D
$907,110
C
$1,790,400
Mitchells Road, Sackville North - embankment stabilisation Old Castle Hill Road upgrade, Castle Hill - Eric Felton Reserve to Gilham Street (CP17CHNRT10) Pages Wharf Road, Sackville North - embankment reconstruction (The Betterment Grant Funding) *D: Design | C: Construction | D&C: Design & Construction
86
D/C*
17
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Roads continued D/C*
BUDGET as at FEB 25
River Road embankment stabilisation and drainage works along various sections of River Road 16 sites (AGRN1025)
D&C
$4,591,722
River Road, Leets Vale - embankment failure at CH20040 to CH20100 (AGRN1119 April 2024)
D&C
$595,614
River Road, Wisemans Ferry CH2961-29630 (DRFA AGRN1129 June 2024)
D&C
$457,355
FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over)
CP
Samantha Riley Drive, Kellyville - 4 lane upgrade
13
D
$611,658
The Water Lane from Hynds Road to Nelson Road, Box Hill - road upgrade (CP15BHRU08A)
15
D&C
$760,920
The Water Lane, from Hynds Road to Aurora Street, Box Hill - new road (CP15BHNR06A)
15
D
$210,268
Withers Road upgrade from Mile End Road to Annangrove Road - design (CP11SA8)
11
D
$709,095
Withers Road, North Kellyville - from Smalls Creek to Barry Road - road upgrade construction (CP13NKNR03)
13
C
$10,109,895
Withers Road, North Kellyville - road upgrade design (CP08SA7)
08
D
$461,168
Withers Road, Rouse Hill - from Annangrove Road to Mile End Road - road upgrade construction (CP11SA8)
11
C
$10,128,697
2024-25 ROADS BUDGETS AS AT FEB 2025 *D: Design | C: Construction | D&C: Design & Construction
87
The Hills Shire Council
Traffic FY 2025-26 PROJECT
CP
D/C*
DDA compliance program
C
$155,000
Minor traffic facilities and Local Traffic Committee requests
C
$150,000
15
C
$5,794,665
C
$200,000
15
C
$5,478,867
Mount Carmel Drive/Old Pitt Town Road /Valetta Drive, Box Hill - signalised intersection Street lighting upgrade program Terry Road / George Street, Box Hill - roundabout Terry Road/Hynds Road, Box Hill - roundabout
15
D
$245,401
Terry Road/Alan Street/Crossiron Street, Box Hill - signalised intersection
15
D
$893,896
Terry Road/McCall Parkway/Rubidea Street, Box Hill - signalised intersection
15
D
$502,852
C
$300,000
Traffic facilities renewal program
2025-26 TRAFFICS TOTAL FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over) Annangrove Road, Rouse Hill - from Old Windsor Road to Cattai Creek (near Edwards Road) - road upgrade - construction (CP11SA13)
$13,720,681 CP
D/C*
BUDGET as at FEB 25
11
C
$6,134,037
Boundary Road / Brahman Road, Box Hill - roundabout design (CP15BHR07)
15
D
$316,591
Boundary Road/ Commercial Road/ Brocklebank Street, Box Hill - signalised intersection (CP15BHT23)
15
C
$7,646,250
Boundary Road/George Street, Box Hill - signalised intersection - design (CP15BHR06)
15
D
$316,591
Box Road/Nelson Road, Box Hill - roundabout design (CP15BHT19)
15
D
$687,836
Castle Street/Carramarr Road, Castle Hill - roundabout (CP17CHNRT2)
17
D
$42,849
Cattai Ridge Road, Glenorie - intersection with Halcrows Road - construction (S94ART0063)
94A
C
$900,000
CP15 New intersection, road and bridge project concept and scoping development and feasibility review
15
D
$129,068
Dorrigo Road/Barry Road/Greenmount Street intersection, North Kellyville – new roundabout construction
D&C
$1,007,148
Fontana Drive, Terry Road and Old Pitt Town Road, Box Hill - signalised intersection (Blackspot)
C
$1,000,000
D&C
$4,332,770
C
$2,830,000
D
$44,661
Fontana Drive, Terry Road and Old Pitt Town Road, Box Hill - signalised intersection (CP15BHT22)
15
Fontana Drive, Terry Road and Old Pitt Town Road, Box Hill - signalised intersection (CP15BHT22AIF) Garthowen Crescent and Old Castle Hill Road, Castle Hill - roundabout (CP17CHNRT4)
17
George Street/Old Pitt Town Road, Box Hill - roundabout - design (CP15BHR03)
15
D
$370,863
Gilham Street/Carramarr Road, Castle Hill - roundabout (CP17CHNRT3)
17
D
$43,870
Glenhaven Road, Glenhaven - road upgrade survey, design & public utility investigations
D
$210,744
Glenhaven Road, Glenhaven (outside Glenhaven School) - signalised pedestrian crossing design
D
$115,389
Halcrows Road, Glenorie - guardrail, guideposts, shoulder seal, curve alignment markers
C
$430,000
D
$462,283
C
$350,000
Hynds Road/Nelson Road/Edwards Road, Box Hill - roundabout (CP15BHR01) Kenthurst Road, Kenthurst - install slow point near Nelson Street, street lighting, guideposts and guardrail *D: Design | C: Construction | D&C: Design & Construction
88
2025-26 BUDGET
15
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Traffic continued FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over)
CP
D/C*
BUDGET as at FEB 25
Langford Road/Davey Road, Dural - install flexible barriers, upgrade street lighting, edgelines and guideposts
C
$380,000
Mason Road/Old Pitt Town Road/Nelson Road, Box Hill - roundabout (CP15BHR02000AIF)
C
$2,527,032
Middleton Avenue/ Fishburn Crescent (North), Castle Hill - roundabout - detailed design (CP19RB1)
19
D
$200,000
Mount Carmel Drive and Prosper Street, Box Hill - signalised intersection design (CP15BHT17)
15
D
$20,000
C
$2,192,397
D
$153,486
Mount Carmel Drive, Box Hill - signalised intersection at Old Pitt Town Road/Valletta Drive (CP15BHR05AIF) Mount Carmel Drive/Valetta Drive/Old Pitt Town Road, Box Hill - signalised intersection - design works (CP15BHR05)
15
Old Castle Hill Road/Gilham Street, Castle Hill - roundabout (CP17CHNRT1)
17
D
$45,549
Old Northern Road/Old Castle Hill Road, Castle Hill - upgrade existing traffic signals (S94ART0052)
94A
D
$195,272
President Road/Hayes Avenue, Kellyville - roundabout (S94ART0053)
94A
C
$250,000
C
$250,000
Samantha Riley Drive, Kellyville - install raised thresholds between Sanctuary Drive and Brampton Drive Terry Road and George Street, Box Hill - roundabout design (CP15BHT12)
15
D
$9,100
The Water Lane/Grandhill Parkway, Box Hill - signalised intersection (CP15BHT20)
15
D
$397,619
The Water Lane/Outback Street, Box Hill - roundabout (CP15BHR08)
15
C
$3,167,393
Windsor Road/Cook Street, Baulkham Hills - traffic signal upgrade - design (S94ART0054)
94A
D
$404,607
Withers Road/Foxall Road Intersection, North Kellyville - one lane roundabout (CP13NKR05)
13
D
$35,650
Withers Road/Mungerie Road, Beaumont Hills intersection - roundabout (S94ART0034)
94A
C
$700,000
2024-25 TRAFFIC BUDGETS AS AT FEB 2025 *D: Design | C: Construction | D&C: Design & Construction
89
The Hills Shire Council
Waterways FY 2025-26 PROJECT
CP
D/C*
12 Nyari Road, Kenthurst - drainage improvement works
C
$95,000
56 Palace Road, Baulkham Hills - drainage improvement works
C
$60,000
Declared dams and detention basins renewal program
C
$150,000
Eaton Road Catchment - drainage improvement works
C
$380,000
O'Reagan Reserve, Baulkham Hills - waterway rehabilitation - Stage 2
C
$750,000
Rural road table drains renewal program
C
$350,000
Stormwater drainage pipes renewal program Terry Road, Box Hill - culvert crossing linking basins
15
Terry Road, Box Hill - culvert crossing linking basins (AIF)
C
$500,000
C
$1,194,136
C
$891,892
2025-26 WATERWAYS TOTAL FY24-25 Potential carryover projects (MULTI-YEAR) (only unspent funds as at 30 June 2025 will be carried over)
4,371,028 CP
Blinkhorn Circuit Reserve stormwater management basin detailed designs
D/C*
BUDGET as at FEB 25
D
$139,636
Caspian Street and Yakut Street intersection - basin design (CP15BH01A)
15
D
$496,708
Cattai Creek Cockayne Reserve riparian restoration works - design (S94ADR0016)
94A
D
$54,472
Centaurus Way, Box Hill - culvert crossing - construction (CP15CRG)
15
Centaurus Way, Box Hill - culvert crossing G (CP15CRGAIF)
C
$579,606
D&C
$910,000
Combined basin, raingardens and drainage structures off Hynds Road, Box Hill - design (KC02)
15
D
$357,780
Dam and scour protection ancillary works - near Georgia Terrace, Kellyville - design (CP08DB54)
08
D
$220,000
Deepwater Circuit Reserve - basin 7 - near Yanga Road - design (CP13NKSWB071)
13
D
$63,778
George Street near Palfrey Street - Box Hill - culvert crossing E (CP15CRE)
15
D&C
$1,655,181
D
$200,000
George Thornton Reserve - Bellbird Creek erosion prevention - concept design Hynds Road, Box Hill - combined basin, raingardens and drainage structures off design (KC01)
15
D
$373,904
McCall Parkway Reserve, Box Hill - south of The Water Lane - raingarden and GPT design (CP15RGBH11)
15
D
$89,329
Memsie Street and Hedgewood Drive, Box Hill - basin design (CP15BH01B)
15
D
$454,221
Meydan Street and Hedgewood Drive Intersection, Box Hill - basin design (CP15BH01C)
15
D
$558,008
Mount Carmel Drive near Caspian Street, Box Hill - culvert crossing A (CP15CRA)
15
D&C
$1,634,783
O'Reagan Reserve, Baulkham Hills - Waterway establishment - Stage 1
C
$250,000
Parsonage Road and Wiseman Road, Castle Hill - stormwater asset upgrade - detailed design
D
$40,000
Showground Precinct Cattai Creek - investigation and detailed design
D
$185,000
Showground Precinct, Castle Hill - Cattai Creek waterway rehabilitation - detailed design
D
$250,000
St Pauls Avenue, Castle Hill - stormwater network asset upgrade - staged detailed design
D
$40,000
St Pauls Avenue, Castle Hill - stormwater renewal - Stage 1 of 4 construction
C
$200,000
D&C
$749,924
D&C
$2,210,953
D&C
$65,453
D&C
$1,865,607
Timothy Avenue Reserve, Castle Hill - Bidjigal creek rehabilitation - construction
C
$250,000
Wiseman Road, Castle Hill - stormwater network asset upgrade - detailed design
D
$40,000
Terry Road, Box Hill - basin, raingarden and drainage structure - D&C (CP15BH02A)
15
Terry Road, Box Hill - basin, raingarden and drainage structure - D&C (CP15BH02A0AIF) Terry Road, Box Hill - basin, raingarden and drainage structure - D&C (CP15BH02B) Terry Road, Box Hill - basin, raingarden and drainage structure - D&C (CP15BH02B0AIF)
2024-25 WATERWAYS BUDGETS AS AT FEB 2025 *D: Design | C: Construction | D&C: Design & Construction
90
2025-26 BUDGET
15
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
Land FY 2025-26 LAND
CP
TOTAL: 2025-26 - Box Hill Precinct Contribution Plan (CP15)
15
2025-26 LAND TOTAL
D/C*
2025-26 BUDGET $10,756,719
$10,756,719
*D: Design | C: Construction | D&C: Design & Construction
91
The Hills Shire Council
2025-2026 Section 7.11 2025-26 total Bridges Box Hill Precinct
$902,940
Total - bridges
$902,940
Parks Box Hill Precinct
$200,000
Total - parks
$200,000
Traffic Box Hill Precinct
$12,915,681
Total - traffic
$12,915,681
Waterways Box Hill Precinct
$1,194,136
Total - waterway
$1,194,136
New projects total
$15,212,757
GRAND SUMMARY
92
Box Hill Precinct
$15,212,757
New projects total
$15,212,757
Land acquisitions (Sec 7.11)
$10,756,719
GRAND SECTION 7.11 TOTAL
$25,969,476
Resourcing Strategy 2025-35 | Hills Shire Plan 2025-2029
www.thehills.nsw.gov.au 3 Columbia Court Norwest NSW 2153 PO Box 7064, Norwest 2153 P +61 2 9843 0555 E council@thehills.nsw.gov.au If you do not speak English and need an interpreter, contact the Translating and Interpreting Service on 131 450 and ask them to call Council on 9843 0555.
93